SPARC Statement of Intent 2005-2006

8/14/2019 SPARC Statement of Intent 2005-2006

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2005/06

Statement of Intent


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Our mission is to be recognised by 2006 as world leading in our approachto sport and physical recreation measured by:

> Being the most active nation

> Having athletes and teams winning consistently in events that

matter to New Zealanders

> Having the most effective sport and physical recreation systems.

VISION

All New Zealanders have a right to enjoy participating and reachingtheir potential in sport and physical recreation, are proud of their own

active, healthy lifestyles, and are proud of their achievements as a nationin sport.

Kia hiwa r, kia hiwa r.Kia hiwa r ki tenei tuku.Kia hiwa r ki tr tuku.Kia t, kia toa, kia mataara!

Tihei mauri ora.

He mihi atu tnei ki ng maunga tapu me ng marae maha o te motuo Aotearoa-whnui.

Tn koutou katoa.

Kei te poroporoaki ki ng tini aitu kua whetrangitia, kua haere atuki te p, moe mai, moe mai, moe mai i t moenga roa.

Kei te mihi atu ki a ttou ng kanohi ora e noho mai nei ki runga i tneiwhenua taahua. N reira, e ng mana, e ng reo, rau rangatira m,tn koutou, tn koutou, tn ttou katoa.


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ContentsForeword 2

Summary 3

Operating Environment 5

Contributing to Shared Government 9

Outcomes

Strategies 11

Policy Investment Services

2005/06 New Initiatives 12

Delivering Outcomes 13

Organisational Health and Capability 23Managing Risk 25

Forecast Financial Statements 26

Notes to the Financial Statements 30

Organisational Directory 33


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Foreword

New Zealand is a nation that values sport and recreation.

We value what an active lifestyle can contribute

to our enjoyment of our surroundings, how sportdelivers benefits to ourselves and our nation, and how

participating in physical activity can bring us together as

individuals, families and communities. We love to see

ourselves perform on the international stage, we love to

see our children playing sport on a Saturday morning,

and we hope that all our family and whnau members

will be active and healthy throughout their lives.

There are thousands of sport and recreationorganisations throughout New Zealand that contribute

every day to the development and strengthening of

sport and recreation activities. Sport and Recreation

New Zealand (SPARC) has focused on supporting these

organisations to build a sustainable, effective and

capable sector. Some of our partners work to raise the

physical activity levels of young people, and some work

to ensure that our elite athletes can perform to the best

of their ability, but all work to help New Zealandersrealise their potential.

The Government invests in

deliver improved outcomes

This Statement of Intent listand outputs which will ena

to be monitored.

As SPARC enters 2005/06,

our past work, to review w

the relationship between ou

recreation, and to look to t

notes that this coming year

review, for forward planninfor finding a vision that SPA

sector and with all New Zea

I look forward to a new pha

SPARC, and the sport and r

work towards 2012 and be

John WellsChairman, Sport and Recrea


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Summary

SPARC has been operating under the original strategic

plan put in place in 2002 to carry the organisation

through until 2006. During the 2005/06 year SPARCwill consolidate and build on achievements and plans

already in place.

SPARC will also undertake a major strategic review

over this year which will take it forward from 2006 to

2012. This review will be the most significant project

for the year.

The New Zealand Government has shown its continuing

commitment to sport and recreation through an

increase of $9.75 million in funding to SPARC. The key

projects that SPARC will invest in are detailed later in

this document.

SPARCs mission is to be recognised as world leading

in its approach to delivering improved physical activity

and sport outcomes. SPARC invests in a range of

organisations, delivers services, and develops policies

which are specifically targeted at:

Being the most active nation

Having athletes and teams winning consistently

in events that matter to New Zealanders

Having the most effective sport and physical

recreation systems.

SPARC continued to make significant progress in

2004/05 towards achieving its mission.SPARC invested $19 million in the New Zealand

Olympic teams build-up to the 2004 Athens Olympic

Games. This has proved to be money well spent, with a

significant improvement over th

four years ago in Sydney, both

of medals won and the numbeplace finishes.

There has been substantial gro

strategic and targeted investme

in the sport and recreation sect

that can increase participation

In 2002/03 SPARC invested $26

sector. In the space of three fin

of investment has more than dinvesting a total of $59.8 millio

A priority has been investing in

of selected sports, such as swim

that have potential to achieve in

as well as having broader roles

New Zealanders to participate in

These sports are now operating

investment contracts.Other significant initiatives, lau

in 2004/05, that will help New

international sporting success,

participate in physical activity a

the most active nation are:

Developing strategies to im

2004 findings of the SPARC

Identification Taskforceimportance of children acq

in early childhood and con

possible to identify sportin


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Launching the New Zealand Coaching Strategy,

which lays the foundations for creating a world-

class coaching environment in New Zealand.

Implementing the Performance Enhancement

Grants (PEGs) scheme, which allocates grants to

high performance athletes and coaches to help

them cover general living costs and devote more

time to achieving sporting excellence.

Engaging in capability assessments of specific

National Sports Organisations and Regional Sports

Trusts to clarify and improve their performanceacross governance, leadership and other key areas

and releasing the first of a series of easy-to-use

organisational development tool-kits.

Appointing four permanent relationship managers

at SPARC who work to ensure that effective

relationships exist between SPARC, National Sports

Organisations and Regional Sports Trusts.

In July 2004 a Memorandum of Understanding wassigned by SPARC and the Ministries of Education

and Health. This is targeted at encouraging children

to be more active and make healthy eating choices.

Collaboration between the parties continued into

2004/05.

Active Movementphy

for under-fives were lau

progressed in the 2004of 14 how to brochu

parents and caregivers

role movement plays in

They recommend appro

movement into young

TheActive Schools pro

October 2004.Active S

children more active mawareness, skills and ed

physical activity and ph

school communities, an

physical activity and ove


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SPARC was established under the Sport and Recreation

New Zealand Act 2002 on the recommendation of

the Ministerial Taskforce on Sport, Fitness andLeisure (2001). SPARC was given the task of promoting,

encouraging and supporting physical recreation and

sport in New Zealand. Changes in the family, social and

working environments of New Zealanders in recent years

have made this task challenging. Many New Zealanders

now lead time-stressed lifestyles and there are more

entertainment options than ever competing for whatever

spare time people have. As a consequence, for some

New Zealanders, participation in sports and physical

activity may not hold the high priority it did previously.

Technological developments and transportation issues

also contribute to inactivity. These and other pressures

have meant that the physical activity levels of some

New Zealanders have declined in recent times. The fact

that New Zealand has an increasingly aging population

also presents specific challenges in encouraging people

to maintain physically active lifestyles. In addition, thereare challenges involved with getting young people

physically active, many of whom are failing to develop

fundamental movement skills or adopt healthy, active

lifestyles. The following section provides an overview of

the environment SPARC operates in, including problem

areas and pressure points requiring ongoing attention.

PHYSICAL ACTIVITY LEVELSFrom the end of the 20th century and into the 21st

century, it is evident that while overall levels of physical

activity in adults have increased slightly, physical

activity levels among children and young people have

decreased. There are also concerns about physical

activity levels among some other demographic groups.

Operating Environment

39%. However, this figure has

1997 and 2001. These trends f

globally, with many countries ephysical activity among all age

United Kingdom). While activity

international comparisons, clea

for improvement as approximat

be doing more physical activity

While physical activity levels for

increased slightly, levels within

demographic groups are conce

Women overall are less act

their lifespan, especially tho

years of age.

People with disabilities hav

participation rate than the

New Zealanders of ethnicit

Mori or Pacific Island app

among adults. Fifty-one peadults from other ethnicitie

African and Middle Eastern

in 2001.

Young People (517 years)

Particularly concerning trends h

physical activity levels of childre

New Zealand has witnessed a d

interest and participation in spo

among young people:

The overall physical activity

(engaged in 2.5 hours phy

decreased3% between 1

2000/01 (66%)


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The most active children are those aged 912.

However, there is a marked drop in physical activity

between entering and leaving secondary school.

Research conducted for the Primary School Physical

Activity Pilot programme, involving 424 students

aged up to 10 years old, found that only 17 (4%)

of these students could manage all core physical

skills. Only two of the 17 students were girls.

These trends are concerning given that they are

occurring in an environment that features substantial

health promotion initiatives and extensive support ofsporting codes.

This raises questions relating to why some people

are choosing not to participate. A major recent study

commissioned by SPARC, Obstacles to Action: A

Study of New Zealanders Physical Activity and

Nutrition, has provided valuable information about

motivations and barriers to people participating. It

found different groups of people have quite differentmotivations for participating in physical activity, such

as: an awareness of health benefits; a desire to be

physically attractive; a desire to maintain a healthy

weight; social interaction; and a desire for approval by

others. Thus a generic one size fits all approach is

unlikely to be successful in motivating and encouraging

all people to participate in physical activity. Key barriers

identified included a lack of time and/or energy, lack

of encouragement or support from others, no oneto exercise with and difficulty in sticking to a routine.

These motivations and barriers are all further impacted

upon by the changing stages people go through in

their lives, such as aging, states of health, and changes

in career and family commitments. This information

will be invaluable to SPARC in developing effective and

increase to around 145,000

Mori and Pacific peoples a

to have diabetes as non-M(Ministry of Health 1999). P

identified as a key risk facto

United Kingdom Departmen

the risk of developing type-

lower for physically active p

who are physically inactive.

that preventing type-2 diab

increased physical activity b

glucose tolerance appears t

benefits (United Kingdom D

The incidence of obesity ha

New Zealand, with a 50% i

being reported in the last d

Development 2003). In the

ranked fourth out of 15 cou

in the adult population (OE

percent of New Zealand ad

35% are overweight (Minis

is also affecting our children

has been reported that 21%

between five and 14 were o

10% were obese (2002 Nat

Physical activity clearly has a

management and can there

the incidence of obesity.While physical activity has a

and/or reducing the inciden

this can be somewhat of a

some people who suffer fro

may find exercise and other


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alleged to be misleading. This case led to some sports

events and activities being cancelled, as organisers

were unwilling to risk subjecting themselves to suchcriminal liability. The Court of Appeal subsequently

overturned the conviction. However, the Court of

Appeal made it clear that event organisers have a

duty to take reasonable care and precautions not to

cause danger to participants or the public. SPARC has

undertaken initiatives including disseminating advice

about the implications of this case and other aspects

of legal liability to the sports and recreation sector,

developing risk management standards and consulting

with representative event organisers. However, despite

these measures, the fact that sports event organisers do

have legal responsibilities might potentially make some

organisers less willing or eager to organise events. Any

reduction in events and activities is likely to impact on

physical activity and sport participation levels.

COMPETITIVE HIGH PERFORMANCEENVIRONMENTNew Zealanders believe winning in international

events is important. It creates a strong sense of

national identity and pride. Over the last year or so,

New Zealand sportspeople have had some great

international successes in a diverse range of sports.

New Zealanders have been crowned world champions

in softball, rugby (sevens and under 21), cycling,triathlon, aerobics, inline speed skating, bowls,

lifesaving, mountain running and mountain biking.

Then of course there was Athens, with some great

successes in the Olympic Games and the Paralympic

Games moments all New Zealanders can be proud of.

It is evident that New Zealand c

basis of size and funding, as w

seemingly endless resources of countries. While the level of inv

we do not have the resources t

our rivals, so we have to outsm

innovative and strategic in how

VOLUNTEERSVolunteers contribute significan

recreation sector in a variety of referees, sports administrators a

undertaking a variety of organis

500,000 people contribute thei

volunteers across the sector. W

New Zealanders were involved

2000/01 (SPARC 2003), many s

have a shortage of volunteers.

There are a number of possiblemay choose not to volunteer. T

many New Zealanders in recen

peoples ability and willingness

work. Many people have less le

may be more selective in how t

The recent high profile prosecu

organisers, and increased publi

involved in organising sports ev

if something goes wrong, may people wary of offering their se

for fear of being held liable for

the lack of opportunities in trai

for volunteers and a perceived

and support from sports admin

be important factors affecting


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PARTNERSHIP WITH MORISPARC acknowledges and recognises the importance

of a partnership between Mori and non-Mori under

the Treaty of Waitangi. SPARC aims to ensure that the

needs of Mori are provided for across the whole sector

and to develop culturally effective strategies for all

New Zealanders.

SPARC is also concerned to improve outcomes for

Mori and in particular to improve participation rates.

While Mori are active participants in physical activity

and sport, overall levels of activity have declinedamong Mori from 1997 to 2001 (SPARC 2003).

While adult Mori are a relatively active population

group, spending more than 10 hours per week on

physical activity, the proportion of Mori children and

young people who are inactive constitutes one of the

highest population groups among New Zealand children

and young people (although not as high as Pacific

children and young people). Among young Mori, the

percentage of those who identify as physically active

has declined from 75% in 1997 to 66% in 2001.

The proportion of sedentary

over this time from 6% to 1

sedentary Mori boys over tto 17% and for sedentary M

to 20%.

A range of barriers has bee

limit the uptake of physical

Mori. Te Puni Kkiri (1995

perceived cost); transport d

whnau commitments; lack

(sense of shame or embarracommunication difficulties;

work; low awareness of the

on their lives; and low awar

opportunities available to u

Mori are represented with

segments identified in the O

research (2003). These segm

of common barriers and mo

in the Te Puni Kkiri researcimprove physical activity op


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Contributing to SharedGovernment Outcomes

Participation in physical activity and sport creates

benefits that go well beyond the sport and recreation

sector and contribute to New Zealand as whole.Improving physical activity levels and participation

in sport, developing effective sport and recreation

systems, and having international sporting successes

can all contribute to increased health, social and

economic benefits for New Zealanders. SPARC seeks to

collaborate with other government agencies to deliver

wider objectives for the whole of government.

HEALTHThat physical activity has direct health benefits is

now indisputable. There is no shortage of evidence

identifying physical activity as having protective and

mitigating benefits in combating a range of health

disorders. For example, there is cogent research

evidence demonstrating that physical activity reduces

the risk of contracting and/or dying from serious

diseases and medical conditions including cardiovasculardisease, obesity, type-2 diabetes, some forms of cancer,

osteoporosis, osteoarthritis and depression (Ministry of

Health 2003).

There is also evidence demonstrating that physical

activity, by improving strength, co-ordination and

balance, can help protect people from fractures and

other injuries sustained from falls and other accidents.

Engaging in moderate physical activity has been shownto significantly reduce the risk of falls in older people.

(DiBrezzo et al 2003; Cyarto et al 2004).

Physical inactivity has been ranked the fifth major

mortality risk and has been estimated to account for

over 2,600 deaths per year in New Zealand (Ministry of

fundamental to quality of life a

children. There is a compelling

supports the value of physical aeducation interventions within

(CDC 2003; WHO 2003). Resea

the world provide evidence of t

physical activity has on academ

esteem, and accelerated psych

(McKenzie, Sallis et al 2004; Ro

Scheuer and Mitchell 2003; Sh

Health and physical education in the New Zealand national cu

development of fundamental m

the Health and Physical Educat

Curriculum. SPARC is working

of Education and the Ministry o

the newActive Movementan

initiatives designed to improve

and level of participation in phy

children and young people in N

Targeted policy and initiatives d

and Physical Activity in Learn

Frameworksupport both the

mission (Raising Student Achiev

Disparity) and the Education Pr

(for more information see Mini

Statement of Intent 2003200

align with national curriculum oresourcing for enhancing quali

strengthening family and comm

NATIONAL IDENTITYPhysical activity and sport lie at


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ECONOMIC DEVELOPMENTPhysical activity and sport make a significant

contribution to the New Zealand economy. The

Ministerial Taskforce on Sport, Fitness and Leisure

(2001) identified immeasurable societal benefits of

sports participation, not to mention $300 million per

annum in sport-generated tax payments. In 1999, the

real gross output of the sport and physical recreation

sector was $1.97 billion. It has been calculated

that $4.8 million per day is contributed to the

New Zealand economy by recreation and sport(Hillary Commission 1998).

Hosting international events has major benefits for the

New Zealand economy, such as generating external

revenue and potentially providing opportunities for

developing domestic businesses and creating increased

employment. The hosting of the Americas Cup in

Auckland was estimated to have contributed

$474 million to Aucklands regional GDP and $640million to the national GDP (McDermott Fairgray Group

and Ernst & Young 2000). Sport provides a vehicle

to reinforce and enhance our brand image, improve

the value of traded products and enhance tourism

opportunities. For example, international tourists who

visited New Zealand to watch or play sport contributed

$120 million to the economy in 1999 (BERL 2000).

Consistent evidence shows

the physical activity and spo

increased demand and growthat in some segments ther

the number of paid occupa

volunteer-based positions (A

sport and recreation sector

directly employ some 41,00

SOCIAL COHESION

Physical activity and sport cin furthering personal and s

individuals and communitie

10,000 sports clubs in New

one-third of all New Zealan

sporting activities (SPARC 2

Therefore a large number o

choosing to engage in the p

social interactions that are iorganised sporting activity.

lie at the heart of New Zeal

individuals together, and pr

to community services. This

and helps strengthen social

communities (Sullivan 1998

of Economic Research 2000


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Strategies

SPARC has three key strategic domains that drive

how our mission will be achieved and inform the

development of a sustainable and effective sport andrecreation sector. These are: (1) policy; (2) investment;

and (3) services. These functions are outlined in the

Sport and Recreation New Zealand Act 2002, and

they underpin how SPARC operates. These strategies

are governed by principles to guide operations in each

of the three areas.

POLICYFive common principles underpin SPARCs

policy approach:

1. SPARC seeks to operate at a strategic policy level to

ensure programmes and interventions are measured

and effective and the sport and recreation sector

has clear and objective leadership.

2. SPARC seeks to adopt a whole-of-government

approach that emphasises collaborative andco-ordinated strategies and partnerships across

central and local government and non-government

organisations through consultative policy

development, advocacy and information sharing.

3. SPARC will consider sport and recreation in a

broad and holistic manner, and in particular the

value created by people being physically active and

participating in organised sport.

4. SPARC recognises the importance of the

partnership between Mori and non-Mori

under the Treaty of Waitangi and will give regard

to developing culturally relevant and effective

strategies for all New Zealanders.

5 SPARC ill d t f li h b d

2. Return: SPARC will focus o

than supporting entitlemen

will be made on the likelihoreturn on investment (mea

SPARCs mission).

3. Certainty: SPARC will ende

investment decisions follow

understood process. Chang

priorities will be signalled w

Contracted targets will be

and agreed.4. The capability of an organi

investment will affect the q

prescriptiveness of the inve

5. The performance of SPARC

matter. Better performance

while poor performance w

Investments will be monito

6. Fit for Purpose Investmeterms will reflect the risk/re

for SPARC. For example, sm

small organisations will be

grants, while large, long-te

key organisations will be st

greater risk.

7. Recognition: SPARC invest

taxpayer. Users of this inve

to give due recognition to for these funds.

SERVICESThe principles governing the de

services are:


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2005/06 New Initiatives

As SPARC enters 2005/06 it is time to review the

progress made on achieving our mission, consolidate

our work, and plan for the future. There are sevennew areas of work that we would like to highlight.

These reflect where the budget increase of

$9.75 million will be targeted.

VOLUNTEERS SPARC will undertake the development of resources

and the provision of training for volunteers.

We will also develop a campaign which recognisesthe contributions these individuals make to the

sport and recreation sector.

LEADERSHIP We will develop a new professional development

programme aimed at improving the capability

of the leadership of national and regional

organisations. A component of this will be the release of a

national leadership development pilot programme.

HEALTH POLICY DEVELOPMENT We will build a collaborative framework with the

health sector linking effectiveness and best practice

in relation to sport, physical activity and health

outcomes.

MELBOURNE COMMO SPARC will support our

Melbourne Commonw

and undertake a debrie

We will be aiming for 4

Commonwealth Game

ANTI-DOPING We are facilitating the

legislation to repeal and

Sports Drug Agency Am

Further to this, the Gov

International Conventio

STRATEGIC REVIEW SPARC will develop a st

and beyond.

This work will involve d

for sport and recreation

SPARC will sponsor a m

the vision amongst the

REALISING OUR POT We will co-ordinate a s

enable New Zealanders

talent. This will be infor

Talent Identification


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Delivering Outcomes

MILESTONES OUTPUTS

POLICYIn 2005/06 SPARC

Education Framework

2005/06

Education Framework

Sport and Physical Activity

SPARCs mission clearly identifies what the organisation

seeks to achieve in terms of delivering improved sport

and recreation outcomes. Setting challenging targetsrequires careful planning and indicators to measure

success along the way. The following section outlines

how SPARCs ongoing work contributes to the mission,

how the work will ultimately make a difference, and

how we will evaluate that difference.

SPARC measures its outputs in three main classes.

These three classes match the outcomes that make up

our vision: to be the most active nation; to win in eventsthat matter to New Zealanders; and to have effective

sport and recreation systems.

OUTPUT CLASS 1:

Being the most active nationSPARCs goal is to ensure that

are physically active for more th

In achieving this New Zealand i

the most active nations in the w

rates of physical activity appear

population groups, particularly

people, Mori and Pacific peop

is required over the coming yea

activity of all New Zealanders.

Intermediate Outcome Measures

2005/06 New Zealand is the most active nation as measured by the Internation

Activity Questionnaire

2006/07 Over 43% of adult New Zealanders are active for 30 minutes at least week (compared with 39% in the 2000/01 New Zealand Sport and A

Over 72% of adult New Zealanders are active as determined by the N

Sport and Physical Activity Survey (compared with 70% in the 2000/0

Sport and Physical Activity Survey)1

2007/08 New physical activity measures for children and young people (ages 5

established and baselines provided


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MILESTONES OUTPUTS

1318 Year Old Strategy

2005/06

Strategy developed with

stakeholders

2006/07

Strategy released

2007/08

Implementation of

strategy begins

1318 Year Old Strategy

SPARC will consolidate its

with the development of a

old age group. This group

need of particular attentio

research on the Education

Health Policy Development

2005/06

Strategy developed with the

Ministry of Health

2006/07

Strategy completed and

implementation begins

2007/08

Implementation continues

Health Policy Developm

SPARC will undertake a p

a strategic and robust app

opportunities for collabor

the sport and recreation a

role of physical activity in established and increasing

from Government and pri

co-operative planning is im

INVESTMENT Forecast: Programme and Service Investment

2005/06 $31,500 million

2006/07 $35,494 million

2007/08 $35,463 million

SERVICES Community Partnerships Community Partnership


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Push Play

2005/06

Baseline measure of awareness

of Push Play, why and

how to be active campaign

established

2006/07

Awareness of why and

how to be active increased,particularly among target

groups

Physical activity levels increased,

including in response to

targeted campaign

2007/08

Awareness of why and

how to be active increased(compared with 2006/2007)

Push Play

In 2004/05 SPARC developedpartnerships and implemente

at least 10 organisations repr

million New Zealanders to com

Playmessages. In 2005/2006

increase awareness levels by a

In particular we look to increa

and Pacific Island communitie

such as He Oranga Poutama.

Playcampaign will be expandfindings of the Obstacles to

identified the motivation and

activity. Using that research S

a why and how campaign.

address the motivators and b

in physical activity among targ

providing support.

In addition, in 2005/06, SPARrelationship with Pharmac to

Prescription programme, an

minimum level of 48% of GR

more active 6-8 months after

Prescription.

OUTPUT CLASS 2

Having athletes and teams winning consistentlyin events that matter to New Zealanders

To enable this, SPARC seeks to create a world-leading

high performance environment. Some sports will be

able to achieve notable improv

however, the expectation is tha

sports will deliver improved w

consistently win key events or t


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MILESTONES OUTPUTS

POLICYTo develop world-

class coaches

To develop world-

class athletes

High Performance Review

2005/06

Review undertaken and report

completed

2006/07

Review implemented

2007/08

Implementation continues

High Performance Revie

This year will see a review

performance system. The

strategic in nature and wi

investment and services in

look at international pract

made since the establishm

Academy of Sport and ma

modifications and improve

Melbourne CommonwealthGames

2005/06

Support campaign developed

and implementedDebriefing completed

Melbourne Commonwe

SPARC will work over 200

effective platform for succ

Commonwealth Games. S

athletes and teams at the

and undertake a debrief a

INVESTMENT Forecast: Programme and Service Investment2005/06 $25,857 million

2006/07 $29,857 million

2007/08 $29,835 million

SERVICESSPARC works to

support sports

with the greatest

potential to succeed

Talent Development

2005/06

Talent development

framework completed with key

stakeholders

Talent Development

The Talent Development (T

on the work of the Talent

and the LinkingPromise

The framework aligns with


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High Performance

Consulting Service2005/06

75% overall satisfaction with

the services provided by the

Performance Directors

2006/07


the services provided by thePerformance Directors

2007/08


the services provided by the

Performance Directors

High Performance Consulti

The national office of the NewSport is contained within SPA

Directors provide strategic ad

their high performance progr

to assist with this is the high

tool (HPAT). This tool assesses

sports programmes. Areas for

through this assessment creat

Performance Director service.

a consistently high quality ser

Prime Ministers Scholarships

2005/06

Scholarships provided to 400

athletes and 50 coaches

2006/07



2007/08



Prime Ministers Scholarsh

Prime Ministers Scholarships athletes defray the cost of livi

that they can concentrate on

also supports coaches throug

Scholarships for professional

programme will also be expan

include officials and applied s

medicine service providers.

Carding Programme

2005/06

Carding Programme

The carding programme allow

h


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OUTPUT CLASS 3:

Having the most effective sport and physicalrecreation systems

SPARCS goal is to develop a world-leading sport

and recreation environment. This entails developing

effective National Sports Organisations, National

Recreation Organisations and Regional Sports Trusts.

As an outcome measure SPARC is looking to improve

the financial management, leadership of these organisa

be assessed by way of an a

recording issues such as the

programmes and the numb

in business solutions.

Intermediate Outcome Measures

2005/06 SPARC, National Governing Bodies and Regional Sports Trusts dem

commitment to continual improvement and building effective wor





MILESTONES OUTPUTS

POLICYTo develop regulatory

environment in which

sport and recreationoperates

Strategic Review

2005/06

Strategic review undertakenStrategic plan developed

2006/07

Implementation of

strategic plan

Strategic Review

It is time to review the pro

SPARCs mission, consolid

for the next strategic phasSPARC, in consultation wi

strategic plan for 200620

with the sector to articula

recreation in New Zealand


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Volunteers

2005/06Volunteer strategy development

2006/07

Implementation of volunteer

strategy

2007/08

Evaluation of strategy

implementation and impact

Volunteers

A new initiative for the 2005/development of a volunteers s

make significant contribution

recreation sector. However, m

shortage of volunteers as incr

peoples spare time place a st

and commitment to voluntee

support volunteers within the

sector through (1) the develo

and the provision of training fa campaign that recognises th

individuals make to the sport

Leadership

2005/06

A leadership development

framework established

2006/07

Implementation of the

framework

2007/08

Continued implementation

Leadership

In 2004/05 SPARC focused on

professional development pro

improving the capability of th

national and regional organisSPARC will work with tertiary

to develop a framework aime

improving the skills of current

Coach Education2005/06

Coach Education framework

endorsed by 60% of targeted

sports

Coach EducationAs part of the New Zealand

launched in February 2005 a

was to review and improve pr

education for coaches. This w

professional development pat


22/40

MILESTONES OUTPUTS

SERVICESTo support the

development

of capable and

effective people and

organisations

Business ImprovementServices

2005/06

Implementation of governance

and leadership programmes

across 70% of targeted

organisation

2006/07

Completion of capability

assessment of all targeted

organisation

2007/08

Programmes extended to new

target groups

Business Improvement

SPARC will provide quality

solutions aimed at improv

target organisations. Capa

SPARC target those organ

their potential, and identif

improvement. Solutions w

resources for effective fina

resource management, an

Coaching

2005/06


Coaching Strategy continued

2006/07


Coaching Strategy completedacross targeted organisations

2007/08

Evaluation of the Coaching

Strategy undertaken

Coaching

SPARC launched the New

Strategyin February 2005

significant changes to be

New Zealand for many yea

was the extension of a ma

CoachCorp, which has be

Auckland. Implementation

will continue throughout

build on previous SPARC w

environment, such as coac

scholarships through the P

Scholarship programme, a

Coaching Directors and N


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Anti-Doping Development

2005/06Passing of anti-doping

legislation

Ratification of International

Convention Against Doping

in Sport

Compliance with World Anti-

Doping Code

2006/07

New Zealand compliant with

Code

2007/08

Continual monitoring of

compliance

Anti-Doping Development

SPARC, in conjunction with thSports Drug Agency, is respon

that New Zealand is complian

anti-doping standards and ag

UNESCO International Conve

in Sport and the World Anti-D

of this work we have develop

policy for National Sports Org

are introducing legislation to

New Zealand Sports Drug AgThe Government also will rati

late 2005.

New Zealand Sport DisputesTribunal

2005/06

Resolution of sports disputes

2006/07


2007/08


New Zealand Sport Dispute

The Board of SPARC establish

Sports Disputes Tribunal on th

the Ministerial Taskforce on

Leisure. Its aim is to ensure t

Organisations and other parti

as an athlete) have access to

speedy means of resolving a s

Tribunal is an independent bo

National Research Strategy

2005/06

National Research Strategy

The National Research Strateg


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MILESTONES OUTPUTS

New Zealand Sport andPhysical Activity Survey(NZSPAS)

2005/06

NZSPAS conducted

2006/07

Analysis of dataset andproduction of report

2007/08

Planning for next NZSPAS

in 2008/09

New Zealand Sport andSurvey (NZSPAS)

The NZSPAS is conducted

baseline measure of sport

activity interests and levels

(aged 16 and over).


25/40

Organisational Health and Capa

VALUES KEY ELEMENTS MILESTONES 2005/06

PEOPLE FOCUSEDSPARC places considerable

emphasis on supporting

and valuing people. The

goal of SPARC is to foster

whanaunatanga (caring

for, and support of, one

another like a family) where

individuals are valued andable to achieve their full

potential and to develop

successful relationships.

STRIVES FOREXCELLENCESPARC strives for excellence

in everything it does.This is characterised by

the development of a

nimble, innovative and

dynamic organisation. In

this regard SPARC seeks to

develop excellent internal

processes so as to ensure

the organisations ongoing

viability and success.

DEMONSTRATESLEADERSHIP

As the lead agency in the

sport and recreation sector

Identity SPARC seeks to demonstrate thepeople and processes. This mean

organisation acts ethically and pr

June 2006 SPARC will have com

compliance review and promote

organisation the ethical standard

SPARC employees.

SPARC will also be seeking to pr

employer of choice by creating a

and practices that enhance the o

SPARC will also be repositioning

programmes to ensure the publi

as the lead government agency i

recreation sector.

HR Strategic Plan In August 2006 SPARC will have

Resource Strategic Plan. Over 20to co-ordinate and refine human

policies to ensure SPARC recruits

the best people.

By June 2006, SPARC will have r

Equal Employment Opportunity

Also, SPARC will be looking at st

the principles of the New Zealan

within the organisation.

Stakeholder/RelationshipManagement

Relationship Management is a st

stakeholders to ensure SPARC re

connects to the community and

change and realities in the secto


26/40

VALUES KEY ELEMENTS MILESTONES 2005/06

DISPLAYS INTEGRITY

SPARC wishes to

demonstrate the integrity of

its process and of its people.

This means ensuring that the

organisation acts ethically

and professionally in all

aspects of its work

InternationalStrategy

SPARC operates in a dynamic

in which strategies, program

constantly changing. This req

proactive on the internationa

with the latest developments

goals and objectives.

The planning and execution o

activities are not perceived as

objective, co-ordinated appro

Five key action areas that are

international relationships ha

International participatio

Agreements with key pa

Networking

Hosting

Database opportunities.

By co-ordinating and plannin

these five areas it is hoped th

forthcoming from our interna

Active Workplace As part of SPARCs responsiband its commitment to prom

organisation will continue to

staff to engage in physical ac

Koanga The development of a new comanagement system will pro

contracts and investment arra

and track information and ou


27/40

SPARC must manage and mitigate risk areas in addition

to the normal corporate risks of disaster recovery,

succession and security etc faced by all organisations inNew Zealand. In particular SPARC operates in a

sector and environment where the expectations

placed on the organisation by its stakeholders are

not homogeneous, are in some cases contradictory and

are in many cases unachievable. As such, reputation

risk management is important to SPARC as it seeks to

match its capacity against the expectations of the sector

and the Government.

SPARC also actively manages the risks around its brands,

in particularPush Play and the New Zealand Academy of

Sport. These brands form an important part of SPARCs

delivery mechanism to achieve the outcomes described

in this Statement of Intent, as such brand management

forms an integral part of SPARCs risk management

framework.

SPARC operates a risk framewo

the Board and Management th

following components: Oversight by the Audit and

of the Board

Financial control environm

Physical and electronic secu

Disaster recovery planning

Brand management

Insurance and indemnity Project management meth

Annual risk assessments

A comprehensive internal a

Managing Risk


28/40

Statement of Forecast Financial PerformanceFor the four years 2004/05 to 2007/08

Budget2004/05

$000

Forecast2004/05

$000

Forecast2005/06

$000

REVENUE

NZ Lottery Grants Board 28,217 28,217 28,217

Vote Funding

Sport & Recreation

36,790 36,790 44,244

Contract Revenue 4,400 5,691 6,478

Other Revenue 800 1,422 800

Total operating revenue 70,207 72,120 79,739

COST OF SERVICES

Programme Investment 54,696 53,688 59,803

Programme Support 6,802 9,361 9,157SPARC Costs 10,988 11,120 14,898

Total operating expenditure 72,486 74,169 83,858

Net surplus/(deficit) (2,279) (2,049) (4,119)

Forecast Financial Statements2004/05 to 2007/08

Statement of Forecast Movements in Accumulated FundsFor the four years 2004/05 to 2007/08

Budget2004/05

Forecast2004/05

Forecast2005/06


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Forecast Output Class AllocationFor the four years 2004/05 to 2007/08

Budget2004/05

$000

Forecast2004/05

$000

Forecast2005/06

$000

Fo2

OC1 BEING THE MOSTACTIVE NATION

Programme Investment 22,651 21,643 24,538

Programme Support 5,619 7,752 6,962

SPARC Costs 3,895 5,371 6,776

Total 32,165 34,766 38,276

OC2 WINNINGCONSISTENTLY INEVENTS THAT MATTERTO NEW ZEALANDERS

Programme Investment 21,500 21,500 24,720Programme Support 656 596 1,137

SPARC Costs 3,428 3,112 4,509

Total 25,584 25,208 30,366

OC3 MOST EFFECTIVESPORT AND PHYSICALRECREATION SYSTEMS

Programme Investment 10,545 10,545 10,545Programme Support 1,163 1,013 1,058

SPARC Costs 3,029 2,637 3,613

Total 14,737 14,195 15,216

Total Operating Expenditure 72,486 74,169 83,858


30/40

Statement of Forecast Financial PositionFor the four years 2004/05 to 2007/08

Budget asat 30 June

2005$000

Forecast asat 30 June

2005$000

Forecast asat 30 June

2006$000

F

CURRENT ASSETS

Cash on hand and at Bank 70 70 70

Short Term Investments 9,756 14,918 9,432

Accounts Receivable 1,921 1,921 1,921

Total Current Assets 11,747 16,909 11,423

LESS CURRENT LIABILITIES

Bank Overdraft

Accounts Payable 4,240 4,524 4,172

Funds Held on Behalf of Crown

PM Scholarship Fund

3,448 5,470 4,645

Total Current Liabilities 7,688 9,994 8,817

Working Capital Surplus 4,059 6,915 2,606

NON-CURRENT ASSETS

Fixed Assets 730 430 620

Total Non-Current Assets 730 430 620 Net Assets 4,789 7,345 3,226

Represented by:

Opening Accumulated Funds 7,068 9,394 7,345

Net Surplus/(Deficit) for (2,279) (2,049) (4,119)


31/40

Statement of Forecast CashflowsFor the four years 2004/05 to 2007/08

Budget2004/05

$000

Forecast2004/05

$000

Forecast2005/06

$000

Fo2

CASH FLOW FROMOPERATING ACTIVITIES

Cash Inflow

NZ Lottery Grants Board 28,217 28,217 28,217

Vote Sport and Recreation 36,790 36,790 44,244

Funds Received Administered

on Behalf of Crown

5,000 5,000 5,000

Other Crown Contracts 4,400 5,263 6,478

Other 785 1,422 800

Total 75,192 76,692 84,739

Cash Outflow

Cash Disbursements to

Operations

76,021 78,550 83,910

Funds Paid Administered

on Behalf of Crown

5,600 4,100 5,825

Total 81,621 82,650 89,735

Net Cash Inflow/(Outflow) from

Operating Activities

(6,429) (5,958) (4,996)

CASH FLOW FROMINVESTING ACTIVITIES

Sale of Assets

Purchase of Assets 600 271 490


32/40

1 Cost of SPARC services

In 2005/06 and out-years the increased revenue

provided by the Crown has been split betweenincreased direct investment of funds through

payments to sport and recreation sector

organisations, and indirect investment into the

sector through services provided by SPARC or on

behalf of SPARC. Examples of indirect investment

in the sector include awareness campaigns on the

benefits of physical movement and the importance

of volunteering to the sector; and professional

development training provided to the sport andrecreation sector on behalf of SPARC.

2 The Prime Ministers Scholarships are administered

and distributed by SPARC on behalf of the Crown.

See Figure 1: Funds Held and Administered on

Behalf of the Crown.

STATEMENT OF ACCOUNTING POLICIES

Reporting Entity and Statutory Basis for Reporting

These are the financial statements of Sport and

Recreation New Zealand, which was established by the

Sport and Recreation Act 2002. This Act defines Sport

and Recreation New Zealand as a Crown entity for

purposes of the Public Finance Act 1989.

The financial statements have been prepared in

accordance with Sport and Recreation New Zealandsgoverning legislation and section 41 of the Public

Finance Act 1989.

In addition Sport and Recreation New Zealand has

reported on funds held and administered on behalf of

th C

Notes to the Financial Stateme

Measurement Base

Historical and fair value acc

have been applied in the prstatements.

Accounting Policies

The following accounting p

affect the measurement of

the financial position have b

Goods and Services Tax

The financial statements are

exclusive basis, with the exc

and accounts receivable, w

Where GST is irrecoverable

recognised as part of the re

The amount of GST owing t

Revenue Department at bal

difference between Output

included in Accounts Payab

Taxation

SPARC is a Public Authority

Recreation Act 2002 and is

in accordance with section

Act 2004.

REVENUE

Goods and Services

Revenue comprises the amo

receivable for goods and se

in the ordinary course of bu


33/40

Grants Received

Grants received from the Crown and its agents have

been accounted for as income in the Statement ofFinancial Performance. Any grants for which the

requirements under the grant agreement have not been

completed are carried as liabilities in the Statement of

Financial Position.

Investment Income

Interest income is recognised when earned and is

reported in the financial period to which it relates.

EXPENDITURE

Grant Funding Expenditure

Grants are expensed against the financial year for which

the grant has been approved.

Cost of Service Statements

The costs of outputs, as reported in the statement ofobjectives and service performance, report the costs of

inputs and services purchased externally or provided

internally, necessary to produce the outputs.

Cost Allocation

SPARC derives the costs of outputs using the following

cost allocation system:

Direct costs are charged directly to significantactivities. Indirect costs are charged to significant

core activities based on cost drivers and related

activity/usage information.

Indirect costs are the costs of providing internal

corporate and support services

FIXED ASSETS

Initial Recording

All assets costing more than $2

and recorded at historical cost,

consideration given to acquire

any direct attributable costs of

working condition for its intend

Depreciation

Depreciation is provided on a s

rates that will allocate the coststheir estimated useful lives. The

estimated as follows:

Audio-visual equipment 3 y

Furniture and fittings 5 y

Office equipment 5 y

Leasehold improvements ov

of

Computer equipment 3 y

Operating Leases

Leases where the lessor effectiv

all the risks and benefits of ow

items are classified as operating

office premises and office equi

are classified as operating leaseare representative of the patter

from the leased assets and acco

Statement of Financial Perform

which they are incurred.


34/40

Employee Entitlements

Provision has been made for SPARCs liability for annual

leave. Annual leave provision has been calculated on anactual accumulated entitlement basis at current rates of

pay. This equates to the cash amount necessary to settle

the obligation as at balance date.

Financial Instruments

SPARC is party to financial instruments as part of its

everyday operations. These financial instruments include

bank accounts, short-term deposits, investments,

debtors and creditors. Revenues and expenses in

relation to all financial instruments are recognised in

the Statement of Financial Performance. All financial

instruments are recognised in the Statement of

Financial Position at their es

contractual obligation has bmethods and assumptions a

policy statements associated

Statement of Cash Flows

Cash means cash balances o

accounts, demand depositsinvestments in which SPARCto-day cash management.

Operating activities includ

income sources of SPARC athe supply of goods and ser

Investing activities are tho

acquisition and disposal of


35/40

Organisational Directory

As a Crown Agent, SPARC has a close working

relationship with Government. The organisation reports

directly to the Minister for Sport and Recreation, Hon

Trevor Mallard, and is responsible for the provision of

policy advice to Government on sport and recreation.

However, the Ministry for Culture and Heritage is

responsible for the manageme

of Vote Sport and Recreation. T

responsible for monitoring of t

government sports sector orga

and the New Zealand Sports D

SPARC is governed by a nine-member Board appointed

in accordance with the Sport and Recreation

New Zealand Act 2002. The role of the Board isto set the strategic direction of SPARC and provide

governance and leadership for

also supports Te Roopu Manaa

Committee) to provide strategito Mori.

RELATIONSHIP WITH GOVERNMENT

Hon Trevor Mallard

Minister for Sport and Recreation

Minister for Culture and HeritageManagement of Vote Sport and Recreation

SPARCImplementation and Operations

SPARC BoardGovernance and Leadership


36/40

John WellsChairman

Nicholas HillChief Executive

Chief Policy AdvisorGeneral Mana

Marketing & Public

Ann WoolstoActing General M

Corporate Serv

ORGANISATIONAL STRUCTURE

Dallas SeymourSenior Mori Advisor

Deb HurdleGeneral Manager

Participation

Incorporating

Push Play

Active Communities

Education

HealthVolunteers and Officials

Katie SadleiGeneral Mana

Performanc

Incorporatin

Athlete and Regiona

Business Improve

Coaching

InvestmentRelationship Mana

New Zealand Academ


37/40


38/40


39/40

SPARC photo credits

Front Cover:

Ross Giblin, Dominion Post

Inside front cover:

Photosport

Photosport

Adam Malloch, Taranaki Daily News

Contents page:

Photosport

Lindsay Keats

New Zealand Waterpolo


40/40

Level 4, Dominion Building, 78 Victoria Street,PO Box 2251, Wellington, New Zealand

Phone: +64 4 472 8058 Fax: +64 4 471 0813

www.sparc.org.nz

SPARC Statement of Intent 2005-2006

Documents