2020 /2021 Impact Report

IMPACT REPORT 2020/21

HIGHLIGHTS 2020/21 • Membership increased to 4596 • The Poolsafe Quality Management Scheme grew to 157 • 16 facilities achieved Quality Pool accreditation • Over 90,000 website visits • 29 Green Flags awarded • We ran 10 online webinars • Over 1200 registered to watch our online webinars

Tēnā koutou katoa The 2020/2021 year has been a challenging year for many due to the impact of the global COVID-19 pandemic. Aotearoa/New Zealand has appreciated its isolated island status but has not been immune to the effects and impacts of COVID-19. The profile and importance of our industry has undoubtedly grown in value, as numerous lockdowns put a sharp focus on physical and mental wellbeing, and the relative importance of recreation for survival rather than just a luxury.

From a governance perspective the board of Recreation Aotearoa has seen a number of changes across both elected and appointed positions, some as terms have ended, and some for personal reasons. The priority focus for the year was the launch and implementation of the new strategic plan for the period 2020-2025.

The board has been dedicated to advancing our commitment to Te Tiriti o Waitangi/Treaty of 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 Kāhui Kura Māori (Māori Advisory Group). The new, exciting, and leading edge, bi-cultural strategic plan was launched in November 2020. With no script to follow, the creation of such a bi-cultural strategic plan has had its challenges. It is now, however, providing a model for other sport and recreation organisations to follow. During 2021, the Board has continued to focus on the implementation of the new strategic plan through defining strategic outcome measures and key performance indicators, and reviewing organisational values in line with the new plan.

However, we were fortunate to be able to host a stunning Green Pavlova/World Urban Parks Asia-Pacific Congress in May in Rotorua, which was well attended and appreciated.

Virtual/online webinars continued to be a complimentary way of communicating and connecting, particularly through our international alliance with World Urban Parks.

I wish to thank all the Recreation Aotearoa Board members for their time, commitment, and dedication to our recreation industry.

Each has given generously of their time, which is greatly appreciated. It is also appropriate to thank the many members outside of the board who contribute their time to our regional committees, Regional Advisory Group, technical advisory groups, and panels. A special thank you goes to the members of Te Kāhui Kura Māori, who have given generously of their time, knowledge and expertise. We have a growing number of key industry partners and supporters, who help us deliver the services that are important to our members, and our thanks go to you all for your ongoing support.

I would also like to sincerely thank Chief Executive Andrew Leslie, and the passionate team at Recreation Aotearoa, who have the bests interests of the whole recreation sector at heart. It has been an incredible journey for Andrew, returning after such a debilitating mountain bike accident in early 2020.

Lastly, I wish to thank our members, for all your support, professionalism, and commitment to our amazing recreation industry. We continue to go from strength to strength!

COVID-19 had a significant impact on our ability to host our popular face to face conferences.

In November 2020 the Recreation Conference became a virtual online event, and in 2021 the Waves conference had to be cancelled.

Ngā mihi mahana Mark Bowater, Chair

Tēnā koutou e ngā hau e wha I recently celebrated 10 years as CEO of this wonderful organisation. I put my heart and soul into my mahi, and what has made it so enjoyable is the friendships, relationships, and partnerships I’ve formed along the way. Thank you.

2020-21 was another challenging year for all of us, trying to bounce back from the effects of COVID-19. Recreation Aotearoa came through it remarkably well and I’d like to personally thank my exceptionally talented team for their huge efforts in pulling us through, especially as I gradually stepped back into fulltime work following my return home from hospital.

In particular, the leadership of Tracey Prince-Puketapu during my absence has been widely acknowledged, keeping the organisation on track and adapting under tricky circumstances, to continue to deliver quality member services. Thanks again Tracey.

The highlights for me in the Recreation Aotearoa year were adapting to virtual conference delivery, the launch of our new strategic plan Te Whai Oranga, the commencement of our PlayCheck programme, and our advocacy efforts that led directly to a DOC fee exemption for not-for-profit organiations that reduces

costs for operators taking tamariki and rangatahi onto public conservation land.

But number one on the list was the return of face-to-face conferencing at Green Pavlova in Rotorua. The programme was insightful, the atmosphere positive as the parks sector reconnected, and the energy on the dancefloor (my ultimate measure of success) was electric. Thanks to everyone involved in making this the biggest Green Pavlova ever.

Our organisation depends on the relationships with our partners, and on the enthusiasm and dedication of all those who are involved in recreation. I extend a heartfelt thank you to Sport NZ, Recreational Services, Community Leisure Management (CLM), Belgravia Leisure, Powell Fenwick, Architecture HDT, Skills Active, and Water Safety NZ, for your ongoing support.

And finally, I’d like to express my gratitude to all our members that dedicated their time, effort, and expertise to our various committees and advisory groups. We could not do it without you and on behalf of the Recreation Aotearoa Board and staff, thank you for your support in delivering our mahi during 2020-2021.

Ngā mihi nui Andrew Leslie, CEO

MEMBERSHIP REPORT 2020/21 Organisation Individual Virtual TOTAL

2015/16 1519 171 397

2017/18 1532 178 792

2018/19 113 1803 1244

2019/20 123 1681 2301

2020/21 124 1601 2871

2087

2502

3160

4105

4596

Number 1740 1677 713 466

% 38% 36% 16% 10%

4596

100%

BY SECTOR Parks Community Aquatics Outdoors TOTAL

REGIONAL MEMBERS Auckland/Northland Central Midlands Wellington Canterbury/N. South Island Otago/Southland TOTAL

2017/2018

2018/2019

Number 824 383 225 428 467 175

% 33% 15% 9% 17% 19% 7%

Number 1172 497 284 466 509 232

% 37% 16% 9% 15% 16% 7%

2502

100%

3160

100%

2019/2020

2020/2021

Number 1523 642 369 590 667 314

% 37% 16% 9% 14% 16% 8%

Number 1752 779 398 653 683 331

% 38% 17% 9% 14% 15% 7%

4105

100%

4596

100%

OUR PEOPLE BOARD Mark Bowater (Chair) Michele Frey (Deputy Chair) Alison Law (until November 2020) Tania Te Whenua (until December 2020) Grant Davidson (from December 2020) Fiona McDonald (until February 2021) Brent Eastwood Sarah Murray Dan Anderson (from March 2021) Bobbi Clark-Heu (from March 2021) Hannah Chapman-Carr (Aspiring Director) AUDIT, FINANCE & RISK COMMITTEE MEMBERS Sarah Murray (Current Chair) Alison Law (until November 2020) Tania Te Whenua (until December 2020) Richard Booker Dan Anderson (from May 2021) Grant Davidson (from May 2021) Hannah Chapman-Carr (Aspiring Director) STAFF Andrew Leslie (Chief Executive) Tracey Prince-Puketapu (Aquatics Programme Manager - Team Leader) Karl Nesbitt (Parks and Open Spaces Programme Manager) until Oct 2020 Annette Richards (Parks and Open Spaces Programme Manager) Nov 2020 to Mar 2021 Garrett Blair (Play, Parks and Open Spaces Programme Manager) from June 2021 Esther Bukholt (Community Recreation and Sport Project Manager) Sarah Ford (Marketing & Communications Manager) Sam Newton (Advocacy Manager) Daniel Evans (Events & Membership Manager - Team Leader) Maryanne Cheater (Events Co-ordinator) Rhiann Collins (Quality Programmes Co-ordinator) Linda Walsh (Finance & Administration Co-ordinator) Kusum Nathu (Administration Assistant) until July 2020 Leah Maclean (Communications Co-ordinator) REGIONAL CHAIRS Auckland/Northland – Tom Mann Central - Amanda Davies Midlands - Brendan Rope & Elise Yule Wellington – Mark Hammond Canterbury/Northern Sth Island – Jenn Benden Otago/Southland - Erik van der Spek

ACCREDITATION COMMITTEE Geoff Canham (Chair), Robyn Cockburn, Rob Greenaway, Sarah Murray, and Bevan Grant. Thanks also to our team of roving assessors.

AWARDS PANEL Deb Hurdle (Chair), John Latimer, Richard Lindsay, Alison Law, Simon Battrick, Glenn Quintal, Wendy Bainbridge, Shyrel Burt, Cassandra Horton.

ACCOUNTANT BDO AUDITOR Baker Tilly Staples Rodway REGIONAL ADVISORY GROUP Arvid Ditchburn (Chair until August 2020), Cassandra Horton (Chair from December 2020), Gordon Bailey (until October 2020), Jennifer Leaf (until December 2020), Aaron Phillips (from February 2021) Mark Hammond, Megan Carpenter and Sally Sheedy Board Representative: Alison Law (until November 2020), Bobbi Clark-Heu (from May 2021) YARDSTICK PARKS ADVISORY GROUP Gordon Bailey, Jennifer Leaf, Mark Miller, Vikki Muxlow, Garry Page, Aaron Phillips, Mark Smith, Ian Soper, and Bill Steans OUTDOOR RECREATION SUB-COMMITTEE Dan Anderson (Chair), Jo Parsons, Simon Graney, Tracey-Lee Repia, Mark Johnson, Chris Mildon NZ CEMETERIES & CREMATORIA COMMITTEE Daniel Chrisp, Danny Langstraat, Elizabeth Reddington, Cindi Crooks (Until Jan 2021), Craig Morton, Hayden Parr (Interim Chair April 2021 until elected in May 2021), Isak Bester, Sheree Stout, Nikki Marchant-Ludlow (Interim Chair until April 2021). Alastair Crombie, Ricky Mulqueen and Chris Curlett joined the Committee May 2021.

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

2020-2025 STRATEGIC PLAN In 2019 Recreation Aotearoa made a constitutional commitment to the principles of Tiriti o Waitangi and an aspiration to developing working partnerships with Māori whānau, hapū and iwi to realise this commitment.

Significant steps in this journey were the appointment of a Board member to bring an understanding of Te Tiriti at the governance level, building the capability of Recreation Aotearoa staff, and the establishment of Te Kāhui Kura Māori.

Below you will find all the information around our 2020 - 2025 Strategic Plan.

Our VISION is to ReCreate a Nation.

Our MISSION is Enhancing Wellbeing Through Recreation.

Hear from Mark Bowater (Recreation Board Chair) about the development of the 20202025 Strategic Plan:

Recreation Aotearoa engaged widely throughout the sector and amongst members through online surveys, regional and conference workshops to gauge the aspirations of our key stakeholders for recreation in New Zealand.

During this same period Te Kāhui Kura Māori held wānanga at various marae across the motu (country).

Kuruho Wereta of Te Kāhui Kura Māori talks in more depth about the waka hourua analogy:

We are excited about what the future holds for recreation in Aotearoa. With Te Tiriti as our foundation we have captured two world views and bound them together in one plan.

Andrew Leslie, CEO of Recreation Aotearoa, explains what the future looks like and what they key result areas are:

RECREATION AOTEAROA CEO RECEIVES LEADERSHIP AWARD Recreation Aotearoa CEO Andrew Leslie was awarded the prestigious C.K Doig Leadership Award at the 2021 NZ Sport & Recreation Awards. The award is given to an individual in the sport and recreation sector who displays outstanding leadership in relation to their organisation or the sector as a whole.

In his acceptance speech, Mr Leslie said "I thank the Doig whanau for this amazing koha. I am honoured and excited. There are so many people to thank during what has been a very difficult year for me following my accident, but in particular I'd like to acknowledge my whānau for providing the love I needed through the dark times."

"Also a massive thanks to the wonderful team at Recreation Aotearoa, especially Tracey Prince-Puketapu who stepped into the CE role in my absence, and to my Chairman Mark Bowater and the rest of the Board for their support. The launch of our new bicultural strategy is a career highlight for me and I'd like to thank Bobbi Clark-Heu and the amazing roopu that is Te Kāhui Kura Māori for sharing their knowledge with us."

Judges said "Andrew is known for his commitment to innovation as a leader, and this trait is clear in his unique approach to the development of people within the recreation environment. He spearheaded the initial vision of offering the Atua Matua programme to the recreation sector, an initiative dedicated to learning from the environment, and recreation in Aotearoa, from a Maori perspective."

“Navigating through the COVID-19 pandemic in 2020 was hard enough for most.

However, for this individual, it showed just how resilience can be personified. As the country moved into national lockdown, he was seriously injured in a mountain bike accident and found himself in ICU where he was told he would never walk again.”

“Determined to prove the diagnosis wrong, after four months in rehab, he not only walked, but learned to run and bike again. It is a testament to his leadership style that in his absence, the staff of his organisation were able to lead the organisation through the difficult and troubled times.”

“Since his accident, he has been instrumental in working with DOC to make tracks more accessible for disabled people an example of his selfless passion to ensuring more people can be physically active in the way they choose.”

The team at Recreation Aotearoa are incredibly proud of Andrew. Aquatics Programme Manager and Team Leader, Tracey Prince-Puketapu said “Andrew really deserves this award! He is constantly pushing the boundaries and always advocating for the recreation sector.”

2021 NZ PARKS AWARD WINNERS Five of New Zealand’s top parks and open spaces were recognised at the 2021 New Zealand Parks Awards ceremony, hosted at Green Pavlova in Rotorua.

The Plimmerton Domain Dog Recreation Area (Te Papa Tākaro Kurī o Te Papa Rēhia o Taupō), serviced by Porirua City Council, was named Active Park of the Year. The Active Park Award recognises the park’s commitment to accessibility, community engagement, and wellbeing.

The judges were impressed by the thought and collaboration that went into the development of Te Papa Tākaro Kurī o Te Papa Rēhia o Taupō including the bilingual signage. They saw the park as a valuable case study on social, environmental, financial, and sustainable design approaches.

Auckland Botanic Gardens was awarded the Healthy Park of the Year, an award that highlights their impressive natural environment and the work they do to maintain it. With their regular innovative events and collection of native and rare trees, the Auckland Botanic Gardens are leaders in nature education and innovation.

Playground of the Year went to Kopupaka Reserve in the Auckland suburb of Westgate.

Another Auckland Council managed park, the judges were wowed by the playground’s mission to prevent emissions and support local climate change considerations. With its vibrant colour and edible plantings, one judge commented that the playground felt like a real “Kiwi backyard.”

Thames-Coromandel District Council were presented with the Parks Week Marketing Award in recognition of their fantastic programme encouraging their community to enjoy their local parks during Parks Week 2021.

Sarah Ford, Recreation Aotearoa Marketing Manager said, “We were impressed by the breadth of Parks Week Events put on by the Thames-Coromandel District Council.

They made a real effort to host events that could be done under lockdown conditions and accessed by anyone.”

Recreation Aotearoa had a new addition to the ceremony, the Parks Person of the Year Award. This was given to Glenn Browne from Auckland Council.

Known as Ranger Glenn, Glenn has shown exceptional leadership and innovation in connecting locals to nature. His nominator said, “Through his leadership and innovation, others within Auckland Council are learning from Glenn, and he has created a solid platform for Auckland Council to expand future environmental programmes. He is a true park professional, whose achievements should be celebrated.”

The New Zealand Parks Awards have become an important way for Recreation Aotearoa and local communities to recognise the outstanding spaces and places that support activity within the recreation sector.

Watch the 2021 NZ Parks Awards live broadcast from Te Puia in Rotorua

GREEN FLAG AWARD: TE MATA PARK ONE OF THE BEST IN THE WORLD Te Mata Park in the Hawke’s Bay was voted as one the world’s top ten Green Flag Award sites in the Green Flag People’s Choice Award.

With over 50,000 votes cast, and in a year that has seen parks and green spaces serve a vital role for health and wellbeing worldwide, it was a pleasure to see Aotearoa represented in that list.

Te Mata Park is a rolling landscape of natural features which includes the majestic Te Mata Peak, towering above Hawke’s Bay (a favourite for wine drinkers too!).

The People’s Choice is voted on every year by members of the public. Parks rally votes via social media to encourage people to show their love for their local green spaces.

“This isn’t the first time this year that people have been vocal about their love for parks. The effects of the pandemic has meant that more and more communities are valuing the outdoor spaces they have local access to, and I hope that this voice is also heard loud and clear by political leaders.”

- Carl McLean, Green Flag Award International Development Manager

CHAT WITH TE MATA PARK MANAGER, EMMA BUTTLE Describe your park in three words? Majestic. Extraordinary. Taonga.

How does it feel to be a one of the Top 10 parks in the world? To be rated up there with the world’s greatest parks is an honour deeply felt. The award is a huge accolade for the Park. It is testament to the dedication of volunteer hours that go into maintaining our wonderful asset, and also reiterates the significance of access to wild, green spaces for the health and wellbeing of communities.

Why should people visit your park? Te Mata Park is unique in that it offers something for everyone. Whether you are a paraglider, walker, mountain biker, dog walker - or simply enjoy quiet and tranquillity - it is a destination that energises the senses, and invigorates the soul. The views are outstanding, particularly at sunrise & sunset. The new and existing native plantings add to the experience, as well as the famous Giant Redwoods. There is a wide variety of walking and biking tracks for every ability and fitness level. The Park and wider maunga has strong cultural importance to Māori, and evidence of previous occupation can be seen throughout the Park. It is a privilege to have access to this important and meaningful area of land.

One thing people might not know about Te Mata Park? The Park Trust is currently undertaking an extensive re-vegetation programme, with the intention of planting 59,000 native trees over a three year period. It is a very exciting time for the Park, and will be an enduring legacy for future generations. The Park is protected in perpetuity by a QEII covenant, for the benefit and enjoyment of all people in New Zealand.

MIDLANDS BIG DAY OUT Wow we covered a lot of ground on this trip. A huge thanks to those who helped organise, made presentations and made the effort to spend the day with your industry colleagues and friends. Also, a huge thanks to Hastings District Council, Napier City Council, Hawke’s Bay Regional Council, Sage Planning and Xyst for sponsoring the day.

Here is a snapshot of the day: MITRE10 Park Hawke’s Bay The Park is a multi-sport precinct that has facilities for athletics, netball, hockey, grass field sports, canoe polo and the EIT Institute of Sport and Health. There was particular interest in the new canoe polo facility (see HERE for a fly over view) For more information about the Park see their website HERE. Toitoi Hawke’s Bay Arts & Events Centre The Opera House has recently completed an earthquake strengthening project and is now open although the Alert Level 2 restrictions have limited the programme.

A building blending the old with the new, the Opera House is the jewel in the crown.

Pre-dating the 1931 Hawke’s Bay earthquakes she has lived through a history that few could image and she will be here for a long time yet. For more detail check out the website HERE. Cornwall Park Premier Playground This project had significant community engagement over a 12 month period due to combined consultation on the playground and review of the Reserve Management Plan. The was opened in time for Christmas in 2019.

You can get a sense of the playground and the design planning from this video.

Waitangi Regional Park Ātea a Rangi Star Compass and wetland development A return visit to the Park on a Big Day Out was appreciated by those who visited when it was still in development.

More information can be found HERE. You are to be encouraged to watch the video towards the bottom of the page and this video about the award the park won HERE. Napier Port - Penguin Habitat Management A collaborative project with Napier Port, Department of Conservation, Napier City Council and others this conservation venture was to protect the local resident penguins while the wharf construction occurred.

Hawke’s Bay Trails A great discussion regarding the significant cycle network (nearly 20KM) linking the ocean, rivers, orchards, wineries and cafes for visitors and residents within Hawkes Bay. For further information and an overview click HERE. Watchman Road Project Overview A $9M joint agreement between NCC, NZTA, Hawke’s Bay Airport, Mana Whenua and others created a new - and far safer - entry to the airport. This award-winning project successfully incorporated biodiversity, culture, recreation, safety, tourism and roading.

It opened in September 2018.

You can find project details HERE. Anderson Park Destination Playground Another previous Big Day Out visit when it was under construction this time the attendees had a chance to walk around and take a look.

Further information can be found HERE.

CENTRAL BRANCH FIELD DAY - TAUPŌ On the 30th of April we started the day at the Taupō Events Centre, and then headed down to Spa Park to have a look at the community led jump track project. This was an interesting example of how Council was able to balance risk management, collaboration, and multiple interest groups to achieve a successful outcome.

From there we continued down to the Otumuheke Stream development project.

This project was a result of responding to tourism pressures with multiple, complex moving parts. The group learnt a lot from the discussions around iwi engagement, how iwi were co-design partners which had led to a valuable and successful ongoing relationship.

During lunch we heard from a panel discussion the challenges and success stories of working in partnership and collaboration with the community. This was open to the floor for questions, and boy, were there a lot of questions! This topic is something that was very relevant to everyone in the group and there was a high level of engagement.

After lunch we headed down to the lake front shared path, for a walking presentation on the project. The way which the project was funded and the engagement with iwi were two aspects that everyone found really fascinating. The walk concluded with pizza, drinks, and a bit more socialising. Throughout the day people really enjoyed the opportunity to expand their networks and discuss some of the key issues they were facing. Everyone had a great time, and we are looking forward to the next field trip!

OUTDOOR ACTIVITY FUND The purpose of the Outdoor Activity Fund is to enhance diversity and inclusion in outdoor recreation, and connect people with their culture through the outdoors.

With COVID-19 running rife in the world many of the projects that received funding from the Outdoor Activity Fund for the 2019/2020 year had to put everything on hold, some rolling into 2020/2021.

It was a relief to many when the country returned to relative normalcy and the OAF recipients were able to forge on with their projects, connecting our communities to the outdoors.

As part of this fund, Recreation Aotearoa developed and published case studies based on the learnings of the recipients.

Read the case studies by clicking below.

OUTOOR ACTIVITY FUND CASE STUDY

CO-DESIGN

OUTOOR ACTIVITY FUND CASE STUDY

YOUTH

At the end of June 2021 we announced the recipients of the fourth round of the Outdoor Activity Fund. The response to this round of funding was staggering, with 28 applicants seeking over $720,000.

Successful applicants of this round were: Graeme Dingle Foundation, Hawaiki Kura, Wilderness Canoe Trust, Matipo School, Owhango Adventures, Sir Peter Blake Trust (BLAKE), Waitomo Caves Museum, and Te Kōpuku High.

We look forward watching the development of these projects and sharing their learnings in the coming months.

GET OUTDOORS WEEK Get Outdoors Week is a national campaign that encourages Kiwis to get out and explore the great outdoors.

Taking place in November each year, Get Outdoors Week is the perfect opportunity to take the family on a local adventure and explore the natural wonders that Aotearoa has to offer. There’s no limit on how you can get involved, whether it’s a short bush walk with the kids, a swim in the ocean or a picnic in your local park!

2020 was the first year that this event was run by Recreation Aotearoa, after taking the reins from the NZ Mountain Safety Council.

People took part by getting outdoors and sharing their adventures on social media using #GOWeekNZ to win prizes. There were over thirty events hosted around the country, encouraging people to have a go and get outdoors locally.

We had additional support from eleven fantastic organisations, including DOC, Macpac, and Hunting & Fishing NZ. They each sponsored a day of the photography competition and donated fantastic prizes to be won by the general public.

Get Outdoors Week was featured on The AM Show and More FM and we had stories published in the NZ Herald and on Stuff.

Get Outdoors Week is led by Recreation Aotearoa in collaboration with New Zealand’s leading recreation, tourism and safety organisations.

#GOWEEKNZ USED OVER 600 TIMES ON SOCIAL MEDIA OVER $2000 WORTH OF SPONSORED PRIZES GIVEN AWAY

OUR ADVOCACY Recreation Aotearoa has been very busy in the advocacy space. From writing submissions on council long term plans to submitting on various reforms and reviews impacting recreation.

2020 was a big year with a General Election, so we made sure to get in front of MPs to advocate on behalf of the sector. We distributed six questions to major political parties, seeking their stance on recreation policies and issues. We received responses from Act, Green Party, Labour, National, and The Opportunities Party (TOP). You can read their responses here.

Prior to the election, we were also fortunate to host a Q + A with Grant Robertson (Labour) and Mark Mitchell (National). We discussed the importance of recreation in Aotearoa, what each party has done and plans to do to support recreational growth, and of course how Grant and Mark like to recreate.

Watch the 2020 Election Special Q + A session below.

We have also made a contribution to MBIE’s targeted review of the Adventure Activities regime. The review ran August to December with a major focus on natural hazards in adventure activities – a response to the tragic incident on Whakaari/White Island.

MBIE invited us to be part of the Expert Reference Group and a series of workshops. issues considered by the group included: natural hazard risk, the role of the Regulator, Mātauranga Māori in natural hazards, the audit and guidance system, public transparency and evaluation, and funding.

The consultation document has since been released and we look forward to submitting our perspectives.

CONSTANT SUPERVISION SAVES LIVES VIDEO CAMPAIGN No matter how you say it, constant supervision saves lives. That is the theme of our 2020/2021 water safety video campaign.

Featuring pool facility staff, including lifeguards and pool managers, the campaign uses different languages to communicate the importance and simplicity of the constant supervision message.

In 2020 there were two fatal drownings of under eights in aquatic facilities, and Water Safety New Zealand reported 74 preventable drowning fatalities across all recreational water environments.

With the frightening increase in drowning statistics Recreation Aotearoa and Water Safety New Zealand urged the community to practice due diligence around the water, particularly if they have children in their care.

Tracey Prince-Puketapu, Aquatics Programme Manager at Recreation Aotearoa said: “We asked pool staff across Aotearoa what they would say to parents and caregivers to keep their children safe around water, and this video is the result.”

“Constant supervision saves lives is the most important statement we can make - if you are constantly supervising your child we will have zero drownings.”

Campaign Statistics 40,000+ Social media reach 3500+ Engagement 150 + Shares worldwide

KIA RITE HOEA - A RESOURCE FOR COMMUNITY RECREATION Kia Rite Hoea is a one-stop-shop resource and training package to running a safe and successful community event or programme. The tools in Kia Rite Hoea are user-friendly, and will save you many hours of research and indecision.

This year we launched the Kia Rite Hoea resource package. Developed in partnership with Skills Active, Christchurch City Council, and Aktive Auckland, it was designed to build the capability, capacity, and confidence of groups working at the coalface of running community-based events across the motu.

Kia Rite Hoea includes 55 pages of jampacked guidance, checklists, hot-tips, case studies, and templates, all of which have been revised and also updated for a COVID-19 environment. There are also a series of online workshops for groups and individuals to make the most of the resource and hear from experts in the industry.

The resource had been operating at a local level for some time under Get Set Go (produced by Wellington City and Christchurch City Council). Seeing the potential and need for this resource we partnered with key agencies to develop it into a nationally used resource, training package and train-the trainer network.

The partnership with Skills Active enabled us to align the resource with their new community recreation qualification suite, and Christchurch City Council active partners in writing and researching annual editions.

As at the end of June we delivered one workshop to 12 people from various councils, sports trusts, and other recreation organisations.

Kia Rite Hoea will be developing in the coming months with additional workshops/course and opportunities for our members to become Kia Rite Hoea trainers themselves.

“Some courses feel like a token gesture, but this feels like we can actually take it back to our communities and make a difference.”

GOVERNANCE & FINANCIALS

2020/21 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 Group. 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 2020/21 year there were several changes to the Board: • In October 2020 Alison Law stepped down from the Board (elected) • In December 2020 Tania Te Whenua resigned from the Board (appointed) • In December 2020 Grant Davidson was elected to the the Board and Mark Bowater was re-appointed as Chair • In February 2021 Fiona McDonald stepped down from the board (appointed) • In March 2021 three Board members were appointed - Dan Anderson, Bobbi ClarkHeu, and Brent Eastwood (re-appointed) 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 governance Board related expenses for 2020/21 were $20,536. 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, more governance meetings were held online.

The Board’s focus for the year The priority focus for the year was the launch and implementation of the 2020-2025 strategic plan. The board has been committed to advancing our commitment to Te Tiriti o Waitangi/Treaty of 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 Kāhui Kura Māori (Māori Advisory Group). The new bi-cultural strategic plan was launched in November 2020.

During 2020/21, 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 • Mid-term Governance Mark assessment • Launching and initiating the implementation of the 2020-2025 strategic plan • Defining strategic outcome measures and key performance indicators for the new strategic plan • Reviewing organisational values in line with the new strategic plan Strategy and 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 stakeholders’ priorities and expectations. This year, the Board met with Sport NZ, the Regional Advisory Group, and Te Kahui Kura Māori, working on the development of the new Strategic Plan.

Additionally, board members took part in Regional Advisory Group meetings throughout the year.

Governance evaluation and performance Following the “Governance Mark” accreditation in late 2017, 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.

In 2020 the Board undertook a Governance Mark reassessment review, as a Sport NZ pilot. This review identified several areas of governance for the Board to focus on improving. The Board has continued to work on these issues in collaboration with Sport NZ, including helping to define strategic outcome measurement. Ultimately this will assist in renewal of the Governance Mark.

INDEPENDENT AUDITOR’S REPORT To the Members of New Zealand Recreation Association Inc. Report on the Audit of the Financial Statements Opinion We have audited the financial statements of New Zealand Recreation Association Incorporated, trading as Recreation Aotearoa (‘the Society’), on pages 5 to 17, which comprise the statement of financial position as at 30 June 2021, 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 2021, 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 are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the Members of the Society as a body, for our audit work, for our report or for the opinions 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, our firm carries out other assignments for Recreation Aotearoa in the area of taxation compliance services. The provision of these other services has not impaired our independence.

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.

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/audit-report-8/

BAKER TILLY STAPLES RODWAY AUDIT LIMITED Wellington, New Zealand 10 November 2021

2020/21 FINANCIAL REPORT

Entity Information

Recreation Aotearoa - For the year ended 30 June 2021 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 Chartered Accountants 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 NOTES 2021 2020 Revenue Sport New Zealand 4 871,811 943,480 Fees from rendering services 4 855,654 830,620 Memberships 4 119,039 123,323 Interest Income 4 1,671 7,701 Total Revenue 1,848,175 1,905,123 Expenses Employee related costs 5 965,368 1,030,259 Costs related to rendering of services 5 702,342 815,201 Other expenses 5 98,810 120,549 Total Expenses 1,766,520 1,966,009 Total comprehensive revenue and expense for the year 81,655 (60,886)

Statement of Changes in Net Assets For the year ended 30 June 2021 2021 2020 Members Funds Opening Balance 330,738 391,624 Total comprehensive revenue and expense for the year 81,655 (60,886) Total Members Funds 412,393 330,738 Statement of Financial Position As at 30 June 2021 NOTES 30 JUN 21 30 JUN 20 Assets Current Assets Cash and cash equivalents 6 280,145 267,189 Prepayments 54,171 51,738 Receivable from exchange transactions 7 250,604 75,191 Investments 9 210,683 195,887 GST receivable 19,134 10,822 Total Current Assets 814,738 600,826 Non-Current Assets Property, plant and equipment 8 15,292 24,045 Investments 9 11,718 28,377 Total Non-Current Assets 27,010 52,422 Total Assets 841,748 653,248 Liabilities Current Liabilities Cash and cash equivalents 6 4,377 2,409 Payables from exchange transactions 10 211,735 103,476 Employee entitlements

59,990 56,939 Income in advance 153,253 140,937 Total Current Liabilities 429,355 303,761 Non-current Liabilities Income in advance 11 - 18,750 Total Non-current Liabilities - 18,750 Total Liabilities 429,355 322,511 Net Assets 412,393 330,738 Members Funds Accumulated revenue and expense 412,393 330,738 Total Members Funds 412,393 330,738

Statement of Cash Flows For the year ended 30 June 2021 NOTES 2021 2020 Cash Flows from Operating Activities Cash was received from Receipts from customers 1,657,910 2,181,445 Interest received 3,717 7,569 Total Cash was received from 1,661,627 2,189,014 Cash was applied to Payments to suppliers and employees Goods and services tax paid Total Cash was applied to

(1,636,356) (2,011,005) (8,112) (31,032) (1,644,468) (2,042,037)

Total Cash Flows from Operating Activities

17,159

146,977

Cash Flows from Investing activities Cash was received from Receipts from the maturity of investments 1,862 Total Cash was received from 1,862

-

Cash was applied to Net payments to acquire property, plant and equipment Payments to purchase investments Total Cash was applied to

(8,032) - (8,032)

(9,937) (6,551) (16,488)

(6,170)

(16,488)

10,989 264,780 275,769

130,489 134,291 264,780

Total Cash Flows from Investing activities

Net Increase/(Decrease) in Cash Cash and cash equivalents at beginning of period Cash and cash equivalents at end of the year

Notes to the Performance Report For the year ended 30 June 2021 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 2020 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, 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.

Revenue from 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 nonexchange 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 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 2020 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

Leadership / Whai Mana 297,175 297,175

Operate / Kaitiakitangia 15,516 13,469 1,671 117,719 25,000 119,841 99,100 392,316

Partnership / Kotahitanga 33,759 1,905 1,320 113,376 150,360

Leadership / Whai Mana 467,944 467,944

Operate / Kaitiakitangia 12,325 123,195 7,701 120,923 25,000 9,000 298,144

Partnership / Kotahitanga 25,738 706 2,400 113,376 142,220

Leadership / Whai Mana 32,667 -

Operate / Kaitiakitangia 31,831 6,020 17,400 6,420 3,173 30,720 11,854 28,821 4,468 2,456

Partnership / Kotahitanga 50,572 323 -

5. Analysis of 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

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

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

People / Mana Tangata 45,004 304,612 125,448 475,064

Place / Tana Whenua 148,632 55,407 236,712 440,751

People / Mana Tangata 11,709 44,861 249,608 -

Place / Tana Whenua 37,534 -

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 160,957 123,195 25,738 45,004 304,612 706 7,701 120,923 27,400 55,407 9,000 943,480 1,824,123

Total 31,831 17,729 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

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 2020 Accounting expenses Administration expenses Aquatics 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 16,955 12,140 132,651 194,413

Operate / Kaitiakitangia 8,536 4,931 22,854 30,315 11,093 345,975 2,391 6,408 16,199 591,865

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

Leadership / Whai Mana 28,699 157,988 11,884 151,429 350,000

Operate / Kaitiakitangia 21,260 6,509 15,000 10,225 3,943 14,621 63,471 8,740 2,513 8,557 273 9,999 22,997 26,405 8,960 383,365 14,115 9,385 39,278 669,616

Partnership / Kotahitanga 29,772 11,884 359 200 58,693 100,908

People / Mana Tangata 3,923 12,140 16,378 170,311 4,949 513,879

Place / Tana Whenua 24,280 32,840 256,171 350,825

People / Mana Tangata 5,247 9,002 245,742 1,309 11,884 16,067 164,259 16,132 469,642

Place / Tana Whenua 45,175 23,769 34,386 272,513 375,843

Total 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 1,776,520 Total 21,260 11,756 45,175 15,000 10,225 9,002 3,943 245,742 28,699 14,621 29,772 63,471 8,740 2,513 8,557 273 11,308 22,997 157,988 59,421 50,812 26,405 200 8,960 1,030,259 14,115 16,132 9,385 39,278 1,966,009

6. Cash and cash equivalents 2021 2020 Current asset Auckland Bank Account 14,898 13,391 BNZ Credit Cards - 354 Canterbury Bank Account 10,202 10,026 Central Region Bank Account 7,487 3,428 Head Office Bank Accounts 206,933 206,993 Midland Bank Accounts 18,982 19,698 Otago/Southland Bank Account 8,203 1,202 Wellington Bank Accounts 13,440 12,097 Total Current asset 280,145 267,189 Current liability BNZ Credit Cards 4,377 2,409 Total Current liability 4,377 2,409 Total Cash and cash equivalents

275,768

264,779

7. Receivable from exchange transactions Accounts Receivable 83,805 62,884 Accrued Interest 261 2,307 Conferences 510 Lifeguard Qualification Income 8,000 10,000 Partnership Income 4,328 Sport NZ Investment 153,700 Total Receivable from exchange transactions 250,603 75,191 8. Property, plant and equipment Office equipment Office Equipment 92,061 109,604 Less Accumulated Depreciation on Office Equipment (76,770) (85,560) Total Property, plant and equipment 15,292 24,045 Reconciliation of the carrying amount a the beginning and end of the period: Opening Book Value 24,045 29,002 Additions 8,031 9,664 Depreciation (11,854) (14,621) Loss on Disposal of Assets (4,930) Total Property, Plant and Equipment 15,292 24,045 9. Term deposits Current term deposits BNZ Term Deposits 210,683 195,887 Total Current term deposits 210,683 195,887 Non-current term deposits BNZ Term Deposit 11,718 28,377 Total Non-current term deposits 11,718 28,377 Total Term deposits 222,401 224,264

10. Payables from exhange transactions 2021 2020 Accrued Expenses 73,266 64,183 Accounts Payable 138,469 39,293 Total Payables from exchange transactions 211,735 103,476 11. Income in advance Current liability Exchange revenue Rendering of Services 70,398 140,147 Membership Income 965 790 Total exchange revenue 71,363 140,937 Non-exchange revenue Rendering services 31,500 Sport New Zealand 50,389 Total Non-exchange revenue 81,889 Total Current liability 153,252 140,937 Non-current liability Exchange revenue Rendering of Services - 18,750 Total exchange revenue - 18,750 Total Non-current liability - 18,750 Total income in advance 153,252 159,687 Income in advance from memberships relate to services to be provided in the 2021/2022 financial year.

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.

2021 2020 Lease commitments No later than one year 35,088 34,400 Later than one year, not later than five years 140,352 91,733 Greater than five years 84,796 Total Lease commitments 260,236 126,133 13. Events after the balance date There were no significant events after the balance date.

14. Capital commitments There were no capital commitments at balance date (2020: $Nil).

15. Contingent assets and liabilities There were no contingent assets or liabilities at balance date (2020: $Nil).

16. Revenue consists of: Revenue Non-exchange revenue People / Mana Tangata Operate / Kaitiakitanga Total Non-exchange revenue Exchange revenue Total Revenue

2021

2020

52,200 99,100 151,300 1,692,644 1,843,944

31,261 30,000 61,261 1,843,862 1,905,123

17. 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 Total remuneration Full time employees

2021

2020

471,195 4

488,343 4

Remuneration and compensation provided to close family members of key management personnel During the reporting period, total remuneration and compensation of $0 (2020: $0) was provided by the Group to employees who are close family members of key management personnel.

18. COVID-19 Recreation Aotearoa’s 2020/21 financial year was affected by the COVID-19 pandemic.

The 2020 Waves and Recreation Conferences were held online instead of face to face.

This resulted in a poorer financial result than in previous years and lower attendance number for both conferences.

Parks and Aquatics paid memberships decreased, although overall membership still grew. There was also a reduction in the number of Councils renewing their participation in the Green Flag programme.

Reset and Rebuild funding ($153,700) was received from Sport NZ in direct response to COVID, allowing Recreation Aotearoa to finalise its new bicultural strategy and to contract a new role: Māori Cultural Advisor. This role is to support the roll out of the new bicultural strategy and to build cultural competency within the organisation.

Subsequent to reporting date, a COVID-19 outbreak in New Zealand resulted in the 2021 Waves Conference being cancelled at short notice. This is expected to have a significant impact on the 2021/22 financial year, but will not affect the ability of Recreation Aotearoa to continue as a going concern.

Thank you to our National Partners

Photography courtesy of: Tourism NZ Fraser Clements Miles Holden Photosport

Sarah Ford Camilla Rutherford Adam Bryce Chris McLennan