SPARC Statement of Intent 2003-2004

8/14/2019 SPARC Statement of Intent 2003-2004

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Statement of Intent2003 2004

Start with a dreamThen work out every stepto make it happen


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By 2006 be recognised as world leading in our approach to sportand physical recreation measured by:

> Being the most active nation

> Having the most effective sport and physical recreation systems

> Having athletes and teams winning consistently in events thatmatter to New Zealanders.

Our mission

CoverNational Sports Journalism Awards Adrian Malloch, Taranaki Newspapers

Inside CoverNational Sports Journalism Awards Craig Marsden, Cycling NZNational Sports Journalism Awards Mark Taylor, Daily NewsNational Sports Journalism Awards Mark Dwyer

Page 1National Sports Journalism Awards Joanna CairdAnthony Phelps

National Sports Journalism Awards John Borren, Bay of Plenty Times


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Creating Value for New Zealand 3Organisational Direction and Capability 5 Revenue 9

Investment 10

Risk 13

Outcomes, Objectives, Performance Measures 14

Statement of Accounting 22

Financial Statements 25

References 29

TABLE OF CONTENTS


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2

S P A R C S T A T E M E N T O F I N T E N T 2 0 0 3 / 2 0 0 4

Executive SummaryThis is the second Statement of Intent presented by Sport and Recreation New Zealand(SPARC) in accordance with section 34A of the Public Finance Act 1989. The documentprovides information on key projects and investment over the next three years.The development of the Statement of Intent also provides an opportunity to sharpenthe definitions of the challenging outcomes that have been set, and to restate theorganisations commitment to the mission.

Contained in this document are the initiatives that SPARC will deliver in 2003/04.The development of the organisation and its increased capacity enables SPARCto provide an extended range of services and outputs.

Finally, the Statement of Intent lists a series of challenging, yet achievable, performancemeasures. These measures provide the means to demonstrate that the 2003/04 $62Minvestment in sport and recreation is making a difference and represents value for moneyto the taxpayer.


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Creating Value for New ZealandPhysical activity, physical recreation, and sport play an important role in the livesof New Zealanders, and have a significant impact on the nations health and identity.This sector also contributes to the development of New Zealand communities andeconomic growth.

HEALTHThe health benefits of physical activity are beyond question. A significant and growingbody of research clearly indicates the value of physical activity. Physical activity reduces therisk of developing or dying from many serious diseases, becoming disabled, and havingaccidents. For example, it is a significant contributing factor in reducing cardiovasculardisease which accounts for 40 percent of all deaths in New Zealand. Physical activityalso reduces the risk of some forms of cancer and diabetes, obesity, depression and fallsin older people, and contributes to a range of improved health outcomes.

Physical activity has a major part to play in reducing the social and economic impactof disease on the New Zealand population. An increase in physical activity would resultin considerable reduction to the $9.6B expected to be spent on health in 2003/04.

The World Health Organization has identified physical inactivity as one of the biggestcontributors to the global burden of disease. Physical inactivity contributes to 2,600deaths per year (8 percent) in New Zealand, and is second only to smoking as a negativehealth behaviour.

STRENGTHENING IDENTITYSport and physical recreation lie at the heart of New Zealands identity. New Zealandersinterest in sport is high with 94 percent interested and/or involved in sport. New Zealandspresence and success on the world stage makes a strong statement about the country.At the same time, sport and physical recreation creates a sense of community and

nationhood. Sport, physical recreation and physical activity also provide opportunitiesfor New Zealands diverse peoples to express and reinforce their cultural identities.

ECONOMIC GROWTHPhysical activity makes a significant contribution to the New Zealand economy. The recentMinisterial Taskforce on Sport, Fitness and Leisure identified immeasurable societalbenefits from sports participation, not to mention $300M per annum in sport-generatedtax payments. Studies of the economics of the sport and active leisure sector alsofound that:

The real gross output from the sector was $1.9B in 1999 New Zealanders spend $1B per annum on sport and physical leisure activities

and services (2.5 percent of total household spending)

There were an estimated 41,000 jobs in the sector

More than 500,000 people (19.6 percent of the adult population) volunteer theirtime to sports clubs and organisations, which is worth up to $1.9B per annum.


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International tourists who visited New Zealand to watch or play sport contributed a further$120M to the economy. The involvement of New Zealand teams and the hosting ofinternational events has major spin-offs for the economy. Sport also provides a vehicle toreinforce and enhance New Zealands brand image and improve the value of traded products.

SOCIAL COHESIONSport and recreation clubs are at the core of New Zealand communities, drawingindividuals together, providing facilities and access to community services. Approximatelyone third of all New Zealanders participate in organised sporting activities. This activityfosters cooperation and helps strengthen social ties and networks within communities.


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Organisational Capabilityand Direction

VISIONAll New Zealanders have a right to enjoy participating and reaching their potentialin sport and physical recreation, are proud of their own active healthy lifestyles,and are proud of their achievements as a nation in sport.

MISSIONBy 2006 be recognised as world-leading in our approach to sport and physical recreationmeasured by:

Being the most active nation

Having the most effective sport and physical recreation systems

Having athletes and teams winning consistently in events that matterto New Zealanders.

VALUES People focused; individuals achieving their full potential; effective relationships

World-leading approach to sport and physical recreation; innovative and nimble

Displays integrity; ethical; committed to the Treaty of Waitangi

Provides leadership; effective, focused and inspiring.

SPARC was established under the Sport and Recreation New Zealand Act 2002 enactedon 1 January 2003, on the recommendation of the Ministerial Taskforce on Sport,Fitness, and Leisure. As a Crown Agency, the organisation provides policy adviceto Government on sport and recreation and is governed by a nine-member Board.

The Board of SPARC (left to right): Nicholas Hill Chief Executive, Jane Huria, Liz Coutts, David Collins,

Bill Osborne, John Wells Chairman, Jenny Ross, Margot Foster. Inset: Graham Condon


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SPARC also works with Te Roopu Manaaki (Maori Advisory Committee) who providestrategic advice with respect to Maori.

SPARC has three operating divisions covering physical recreation (Push Play), sectoreffectiveness (SPARC Development), and high-performance sport (New Zealand Academy

of Sport) [see Figure 1]. The Policy and Research Team, Corporate Services Team,and Senior Maori Advisor support the organisations public policy role.

FIGURE 1: Organisational Structure

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Ministryfor Culture and Heritage

SPARC BoardChairman John Wells

Chief ExecutiveNicholas Hill

Ministers OfficeDave Adams

Ministerfor Sport and Recreation

Hon Trevor Mallard

General ManagerKatie Sadleir

John LimnaRegional Services

Martin ToomeyPerformanceConsulting

Don Tricker

High PerformanceCoaching

General ManagerPeter Goldsmith

Nicky SherriffStrategy

Annmaree DesmondConsulting

Stephanie GreeneDelivery

Roger WoodInvestment

Acting General ManagerDeb Hurdle

Shirley CalvertEducation

Richard LindsayEnvironment

Diana ONeillHealth

SPARC Effectiveness

Paul Marriott-LloydPolicy and Research

Christine ParryMarketing & Communications

Dallas SeymourMaori

Mike LoftusKnowledge

Tom RobinsonCorporate Services

BUILDING CAPACITYSPARC is building its capacity to become a world-leading sport and physical recreationorganisation in the following areas.

People: SPARC will continue to refine its human resource systems and policiesto ensure it recruits, develops and retains the best people. The organisation seeksto model best practice and promote a healthy and active workplace. The focus forthe next 12 months will be on developing its performance management, personaldevelopment and training practices.


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Systems: SPARC seeks to develop excellent internal processes to ensure the organisationsongoing viability and success. Key systems include planning, governance, financialmanagement, communications, relationship management, and knowledge management.A key focus for the next 12 months is the development of effective relationshipmanagement and contract management systems.

Brands: SPARC recognises the benefit of building value in its brands. For example,recognition and uptake of the Push Play message is critical to increasing the physicalactivity rates of New Zealanders. Over the next 12 months SPARC will consolidate itsbrands around three SPARC-derived brands.

Intellectual property: SPARC seeks to continue to develop a range of intellectualproperty and to make these assets available to the sector.

DIRECTIONSPARC is committed to the following five key strategies to help deliver on the vision,mission and values of the organisation.

People Recognise and develop good people, internally andacross the sectorFoster specialist knowledge, skills and experienceSupport training to up-skill people and increaseperformance.

Working together Continue to develop SPARCs relationship with the sectorSet national priorities and standardsClarify key institutional roles and relationshipsDevelop long-term partnerships with key stakeholdersBuild sustainable sport and recreation organisations witheffective governance procedures.

Smart investment Invest strategically in the sectorEstablish funding paths for national sport and recreationorganisations of up to five yearsIncrease the effectiveness of decision-makingFocus on outcomes rather than outputsAlign sector investmentProvide leadership on facility development.

Innovation and growth Share good ideasPromote research and development across the sectorProvide best practice advice, and access to a wide rangeof informationDevelop an innovation fund to promote new ideasDevelop international relationships that increaseknowledge or create opportunitiesCreate links and partnerships with health and educationin particular.


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Vision and leadership Articulate a clear vision and strategic frameworkLead by example, by adopting best practice andmaintaining high standardsProvide high quality policy advice and monitoringUndertake research of local, national and international

significance.

Figure 2 represents the intervention logic underpinning the above strategies and SPARCsinvestment in the sport and recreation sector.

FIGURE 2: Investment in Outcomes

Smart investment Relationship management

World-leading Social cohesion

SPARC effectiveness

Most active nation

Health Economic value

Athletes and teamswinning

Most effective systems World leading environment

Treaty commitment Financial managementProcess excellence Manage risk

People focused Innovation and growth Vision and leadership

TREATY OF WAITANGI

SPARC recognises the importance of a partnership between Maori and non-Maori underthe Treaty of Waitangi. A key objective of the organisation is to develop a commonunderstanding and ensure the needs of Maori are provided for across the whole sector.

SPARC has a particular focus on improving outcomes for Maori and thereby improvingparticipation rates to at least match the norm for the New Zealand population.

Key strategies include:

Further enhancing the He Oranga Poutama programme

Strengthening the ability of national organisations and regional sports truststo cater for Maori needs and aspirations

Increasing the level of understanding of the Treaty of Waitangi and its applicationto the sector

Ensuring that SPARC understands the needs of Maori and is equipped with theknowledge and skills to incorporate Maori culture in the sport and recreation sector.


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RevenueSPARC receives funding from two main sources: Direct Vote funding fromthe Government; and the New Zealand Lottery Grants Board (NZLGB). In 2003/04 SPARCwill receive $62.125M (nett of GST).

2002/03 2003/04 2004/05 2005/06$0

$10,000,000

$20,000,000

$30,000,000

$40,000,000

$50,000,000

$60,000,000

$70,000,000

$80,000,000

$90,000,000

Lottery Grants Board

Vote Sport & Recreation

Other Votes

High Performance Sport Centre Trust

Other Revenue

Prime Ministers Scholarships

REVENUE $000s $000s $000s $000s2002/03 2003/04 2004/05 2005/06

NZLGB 02/03 Base $30,889 $30,889 $30,889 $30,889Vote Sport & Recreation $7,223 $22,200 $31,088 $35,533Vote PM Scholarships $5,000 $5,000 $5,000 $5,000Vote Education $1,937 $2,911 $3,800 $5,333Vote Health $425 $425 $425 $425High Performance Sports Centre (HPSC) Trust $4,000

Other Revenue $570 $700 $740 $750Total Operating Revenue $50,044 $62,125 $71,942 $77,931

Note 1 For 2002/2003, the $4M represents the annual tranche able to be drawn down as incomefrom the original $16M, and used to fund the Regional Academies of Sport.

Note 2 For 2003/2004, revenue excludes $4M transferred to and ring-fenced in the HPSC Trust forexpenditure in out years.Total Operating Revenue per Statement of Financial Performance $66,125 000Less transfer out to HPSC Trust for expenditure in out years $ -4,000 000Total Operating Revenue as above. $62,125 000


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Investment 2003/04

PRINCIPLES

Seven principles underpin SPARCs investment decisions.

Investment rather than entitlement: SPARC will focus on investing funds, ratherthan allocating entitlements. Funding decisions will be made on the likelihood ofachieving a return on that investment and ability to contribute to positive outcomes.

Sector alignment: SPARC investments will be made in the context of sector-widefunding. The goal is to fund opportunities where SPARC can make a difference.

Strategic investment: SPARC will target its investment at the provision of nationalservices and in regional capacity building, rather than at the grass roots or local level.

Prioritised investment: SPARC will focus investment in priority areas to maximisethe value of government investment.

Long-term planning: Investment decisions will be signalled well in advance to alloworganisations the ability to plan and adapt. As part of this process, SPARC will agreeto funding agreements covering more than one year for organisations that have sound

governance systems and structures and clear long-term strategies.

Strategic partnership: SPARC will move away from being a provider of programmesto strategic investment and partnerships based on shared interest.

Contestability: SPARC favours contestability of delivery and will look to invest in a rangeof organisations and opportunities that deliver positive outcomes.

NATIONAL PHYSICAL ACTIVITY CAMPAIGNIncreasing the activity levels of New Zealanders is a major priority for SPARC. The CouchPotato Index (measurement of the number of people who are physically active for2.5 hours per week) indicates that 30 percent of New Zealanders are not active forthe recommended 2.5 hours per week and the rates of physical activity are decliningin some population groups; in particular among children, young people, Maori andPacific peoples. However, the Push Play campaign has contributed to increasedawareness of the need for physical activity. To further these gains over the next yearSPARC will:

Extend and promote the Push Play campaign to ensure more New Zealandersare aware of the need to remain active

Investigate two further psycho behavioural segment groups identified in the majorresearch undertaken in 2002/03 (with the Cancer Society), the research will identifythe triggers that will motivate people to be physically active

Develop and implement the Active Schools framework including an additional$7M over three years in secondary school sport and physical activity coordinatorsto provide a range of sport and recreation opportunities to young people

Invest $10M over three years to promote active communities in conjunction withterritorial authorities


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Continue to build and leverage relationships with the health and education sectors

Review physical activity in early childhood with the aim of developing guidelinesand running a pilot (in conjunction with Plunket) to ensure young New Zealandersare getting the start they need in life.

DEVELOPMENT AND LEADERSHIPSport and recreation organisations in New Zealand face a huge variety of challengesin their day-to-day business. The goal is to support national sport and recreationorganisations so they are capable of providing leadership in the current socialand economic climate. In this regard, SPARC will:

Develop a national policy for sport and recreation

Contribute to the revitalisation of key sport and recreation organisations

Provide the sector with information on participation trends, barriers to physicalactivity and best practice

Develop a web portal that will host internet sites for sport and recreation organisations

Provide sport and recreation organisations with support on governanceand management issues

Provide additional support to rural communities

Support the Sport Dispute Tribunal to be a successful dispute resolution vehicle for sport.

HIGH PERFORMANCENew Zealanders love sport and love to win, however, the international high performanceenvironment is getting tougher. To ensure that New Zealand continues to win key events,SPARC will invest in a high performance programme and provide services suchas sports medicine and sports science to athletes. Key strategies will be:

Fund and support national sport organisations high-performance programmesto $42M over three years, based on the ability to win medals for New Zealand

Support regional delivery of New Zealand Academy of Sport (NZAS) services

to $12M over three years Administer the Prime Ministers Sport Scholarships and the Prime Ministers Coach

Professional Development Scholarships

Support athletes and teams with the potential to achieve in Athens 2004 throughfunding and support, and continue to work in partnership with the New ZealandOlympic Committee

Implement a talent identification strategy.

COACHINGCoaching is central to participation and performance in sport. Having coaches at all levelsthroughout New Zealand is essential not only to ensure success at sport, but also forsuccessful community participation. Coaching is currently marked by inconsistentstandards, a lack of recognition and a lack of status. To address these issues SPARC will:

Establish an integrated national coach education system and deliver it systematicallythroughout New Zealand

Lead the creation and implementation of a regional coachforce coach funding anddelivery system


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Invest an additional $1M per annum in the development and implementationof the national coaching strategy through national sports organisations

Implement the high performance coach development programme thatsupports our elite coaches by providing Prime Ministers Coach ProfessionalDevelopment Scholarships.

REGIONAL DELIVERYDelivering meaningful sport and recreation programmes depends on recognising andresponding to the preferences of people and offering them attractive and rewardingopportunities that add value to their lives. SPARC proposes to work with regionalorganisations, in particular territorial authorities and regional sports trusts to targetpeople and communities in need, and work to ensure resources are channelled intothe most successful activities. In this regard, SPARC will:

Increase investment in regional delivery by $2M a year from 30 June 2004 Implement strategies to coordinate the physical activity needs of communities

Support territorial authorities to develop, implement and review physical activity plans

Work with regional sports trusts to develop a new funding system for introductionfrom 30 June 2004.

Figure 3 sets out the SPARCs investment profile in sport and recreation for the 2003/04financial year.

FIGURE 3: Resourcing Profile

SPARC $6.1M

World-leading sport andrecreation environment SPARC Development $14.2M

Being the most active nation Push Play $16.4MWinning consistently in eventsthat matter to New Zealanders NZAS $25.2M

41%

26%

23%10%


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RiskSECTOR FUNDINGAny negative impacts on sponsorship, community and gaming revenues for sportand recreation activities will cause contraction in activity and place pressure on SPARCto deliver.

LOTTERIES FUNDINGFalling Lotteries Commission profits puts SPARCs ongoing programmes at risk.

STAKEHOLDER EXPECTATIONSSPARC needs to ensure stakeholders have realistic expectations that SPARC is ableto meet. Failure to communicate effectively and meet stakeholder expectations will

reduce goodwill and limit SPARCs ability to operate proactively.

GOVERNMENT LEVERAGESPARCs mission and mandate is very broad. Its ability to be effective and successfuldepends upon its ability to influence and leverage other key government agencies,particularly in the education and health sectors. Failure to be effective in this regardwill place pressure on all other aspects of SPARCs activities.


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h e s r e p o r t s e r v

i c e s a c c e s s e d

h a v e p o s i t

i v e l y

i m p a c t e d o n

t h e i r

c o a c

h i n g p e r f o r m a n c e a s

d e t e r m

i n e d b y t h e a n n u a l n a

t i o n a

l c o a c h i n g s u r v e y

T o d e v e

l o p w o r

l d

c l a s s c o a c

h e s


19/32

17


O u

t p u

t C l a s s

2 c o n

t i n u e

d :

I n v e s t

i n t r a i n i n g a n

d s e r v

i c e s

f o r a t

h l e t e s

2 0 0 4 / 0 5

8 0 %




h a v e p o s i t

i v e l y

i m p a c t e d o n

t h e i r

c o a c


d e t e r m


t i o n a


2 0 0 5 / 0 6

8 5 %




h a v e p o s i t

i v e l y

i m p a c t e d o n

t h e i r

c o a c


d e t e r m


t i o n a


P E R F O

R M A N C E M E A S U R E S 2 0 0 3 / 0 4

8 5 %

o f p e r f o r m a n c e s p o r

t s r e p o r t s a

t i s f a c t

i o n w

i t h t h e s e r v

i c e s p r o v

i d e d

b y t h e

N Z A S a s

d e t e r m

i n e d

b y t h e a n n u a l n a

t i o n a

l s u r v e y

C o m p r e h e n s i v e r e v i e w o f

P M S c h o l a r s h

i p p r o g r a m m e c o m p l e t e d

U p

t o 4 0 0 P M S c h o l a r s

h i p s

f o r p r o f e s s i o n a

l d e v e l o p m e n

t a w a r

d e d

7 5 %

o f c a r d e d a t

h l e t e s r e c e

i v e a n n u a

l m e d

i c a l a s s e s s m e n

t

7 5 %

o f c a r d e d a t

h l e t e s r e p o r t o v e r a l

l r e g

i o n a

l s e r v i c e p r o v

i s i o n

h a s

i m p a c t e d

p o s i t

i v e l y o n

t h e i r

t r a i n i n g e n v i r o n m e n

t a n

d s p o r

t i n g p e r f o r m a n c e s

T a l e n t

I d e n

t i f i c a t

i o n p i

l o t s e v a l u a

t e d

2 0 0 4 / 0 5

8 5 %

o f c a r d e d a t

h l e t e s r e p o r t s a

t i s f a c t

i o n w

i t h t h e s e r v

i c e s p r o v

i d e d

b y N Z A S

r e g i o n a

l n e t w o r

k a s

d e t e r m

i n e d

b y t h e a n n u a l n a

t i o n a

l a t h l e t e s s u r v e y

2 0 0 5 / 0 6

2 0 0 c a r d e d a t

h l e t e s

d e m o n s t r a

t e a r e

d u c e

d d i f f e r e n

t i a l w i t h w o r

l d b e s

t r e s u

l t s

a s d e t e r m

i n e d

b y t h e p e r f o r m a n c e

t r a c

k i n g s y s t e m

T o d e v e

l o p w o r

l d

c l a s s a t

h l e t e s


20/32


21/32

19


O U T C O M E S

S P A R C s g o a l

i s t o d e m o n s

t r a t e e x c e

l l e n c e

i n a l

l a s p e c

t s

o f i t s w o r

k . A s a

C r o w n A g e n t

t h i s e n

t a i l s b e i n g

a c c o u n

t a b l e

f o r p u

b l i c i n v e s t m e n

t , m o d e l

l i n g

b e s t

p r a c

t i c e , a n

d d i s p

l a y i n g

i n n o v a t

i o n .

A s a n o u

t c o m e

m e a s u r e

S P A R C i s l o o k

i n g t o a c

h i e v e a

t r i p l e b o t t o m

l i n e

t h a t

d e m o n s t r a

t e s p r o c e s s e x c e

l l e n c e , s o u n

d

f i n a n c i a l m a n a g e m e n

t s y s t e m s , a n

d c l

i e n t s a

t i s f a c t

i o n .

2 0 0 3 / 0 4

4 e x c e l

l e n t

a n d

1 g o o d r a

t i n g

b y A u d

i t

N e w

Z e a l a n

d

3 . 0 ( w e i g h

t e d a v e r a g e ) c l

i e n t s a

t i s f a c t

i o n o f o v e r a l

l

p e r f o r m a n c e

( u p

f r o m

2 . 7 )

9 0 %

c o m p l

i a n c e w

i t h i n t e r n a l p r o c e s s

( t e n d e r

i n g ,

e v a l u a

t i o n , p r o j e c

t p l a n n i n g

)

2 0 0 4 / 0 5

5 e x c e l

l e n t

r a t

i n g s

b y A u d

i t N e w

Z e a l a n

d

3 . 3 ( w e i g h

t e d a v e r a g e ) c l

i e n t s a

t i s f a c t

i o n

o f o v e r a l

l p e r

f o r m a n c e

9 5 %

c o m p l

i a n c e w

i t h i n t e r n a l p r o c e s s

( t e n d e r

i n g ,

e v a l u a


t p l a n n i n g

)

2 0 0 5 / 0 6

M a i n t a i n

e x c e l

l e n t

r a t i n g s

b y A u d

i t N e w

Z e a l a n

d

M a i n t a i n

3 . 3 ( w e i g h

t e d

a v e r a g e ) c l

i e n t s a

t i s f a c t

i o n

o f o v e r a l

l p e r

f o r m a n c e

1 0 0 %

c o m p l

i a n c e w i t h

i n t e r n a l p r o c e s s

( t e n d e r

i n g ,

e v a l u a


t p l a n n i n g

)

O U T P U T C L A S S 4 : W o r l d - l e a d

i n g s p o r

t a n

d

r e c r e a

t i o n o r g a n i s a

t i o n

P r o v

i d e

h i g h q u a l

i t y s e r v

i c e a n d a d v i c e

T o e s

t a b l i s h a

n a t i o n a

l p o l

i c y a n

d

r e s e a r c h

f r a m e w o r

k

f o r s p o r

t


N a t i o n a

l p o l

i c y

f r a m e w o r

k e n

d o r s e d

b y m a j o r

i t y o f n a

t i o n a

l s p o r t

i n g o r g a n i s a

t i o n s

a n d g o v e r n m e n

t a g e n c i e s , i

n p a r t i c u

l a r

t h e

M i n i s t r i e s o f

H e a

l t h a n

d E d u c a

t i o n

N a t i o n a

l r e s e a r c

h s t r a

t e g y e n

d o r s e d

b y t h e

M i n i s t r y o f

H e a

l t h , S

p o r t s

S c i e n c e

N e w

Z e a l a n

d , H e a

l t h R e s e a r c h

C o u n c i

l a n d

t h e

F o u n

d a t i o n

f o r

R e s e a r c

h , S c i e n c e

a n d T e c h n o

l o g y

P E R F O R M A N C E M E A S U R E S 2 0 0 3 / 0 4 ( O N G O I N G )

9 5 %

o f a l

l o f f i c i a l c o r r e s p o n

d e n c e (

f o r e x a m p l e ,

M i n i s t e r

i a l , P a r l i a m e n t a r y

Q u e s t

i o n s

a n d O f f i c i a l I n f o r m a t

i o n

A c t r e q u e s t s ) w

i t h i n a g r e e d

t i m e f r a m e s a n

d e r r o r - f r e e

H i g h q u a l

i t y p o

l i c y a d v i c e a s c e r t

i f i e d a n n u a l

l y b y t h e

M i n i s t e r

A n n u a l

R e p o r t

t a b l e d

i n P a r l i a m e n t

i n a c c o r d a n c e w

i t h a g r e e d

t i m e f r a m e a n

d

t o a g r e e d s t a n

d a r d

P E R F O R M A N C E M E A S U R E S 2 0 0 3 / 0 4 ( O N G O I N G )

M o r e

t h a n

6 0 , 0

0 0 p a g e v i e w s o n

t h e w e b s i t e

9 5 %

o f a l

l i n f o r m a t

i o n r e q u e s

t s f r o m

t h e w e b s i t e a n s w e r e d w

i t h i n 3 w o r

k i n g

d a y s

C l i e n

t s a

t i s f a c t

i o n s u r v e y

i n d i c a

t e s ( b a s e d o n w e i g h

t e d a v e r a g e ) :

3 . 0

o v e r a l

l p e r

f o r m a n c e

3 . 5

q u a l

i t y o f

i n f o r m a t

i o n

3 . 5

a c c e s s

i b i l i t y

2 5 %

i n c r e a s e

i n t h e n u m

b e r o f p e o p l e w

h o r e g i s t e r

t o r e c e

i v e

t h e w e e

k l y

p u b l i c a t

i o n s u p

d a t e

T o s u p p o r

t t h e

d e c i s i o n m a k

i n g

c a p a c i

t y o f

t h e

o r g a n i s a

t i o n ,

B o a r

d ,

M i n i s t e r a n

d s e c t o r

T o p r o v

i d e

h i g h

q u a l

i t y r e s e a r c h a n

d

i n f o r m a t

i o n s e r v

i c e s

t o t h e o r g a n i s a

t i o n

a n d s e c t o r


22/32

20


O u

t p u

t C l a s s

4 c o n

t i n u e

d :

T o d e l i v e r e x c e

l l e n t

c o r p o r a t e p r a c

t i c e s

a n d s e r v

i c e s

t o

t h e s e c t o r


( O N G O I N G )

1 0 0 %

o f a l

l c o n

t r a c

t s f o r s e r v

i c e s e v a

l u a t e d a n

d d o c u m e n

t e d

1 0 0 %

o f c o n t r a c t s o v e r

$ 1 5 , 0 0 0 p u t o u

t f o r

t e n d e r

9 0 %

o f k e y p r o j e c

t s c o n f o r m w

i t h t h e p r o j e c

t p l a n n i n g

t e m p l a t e a n

d a r e

d e l i v e r e d

o n

t i m e a n

d w

i t h i n b u d g e t

M a i n t a i n c o m p l

i a n c e w

i t h o b

l i g a t i o n s u n

d e r

t h e

T r e a

t y o f

W a i

t a n g

i

M a i n t a i n a r i s

k m a n a g e m e n

t s y s t e m

P r o m o t e a n e n v i r o n m e n

t t h a t e n c o u r a g e s

i n n o v a

t i o n a s

d e m o n s t r a t e d

b y a n

i n t e r n a l

s t a f

f s u r v e y

D e v e l o p

h i g h q u a l

i t y p r o d u c t

i v e r e

l a t i o n s h

i p s

C o m m u n

i c a t e e f

f e c t

i v e l y P

E R F O R M A N C E M E A S U R E S 2 0 0 3 / 0 4

( O N G O I N G )

S t a k e h o l

d e r s u r v e y

i n d i c a

t e s

( b a s e d o n w e i g h

t e d a v e r a g e ) :

3 . 0 o v e r a l

l p e r

f o r m a n c e

3 . 5 q u a l

i t y o f r e

l a t i o n s

h i p

3 . 5 q u a l

i t y o f c o m m u n

i c a t

i o n s

M e m o r a n

d a o f

U n d e r s t a n

d i n g w i t h

a t l e a s

t 5 g o v e r n m e n

t a g e n c i e s

T o e n s u r e e f

f e c t

i v e

r e l a t i o n s

h i p s e x

i s t

b e t w e e n

S P A R C

a n d t h e s e c t o r


1 5 %

u n p r o m p t e d a w a r e n e s s o f

t h e

S P A R C b r a n

d

3 0 %

p r o m p t e d a w a r e n e s s o f

S P A R C b r a n

d

T o i n c r e a s e p u

b l i c

a w a r e n e s s o f

S P A R C s

r o l e a n

d f u n c

t i o n s


23/32

21


O u

t p u

t C l a s s

4 c o n

t i n u e

d :

P r o v

i d e a n e f

f e c t

i v e a n

d s u p p o r

t i v e w o r

k i n g e n v i r o n m e n

t

D e v e l o p s o u n

d f i n a n c

i a l m a n a g e m e n

t a n

d a c c o u n

t a b i l i t y p r a c

t i c e s

T o s u p p o r

t t h e

p e o p

l e w

h o w o r

k

f o r

S P A R C

P E R F O

R M A N C E M E A S U R E S 2 0 0 3 / 0 4 ( O N G O I N G )

1 0 0 %

o f s t a f

f h a v e p e r f o r m a n c e a g r e e m e n

t s i n p l a c e , p e r f o r m a n c e a p p r a i s a

l s ,

a n d c o n t r i b u t e

t o p r o f e s s i o n a

l d e v e

l o p m e n

t p l a n s

P r o v

i d e o n g o

i n g w o r

k p l a c e

t r a i n i n g

b a s e

d o n

t r a i n i n g n e e d s a n a l y s i s

O p e r a t e a s o u n

d p e r f o r m a n c e a n

d r e m u n e r a t

i o n s t r a

t e g y

P E R F O

R M A N C E M E A S U R E S 2 0 0 3 / 0 4

P r o v

i d e a n e n v i r o n m e n

t t o g r o w a n

d e x c e

l a s

b a s e

d o n a n

i n t e r n a l s

t a f f s u r v e y

A c c e p t a n c e

i n A C C p a r t n e r s

h i p p r o g r a m m e

1 0 0 %

c o m p l

i a n c e w

i t h a l

l O S H r e p o r

t i n g r e q u

i r e m e n

t s

1 0 0 %

o f s t a f

f t r a i n e

d i n O S H r e q u i r e m e n

t s , a

n d S P A R C h e a l

t h

a n d s a

f e t y m a n a g e m e n

t

P E R F O


D e v e

l o p a

h e a l

t h y o r g a n i s a

t i o n a

l c u l t u r e a s

i n d i c a

t e d b y a n

i n t e r n a l s t a f

f s u r v e y

S e n i o r m a n a g e r s u n

d e r t a k e a n n u a l

3 6 0 - d e g r e e p e r f o r m a n c e e v a l u a t

i o n s

T o p r o v

i d e a

h e a l

t h y

a n d s a

f e w o r

k i n g

e n v i r o n m e n

t

T o p r o v

i d e

l e a d e r s h

i p

a c r o s s

t h e

o r g a n i s a

t i o n

P E R F O


M a i n t a i n o r

i m p r o v e r a

t i n g

b y A u d i

t N e w

Z e a l a n

d

M a i n t a i n

l e g i s l a

t i v e c o m p l

i a n c e

9 0 %

s a t

i s f a c

t i o n r a

t i n g o f p r e f e r r e d

s u p p

l i e r s

A u d i t / r e v

i e w

1 0 o r g a n i s a

t i o n s

t h a t r e c e

i v e

f u n d

i n g

R e d u c e o p e r a t

i o n a

l e x p e n

d i t u r e a s a p r o p o r

t i o n o f

t o t a l e x p e n

d i t u r e ( d o w n

f r o m

1 6 . 5

% )

T o b e a c c o u n

t a b l e

f o r p u

b l i c i n v e s t m e n

t


24/32

22


Statement ofAccounting PoliciesThese are the consolidated forecast financial statements of SPARC, a Crown Agencyin terms of the Public Finance Act 1989.

The consolidated forecast financial statements are prepared in accordance with the Sportand Recreation New Zealand Act 2002 and section 41 of the Public Finance Act 1989.

Measurement baseThe measurement base adopted is that of historical cost.

ConsolidationThe consolidated forecast financial statements include those of SPARC and theNew Zealand High Performance Sports Centres Trust. The Trust is a controlled entityas defined by Financial Reporting Standard 37 Consolidating Investments inSubsidiaries, and accordingly has been consolidated as from 1 January 2003.

Change in accounting policyThe financial effect of the above change is that accumulated funds, represented byshort-term investments, will be increased by funds of the Trust as at 30 June 2003,forecast at $4.8M.

Accounting policiesThe financial statements will be prepared in accordance with New Zealands generallyaccepted accounting practice. The following accounting policies, which materially affectthe measurement of income and expenditure and the financial position, are set out below.

Goods and services tax

The financial statements are prepared on a GST exclusive basis, with the exception ofaccounts payable and accounts receivable, which include GST invoiced. The amountof GST owing to or from the Inland Revenue Department at balance date, being thedifference between Output GST and Input GST, will be included in accounts payableor accounts receivable.

TaxationThe Agency and the New Zealand High Performance Sports Centre Trust are PublicAuthorities in terms of the Income Tax Act 1994 and consequently is exempt from

income tax.

REVENUEGoods and servicesRevenue comprises the amounts received and receivable for goods and services suppliedto customers in the ordinary course of business.


25/32

23


Grants receivedGrants received from the Crown and its agents will be accounted for as income in theStatement of Financial Performance. Any grants for which the requirements under thegrant agreement have not been completed will be carried as liabilities in the Statementof Financial Position.

Investment incomeInterest income will be accounted for as earned.

EXPENDITUREGrant funding expenditureGrants will be treated as expenditure relative to the financial year against whichthe grant has been approved in accordance with the Agency's delegated authorities.

Cost of service statementsThe costs of outputs as reported in the statement of objectives and service performance,will report the costs of inputs and services purchased externally or provided internally,as necessary to produce the outputs.

Cost allocationThe Agency derives the costs of outputs using the following cost allocation system.

Cost allocation policy Direct costs are charged directly to significant activities.Indirect costs are charged to significant core activities based on cost drivers and relatedactivity/usage information.

Indirect costs are the costs of providing internal corporate and support services.

Cost drivers The Agency allocates overheads (being the provision of corporate andsupport services) on the basis of cost drivers that appropriately link indirect costs tothe outputs. The cost drivers may include floor space, number of staff and transactions

processed. These are consistent with those used in the previous period.

FIXED ASSETSInitial recordingAll fixed assets costing more than $2,000 will be capitalised and recorded at historicalcost, which is the value of consideration given to acquire or create the asset and anydirect attributable costs of bringing the asset to working condition for its intended use.

DepreciationDepreciation will be provided on a straight-line basis at rates that will allocate thecosts of the assets over their estimated useful lives. The useful lives have been estimatedas follows:

Audio-visual equipment 3 yearsFurniture and fittings 5 yearsOffice equipment 5 yearsLeasehold improvements over the remaining term of the leaseComputer equipment 3 years


26/32

Leased assets as lesseeThe Agency leases office premises and office equipment. These leases are classifiedas operating leases. The lease payments are representative of the pattern of benefitsderived from the leased assets and accordingly charged to the Statement of FinancialPerformance in the period in which they are incurred.

Accounts receivableAccounts receivable will be stated at their expected realisable value after providingfor doubtful and uncollectable debts.

InvestmentsInvestments will be stated at the lower of cost and net realisable value.

Employee entitlementsLiabilities for annual leave will be recognised as they accrue to employeeson an entitlement basis and will be calculated at current rates.

Financial instrumentsThe Agency is party to financial instrument arrangements as part of its everydayoperations. Revenues and expenses in relation to all financial instruments will berecognised in the Statement of Financial Performance. All financial instruments willbe recognised in the Statement of Financial Position at fair value, when a contractualobligation has been established. No off-balance sheet instruments are expected to beentered into. Specific methods and assumptions are disclosed in the individual policystatements associated with each item.

STATEMENT OF CASH FLOWSCash means cash balances on hand, held in bank accounts, demand deposits andother highly liquid investments in which the Agency invests as part of its day-to-daycash management.

Operating activities include cash received from all income sources of the Agencyand records the cash payments made for the supply of goods and services.

Investing activities are those activities relating to the acquisition and disposalof non-current assets.

CHANGES IN ACCOUNTING POLICIESThere has been a change in the accounting policy adopted for consolidation, in particular,the treatment of the High Performance Sport Centre Trust. No other changes areexpected in accounting policies since the date of the last audited financial statements.

24



27/32

25


Consolidated Statementof Financial PerformanceFor 2002/03 and for the next three years ending 30 June 2006

Forecast Budget Forecast Forecast2002/03 2003/04 2004/05 2005/06

$ooo $ooo $ooo $ooo

REVENUE

NZLGB 28,217 28,217 28,217 28,217Vote Funding Sport & Recreation 14,894 29,872 38,761 43,205Vote Funding Education 1,937 2,911 3,800 5,333Vote Funding Health 425 425 425 425Other Revenue 570 700 740 750HPSC Trust 4,000 4,000

Total Operating Revenue $50,044 $66,125 $71,942 $77,931

Cost of Services (44,052) (57,803) (66,264) (72,306)

Special Purpose Funds

Transfers to PM Scholarships (5,000) (5,000) (5,000) (5,000)Special Purpose Funds Transfer out to High PerformanceHPSC Trust (4,000)

Net Surplus/ (deficit) for the year. $992 ($678) $678 $625


28/32

26


Notes to the ForecastFinancial Statements1 SPARC assumes that revenue forecast for the NZLGB grant will remain constant

at the 2003/04 level for out years, it is assumed that the forecast NZLGB annualshortfall of $2.672M will be included in Vote Sport & Recreation.

2 HPSC Trust Funding for the Regional Academies of Sport, represents theannual tranche able to be drawn down as income from the original $16M inaccordance with the Trust deed.

3 Cost of Services is spread over the following categories.

2003 2004 2005 2006$000 $000 $000 $000

National Bodies 16,240 23,482 26,390 28,246Regional Infrastructures & services 13,053 15,188 21,315 24,952NZAS 4,030 4,065 4,100 4,100National Services 2,485 6,819 5,691 6,092SPARC Operations 8,244 8,249 8,768 8,916

$44,052 $57,803 $66,264 $72,306

4 PM Scholarship Fund administered and distributed on behalf of the Crown.

5 The revenue in 2003/04 includes $4M ring-fenced for the HPSC Trust (see note 2above). This sum can only be expended in out years.


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Consolidated Statementof Financial Position

As at 30 June 2003 and for next three years ending 30 June 2006

Forecast Budget Forecast Forecastas at as at as at as at

30 June 30 June 30 June 30 June2003 2004 2005 2006

Note $000 $000 $000 $000

CURRENT ASSETS

Cash on hand and at Bank 63 62 70 70Short Term Investments 11,230 10,066 10,600 11,020Accounts Receivable 495 859 1,563 1,995

Total Current Assets 11,788 10,987 12,233 13,085LESS CURRENT LIABILITIES

Bank OverdraftAccounts Payable 2,661 2,658 3,584 3,741Funds Held on Behalf ofCrown PM Scholarship Fund 1,604 1,428 1,000 1,000

Total Current Liabilities 4,265 4,086 4,584 4,741

Working Capital Surplus 7,523 6,901 7,649 8,344NON-CURRENT ASSETS

Fixed Assets 445 389 319 249

Total Non-Current Assets 445 389 319 249

Net Assets 7,968 7,290 7,968 8,593

Represented by:Accumulated Funds 8,976 7,968 7290 7968Draw Down of Trust Funds 1 (2,000)Net Surplus (Deficit) for the year to date 992 (678) 678 625

Total Accumulated Funds 7,968 7,290 7,968 8,593

Note 1 HPSC Trust- Represents 6 months of the annual tranche ableto be drawn down as income from the original $16M, in accordance with the Trust Deed.


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Consolidated Statementof Cash FlowsFor 2002/03 and three years ending 30 June 2006

Forecast Budget Forecast Forecast2002/03 2003/04 2004/05 2005/06

$000 $000 $000 $000

CASH FLOW FROM OPERATING ACTIVITIES

Cash Inflow NZLGB 28,217 28,217 28,217 28,217Crown Revenue 12,297 28,208 37,096 43,520Funds received administered on behalf of Crown 5,000 5,000 5,000 5,000HPSC Trust Funding 2,215Interest Received 563 650 736 746Other 550 450 500 600Net GST received / (paid out) (376) (522) 257 (625)

48,466 62,003 71,806 77,458

Cash Outflow Cash Disbursements to :Grants Direct 28,094 39,459Grants Regional Academy of Sport Funding 4,026 4,065Grants On behalf of Crown 4,136 5,176Personnel 4,698 5,306Suppliers Awareness campaign National & Targeted 480 2,370Suppliers Research 450 983Suppliers Web portal/databasedevelopment & hosting 550 650

Suppliers Other services and support costs 5,174 5,03947,608 63,048 71,214 76,988

Net Cash Inflow/(Outflow)from Operating Activities 858 (1,045) 592 470Cashflows from Investing ActivitiesCash inflowsProceeds from sale of Assets 17Cash outflows

Purchase of Assets 100 120 50 50NET CASHFLOW FROM INVESTING ACTIVITIES (83) (120) (50) (50)Net Increase (Decrease) in Cash Held. 775 (1,165) 542 420Opening Cash Balance as at 1 July. 10,518 11,293 10,128 10,670

Closing Cash Balance as at 30 June $11,293 $10,128 $10,670 $11,090

MADE UP OF

Cash on Hand and at Bank 63 62 70 70Short Term Investments 11,230 10,066 10,600 11020

$11,293 $10,128 $10,670 $11,090


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ReferencesBauman A. (1997). Potential Health Benefits of Physical Activity in New Zealand.A report prepared for the Hillary Commission. Wellington: Hillary Commission.

Business and Economic Research Limited. (1993). The Business of Sport and Leisure.The Economic and Social Impact of Sport and Leisure in New Zealand. A report preparedfor the Hillary Commission. Wellington: Hillary Commission.

Business and Economic Research Limited. (2000). The Growing Business of Sport and Leisure. The Impact of the Physical Leisure Industry in New Zealand. An Update to the1998 Report. A report prepared for the Hillary Commission. Wellington: BERL.

CM Research. (2000). Awareness and Attitudes Update Research Report. Preparedfor the New Zealand Sports Foundation. Wellington: CM Research.

Gratton C. and Taylor P. (1985). Sport and Recreation: An Economic Analysis.London: E. and F.N. Spoon.

Ministerial Taskforce on Sport, Fitness and Leisure. (2001). Getting Set for an ActiveNation. Wellington: Ministerial Taskforce on Sport, Fitness and Leisure.

Ministry of Health. (2001). DHB Toolkit: Physical Activity.Edition 1. Wellington: Ministryof Health.

Ministry of Health. (2003). Healthy Eating Healthy Action / Oranga Kai OrangaPumau. Wellington: Ministry of Health.

New Zealand Institute of Economic Research. (2000). The Governments Role in Sport,Fitness and Leisure: Report to the Ministerial Taskforce on Sport, Fitness and Leisure.

Wellington: NZIER.

Sport and Recreation New Zealand. (2003). SPARC Facts: Results of the New Zealand Sport and Physical Activity Surveys (19972001). Wellington: SPARC.

Sullivan. (1998). The Growing Business of Sport and Leisure. Wellington: BusinessResearch Centre.

US Department of Health and Human Services. (1996). The Surgeon Generals Call

to Action to Prevent and Decrease Overweight and Obesity. Rockville, Maryland:USDHHS, Office of the Surgeon General.


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Documents

SPARC Statement of Intent 2003-2004