Appendix One.pdf

board paper
STATUS: Approval

Meeting date:
13 February 2020
From:
Geoff Barry, General Manager Community Sport
Subject:
NATIONAL RECREATION ORGANISATION (NRO) – INVESTMENT

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Purpose
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1.  The  purpose  of  this  paper  is  to  seek  approval  of  Partnerships  Investment  to  National
Recreation Organisations (NROs).

Strategic Context
2.  Alignment of Active Recreation to the 2020-24 Strategic Plan
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Purpose: To contribute to the wellbeing of everybody in Aotearoa by leading an enriching
and inspiring play, active recreation and sport system.
-  The 2020-24 strategic plan focuses on tamariki (children aged 5-11) and rangatahi
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(young people aged 12-18).  the

-  There are two KRAs specific to improving activity levels of tamariki and rangatahi:
o  KRA1 - reducing the drop off in activity levels of rangatahi;
o  KRA2  -  improving  the activity  levels of  tamariki  and  rangatahi  who are  less
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active.

-  For tamariki (5-11) we will focus our effort on Play and PE (Active Schools).

-  For rangatahi (12-18) we will focus our effort on active recreation and sport.
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-  Active  recreation  provides  a  significant  opportunity  to  attract  rangatahi  who  are
seeking a broader range of activity opportunities

3.  In our published Strategic Plan 2020-2024 we have further stated:
-  Understanding and meeting the active recreation needs of rangatahi is a priority:
o  “Sport NZ will establish a new focus on Active Recreation”;
o  “We will … establish new and strengthen existing partnerships and develop
better insights and platforms for responding to the voice of rangatahi who
wish to be active on their own terms”.
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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Recreation Organisations (NROs)

Background

May’19 board paper “Investment Portfolio 2020-24 – Partnerships Investment Categories”

4.  In May’19, the Board approved an Investment Portfolio construct with three investment
categories – Partnerships, Funds, and Programmes.

5.  The Board noted that we will invest in a range of current regional and national partners
(including NROs) through the Partnerships category.

6.  The ‘Decision Conference’ in May’19 responded to the 2020-24 strategy (active
recreation for rangatahi) by allocating an increased level of investment.

7.  Consequently, an approved budget for active recreation investment of $3.19M pa,
more than double the current level of investment.
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8.  This paper is about ‘direct’ investment into Active Recreation. Other investment areas
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contribute to active recreation outcomes. e.g.
o  Kiwisport
o  Women and Girls Innovation and Activation Funds
o  RST investment
o  Disability Investment

Information
September’19 board paper “Active Recreation”

9.  In September the Board received a presentation from our current Active Recreation
‘leads’ (Fran McEwen and Colin Stone) that reflected on two reviews - The Active
Recreation Review (2015-16) and Secondary Age Review (2017) - both acknowledged
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the importance of advocacy, in particular for spaces and places, active lifestyles,
legislative changes, and the value of physical activity for personal wellbeing.
the

These two reviews also confirmed the importance of:

o  collaboration (including the formalisation of natural organisational partnerships),
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alignment and role clarification to help meet the active recreation needs of
rangatahi;

o  community-led and participant-led opportunities in addressing physical activity
levels;

o
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  access to and the utilisation of insights, research, knowledge sharing, case
studies and best practice;

o  a focus on developing the participants’ skills, knowledge, attitudes and
behaviour needed for quality active recreation experiences.

10. The September presentation identified three broad initiative areas where active
recreation would be focused:

o  Partnerships – in NROs we currently invest in;

o  Identification of new opportunities to connect into the active recreation system;

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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Recreation Organisations (NROs)

o  Developing a regionally based workforce to support local and regional system.

February’20 NRO partnership investment

11. This paper is focused on $1.3M (of the approved $3.19M) to be invested through
Partnerships Investment in NROs we currently invest in.

Current NRO Investment Partners

12. Sport NZ has long-established relationships with eight NROs, and we are
recommending that all eight should continue to receive Partnerships Investment in
2020-24.

13. Of the eight current investment partners:

a.  five can broadly be categorised as providing opportunities ‘direct to parti
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(YMCA, Duke of Edinburgh, GirlGuiding, Scouts, NZ Alpine Club);

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b.  two provide system support services to other organisations in the sector (NZ
Outdoors Instructors Association, Mountain Safety Council); and

c.  Recreation Aotearoa (previously NZ Recreation Association), is one of the
primary system-builder in the sector, impacting a wide range of our outcomes
across play, active recreation and sport.

Information
Evidence gathered to support investment level decisions

14. We:
a.  compiled a profile of the eight NROs with information on vision, mission,
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strategic plan, governance and business model;

b.  met with the Chief Executive of each organisation in December 2019 to discuss:
the
o  their plans for 2020-24 to impact the physical activity levels of rangatahi,
especially their focus on female and rangatahi from more deprived
environments;
o  (where relevant) their r
under  angatahi membership data;
o  scale of anticipated impact they expect to have in 2020-24;
o  any indicators of current impact on rangatahi physical activity levels; and
o  their reporting to us over the past three years along with an agreed
assessment of progress and impact over that period.

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15. To ensure consistency in our assessment of each NRO:
o  the same two people attended every meeting with the NRO, along with the Sport
NZ Partnerships Manager;
o  the three people who attended the meetings completed an assessment, scoring
each of the six components on the same scale.  The assessment included
evidence provided by partners in the meetings, our view of the quality of their
planning, and our confidence in their capability and capacity to deliver their
plans for rangatahi;
o  managers with responsibilities for active recreation outcomes reviewed and
discussed the evidence about all partners and the overall contribution that these
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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Recreation Organisations (NROs)

organisations can make to achieve Strategy, and collectively agreed on the
recommendation being made in this paper.

16. In valuing their overall contribution to our 2020-24 Strategy, we considered the
organisations in three groups:

o  the organisations that provide opportunities directly to rangatahi (rangatahi
membership organisations);

o  those that provide services to build and support the system and rangatahi
membership organisations; and

o  Recreation Aotearoa which has a national leadership role in active recreation.

17. For the five organisations that provide opportunities directly to rangatahi, we are
recommending investment levels that represent:

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9(2)(b)(ii)
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Information

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the

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The table below outlines the recommended investment per annum in the five NROs who
provide opportunities directly to rangatahi and the change from 2016-20 investment:
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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Recreation Organisations (NROs)

Change from
$ per annum
2016-20
Rangatahi m em bership organisations
YMCA NZ
   2
  15,000
5
  1,000
Duke of Edinburgh Aotearoa NZ/Hil ary Aw ard
   7
  5,000
4
  7,500
Scouts NZ
   5
  0,000
-
GirlGuiding NZ
   2
  5,000
  (
  27,500)
NZ Alpine Club
   1
  0,000
  (
  17,500)

18.  For the two NROs that build and support the system and rangatahi membership
organisations:

No change for:
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a.  NZ Outdoors Instructor Association: NZOIA have wide ranging
programmes (train the trainer) across the outdoors sector. We are
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encouraging them to maintain their commitment to system capability
building but with a greater focus on influencing trainers working with
rangatahi.

A decrease for:
a. Mountain Safety Council: this primarily reflects limited focus and
potential to impact rangatahi participation. They are primarily a safety
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organisation.

The table below outlines the recommended investment per annum in these two NROs,
and the change from 2016-20 investment:
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the
Change from
$ per annum
2016-20
Service organisations
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NZ Outdoor Instructors Association (NZOIA)
   1
  00,000
-
Mountain Safety Council
   3
  5,000
  (
  50,000)

19. The last NRO, Recreation Aotearoa, has a much broader system building role than NZ
Outdoors Instructor Association or Mountain Safety Council. Recreation Aotearoa:

o
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  has a crucial national leadership role in active recreation (as well as in play and
the provision of sporting facilities); and

o  provides a crucial interface and influence on Territorial Authorities and other
significant providers for active recreation.

We believe that Sport NZ is unable to deliver desired outcomes in active recreation,
including Spaces and Places outcomes, without significant investment and further
development of our partnership with Recreation Aotearoa.

We are therefore recommending no change in the current level of Partnerships
investment (which accounts for 60% of the total NRO partnerships investment budget):
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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Recreation Organisations (NROs)

Change from
$ per annum
2016-20
System  builder
Recreation Aotearoa
   7
  68,500
-

Partnerships investment in current NROs

20. The table below summarises offers to the eight current NRO partners:

Change from
$ per annum
2016-20
Recreation Aotearoa
   7
  68,500
-
YMCA NZ
   2
  15,000
5
  1,000
NZ Outdoor Instructors Association
   1
  00,000
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Duke of Edinburgh Aotearoa NZ/Hil ary Aw ard
   7
  5,000
4
  7,500
Scouts NZ
   5
  0,000
-
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Mountain Safety Council
   3
  5,000
  (
  50,000)
GirlGuiding NZ
   2
  5,000
  (
  27,500)
NZ Alpine Club
   1
  0,000
  (
  17,500)
Total
$  1
  ,278,500.00

Individual Partner Context
Information

21. Management has considered the impact reductions in investment will have on the three
NROs - Mountain Safety Council, GirlGuiding NZ, and NZ Alpine Club. It is our view
that there is no need to consider any adjustments or transition support to these three
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NROs. (Refer Appendix A.)

the
Next steps

22. Following the Board’s approval of investment allocation offers to the eight current NRO
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partners, detailed investment discussions with each partner will commence.

23. We are about to initiate the recruitment of an ‘Active Recreation Lead’ to further
develop the Active Recreation Plan and apply the balance of the Active Recreation
investment (2020-24) through new partners and opportunities via Funds and
Programmes. A programme pilot that has been progressed is the trialling of two
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Regional Active Recreation Advisors in two regions.

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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Recreation Organisations (NROs)

Recommendations
24. It  is  recommended  that  the  board  agree  to  approve  the  allocation  of  $1,278,500  per
annum Partnership investment to eight NROs for 2020-24:

a.  Recreation Aotearoa
$768,500
b.  YMCA NZ
$215,000
c.  NZOIA
$100,000
d.  Duke of Edinburgh Aotearoa/Hillary Award  $75,000
e.  Scouts NZ
$50,000
f.  Mountain Safety Council
$35,000
g.  GirlGuiding NZ
$25,000
h.  NZ Alpine Club
$10,000

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Geoff Barry
Peter Miskimmin
GM Community Sport
Chief Executive

Information
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the
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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Recreation Organisations (NROs)

Appendix A

Three NROs have reductions in total investment level compared to 2016-20. GirlGuiding NZ is a recipient of additional investment in
2019-2022, through the Young Women’s Activation Fund, for which we expect to see specific outcomes for young women.

Financial data from the other two partners’ annual reports is shown below.  Both NROs have working capital that is more than 10 times
the amount of the annual decrease in Sport NZ investment.
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Numbers of
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Partner
Latest
Working
2020-24
Decrease
Total
Average
years that
2016-20
Financial
Total
Operating
capital and  Change as a
Partnerships  in annual
Revenue
revenue last
Equity
current working
Partner
investment
data
Revenue
Surplus/
Term
proportion of
investment investment
prior year
two years
'$000
capital covers
'$000
reported for
'$000
Deficit
Deposits
total revenue
'$000
'$000
'$000
'$000
the decrease in
year ended
'$000
'$000
investment
Information
Mountain Safety Council
8
    5,000
3
    5,000     5
  0,000
30/06/2019     1
  ,940     2
  ,033     1
  ,987   148

   764

607

2.5%      1
  2.15
NZ Apline club
2
    7,500
1
    0,000     1
  7,500
30/06/2019     1
  ,159     1
  ,407     1
  ,283   132

1
   ,862
417

1.4%      2
  3.85

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the
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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Recreation Organisations (NROs)

board paper
STATUS: Approval

Meeting date:
13 February 2020
From:
Geoff Barry, General Manager Community Sport
Subject:
NATIONAL SPORT ORGANISATION (NSO) – PARTNERSHIPS
INVESTMENT 2020-24
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Act
Purpose
1.  The  purpose  of  this  paper  is  to  seek  approval  of  Partnerships  Investment  to  National
Sport Organisations (NSOs) for the period 2020-24.

Strategic Context
Information

2.  Alignment of Sport to the 2020-24 Strategic Plan
Purpose: To contribute to the wellbeing of everybody in Aotearoa by leading an enriching
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and aspiring play, active recreation and sport system.
-  The 2020-24 strategic plan will focu
the  s on tamariki (children aged 5-11) and rangatahi
(young people aged 12-18).

-  There are two KRAs specific to improving activity levels of tamariki and rangatahi:
under
o  KRA1 - reducing the drop off in activity levels of rangatahi;
o  KRA2 - improving the activity levels of tamariki and rangatahi who are less active.

-  For tamariki (5-11) we will focus our effort on Play and PE (Active Schools).

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-  For rangatahi (12-18) we will focus our effort on active recreation and sport.

-  Sport provides a significant opportunity to impact on both KRA1 (reducing rangatahi
drop-off)  and  KRA2  (providing  relevant  opportunities  for  rangatahi  who  are  less
active)

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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Sport Organisations (NSOs)

Background

3.  This paper is about Partnerships investment in NSOs.  In 2020-24, we will invest in
NSOs for rangatahi outcomes through sport.

4.  This paper summarises the process to date, including gathering evidence to inform
investment recommendations.  This process was developed with consideration of
recommendations from Grant Thornton New Zealand’s review of the process
undertaken for the 2016-20 NSO investment decisions.

May 2019 board paper “Investment Portfolio 2020-24 – Partnerships Investment Category
and Allocations for RSTs and NSOs”

5.  In May 2019, the Board approved:
a.  an Investment Portfolio construct with three investment categories –
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Partnerships, Funds, and Programmes;
b.  that Partnerships investment allocations will use evidence-based models to
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determine the investment allocation (‘offer’) amount, supported by discussions
with partners to confirm individual investment decisions;
c.  an allocation of $9.3M per annum to NSO Partnerships Investment for four years
(2020-24).
d.  That the NSO partnerships investment has two ‘streams’:

•  Impact – all 65 NSOs we currently invested in will receive impact investment.
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This supports their core roles and the delivery of their responsibilities that
contribute to the sport system to impact the physical activity levels of
rangatahi participants (current and/or potential); and
•
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  Stretch – additional investment to a smaller group of NSOs that have been
identified as being able to materially contribute (impact and scale) to
the
rangatahi drop-off (KRA 1) or rangatahi who are less active (KRA 2). There
must be a clear differentiation of what stretch investment outcomes are
achieved beyond ‘impact’ investment.
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6.  Grant Thornton NZ (9(2)(a)
) was contracted to be the probity advisor for this
process.

NSO Impact Investment

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July 2019 board paper “Partnering Investment Portfolio 2020-24 – Allocations for National
Sport (NSOs) and National Education Organisations (NEOs)”

7.  In July 2019, the Board discussed a detailed scenario that ranked NSOs using
weighted data sets and allocated ‘impact’ and ‘stretch’ investment.  The resulting scale
of change, impact on NSOs with HPSNZ investment, and approach to transition
planning was discussed in the context of the scenario presented. This provided
management direction for future papers.

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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Sport Organisations (NSOs)

September’19 board paper “Investment Portfolio 2020-24 – Allocations for National Sport
Organisations (NSOs)”

8.  In September 2019, the Board:
a.  directed that further information be gathered from NSOs (via face-to-face
meetings) regarding:
i.  their current rangatahi participation and plans for future opportunities;
ii.  their potential future (scale) impact on rangatahi (KRAs); and
iii.  consideration of confidence in partners’ capacity and capability to impact
on rangatahi.

b.  formed an NSO Investment Advisory Committee (Bill Moran, Jason Shoebridge,
and Jennifer Gill) to assist the Board in discharging responsibilities related to
finalising partnerships investment decisions for 2020-24 investment in NSOs.

NSO Investment Board Advisory Committee
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9.  The Board Advisory Committee has met three times.
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10. In November 2019, the Board Advisory Committee:
a.  reviewed the process and outputs of meetings with each NSO;
b.  reviewed an investment model that allowed for weightings of 60% current
participation information, 20% future impact, and 20% confidence; and
c.  directed further work on testing sensitivity of the weightings of the three
components of the model.
Information

11. A description of the information used in the model for NSO partnerships investment is
provided at Appendix B.

Official
12. In December 2019, the Board Advisory Committee:
a.  confirmed use of the evidence-based model, and that consideration of variations
the
specific to Individual Partner Context would be treated as such;
b.  reviewed sensitivity-testing of the weightings (at 60/20/20, 40/30/30, 80/10/10,
and 100/0/0) and confirmed use of 60/20/20 weightings (refer Appendix B);
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c.  reviewed the impact, stretch, and total investment levels in the 60/20/20 model
for all NSOs, on a line-by-line basis; and
d.  identified the need for more information on 22 NSOs to determine whether
adjustments due to ‘individual partner context’ was appropriate.

13. In January 2020 the Board Advisory Committee:
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a.  reviewed the adjustments made following directions from the December 2019
meeting;
b.  considered the information provided on the 22 NSOs that were identified for
further review of individual partner context, and the adjustments consequently
proposed to 14 NSOs;
c.  confirmed that the scenario as discussed should be recommended to the Board
in February 2020;
d.  were advised by management that we had received a report from the Probity
Advisory (refer Appendix C) that endorsed the process followed; and
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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Sport Organisations (NSOs)

e.  discussed options for providing additional funding to assist the transition of
NSOs faced with significant decreases in investment.

‘Stretch’ Investment

14. Stretch investment will be used to drive the ‘Balance is Better’ philosophy deeper into
the sport system.

15.  ‘Balance is Better’ is:
a.  about keeping our young people in sport;
b.  Sport NZs evidence-based philosophy that informs and provides a framework for
the sport system to put the needs of the participant/athlete first;
c.  focused on the objective that the sport system provides opportunities for all
tamariki and rangatahi (young people aged 5-18) to positively experience the
benefits of sport participation and realise their potential;
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d.  encouraging a greater understanding of why young people play sport - to have
fun, experience challenge, develop and improve, be part of a team or group, and
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be with friends.

16. Noting that we expect all NSOs to align to the Balance is Better philosophies, stretch
investment will be differentiated from impact investment in that NSOs will be expected
to identify specific initiatives that focus on embedding the ‘Balance is Better’ philosophy
within the NSO and down through their system into regional and local responses.

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17. Stretch investment will be committed for two years with a process to be completed in
2021/22 for the allocation of this investment for 2022-24.

18. Eleven sports/NSOs (who collectively contribute approximately 62% of the total current
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rangatahi participation in sport) have been identified to receive stretch investment over
the next two years. There are two specific groups of NSOs within the eleven identified:
the

a.  the initial group of five in ‘keep up with the play’ (Netball, Football, Rugby,
Cricket, and Hockey). The stretch investment in these five will be focused on
under
how the NSO drives the philosophy and practices into the regional and club
environment;

b.  a new group of six NSOs (Basketball, Badminton, Rugby League, Golf, Waka
Ama, and Softball), have been identified by the Sport Development team as
being ready to move into better understanding of the philosophy and having
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demonstrated a willingness to embrace it nationally. As with the first five
NSO/sports our initial focus is ensuring the new NSOs fully understand and
commit to the Balance is Better philosophy and then support the development of
initiatives to influence the regional and local delivery of their sport.

19. We are carefully managing the ‘roll-out’ of Balance is Better because each organisation
requires significant support to fully understand Balance is Better and how they might
implement the philosophy into strategy and plans.

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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Sport Organisations (NSOs)

Consideration of Individual Partner Context

20. Once the full picture of ‘Impact plus Stretch’ was determined the Board Advisory
Committee and Management reviewed the total investment against our overall view of
each NSO and discussed partners who might require individual partner context
consideration.

21. The Board Advisory Committee identified three areas where consideration of individual
partner context may require an investment adjustment beyond the evidence-based
result:

a.  Impact on pathways, performance, and NSO stability for HPSNZ sports receiving a
reduced level of investment;

b.  Change in investment levels to be supported by management confidence in the
NSO’s:
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i.
insights as to the opportunities to grow rangatahi participation; and
ii.
capacity and capability to realise additional impact on rangatahi outcomes;
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c.  Where an NSOs whose primary membership/participation sits outside the age
group that is the focus of this four-year strategic period – to ensure longer term
system (NSO) stability.

22. In January 2020 the Board Advisory Committee reviewed additional analysis requested
at their December 2019 meeting, and agreed that individual partn
Information er context
adjustments be made in investment levels for 14 NSOs:

a.  Adjustments to increase the level of investment for Football, Rugby League,
Golf, Volleyball, Athletics, Tennis, Yachting, Bowls, Snow Sports, and Triathlon.
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b.  Adjustments to decrease the level of investment for Rowing, Water Polo, Flying,
and Gliding.
the

Engagement with High Performance Sport New Zealand (HPSNZ)

under
23. There has been positive engagement with HPSNZ, including meetings in 2019 with
Scott Creswell, and in late January 2020 between Paul Brabin, Eddie Kohlhase
(HPSNZ) and Geoff Barry.

24. There are 26 NSOs with both HPSNZ and Sport NZ investment. As part of the
consideration of individual partner context all 26 NSOs were considered in terms of
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investment modelling (impact plus stretch) on pathways, performance, and NSO
stability for HPSNZ sports receiving a reduced level of investment.

25.  That assessment resulted in seven HPSNZ NSOs/sports receiving increased impact
investment:

a.  Football, Athletics, Yachting, and Triathlon – so their investment will be the
same as for the 2016-20 period; and

b.  Rugby League, Bowls, and Snowsports – so the decrease from 2016-20
investment is less than the pure evidence-based model.
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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Sport Organisations (NSOs)

26. In the recommendation, relative to 2016-20 investment, there are:
a.  19 of the 26 HPSNZ NSOs receiving increased or the same investment;
b.  7 of the 26 HPSNZ NSOs receiving reduced investment.

27. The seven HPSNZ NSOs receiving reduced investment are Cycling, Snow Sports,
Bowls, Rugby League, Shooting, Squash, and Surfing.

28. HPSNZ are concerned, as a general principal, that any investment changes to Tokyo
bound NSOs (campaigns) could potentially impact the Tokyo HP programme. HPSNZ
recommended that these decisions (for Cycling, Surfing, and Shooting) are deferred
until post-Olympic Games.

29. The Board Advisory Committee considered these three sports (Cycling, Surfing, and
Shooting), and determined that no adjustments are necessary to the proposed ‘impact’
investment level. Cycling and Surfing are being recommended for transition funding
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which will mean the ‘net cash impact’ on their investment in the first twelve-months will
‘only’ be $12.5k and $7.5k respectively.
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30. Our position is to progress with the investment decision for these three NSOs, noting
that transition planning means that while decisions are notified to NSOs in March 2020,
changes do not impact investment until October 2020 which is post the Games.

Final Investment Recommendation
Information

31. The alignment of investment to strategy (i.e. based on information about rangatahi
participation, for outcomes for rangatahi) means that total investment levels in most
NSOs will be different from the total investment they have received for 2016-20.
Official

32.  The following two tables provide a full summary of the investment recommendations
the
for 65 NSOs.
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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Sport Organisations (NSOs)

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Act
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the
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33.  The table below provides a summary of the recommended investment (by NSO) per
annum for 2020-24 and the level of change in investment from 2016-20:

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Act
Information
Official

the
34. This fully allocates the $9.3M budget approved in May 2019 for Partnerships
investment in NSOs.

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Transition Planning

35. A decrease in investment for 24 NSOs will require them to make change within their
organisations. For some NSOs, where we think there is materiality in terms of impact of
reduced investment, it is proposed to provide transition funding and support. Transition
funding will soften the impact of reductions in investment, as the full effect of the
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reduction will not be realised until the second or third year of the strategic period.

36. In September 2019 the Board discussed that transition planning would follow a similar
process to that undertaken when the investment decisions for 2016-20 were
implemented. That is:
a.  All NSOs will get 6 months’ notice of investment level changes;
b.  Transition Funding for those receiving ‘significant’ decrease in investment levels;
c.  Transition Support (business capability expertise), where required for those
receiving ‘significant’ decrease in investment levels.

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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Sport Organisations (NSOs)

37. In earlier modelling, we retained some of the $9.3M in years one and two for transition
funding.  The more that was held for transition, the more need there was for it, as we
only allocated the remainder across NSOs.  The Board Advisory Committee directed
that the full $9.3M budget for Partnerships investment in NSOs be allocated across the
65 NSOs, and that additional funding be provided for transition planning.

38. Transition Funding: $1M has been set aside in the 2019/20 budget to ‘accelerate future
strategy implementation’. It is recommended that $545k be used from that budget to
pay for Transition Funding.

39. Transition Support: up to $200k is available within the 2019-20 Business Capability
budget for Transition Support.

40. The Board Advisory Committee asked management to consider the following when
determining which of the 24 NSOs with decreased investment (relative to 2016-20) will
receive transition funding:
1982
a.  specifically mitigate transition risk associated with the four NSOs with the largest
reductions in investment;
Act
b.  consider other NSOs on a ‘needs’ basis;
c.  fund transition for two years rather than one year for those most impacted.

41. Appendix D provides the information we looked at when developing a ‘needs’ basis.
This data includes: (latest available) reported revenue for the last two years, latest
operating surplus or deficit, equity and working capital balances. We selected working
capital as the most relevant factor when considering each NSO’s n
Information  eed for transition
funding.

42. Transition Funding recommendation:

Official
a.  NSOs with a decrease of more than $10k be eligible for transition funding;

b.  calculate transition funding for the four NSOs with decreases of more than
the
$100,000, at 50% of the decrease in year 1 and 25% in year 2; i.e. Golf, Rugby
League, Tennis, Bowls (noting that Bowls decrease is $99k);

c.  calculate transition funding for one year only, at 50% of the decrease, for other
under
NSOs with working capital that is insufficient to cover at least 10 years’ worth of
the decrease; i.e. Cycling, Indoor Bowls, Surfing, and Table Tennis.

Released

10
Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Sport Organisations (NSOs)

43. The following table shows the amount of transition funding calculated on this basis for
years 1 and 2, and the resulting impact on the partners’ cashflow each year.

1982
Act
Information
Official
the
under

Risk Mitigation

44. Stakeholder dissatisfactio
Released  n with results of the allocation method poses reputational risk
for Sport NZ. The Sport NZ Group’s risk appetite matrix shows that reputational risk is
acceptable for strategic gain, where appropriate steps have been taken to minimise
reputational impact.

45. Throughout the process, we have taken steps to minimise reputational risk associated
with NSO investment decisions, including:
•  providing probity assurance around the process and auditing the NSO allocation
model;
•  allowing a reasonable period for NSOs to review and validate their self-reported
data that is used in the allocation model;
11
Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Sport Organisations (NSOs)

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Information
Official
the
under
Released

9 March
Email a letter to each NSO, formally advising the investment decision for that NSO,
and describing the next steps.
Note: The date of our formal letter triggers the six months’ notice period which we
have committed to provide to partners so they can adapt to changes in investment
levels. By ensuring this is sent in March, the notice period ends in September and
new investment levels will be applied from October (i.e. the second quarter of
2020/21)

10 March
Public release of total Partnerships investment in each partner: web content
(indicative
published, press release issued, web and social content published.  This will
date –
include Partnerships investment to Regional Sports Trusts, National Sport
dependent on
Organisations, National Recreation Organisations, National Disability
completed
Organisations, and National Education Organisations.
phone calls)
Face-to-face meetings with NSOs to begin detailed investment discussions about
March and
the initiatives that Sport NZ will invest in for 2020-2024.
April
New investment levels apply from the beginning of the second quarter 2020
1 October
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(following end of the roll-over period)
2020

Act

Recommendations
54. It is recommended that the Board agrees to:

a)  approve the allocation of Partnership investment to 65 current NSOs for 2020-
Information
2024, totalling $9,301,000 per annum as shown at Appendix A.

b)  approve transition funding of $545,000 from the 2019/20 budget set aside to
‘accelerate future strategy implementation’, as outlined in #42.
Official

c)  note the risk assessment and next steps.
the

Geoff Barry
Peter Miskimmin
GM Community Sport  under
Chief Executive

Released

15
Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Sport Organisations (NSOs)

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Act
Information
Official
the
under
Released

Appendix C: Probity Advisor Report

1982
Act
Information
Official
the
under
Released

18
Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Sport Organisations (NSOs)

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Information
Official
the
under
Released

Appendix D

This is the full list of NSOs with reductions in total investment level compared to 2016-20.  Financial data from the partners’ latest-available annual
reports is shown here for all NSOs with reductions of $10k or more.  The orange cells in rightmost column highlight the NSOs with current working
capital that is less than 10 times the amount of the decrease in Sport NZ investment (i.e. those with insufficient working capital to cover 10 years’
worth of the decrease).
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Numbers of
Partner
Latest
Working
2020-24
Decrease
Total
Average
years that
2016-20
Financial
Total
Operating
capital
Change as a
HPSNZ
Partnerships  in annual
Revenue
revenue last
Equity
current working
Act
Partner
investment
data
Revenue
Surplus/
and Term  proportion of
sports
investment investment
prior year
two years
'$000
capital covers
'$000
reported for
'$000
Deficit
Deposits total revenue
'$000
'$000
'$000
'$000
the decrease in
year ended
'$000
'$000
investment
Golf

  5
  50,000
3
   75,000
1
    75,000
31/12/2018     5
  ,745     6
  ,184     5
  ,965   158

2
   ,547     433

2.9%
2
   .47
Rugby League
Campaign
  6
  40,000
4
   65,000
1
    75,000
31/03/2019     8
  ,482     8
  ,790     8
  ,636     ( 704)
2
   ,540
(
    865)
2.0%   ( 4.94)
Tennis

  4
  00,000
2
   25,000
1
    75,000
30/06/2019     2
  ,922     3
  ,378     3
  ,150   374

3
   ,102
2
    ,879
5.6%      1
  6.45
Bowls
Campaign
  2
  49,000
1
   50,000     9
  9,000
30/06/2018     2
  ,432     2
  ,029     2
  ,231   153

1
   ,468
1
    ,362
4.4%      1
  3.76
Information
Motorsport

7
    5,000   1
  5,000     6
  0,000
31/12/2018     2
  ,613     2
  ,395     2
  ,504   174

2
   ,586   1,005
2.4%      1
  6.75
Cycling
Tier 1
  2
  00,000
1
   50,000     5
  0,000
31/12/2018     7
  ,897     7
  ,936     7
  ,917     ( 285)      565

  136

0.6%
2
   .71
Indoor Bowls

6
    4,000   1
  5,000     4
  9,000
30/09/2019   330

301

316

(
    46)      481

  473

15.5%
9
   .64
Surfing
Campaign
5
    0,000   2
  0,000     3
  0,000
30/06/2019   522

604

563

  ( 3)   8

   ( 4)
5.3%   ( 0.14)
Shooting
Campaign
5
    5,000   2
  5,000     3
  0,000
30/06/2019   362

375

368

  14

   457

  457

8.1%      1
  5.24
Official
Table Tennis

  1
  00,000   7
  5,000     2
  5,000
30/09/2018   366

312

339

(
    48)   212      190

7.4%
7
   .58
Snow Sports
Tier 2
7
    5,000   5
  0,000     2
  5,000
30/06/2019     5
  ,044     4
  ,269     4
  ,656     ( 301)      871

  453

0.5%      1
  8.11
the
Motorcycling

5
    0,000   2
  5,000     2
  5,000
31/12/2018   787

814

801

(
    13)
1
   ,183     985

3.1%      3
  9.39
Squash
Campaign
  1
  00,000   7
  5,000     2
  5,000
30/09/2018     1
  ,192     1
  ,136     1
  ,164     ( 177)
1
   ,098     987

2.1%      3
  9.50
Flying

2
    0,000     6
  ,000     1
  4,000
31/03/2019   176

197

186

4

   460

  257

7.5%      1
  8.33
Gliding

1
    5,000     6
  ,000      9
  ,000
under
Power Boat

1
    5,000     6
  ,000      9
  ,000
Skate

2
    0,000   1
  5,000      5
  ,000
Judo

2
    0,000   1
  5,000      5
  ,000
Speedway

2
    0,000   1
  5,000      5
  ,000
Croquet

2
    0,000   1
  5,000      5
  ,000
AFL
2
    0,000   1
  5,000      5
  ,000
Wrestling
1
    5,000   1
  0,000      5
  ,000
Released
Taekwondo

1
    0,000     6
  ,000      4
  ,000
Powerlifting

  9
  ,000     6
  ,000      3
  ,000
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Sport NZ Board: 13 February 2020
Partnerships Investment 2020-2024 – Allocations for National Sport Organisations (NSOs)

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800  primary  and  intermediate  schools  and  kura  to  create  healthy  and  active  learning
environments, and improved connection to their local communities from 2020 to 2024.

5.  To  deliver  our  component  of  the  initiative,  Sport  NZ  will  invest  in  six  RSTs  to  lead,
manage  and  implement  Phase  One  (2020-2022)  into  approximately  300  targeted
schools and kura.

6.  The Play.sport expansion sites in Invercargill and Hamilton, managed and delivered by
Sport Southland and Sport Waikato, have been transitioned over to, and are now
considered to be, Healthy Active Learning sites. Both are well positioned to be part of
the initiative due to aligned philosophies and approaches to the provision of quality
experiences for tamariki.

7.  $2.85m was approved by the Board in February 2018 for the expansion of Play.sport
into these two additional regions and this will continue to fund this delivery until these
three year investments end in December 2021.
1982

8.  This means that 8 of the 14 RSTs will be either directly or indirectly engaged in Phase
Act
One of the initiative. It remains Sport NZ’s intention to partner with all RSTs and
expand Healthy Active Learning to the other six regions in Phase Two (2022-24)
subject to certain requirements being met.
Strategic context
9.  Sport NZ’s vision for 2020-2032 is Every Body Active with a purpose to contribute to the
Information
wellbeing  of  everybody  in  Aotearoa  by  leading  an  enriching  and  inspiring  play,  active
recreation and sport system.
10. The Strategic Plan 2020-2024 expressly focuses on tamariki (children aged 5-11) and
Official
rangatahi (young people aged 12-18).

the
11. For  tamariki,  we  will  focus  our  effort  on  PE  and  Play  as  the  foundations  of  physical
literacy.

12. For rangatahi, we will focus our effort on Active Recreation and Sport.
under

13. There are two KRAs specific to improving activity levels of tamariki and rangatahi:

•  KRA1 – reducing the drop off in activity levels of rangatahi;
•  KRA2 – improving the activity levels of tamariki and rangatahi who are less active.
Released

14. Healthy Active Learning is a significant intervention that falls under ‘Programmes’ within
Sport NZ’s Investment Portfolio, and has:

•  Strong alignment and contribution to KRA2
•  Strong focus on tamariki
•  Strong emphasis on driving PE and Play outcomes

2
Sport NZ Board: 13 February 2020
Programmes Investment – Healthy Active Learning Phase One investment allocations for RSTs

RST selection

15. Sport NZ undertook a robust and objective process when selecting the six RSTs (and
their regions) to include in Phase One implementation; key areas assessed included:

•  Strategic alignment (to Sport NZ strategy)
•  RST capability, capacity and connectivity
•  Potential for quick wins and maximum impact

16. The following RSTs were selected to be included in Phase One implementation:

•  Aktive (Auckland)
•  Sport Bay of Plenty
•  Sport Canterbury
•  Sport Gisborne Tairawhiti
1982
•  Sport Northland
•
Act
  Sport Wellington

Discussion

Short-term investment in 2019
Information
17. Each of the six RSTs implementing Healthy Active Learning in  Phase One received a
five-month  investment  (August  –  December  2019),  totalling  $220k,  to  support  the
resourcing  associated  with  the  scoping  and  design  stage  of  the  initiative  across  their
respective regions.
Official
18. Aktive,  Sport  Bay  of  Plenty,  Sport  Canterbury,  Sport  Gisborne  Tairawhiti  and  Sport
the
Wellington each received $40,000, while Sport Northland received $20,000 due to lower
short term resource requirement.
Workforce requirements (2020-2022)
under
19. Sport NZ’s investment into  the six  RSTs will cover the costs  of  employing a Regional
Lead and deploying a physical activity workforce (Advisors and Activators) into targeted
schools and kura.
20. The  scale  of  workforce
Released  required in each RST is based on the number of schools and
kura engaged in Phase One of the initiative. This broadly follows a ratio of one Advisor
to 10 schools and/or kura, and one Activator to 15 schools and/or kura.
21. Investment  into  each  RST  will  account  for  salaries  and  other  on-costs,  the  latter
negotiated individually with each RST to identify and cover ‘real’ costs only.

22. The table below reflects the workforce requirements for the six new RSTs implementing
Phase One of Healthy Active Learning (2020-22).

3
Sport NZ Board: 13 February 2020
Programmes Investment – Healthy Active Learning Phase One investment allocations for RSTs

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STATUS: Approval

9 December 2021

To
:
The Board
From
:
Steve Tew, COO
Subject
:
PARIS 2024 INVESTMENT RECOMMENDATIONS

1982
Purpose

Act
1.  The purpose of this paper is to provide the HPSNZ Board with recommendations on
HPSNZ Campaign Investment to sports. The following sequence of events serves to
demonstrate  the  layered  approach  taken  to  develop  strategy  and  frameworks  to
support the provision of investments to sports.

Executive Summary
Information

2.  Sport  is  part  of  Aotearoa  New  Zealand’s  DNA  and  the  country  has  built  a  globally
competitive  high  performance  system  that  has  seen  us  excel  on  the  world  stage,
delivering performances which make our nation proud.  Fine tuning our approach to
Official
targeted  sports  means  we  can  continue  performing  on  the  world  stage  while  also
investing  in  a  wider  range  of  sports  that  resonate  with  New  Zealanders,  as  well  as
the
support and enhance the wellbeing of all high performance athletes, coaches, officials
and staff.

under
3.  HPSNZ  currently  provides  circa  $36.8M  per  annum  of  core  investment  to  targeted
sports  and  campaigns  on  an  annual  basis.  Core  investment  complements  other
annual investment programmes in Performance Enhancement Grants (circa $5.9M);
Prime  Minister’s  Scholarships  ($4.25M)  and  sport  requested  athlete  performance
support ($9.1M in people resource) for carded athletes.
Released

4.  Investment  recommendations  included  in  this  paper  are  the  first  to  be  developed
under  the  guidance  of  the  HPSNZ  Strategic  Plan  2024  and  HPSNZ  Investment
Guidance 2022-24. The recommendations provided are designed to support the three
key system shifts of the 2024 HPSNZ Strategic Plan:

a.  Performance Pathways – with the objective: Significantly enhanced performance
pathways delivering a culturally accessible national performance network for the
development of future talent, while providing our elite athletes with the support they
need to become world class.

b.  Wellbeing  and  Engagement  –  with  the  objective:  Enriching  performance
environments that empower and support individuals to optimise their potential and
enhance their ability to thrive in their sporting and non-sporting lives.
c.  Funding  and  Investment  –  with  the  objective:  An  expanded  funding  and
investment  framework  enabling  greater  agility  and  more  sports  to  benefit  from
investment  support,  more  athletes  identified  earlier,  and  more  communities
engaged and inspired by New Zealand’s success.

5.  Te Tiriti o Waitangi is Aotearoa New Zealand’s founding document, HPSNZ is committed
to upholding the mana of Te Tiriti o Waitangi and the principles of Partnership, Protection
and  Participation.  The  principles  of  accessible  opportunities  and  culturally  distinctive
pathways that enable tangata whenua and all New Zealanders to participate and succeed
as themselves in the High Performance environment provides the foundation of the three
system shifts.
1982

6.  The  sport  designation  system  (NSO  classification)  will  transition  as  of  1  January  2022
Act
from targeted tiered sports (Tier 1, Tier 2, Tier 3, & Campaign) to Podium and Aspirational
sports. The NZOC and PNZ (when not an NSO) are designated as a NOC – Peak Body.

7.  The current Performance Enhancement Grants (PEG’s) and athlete carding systems will
transition to the tailored athlete performance support (TAPS) model.

Information
8.  Investment  into  targeted  Tier  1  and  Tier  2  sports  was  confirmed  in  March  2020,  at  a
minimum of 70% of current ‘core’ baseline funding levels for the Paris cycle (2022-2024).
This initiative was approved to provide NSOs the ability to retain key personnel for the
next cycle.
Official

the
Cycle Initiatives

9.  To advance the three key system shifts within the 2024 strategy, HPSNZ applied the
overarching investment principles to this process
under

a.  Alignment to HPSNZs vision and strategic objectives
b.  Promotes enriching performance environments that are inclusive and diverse,
that promote trust, respect and belonging, and that enable growth
c.  Provide appropri
Released ate balance between shorter term performance outcomes and
long-term high-performance system building
d.  Empowers a system wide approach to striving for excellence
e.  Targeted and contestable investment with a priority on achieving overall return
on investment across the investment cycle
f.  Segmented  and  tailored  investment  to  ensure  resources  are  applied  to  key
system priorities that are based on need and impact
g.  Balances the aggregated NSO needs with system leadership responsibilities
h.  Transparent and evidenced based
i.  Enables alignment and an integrated system approach and;

1982
Act
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Official
the
under
Released

f.  Performance Support (end to end)
g.  HP Capability Support
h.  Preparation and Games times investment

14. During this investment application process, it became apparent and in fact highlighted
internally  and  by  partners  that  team  sports  should  potentially  form  another  subset
within the investment portfolio. Management has agreed to look at this over the next
cycle.

15. NSO’s  were  required  to  submit  their  financial  requirements  to  support  the  cost  of
running their HP programme.  The full ask was $232M over the Paris Cycle, which did
not  include  their  commercial  or  philanthropic  revenue.    After  careful  review  that
considered alignment to the HP Strategy and investment criteria, this was moderated
to $131M over the Paris Cycle.
1982

16. Initial campaign budget assumptions for all sports for the Paris cycle was based on
Act
80% of current core investment values.  This was complimented with other initiative
budget lines to support the system shifts, e.g.: Wellbeing, Coaching and Pathways,
and  to  shift  to  a  holistic  investment.    NSO’s  request  was  to  hold  campaign
requirements at 100%, in addition to the new initiatives.  This created a $9M campaign
investment gap for Podium Sports.  Through the moderation process we were able to
accommodate requests with a movement between budget lines
Information that allowed overall
budget to be achieved.

Investment Consideration
Official

17. The  Paris  Cycle  Total  Direct  Investment  to  NSO’s  is  recommended  to  be  $131M
the
($43.7M pa), which includes:

a.  $104M  -  Campaign  investment  (this  includes  campaigns,  coaching  and
under
wellbeing)
b.  $2M - Athlete Pathways
c.  $25M - TAPS
d.  $19M - Performance Support
e.  $1M – Intelligence
Released

18. We have accounted for expected new athletes in the cycle (regional and aspirational
sports). As part of this investment process, we acknowledge there are athletes who
have not yet been identified in the NSO requests. This primarily is due to the Covid
impacted  5-year  Tokyo  cycle  and  now  a  congested  3-year  Paris  cycle.  Simply  the
NSO focus has been on the training and preparation of the current elite athletes to get
to and from the pinnacle events. A compounding factor is the lack of travel for New
Zealand’s junior athletes, resulting in this cohort not being identified or tested athlete
pathways for our younger athletes is a significant work on as highlighted in the HPSNZ
Strategy.

19. Therefore,  we  have  included placeholders  of  $6M  in  the  $131M  to  account  for  this
support over the next 3 years:

a.  $2M in Wellbeing ($0.667M annually)
b.  $1M in Athlete Pathways ($0.333M annually)
c.  $3M in TAPS ($1M annually)

20. Athlete Performance Support is a critical component of investment. We have identified
an annual budget of $6.5M of direct delivery costs to accommodate NSO requests.
Previously  one-off  Tokyo  funding  and  buy  back  support  is  now  embedded  in  NSO
requested  support,  which  is  resulting  in  budget  pressure  on  HPSNZ.  We  expect  to
manage this through BAU savings from vacant roles and efficiencies. In addition, there
are some ongoing discussions with sports relating to the following matters;

a.  9(2)(a)

1982

     Act
b.  Discussions  with  NSOs  relating  to  performance  support  has  highlighted  the
opportunity for some to employ HPSNZ staff, many however are not prepared to
take on the added responsibility, citing capacity issues and in some cases the need
to use only part FTE’s.

21.9(2)(b)(ii)

Information

Official
22.9(2)(b)(ii)


the

23. The above Paris Cycle investment excludes some known and anticipated costs. The
costs not included are:
under

a.  Investment  to  Snow  Sports  New  Zealand.  SSNZ  are  currently  preparing  for  the
Beijing Winter Olympics. Formally we have advised SSNZ that as a Priority Sport
70% of current core funding is guaranteed for the Milan cycle. In anticipation of a
successful Winter Games, we have allocated a placeholder of 80% of current core
Released
funding and will assess SSNZ performance post the Beijing Games.
b.  9(2)(b)(ii)

24. Anticipated support of up to an estimated $6M, will cause budget pressures, and likely
additional funding from Sport NZ will be required to support these initiatives.  In this
regard reference is made to:
a.  Athlete Voice
b.  Instep – Vitae or similar EAP initiatives supporting wellbeing
c.  Core Knowledge (system coaching initiative)
d.  Women in High Performance Sport
e.  NZOC new requests
f.  Hockey NZ Project Kahurangi outcomes. (refer sport profile)
g.  Adjustment to TAPs criteria (BTG considerations)
h.  Adjustment to TAPs criteria (Sustained excellence grant)
i.  Paralympic integration transition support
j.  Consideration for international preparation hub

25. The appendices of this paper provide specific funding details and recommendations
1982
for each NSO. The following serves to highlight the significant classification changes
in the 2024 NSO investment portfolio
Act

Podium
a.  Eight (8) Olympic /Winter Podium sports
b.  Four (4) Paralympic/Winter Podium sports
c.  One (1) Non-Olympic Podium sport

Information
Aspirational Sports (new portfolio)
a.  Nineteen (19) Olympic Aspirational sports
b.  Three (3) Paralympic Aspirational sports
c.  Seven (7) Non-Olympic Aspirational sports
Official

New Invested Sports
the
1.  Basketball – 3x3 men, 5x5 women
2.  Diving
3.  Skateboarding   under
4.  Tennis – Doubles men
5.  Volleyball – men and women
6.  Water Polo – women
7.  Shooting Para
8.  Waka Ama - Para
Released
9.  Motorcycling / Motocross – women
10. Rugby League -women
11. Touch Rugby – men and women
12. E Sports
13. Badminton
14. Rock Climbing
15. Orienteering

Culturally distinctive pathways
1.  Rugby
2.  Netball
3.  Basketball
4.  Boxing
5.  Olympic Weightlifting
6.  Volleyball
7.  Rugby League
8.  Softball
9.  Touch rugby
10. Badminton

26. Key  changes  in  Campaign  investment  (compared  to  2021  Core Investment)  that  is
either a decrease of more than ($0.1M) or an increase of more than $0.1M is shown
below.
1982
9(2)(b)(ii)
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Official
the
under
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Recommendations

It is recommended that the Board:

27. Note the contents of this paper;
28. Note  SSNZ  and  NNZ  investment  consideration  will  be  in  2022  and  2023
respectively
29. Approve the proposed HPSNZ Strategic Investment recommendations to sports.
a.  $131M - Paris Cycle Total Direct Investment
b.  $6M - additional support requested from Sport NZ
c.  $1M - Covid Contingency held in reserves

Eddie Kohlhase
Steve Tew  1982
GM Performance & Strategic Investment
Chief Operating Officer

Act
Information
Official
the
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Released

Background

30. High  Performance  Sport  New  Zealand  (HPSNZ)  has  the  stated  vision  of  “Inspiring
Performance Every Day”, and a mission of “Working in partnership to enhance our
world leading sustainable high performance sport system that empowers athletes to
excel on the world stage”.

31. HPSNZ  has  the  role  of  allocating  investment  and  support  (financial,  expertise  and
capability support) to National Sports Organisations (NSOs), athletes,  coaches and
support staff, that will enable HPSNZ to achieve its vision and strategic objectives on
behalf of the New Zealand Government.

32. HPSNZ’s mission is “working in partnership to create a world leading sustainable, high
1982
performance  sports  system”,  and  is  underpinned  by  the  four  key  values  of;
collaboration, wellbeing, integrity, and excellence.
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33. Our  success  is  seen  through  more  sporting  performances  that  inspire  New
Zealanders,  and  through  winning  on  the  world  stage  at  Olympic  and  Paralympic
Games,  and at World Championships. We inspire New Zealanders by encouraging
pride in the results and the way they are achieved. In doing so they connect people
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and communities across the country and in turn inspire future success.

2032 High Performance System Strategy (HPSS)

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34. The  New  Zealand  High  Performance  sport  system  has  delivered  outstanding
performances, particularly in Olympic and Paralympic Games, over the last 12 years.
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A  key  strategy  that  has  enabled  this  success  has  been  a  targeted  investment
approach,  focussed  on  investing  in  a  limited  number  of  sports,  and  predominantly
focussed on performances across the relatively short 4 year cycle and in some cases
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a pinnacle event focus of one to two years.

35. There  has  been  a  number  of  unintended  consequences  attributed  to  this  strategy.
These  consequences  include;  limited  clarity  and  transparency  in  the  NSO
Performance Pathways impacting aspiring athletes and coaches to optimise potential
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and future success, wellbeing issues, and a relatively small number of sports that gain
access to investment and performance support provision. Additionally, this approach
has limited diversity and inclusion within the HP sport environment.

36. Throughout  the  years  2017  and  2018,  HPSNZ  led  an  extensive  system-wide
engagement  and  consultation  process  in  order  to  establish  the  High  Performance
System Strategy (HPSS). The HPSS identifies what the system must strive to achieve
between  now  and  2032  to  drive  repeatable  sustainable  success  by  more  New
Zealanders winning in more sports.

37. Within  the  HPSS three  key  system  shifts  (supported  by  four  additional  shifts)  were
identified as fundamental to delivering the transformation required between now and
2032.  Each  system  shift  aligns  and  contributes  to  the  High  Performance  Sport
Outcomes  Framework  and  the  New  Zealand  High  Performance  Sport  System
Strategic Objectives.

38. By focusing on the three key system shifts of Performance Pathways, Funding and
Investment, and Wellbeing and Engagement, it is envisioned that the HPSS will deliver
a world leading system that enables New Zealand to achieve sustainable success on
the world stage and leverages that success to inspire the nation and its communities.

39. The three key system shifts are underpinned by investment in Performance Support,
Intelligence  and  Performance  Solutions,  NSO  Capability  and  Leveraging  Success,
and have set the direction for the HPSNZ Strategic Plan 2024.
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Sport Recovery Fund – Business Case
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40. In response to the Covid 19 pandemic the New Zealand Government established the
Sport  Recovery  Fund  to  enable  the  NZ  sports  system  to  respond  to  the  changing
environment. The three areas of focus were:
a.  “Reset and Rebuild” Helping sports to get through the initial impact of COVID-19
b.  “Strengthen  and  Adapt”  -  rebuild  in  the  medium  term  and
Information   make changes to
operate successfully in the post-pandemic environment.
c.  “Different  and  Better”  -  Innovative  approaches  to  delivering  play,  active
recreation and sport into the future.
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41. HPSNZ  initially received an allocation of $2M from the  Sport Recovery Fund under
the
the “Reset and Rebuild” category. The focus and intent of this appropriation was to
ensure  bespoke  training  environments  were  made  available  to  our  Tokyo  bound
Olympians and Paralympians given their Covid impacted daily training environments.
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Another key focus taken during this time was to ensure pre-HP and HPAD athletes
were  not  compromised  given  the  postponement  of  the  games  and  the  congested
cycle.  HPSNZ were then requested to develop an additional business case under the
“Strengthen and Adapt” and “Different and Better” categories.

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42. This business case was aimed at advancing the three key system shifts, and achieving
the following:
a.  Broadening the portfolio of sports that HPSNZ can invest in, enhancing culturally
distinctive pathways, diversity, and inclusion – and through this, enhancing the
ability of HP sport to inspire our nation.
b.  Enhancing athlete and coach high performance development and engagement.
c.  Enhancing the development of Pre-HP athletes regionally through a Hubs and
Pods model.
d.  Directly enhancing wellbeing outcomes across the HP sport system.
e.  Imbedding the Women in HP Sport programme moving forward.
f.
Enhancing intelligence functions alongside and within NSOs.

43. The outcome of the business case submissions was the appropriation of 33.2M

HPSNZ 2024 Strategy

44. The foundation of the 2024 Strategy was the 2032 High Performance System Strategy
however  the  postponement  of  the  Olympic  and  Paralympic  Games  fundamentally
brought into focus the development of the HPSNZ 2024 Strategy. The strategy clearly
identifies and prioritises what the high performance sport system must achieve over
the next three Olympic and Paralympic cycles and the three system shifts required to
deliver this.

45. The  HPSNZ  2024  Strategy  aims  to  continue  achieving  podium  performances  at
targeted pinnacle events, while broadening its investment portfolio in order to increase
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diversity  and  inclusion,  increasing  culturally  distinctive  pathways,  and  ultimately
delivering increased performances that inspire our nation.
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46. To  support  HPSNZ  in  delivering  on  the  strategy  and  enabling  the  facilitation  of  the
system shifts two key pieces of the work were  developed. There were the  2022-24
Investment Framework and the Tailored Athlete Performance Support model.

Investment Framework
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47. HPSNZ’s Investment Framework enables HPSNZ to undertake its role of allocating
investment and support effectively and transparently, outlines HPSNZ’s overarching
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investment  principles,  components  of  investment  and  priorities  and  has  been
developed  to  achieve  the  key  goals  outlined  in  the  HPSNZ  2024  Strategy.  All
the
categories of HPSNZ investment are considered through this process.

48. Through  the  framework  HPSNZ  allocates  all  investment  and  support  (financial,
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expertise and capability support) to either Podium Sports or Aspirational Sports across
the following components of investment:
a.  Campaign Investment
b.  Performance Pathways Investment
c.  Wellbeing Investment
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d.  Athlete Support Awards
e.  Performance Support
f.
Intelligence
g.  HP Capability Support
h.  Preparation and Games-Time Investment

49. The  Investment  Framework  2021-2024  is  aligned  to  the  strategic  priorities  of  the
HPSNZ 2024 Strategic Plan with a focus on:
a.  The  broadening  of  investment  objectives  to  include  not  only  podium
performances, but also include investing in a boarder portfolio of sports that can
deliver to HPSNZ’s identified system shifts;

b.  Enhanced  performance  pathways  for  athletes  and  coaches  delivering  an
accessible  national  performance  network  (national  performance  hubs  and
regional performance pods);
c.  The establishment of an Aspirational Investment Fund to support performances
on the world stage, performances that inspire and culturally distinctive pathways;
d.  Implementation of wellbeing initiatives to support performance environment and
transitions within and out of the pathway;
e.  The reclassification of Targeted Sports and Campaign Sports to Podium Sports
and Aspirational Sports;
f.
The  alignment  of  all  NSO  investment  and  support  decisions  to  the  Investment
Framework;
g.  Aligning investment to probable, convert and opportunity campaigns within NSO
led pathways as the cornerstone of investment decision making; and
h.  Providing  more  investment  certainty  to  NSOs  by,  in  most  cases,  committing
investment across a whole cycle (1-4 years)
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Tailored Athlete Pathway Support (TAPS)
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50. TAPS  has  the  primary  objective  of  supporting  and  enabling  the  performance  and
wellbeing of TAPS Athletes in the New Zealand high performance sport environment.
TAPS has the additional objective of ensuring athletes have the right resources at the
right time relative to their stage in their respective sport’s Performance Pathway.
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51. Support provided for TAPS athletes includes:
a.  Base Training Grants or Development Training Grants
b.  Excellence Grants
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c.  Medical insurance premiums
d.  Access to apply for Prime Minister’s Athlete Scholarships
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52. TAPS  are  available  to  TAPS  Eligible  Sports,  with  the  decision  to  provide  TAPS
opportunities and the priority for allocation based on the following:
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a.  Designated Podium Sports;
b.  Invested Aspirational Sports on a case by case basis;
c.  Demonstrated need of the sport / athletes in order to achieve their performance
goal; and
d.  The availability of HPSNZ resources.
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53. Under the TAPS guidelines, Excellence Grants “recognise performance excellence,
and are aimed to support further performance excellence from these individuals and
teams.  The  current  TAPS  criteria  provide  Base  Training  Grants  and  Excellence
Awards totaling $65,000 p.a. for gold medalists, and $55,000 for medalists. HPSNZ
recommends an additional category of Excellence Grants  is established to account
for those that have consistent podium performances over 3+ cycles. The criteria for
this category would be:
a.  medals in 3 consecutive games, with at least one Gold Medal, and continuing (or
considering continuing) for the next cycle.”

System Leadership Initiatives

Performance Pathways

54. The Performance Pathway will focus on NSOs led pathways for world class success
that are clear, consistent and connected., with attention on key phases; development,
performance and transition.

55. The system changes seek to enhance performance pathways through delivering an
accessible national performance network for the development of future talent, while
providing elite athletes with the support they need to become world class.

56. Aligned  to  the  athlete  pathway  is  the  coaching  framework  that  will  look  to  identify,
support and grow coaches specifically aligned to the pathway and specialised in the
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transition phases in the coaching pathway framework

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57. By  providing  additional  support  in  these  coaches,  regionally  based  athletes  will  be
supported with the coaching required at the appropriate age and stage of their journey.

Wellbeing

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58. Enriching  performance  environments  that  empower  and  support  individuals  to
optimise their potential and  enhance their ability to thrive in  their sporting and non-
sporting lives. Key focus areas include

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Women in High Performance Sport.
a.  Increased women in HP coaching and leadership riles
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b.  Gender equitable HR guidelines and processes
c.  Education  packages  and  capability  development  regarding  diversity  and  Inclusion
strategies and approaches
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Wellbeing Programme
a.  Mechanisms for athlete and coach voice and representation
b.  Whole of sport code of conduct
c.  Know the Line and mental Health Initiatives
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d.  Establishment of 8 wellbeing managers
e.  Establishment of objective measures to monitor wellbeing within NSO environments.

Culturally Distinctive Pathways

a.  Te  Tiriti  o  Waitangi  is  Aotearoa  New  Zealand’s  founding  document,  HPSNZ  is
committed  to  upholding  the  mana  of  Te  Tiriti  o  Waitangi  and  the  principles  of
Partnership, Protection and Participation. The principles of accessible opportunities
and  culturally  distinctive  pathways  that  enable  tangata  whenua  and  all  New
Zealanders  to  participate  and  succeed  as  themselves  in  the  High  Performance
environment provides the foundation of the three system shifts.

b.  The Aspirational fund and the regional pathways  including the South Auckland
Hub will strategically target opportunity for all New Zealanders but with a focus
on culturally distinctive pathways particularly for Maori and our Pacific and Asian
and new immigrant New Zealanders.

Investment Overview

59. All proposed reductions and increases to sports have been reviewed in the context of
the  sport’s  overall  HP  budget,  as  well  as  HPSNZ  affordability,  assessing  both
performance impact and risks on their respective  Paris medal potential campaigns.
HPSNZ internal pillar budgets for the Paris cycle have been through a detailed review,
and where appropriate moderated, to ensure the right balance of internal and external
investments to increase the probability of delivering on the HPSNZ 2024 strategic plan
targets.
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60. A detailed communications plan has been developed by HPSNZ, in consultation with
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Sport NZ, identifying the key messages, opportunities and risks. A number of positive
case  studies  are  also  being  prepared  to  demonstrate  the  holistic  support  being
provided  to  our  podium  and  aspirational  sports  over  and  above  the  campaign
investment allocations.

NSO Performance Review and Investment Applications Process
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61. Performance reviews for all currently invested sports were conducted in October and
November.  Applications  for  investment  for  all  sports  with  investment  concluding  31
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December 2021 or not currently receiving investment closed on 15 October 2021. A
meeting was also held with all non-invested sports who had applied for investment.
the

62. The performance review process builds on the consistent work from previous years.
The process has been largely consistent over the past 3-years and sports are clear
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on  expectations  and  the  format  for  the  reviews.  The  meetings  are  positioned  as  a
‘point in time’ performance partnership discussion. The driving themes of this year’s
meetings were; alignment to the 2024 strategy,  confirmation of key campaigns and
key learnings for the Tokyo cycle.

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63. The  primary  purpose  of  the  2021  NSO  performance  reviews  was  to  assess  the
progress  of  each  sport  against  their  agreed  KPIs  for  the  Tokyo-cycle  as  well  as
discuss and challenge the Paris 2024 HP plans and strategies.  The review also took
a  detailed  look  at  the  key  medal  potential  campaigns  for  Paris  and  other  relevant
pinnacle events for the cycle.

64. The reviews were conducted with very open and honest dialogue and questioning, to
ensure the right level of accountability and challenge particularly for those sports that
did not perform to expectations in Tokyo.

65. Applications for investment were received from the following sports currently receiving
investment;  athletics,  para  athletics,  basketball,  bowls,  boxing,  canoe  racing,  para
canoe, canoe slalom, cricket, cycling, para cycling, equestrian, football, gymnastics,
hockey, karate, Olympic weightlifting, rowing, rugby league, rugby sevens, shooting,
shooting  para  sport,  softball,  squash,  surf  lifesaving,  surfing,  swimming,  para
swimming, triathlon and yachting.

66. Applications  for  investment  were  received  from  the  following  sports  not  currently
receiving  investment;  badminton,  beach  volleyball,  climbing,  diving,  esports,
motorcycling,  orienteering,  skateboarding,  table  tennis,  tennis,  touch  rugby,  waka
ama, para waka and water polo.

67. A  moderation  process  was  used  assessing  applications  focussing  on  the  below
criteria.  The  process  and  criteria  are  scalable  relative  to  the  sport  designation,
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targeted outcomes and sport context.
a.  Confirmation of priority campaigns.
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b.  Quality assurance of TAPS athletes to ensure alignment to priority campaigns
and including broader pathway athlete numbers.
c.  Assessment of priority and pathway campaign and coaching requirements.
d.  Assessment of priority and pathway campaign costs.
e.  Assessment of HP organisation overhead costs.
f.
Assessment of HP and HPAD leadership and core operational staff costs.
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g.  Assessment  of  the  Pathway  initiative  asks  and  applying  consistency  with  the
proposed plan relative to the number of athletes the pathway.
h.  Cross-checking  pre-HP  athlete  numbers  and  regional  based  support  value-in-
kind requirements.
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i.
Overall sense check – will the investment and support enable a sport to execute
their targeted outcomes, support a base pathway and have the base capacity to
the
run  a  decent  programme  that  can  support  more  sophisticated  wellbeing  and
planning execution.
j.
Alignment to broader HPSNZ 2024 strategic initiatives
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9(2)(b)(ii)
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Preparation and Games Delivery Investment

Paralympics New Zealand (PNZ)

69. HPSNZ  has  budgeted  $1.5M  in  preparation  and  games-time  investment  towards
supporting the PNZ over the remainder of the Paris Olympiad.

70. This  is  comprised  of  $0.5M  per  year,  a  $0.35M  per  year  increase  over  the  Tokyo
Olympiad. This increase is provided to service greater performance support resource
and the support PNZ as they transition to a new operational model.

NZ Olympic Committee (NZOC)

71.  An  additional  $0.25M  has  already  been  approved  by  the  HPSNZ  Board  for
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preparation and games-time support. Total investment into NZOC is now $1.25M per
annum and $3.75M over the Paris Cycle.

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