SPACES AND PLACES PLANNING FOR CANTERBURY AND WEST COAST SUMMARY DOCUMENT
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SPACES AND PLACES
PLANNING FOR
CANTERBURY
AND WEST COAST
SUMMARY DOCUMENT
JULY 2020
How to use this document
This document, provides a summary and reference, bringing together the work undertaken in developing
the three Spaces and Places Plans across South Canterbury, Greater Christchurch and the West Coast.
This document does provide an overarching framework for developing those plans and a taste of the key
aspects of each of the plans as well as a schedule for review and updating each plan in a timely manner to
ensure they stay current and relevant.
This framework is not intended to be a Plan or Strategy in its own right nor is the intention to prioritise
needs across the three regions. Significant resource has gone into developing each of the respective
Regional Spaces and Places Plans and readers are directed to those plans for specific detail around needs,
priorities and actions for each of their respective regions.
While the three plans were developed to reflect the unique aspects of the three regions, each sub-region
is encouraged to consider their neighbouring sub-regions’ plan and network when undertaking their own
high-level planning. This is particularly important when considering facility developments that are close to
sub-regional boundaries.
When describing geographic areas in this document, the following terminology is used:
1. Sport Canterbury Region - the whole of Sport Canterbury’s geographic area including:
a. West Coast Sub-Region – Grey, Westland and Buller District Council areas
b. South Canterbury Sub-Region – Timaru, Waimate and Mackenzie District Council areas.
c. Canterbury Sub-Region – Christchurch City Council, Selwyn District Council, Waimakariri
District Council, Ashburton District Council and Hurunui District Council areas.
d. Greater Christchurch Area: Christchurch City Council, Selwyn District Council
and Waimakariri District Council area.
1Introduction
Sport and active recreation are an integral and important part in the lives of most New Zealanders and the
benefits of being physically active have been well documented1.
In 2019, Sport New Zealand launched its new Strategic Plan for 2020-2032 which included a summary of
the value of physical activity shown in Figure 1.
Figure 1. Value of Physical Activity
New Zealand is blessed with an abundance of natural outdoor areas in which to be physically active.
We have also invested in buildings, structures and facilities to enhance and increase our access to these
spaces and as places to recreate in their own right.
While we are protective of preserving the state of our natural outdoor spaces and places, our built
structures need to keep up with the changing needs and demands of our society to ensure we are
providing spaces and places that are attractive, affordable, relevant and above all meet the needs of the
users and communities they are there to serve.
1 www.sportnz.org.nz/valueofsport
2Facility provision is particularly challenging in the fast moving and constantly changing environment that
we live in today. Our sport and recreation system was built in a very different context than today. We live
a faster-paced life with more opportunities and choices than ever before and the sport and recreation
sector is no different in this respect. You can now fashion a career in sport as a professional athlete or paid
administrator or seek fame and fortune behind a keyboard in e-sports or behind a cage in Mixed Martial Arts.
But it’s not just participation that has changed; the way we deliver sport has changed too. Our parks and
reserves are dotted with single-code clubrooms built and run on volunteer labour and donated materials.
However, concrete block changing sheds and dingy clubrooms don’t draw the club faithful like they used
to, and volunteers are becoming an endangered species. With such busy lives, people are becoming more
and more time poor and are looking for their sport and recreation to fit in with their schedule, provide a
quality experience in a comfortable and fit for purpose facility or ground.
Councils are one of the most significant single providers of sport and recreation grounds and facilities in
the country and invest millions of dollars in building and operating facilities every year. With such large
amounts of public money at stake and with multiple other competing priorities, it is crucial that Councils
have a clear sport and recreation facility plan to ensure their facility investments are the right ones for
their community.
One of the best ways that communities can identify what is important for their community and where
they wish to invest in their sport and recreation facilities is through the development of a long-term
Sport and Recreation Facility Plan. These plans are an opportunity for communities to come together to
understand their specific needs and the environment they live in and discuss what is important to them
and ultimately where and how they wish to invest in their sport and recreation assets.
With support from Sport New Zealand, Sport Canterbury has led the development of three individual
Spaces and Places Plans covering each of the Canterbury, South Canterbury and West Coast
Sub-Regions. This document brings those three Plans together into one overarching document.
3Background
With the support of the sector, Sport New Zealand provided resources and leadership at a national level to
assist those involved in sport facility planning, funding and operation.
Key actions included:
1. Publication of a National Facilities Framework that identified:
• Sport NZ’s role in facility planning as a leader, funding advisor and enabler.
• a set of principles that should be considered when planning sport facility projects
• some key steps in the lifecycle of a facility from concept to operation and improvement.
2. A programme to develop national facility strategies for key national sporting codes to provide
facility leadership at code-level on a national basis.
3. Investment with Sports Trusts and other partners in a network of Spaces and Places professionals
throughout the Country to provide local advice, leadership and direction in sports facility
development.
4. A goal for each Regional Sports Trust to have a Spaces and Places Plan in place for their region
in partnership with key stakeholders.
5. Additional guides, training opportunities, on-line tools advice and other resources were also
developed and provided to support those in the sector.
Following the 2011 Canterbury Earthquakes and the subsequent loss of much of Christchurch’s sporting
infrastructure, Sport Canterbury partnered with Sport New Zealand to invest in a position to help with
the rebuilding of that sporting infrastructure. One of the key roles of that position was to lead the
development of a Regional Spaces and Places Plan for Sport Canterbury’s area.
In other regions around New Zealand where a plan was already in place or being developed, a single
whole-of-region plan was the norm. Two key factors influenced how Sport Canterbury approached the
process for Canterbury and the West Coast:
1. The urgency to provide a co-ordinated and focussed Plan for Greater Christchurch to lead and
influence decisions on sport facility development as part of the earthquake recovery process.
2. The differences and distances between the various communities within the Sport Canterbury
Region.
4Sport Canterbury covers is a large and diverse region. The region includes the country’s second largest
metropolitan city in Christchurch as well as one of the lowest population densities per square kilometre
on the West Coast and numerous towns and small cities in between. It can be 8-9 hours’ drive between the
furthest reaches of the district with the Southern Alps creating a natural barrier splitting the region in two.
Each area has its own distinct geography, communities, funders, councils, issues, opportunities and scale.
It quickly became obvious that a single whole-of-region plan was not going to meet the needs of each
community and it would be futile to attempt to prioritise needs across the whole region.
In order to deliver on the goal of delivering Spaces and Places Planning for the Sport Canterbury region in
a meaningful way, the region was broken down into three main areas:
• Canterbury Sub-Region including the Greater Christchurch Area
• South Canterbury Sub-Region
• West Coast Sub-Region
The Canterbury Sub-Region area was the initial focus due to the immediate need for co-ordinated
planning following the Canterbury Earthquakes and the size and scope of potential facility developments
to be prioritised. An initial recovery document was developed immediately following the earthquakes
which drove initial decisions. This was subsequently reviewed, updated and expanded to include the
Selwyn, Waimakariri and Ashburton Districts. The current iteration is the Canterbury Spaces and Places
Plan: A Regional Approach to Sporting Facilities, which was finalised in December 2017.
The second plan to be developed was for the South Canterbury Sub-Region. At the time the Timaru District
Council were looking to undertake a sports facility inventory exercise and were open to an approach by
Sport Canterbury to broaden the scope, include the Waimate and Mackenzie Districts and develop a truly
Regional Plan. This was the first time such a plan had been developed for the area and the South Canterbury
Sport and Active Recreation Spaces and Places Strategy was finalised in September 2018.
The third Plan was for the West Coast Sub-Region. Like South Canterbury, this was the first time a
Regional Sports Facility Plan had been prepared. The West Coast includes three TLA areas (Westland,
Grey and Buller) with the Buller district falling within Sport Tasman’s Region. To ensure a consistent West
Coast approach, Sport Canterbury partnered with Sport Tasman on the Plan to cover the whole of the
West Coast Sub-Region including the Westland, Grey and Buller Districts. The West Coast Spaces and
Places Plan was finalised in July 2020.
5A Common Approach
Although three autonomous plans were
created for the Sport Canterbury Region,
some important common threads tie the
plans together to ensure a consistent
approach is taken to facility planning and
prioritisation across the board.
Principles
In considering future facilities and
spaces to meet sporting and active
recreation needs it is essential that
we learn from the past and ensure
that future facilities and spaces are
developed in a robust and planned way.
Sport NZ’s National Sport Facilities
Framework identified a set of planning
principles which formed the basis for
each of the three plans. In some cases,
these were added to, expanded or
tailored for the particular region but the
basis for each plan were the 6 principles
identified in the National Sport Facilities
Framework:
Meeting an Identified Need: The best outcomes are achieved when all of the potential users of the
facility are identified, and a deep understanding gained of the range of needs that they will have.
Sustainability: This means understanding and being sure you can afford the cost to build, maintain
and operate the facility for the whole of its life.
Partnering and Collaboration: Being open to partnerships with others within and outside of the
sector e.g. education, health, Iwi, and the private sector increases the likelihood that the facilities
will be used to their full potential, maximising the return on investment.
Integration: An effective way to be sustainable is to create multi-use facilities or ‘hubs’ with
other sport and recreation, community, education, or transport facilities and infrastructure.
Future Proofing: Facilities should be designed to accommodate changing needs over time. The best,
long-term, outcomes are achieved by designing facilities in ways that enable them to be adapted,
developed and extended in response to future demands.
Accessibility: The best outcomes are achieved when we develop facilities that take into account
all of the demographic and cultural diversity and physical abilities within our communities.
Further detail on these Principles can be found in the National Sport Facilities Framework.
6Hierarchy
A facility hierarchy is a method to categorise a facility based on the level of provision and activity that
facility is capable of meeting. Having a hierarchy ensures that facilities are built to the size, scale and
scope needed.
The hierarchy definitions used and outlined below are based on those developed by Sport NZ and
subsequently applied in many strategies and plans across New Zealand. Having a consistent hierarchy
with other areas of NZ allows direct comparisons to be made and allows for “across boundary”
prioritisation, if required.
International: A facility with the ability to host international competitions / events (between nations.
e.g. Horncastle Arena, Christchurch.
National: A facility with the ability to host regional representative competitions and/or to serve as a
national high-performance training hub for one or more sports codes e.g. Nga Puna Wai, Christchurch.
Regional: A facility with the ability to host inter-regional and internal regional competitions and /
or serves as a regional high-performance training hub for one or more sports codes e.g. Westland
Recreation Centre, Greymouth.
Sub Regional/District: A facility with the ability to draw significant numbers of participants from
a whole district or across adjacent territorial authority boundaries for either competition or training
purposes e.g. Anzac Park, Greymouth (Athletics).
Local: A facility which often facilitates people’s introduction to sports and recreation and primarily
serves a town or suburb (or potentially two suburbs) only.
7Facility Planning Criteria
To ensure that identified facility priorities were determined in a fair and transparent way, each plan
included a series of facility planning criteria against which each facility gap or need was assessed and
ranked. This determined the prioritisation ranking within each of the plans at the time of writing.
The criteria were also designed to be able to be applied any new facility proposal or need as these arise
in order to determine where a new facility proposal would be prioritised.
Some of the plans also applied a system to identify ‘gateway’ or mandatory criteria and some had criteria
specific for their region but in all cases the criteria related to the principles identified in each plan.
The common criteria used across all plans and their explanations were:
CRITERIA DESCRIPTION
Meeting an identified need The degree to which any existing or proposed facility matches the projected needs
of the community within its core catchment area.
Sustainability The capability of potential facility developers to develop and operate facilities.
Partnering and Collaboration The potential for operational and/or capital partnerships between multiple stakeholders.
Integration The degree of alignment a facility has with national and regional facility strategies
Future Proofing The ability of the facility to progress the sport and recreation objectives of the region
and wider New Zealand society.
Accessibility The ability of the facility to reflect international and national best practice in its location,
design and operation.
Facilities that deliver wider The return on investment (capital and operational) that the facility can generate
community benefits (measured in terms of community benefit).
Reflect the uniqueness The degree to which the proposed facility responds to the specific needs of the Region.
of the Region
Optimise existing facilities The degree to which the proposal optimises an existing facility e.g. through partnerships
to increase use, enhancements to make a facility more fit-for-purpose.
8Sport and Recreation Trends
The way we play and recreate is constantly changing and our facilities must keep up with those
changes to meet participant needs hence the identification of sport and recreation participation
trends was a common part of each of the three plans. It is an important means of identifying what
influences may shape the sporting facility network of the future. Trends maybe international,
national or sometimes local.
Common trends identified across the three plans included:
TREND DESCRIPTION
Individual versus Team An increase in participation in ‘individual’ sport and recreation pursuits and away from team
sports.
Pay to play A movement from a traditional ‘annual subscription’ and the corresponding long-term time
commitment to a more casual drop-in / drop-out arrangement of participation.
Increased expectations A generally higher expectation of level of service in all aspects of provision of sporting
facilities including quality, cost, comfort, flexibility, availability and others.
Reducing Volunteers A reduction in the availability or willingness of people to volunteer their time to support sport.
and increasing People are becoming time poor and increasingly protective of their free time. With a system
professionalism built on volunteerism, this makes it increasingly difficult to deliver all aspects of sport as we
know it.
Changing Technology Technology is now commonplace in our lives. From online booking to online gaming it is
entwined in everything we do and sport and recreation has both embraced it and changed
because of it. The challenge for sport and recreation is to use technology to streamline,
enhance and grow participants’ sport and recreation experience.
Development of Hub A sporting hub is where different sports come together to share a location, services
Sites and other resources. It is an efficient way to build, operate and deliver sport and recreation
facilities and provides other benefits for the sporting organisations
as well as the participant.
Hub and Spoke This is where a main sports hub is located ‘centrally’ and provides a higher level
Approach of provision (for competition for example) and smaller or lower level facilities
(for training for example) are provided locally to give an oveall network that
meets needs and is easily accessible for everyone.
Reflect the uniqueness The degree to which the proposed facility responds to the specific needs of the Region.
of the Region
Optimise existing The degree to which the proposal optimises an existing facility e.g. through partnerships to
facilities increase use, enhancements to make a facility more fit-for-purpose.
9Key Challenges
Every industry or sector faces its own challenges and the Sport and Recreation Sector is no different.
The sector must acknowledge these challenges and adapt and apply the limited resources available in
the most efficient and effective way to meet those challenges and provide a service or product that will
meet the needs of the participant and stakeholders now and for the future.
Common challenges identified across the three plans are outlined in the table below:
CHALLENGE DESCRIPTION
Declining "Static or declining participation levels is a real concern for many codes. Casual participation
Participation in some is becoming a preference with people seemingly less willing to join clubs. Some stakeholders
sports perceive that the number of different codes / recreation opportunities available are impacting
on participation levels in traditional sports. Codes have competing delivery times for
training and games and people have a wide variety of participation choices. The impact of
young people going away to boarding school is also apparent with some codes reporting a
resulting reduction in participation numbers (and team numbers and competition quality) at
approximately 13 years old.”
Declining Many sport and recreation groups are finding it harder and harder to secure the volunteers
Volunteerism needed to sustain and operate their activities. This signals the likely advent of more paid roles
which will, in turn, place another level of cost on to provision. This will likely result in increased
participation costs and make overall sustainability of delivery more challenging. Partnerships and
collaboration (where possible) will become increasingly important to help spread costs.
Some over-supply of “In certain areas and for certain sports an over-supply can be a burden on the community
facilities to maintain and operate these facilities. This will increase as facilities age and become more
maintenance intensive. The arbitrary boundaries defined between Councils has also contributed
to some duplication of facilities with communities in each District often expecting to facilities in
line with what neighbouring districts have.”
Operational "Clubs and organisations usually set affordable membership fees because price is a significant
Sustainability barrier to inclusive participation. However, where over-supply of facilities occurs, pricing/fees
collected are usually inadequate to ensure that all facilities are sustainable in the long-term.
Facilities such as clubrooms are often underutilised and codes are competing with each other to
secure other, casual users of their facilities to supplement their operational income. More modern
facilities tend to benefit from greater levels of casual use as they provide more comfortable
environments and up to date technology options.
Direct use and membership fees are not enough to sustain facilities and many codes have
a heavy reliance on grant funding to develop and sustain community owned facilities.”
Fit- for-purpose Often, a large proportion of aged facilities in the network means many are struggling to remain
Facilities fit-for-purpose. An example of this is facilities that were designed at a time when males were the
predominant users that are not fit for purpose for female participants.
Declining Facility Maintaining existing facility assets is likely to become increasingly difficult for some communities,
Condition particularly where maintenance has already been deferred on aging assets. In many cases
codes, clubs and Councils are already struggling to meet facility maintenance standards. This is
particularly so for facilities which have lower membership and lower use levels than when they
were developed.
Legislative Challenges The sport and recreation sector is facing a number of legislative challenges. Recent changes
to health and safety legislation has brought increased compliance and liability requirements. In
some instance complying with building code requirements (especially earthquake standards)
and avoiding functional obsolescence of aging facilities will prove to be significant challenges,
particularly in communities with declining and aging populations.
Accessibility / equity "Most users of sport and recreation facilities want low cost and convenient access to facilities
issues (including (e.g. travelling times) and are generally less concerned about the location of facilities across local
affordability) authority boundaries. The geographic size of the Canterbury and West Coast Region creates
long travelling distances to access regional level sporting facilities for some, particularly for
residents in South Canterbury and West Coast.
It is also important to ensure that the cost of accessing facilities remains affordable to the wider
community. User fees need to consider the balance between ideally covering the costs
of delivery without pricing out some members of our communities.”
10CHALLENGE DESCRIPTION
Lack of awareness A consistent lack of awareness of existing facilities was found across all Sub-regions. Particularly,
a lack of awareness regarding the down-time when existing facilities are not in use and the
possibilities this may provide for other teams or codes.
Reliance on school Many communities rely heavily on school facilities to meet their sport and recreation needs.
facilities For some communities the school provides the only built sport and recreation infrastructure.
This is both an opportunity and a challenge. It provides for enhanced return on the facility
investment through utilisation by students and the general public. However, it can also place a
burden on school Boards to carry the costs of maintaining the participation opportunities for the
community with often limited support from others (e.g. Councils, community funders).
Ageing Population "In practically every corner of New Zealand our population is ageing. Statistics New Zealand
states that ‘the proportion of the population aged 65+ (15 percent in 2016) has a 90 percent
probability of increasing to 21–26 percent in 2043, and 24–33 percent in 2068’ and ‘the
population aged 85+ (83,000 in 2016) has a 90 percent probability of increasing to 239,000–
284,000 in 2043, and to 333,000–467,000 in 2068’.
The rapidly ageing population will have implications for the sport and recreation sector and all
aspects of facility planning, design and operation.”
Climate Change Climate change is a real and significant risk for sporting facilities. In extreme cases in coastal
areas, erosion from severe weather events will require retreat from these areas with the
associated cost. It also means that outdoor sports may no longer rely on their current supply of
grounds or facilities to accommodate their programmes as they are not capable of coping and
recovering from the increasing number of severe weather events that climate change brings. This
may require additional investment in indoor facilities or artificial surfaces to ensure continuity of
service for the community.
Each of the three areas also faces challenges specific to their region including:
West Coast
• Large and relatively linear geographic area with low population density
• Multiple Councils, all with small rating base.
• Weather e.g. high rainfall.
• “Hands-off’ Ownership management model where the facility owner plays little or no role in the
maintenance or operation of those facilities.
South Canterbury:
• High visitor numbers at peak periods puts pressure on public resources
• Multiple Councils and a mix of rural and urban areas
• Large geographic areas with relatively low population density in some areas
Greater Christchurch:
• Acute capital cost to re-build sporting infrastructure due to earthquake damage
• Changing demographic nature of the city
• Forced movement of sporting infrastructure
• Higher facility operational costs due to additional earthquake e.g. insurance
11Regional recommendations
This section outlines the key recommendations from each of the three Region-specific plans.
In developing each Plan, a number of recommendations emerged that were common to each regional
plan. These included:
• That each TLA or representative body adopts or acknowledges the Spaces and Places Plan.
• That each region establishes or continues with a Regional Sport and Recreation Governance Forum
that would take ‘ownership’ of the plan and to ensure ongoing communication amongst the key
stakeholders in the region relating to sport and recreation facility issues.
• The development of evaluation / decision-making criteria that enabled new projects and proposals
to be evaluated and prioritised alongside existing projects.
West Coast
INITIAL PRIORITIES
1 Buller, Grey and Westland District Councils adopt the West Coast Spaces and Places Strategy and use it
in their planning for facility provision on a regional and local basis, including use of the facility hierarchy,
planning principles and criteria and the decision- making framework.
2 Establish a Regional Sport and Recreation Governance Forum (RSRGF) to drive the implementation,
monitoring and review of the West Coast Spaces & Places Strategy.
3 That the RSRGF is used as a forum to assess the prioritisation of the strategy’s recommendations and
projects and develops an agreed priority for implementation.
4 That resources are provided to support a part time Regional Spaces & Places Coordinator role to
manage the implementation of the strategy. In particular this role will work with clubs, Regional Sports
Organisations and stakeholders (including Councils) to assist with progressing strategy recommendations.
SHORT TERM (1 – 3 YEARS)
5 That the RSRGF undertake annual reviews of progress on the Strategy Recommendations and
a full review of the strategy every three years (with timing synchronised to allow the strategy
to inform local authority Long Term Plan LTP) processes.
6 Ensure that regular reviews of the facility database are undertaken to ensure the database remains
a useful resource for the region.
7 Implement a regular sport and recreation user forum to increase sharing of information
and good practice initiatives between sports codes in the region.
8 Undertake a project to identify sport and recreation assets at risk to climate change / sea level rise once
sea level rise modelling and map information is publicly available through the Regional Council. This will
be important to support future planning including the potential planned withdrawal from some sites and
investment into alternative sites to support the continuation of sport and recreation opportunities.
9 Work to improve relationships between codes and increase facility sharing of existing facilities.
i.e. there are a number of shared sites where it is noted that the dominant site code (owner of facilities)
does not allow other code(s) access to basic support facilities including toilets and changing rooms.
Each Council to investigate allowing / requiring leaseholders to be supportive of others and provide
for subtenant arrangements through leases where required
10 Work with key community funders to determine the viability of establishing a regional funding approach
to assist with ongoing investment into sport and recreation facilities in line with this plan and the decision-
making framework.
11 Investigate options to provide increased operational support to sport and recreation groups.
This should include considering expansion of the Buller Sports Alliance24 (non-facility based Sportsville)
concept in Buller to more codes and implementation of a similar programme to support the Grey /
Westland sporting communities.
12MEDIUM TERM (4–10 YEARS)
12 Prioritise investment in multi-use facilities rather than single use sites. In particular give consideration
to enhancing multi-use outdoor court environments and improving some indoor facilities to ensure they
cater to a broad spectrum of activities including dance, yoga, pilates and other low impact exercise that
appeal to a wide range of participants.
13 Encourage all asset owners to have Asset Management Plans in place and undertake ongoing,
regular maintenance to ensure the network of facilities remains in an appropriate condition
to support participation.
14 The three Councils to consider what support may be able to be provided to sports codes to enhance the
quality of sports field maintenance in the region. This may be basic support i.e. provision of technical
advice to sports clubs regarding sports turf maintenance approaches through to a comprehensive
approach i.e. consideration of the cost/benefits of a region wide sports turf maintenance contract.
It may be possible to also partner with schools on this initiative.
15 If capacity issues start to be experienced for specific, multi-use facilities an annual, coordinated allocation
meeting could be implemented with key user groups to help negotiate effective compromise solutions and
ensure a reasonable level of equity of access for different codes.
16 Continue to encourage sporting tournaments and events to come to the region for the multiple
benefits it brings to local participants, local facilities and the local economy.
17 Continue to acknowledge the importance the network of school facilities play in providing spaces and
places for participation in a wide range of sport and recreation activities. Focus on maximising partnering
opportunities and supporting community use of school facilities. This may require formal partnering
agreements between schools and sports and/or Councils.
18 Other non-sporting facilities (not captured in the stocktake and plan) could serve as facilities to host sport
and active recreation. When facility managers and sports are looking to increase participation,
these facilities could be considered as overflow/ new venues.
19 Where possible, prior to renewing sports club’s leases, Councils should review conditions to facilitate
increased sharing/sub-tenancy arrangements and consider implementing shorter lease terms so areas
can be adapted to alternative uses if demand declines.
20 Continue to support and maintain a network of multi-use community halls catering to a wide range
of indoor specialised sports where sufficient demand/use levels exist. This should include ongoing
maintenance and minor facility upgrades (e.g. floor surface, mirrors, heaters and the like) to enhance
suitability for users
13Region-specific recommendations
South Canterbury
REGIONAL
RECOMMENDATIONS TIMEFRAME LEAD SUPPORT
/DISTRICT
SECTOR-WIDE (AND RESOURCING STRATEGY IMPLEMENTATION)
1. Mackenzie, Timaru and Waimate District Short Regional MDC RFGG Sport
Territorial Local Authorities adopt the TDC Canterbury (Navigator
Strategy and use it in their planning of regional WDC as key support role)
and local facility provision, including the facility
hierarchy, planning principles and prioritisation
criteria
2. Establish and maintain a representative Short Regional Sport MDC
Regional Sport and Recreation Facility Canterbury TDC
Governance Group (RFGG) to oversee the (Navigator) WDC
Strategy’s implementation.
3. That there will be annual reviews of the On-going Regional RFGG Sport Canterbury
Strategy recommendations and full review of (Navigator as key
the Strategy every 3 years (timing synchronised support role)
to inform future Long Term Plans). MDC
TDC
WDC
4. That resources are provided to fund a Facility Short Regional Sport RFGG Agreement
Navigator role to manage implementation of Canterbury in principle by MDC,
the Strategy, particularly to work with clubs, TDC & WDC to explore
RSOs and other stakeholders to explore funding options for
potential to reshape facility networks and to the role
develop community sport hub entities and
facilities.
5. That resources are provided to fund a Facility Short Regional Sport RFGG Agreement
Activator role to work with facility owners and Canterbury in principle by MDC,
users to activate facilities. TDC & WDC to explore
funding options for
the role
6. Territorial Local Authorities to consider Short District MDC
reviewing their respective funding mechanisms TDC
for sport and recreation facilities to create WDC
regional alignment and a potential funding
source for future provision.
7. Territorial Local Authorities explore ways to Medium Regional MDC RFGG
obtain a share of the region’s increasing tourist TDC Local Tourism
spend, to take advantage of the increasing WDC Providers
tourist utilisation of the regions sport and
recreation facilities – particularly tracks and
trails etc.
8. Territorial Local Authorities actively encourage Short Regional MDC RFGG
greater collaboration and partnerships between TDC Sport Canterbury
sports codes and reduce duplication/ over- WDC (Navigator)
supply through selective endorsement of
facility projects and incentive funding, with the
support of key stakeholders.
9. Territorial Local Authorities endorse the Short Regional MDC RFGG
sport hub concept and actively support their TDC
development WDC
14REGIONAL
RECOMMENDATIONS TIMEFRAME LEAD SUPPORT
/DISTRICT
10. Territorial Local Authorities identify beneficial Short Regional MDC RFGG
school/ community facility partnership TDC Co-opt MOE
opportunities and actively support their WDC
formation and development.
11. Territorial Local Authorities identify Medium Regional MDC RFGG
opportunities to modify existing facilities and TDC Co-opt Age Concern
ensure new facilities cater for the needs of WDC
older adult users who often have declining
physical abilities.
12 Territorial Local Authorities consider a Short Regional MDC TDC RFGG Sport
coordinated and centralised on-line booking WDC Canterbury
and monitoring system to generate reliable (Navigator)
data on occupancy and use of facilities,
supported by key stakeholders.
13 Territorial Local Authorities improve the Regional MDC RFGG Sport
accessibility of facilities: TDC Canterbury
WDC (Navigator) Co-opt
Exploring opportunities to collaborate with Short ECAN Co-opt CVTs
the various Community Vehicle Trusts (CVTs)
throughout the region to utilise their vehicles to
access facilities and other sport and recreation
opportunities requiring travel.
Better promotion of the Timaru Links bus Short
(in partnership with ECAN), to sport and
recreation users, codes, and facility providers,
encouraging them to utilise the service to
access facilities, and to align training and game
schedules to make facilities more accessible.
SPORTS AND ACTIVE RECREATION HUBS
14. That all current and planned sports and active Short RFGG Sport Canterbury
recreation hubs in the region are identified and (Navigator as project
formally designated as such by the relevant manager)
Territorial Local Authority
15. That all designated hub parks have Medium Local RFGG Sport Canterbury
comprehensive development plans and a Reserve (Navigator as liaison/
Management Plan (potentially an omnibus plan) monitor/ probity)
in place or updated within 5 years
16. Support Geraldine Combined Sports (GCS) to Medium Local GCS Sport Canterbury
develop its hub facility (subject to the outcome (Navigator as liaison/
of the feasibility study) monitor/ probity
Relevant TLA
17. Explore opportunities to develop additional Short then Local RFGG Sport Canterbury
community sporting hubs with a wide range of on-going (Navigator as project
users through partnerships and consolidation at manager)
a local community level. These should be aimed
at providing multiple sporting opportunities
alongside other community activities to
promote a wider community/ social hub.
18. That opportunities are explored to increase On-going Regional RFGG Sport Canterbury
collaboration, partnerships and sharing of (Navigator as project
information and resources at an operational manager)
and governance level between existing regional
sports hub facilities, and their associated
entities.
15REGIONAL
RECOMMENDATIONS TIMEFRAME LEAD SUPPORT
/DISTRICT
SPORTS FIELDS
19. Undertake a detailed sports field supply Medium Local Each TLA RFGG Sport
and demand analysis study for rugby, rugby Sport Canterbury (Navigator
league and football to minimise the risk of Canterbury as key support role)
over-provision and better target investment (Navigator
in field upgrades, artificial turf and flood as liaison/
lighting (with adherence to lighting monitor/
restrictions in Mackenzie District). probity)
20. Monitor cricket supply and demand in the Short Regional SC Cricket MDC
short term to determine impacts of new TDC
game structures and ground utilisation WDC
methods expected to result in more Sport Canterbury
effective utilisation of the regions existing (Navigator as liaison/
cricket field supply. monitor/ probity)
21. That stakeholders continue to work together Short Regional Fraser Park RFGG
with the Fraser Park Trust to maximise Concurrent Trust Sport Canterbury
the opportunity for multi-use provision of with portable (Navigator as
facilities seating project manager
feasibility for feasibility study,
study
Activator for
facilitating shared
utilisation)
South Canterbury
Rugby Union
South Canterbury
Football
South Canterbury
Rugby League
22. Investigate options for the creation of a pool Medium Regional RFGG Sport Canterbury
of portable seating units for use at events (Navigator as project
across the region. manager for feasibility
study, Activator for
facilitating shared
utilisation)
23. Update the Regional Home of Football plan Short Regional South Sport Canterbury
against latest Football NZ National Facility Canterbury (Navigator as project
Strategy ‘Home of Football’ and implement Football manager) Football
the Sir Basil Arthur Master Plan South TDC
16REGIONAL
RECOMMENDATIONS TIMEFRAME LEAD SUPPORT
/DISTRICT
INDOOR COURT FACILITIES
24. Facilitate greater coordination and Short then Regional RFGG Sport Canterbury
collaboration between indoor sport users on-going (Activator for
and indoor sport facility providers to facilitating shared
more effectively utilise existing spaces, utilisation)
particularly given the numerous school
gymnasium upgrades occurring in the short
term and the covered court concept at
Aorangi Park which will enhance the regions
indoor sport capacity and quality
25. That a consistent approach is developed Short then Regional RFGG Sport Canterbury
between community indoor court sports on-going (Navigator as
and schools to maximise the community use project manager
of school indoor courts. Priority should be for development
given to community investment into school
facilities where significant additional long-
term community access has been secured
by formalised multi-year use agreements
(usually in return for a capital contribution).
26. Complete a feasibility study of proposal Short Local/ Netball SC Sport Canterbury
to create 4-6 covered multi-use courts at Concurrent Regional (Navigator as project
Aorangi Park (primarily for community sport with Netball manager for feasibility
participation) to be carried out concurrently Facility Plan study, Activator for
with the Aorangi Park Master Plan Review. facilitating shared
utilisation) TDC SC
Basketball Aoraki
Volleyball SC Tennis
SC Football
27. That the three court STEC is actively On-going Local/ STEC STEC Waimate Events
managed in tandem with Waimate Events Regional Manager to Centre Craighead
Centre and school gymnasiums (the new lead until Diocesan School
Craighead court in particular) and any other the Sport (Gymnasium)
new courts to minimise interruptions to Canterbury
community sport during their seasons and Activator is
to maximise the utilisation of existing indoor appointed
court spaces for major events.
28. Indoor court demand and capacity is On-going Local/ RFGG Sport Canterbury
effectively monitored to enable the more Regional (Activator for
detailed planning required to determine if monitoring shared
there is an actual need for additional indoor utilisation)
courts, once the above recommendations
have been actioned.
17REGIONAL
RECOMMENDATIONS TIMEFRAME LEAD SUPPORT
/DISTRICT
OUTDOOR COURTS
29. That detailed specific facility plans are Short Regional SC Sport Canterbury
developed by Basketball, Hockey, Netball Concurrent Basketball (Navigator as key
and Tennis to consider the overall network, with Hockey SC support role)
and partnerships between clubs, schools feasibility
Netball SC
and other users with a view to consolidate/ study
rationalise the supply of courts and to Tennis SC
maximise the use of courts in the future.
This is likely to involve a reduction in
number of outdoor courts to avoid over-
supply when additional indoor or covered
courts are operational.
30. That once the Netball, Tennis, Basketball Medium Regional RFGG Sport Canterbury
and Hockey specific plans are completed (Navigator as project
that an aligned approach to multi-code manager)
outdoor sports courts needs and provision Basketball SC
is actively undertaken
Netball SC
Tennis SC
SC Hockey
31. Await the outcome of outdoor Netball/ Medium Local/ RFGG Sport Canterbury
Tennis/ Hockey Facility Needs Analysis Regional (Navigator as project
to identify skateboarding, scootering and manager)
outdoor basketball provision opportunities SC Basketball
in the region, as there may be opportunities
to repurpose redundant or underutilised Roller sports
tennis/netball courts.
18REGIONAL
RECOMMENDATIONS TIMEFRAME LEAD SUPPORT
/DISTRICT
SPECIALISED SPORTS FACILITIES
32 Assist Athletics clubs to ensure long-term Medium Regional Athletics Sport Canterbury
tenure of current grass track facilities and Canterbury (Navigator oversight)
partner with those facilities to provide
appropriate, health and safety compliant
areas on site (e.g. throws cages and long
jump run-ups). Formalised partnerships
should be the first option before considering
other stand-alone locations for local training
for track and field.
33 The development proposed by Temuka Short Local Athletics Sport Canterbury
Athletics at Torepe Fields should be Canterbury (Navigator oversight)
reviewed against a formalised partnership
with Opihi College before any investment
decisions are taken.
34 That a funding plan is formalised with Short Regional Trust Aoraki All Weather Athletics
potential contributors and immediately Track Trust
implemented by the Trust Aoraki All TDC
Weather Athletics Track Trust to meet the
cost of imminent renewal of the track and WDC
field artificial surface at Aorangi Park as well MDC
as subsequent renewals.
35 Leverage off the potential investment in the Short Regional South RFGG
Craigmore Station Equestrian Centre and Canterbury Sport Canterbury
encourage co-locating other compatible North Otago (Navigator as project
activities (e.g. trail running, mountain biking, Eventing manager)
rogaining).
Activator for facility
activation ideas
36 That a detailed Golf facility plan is Short Regional Aorangi Golf RFGG
developed, in line with the Golf NZ National TDC
Facility Strategy, to consolidate and
MDC
rationalise supply of courses and amenities
and to maximise the use of retained courses Sport Canterbury
in the future. (Navigator as project
manager)
37 That a detailed Hockey facility plan is Short Regional Hockey SC Sport Canterbury
developed with support from Hockey (Navigator as project
NZ to consider the overall network, turf manager)
sustainability and partnerships with tennis
clubs, schools and other users (e.g. hockey,
futsal, netball, outdoor basketball) to
provide a network of local facilities.
38 Develop a Regional Off-Road Tracks and Short Regional MTB Project RFGG
Trails Strategy that would incorporate; Working MDC
- Identification of additional recreational Group
TDC
tourism partners.
WDC
- Identification of regional opportunities
Sport Canterbury
to link to A2O, determine feasibility and
(Navigator as project
priorities
manager)
- Identify collective marketing/promotional
Co-opt Tourism SC
approach Identify investment required
to develop and sustain new tracks and Part funded by
maintain the existing track network Territorial Local
Authorities against
specific tasks
19REGIONAL
RECOMMENDATIONS TIMEFRAME LEAD SUPPORT
/DISTRICT
SPECIALISED SPORTS FACILITIES
39 Mountain biking clubs to engage with Golf Short Local/ Mountain RFGG
and the proposed Craigmore Equestrian Regional Bike Clubs Sport Canterbury
development to identify opportunities to (Navigator as liaison/
establish mountain bike parks and share monitor/ probity)
amenities through co-location.
40 Consider options for the development Medium Regional TDC RFGG
of a multi-use road track circuit at least Sport Canterbury
400m long suitable for in-line speed (Navigator as project
skating, roller skating, cycling, scootering manager)
and other non-motorised wheeled sport and
recreation activities potentially located at
Caroline Bay.
41 Undertake a Facility Needs Analysis for Medium Regional RFGG Sport Canterbury
Rowing, and other water sports (e.g. (Navigator as project
Sailing, Kayaking, White Water Paddling, manager)
Water Skiing, etc.) with particular focus on Water sports
potential for a water sports hub with better
access to waterways and storage.
42 If a water sports hub is deemed appropriate Medium Regional Water sport Sport Canterbury
undertake a feasibility study into developing Project (Navigator as project
a training site for outdoor water-sports with Working manager)
multi-code storage. Group MDC
PARK OR SITE SPECIFIC (AND MUTI-CODE)
43 Further investigate the concept of creating Medium Regional TDC RFGG
a hub park for ‘high risk and/or high noise, Sport Canterbury
specialised activities’ (e.g. shooting, archery, (Navigator as liaison/
motor cross, etc.) and in particular explore monitor/ probity)
the potential of Aorangi Shooting Range
and/or Levels Race Way being suitable
locations.
44 Update the Aorangi Park Master Plan to Short Regional TDC RFGG
effectively guide the future development of Sport Canterbury
the park. (Navigator as liaison/
monitor/ probity
Sports with an interest
20Region-specific recommendations
Canterbury
The following table outlines projects that are currently committed within the community and/or
are planned for within existing council Long Term Plans (2015-25). Projects will be in various stages
of development from initial scoping to nearing completion and some may require further confirmation
of commitment in future Long Term Plans.
Planned Projects
PROJECT PROJECT PROJECT HIERARCHY SPORTS THAT
NAME LEADER DESCRIPTION STATUS WILL BENEFIT
Multi-Use Christchurch CC Business Case to determine the relative International Comprehensive range
Arena merits of a multi-use arena to cater for of opportunities
major events and sporting activities. across multiple codes,
predominantly.
Rugby, Football,
Rugby League
Metro Sports Otakaro Ltd / Development of a multi-use venue with International Swimming, Diving,
Facility Christchurch CC aquatic and indoor court facilities as Water Polo, Netball,
well as a regional high-performance Basketball, Volleybal,
training venue and sports house. Badminton, Table
Tennis, Futsal.
Nga Puna Wai Christchurch CC Multi-use sports park to cater for International Athletics, Hockey,
Sports park Athletics, Tennis, Hockey, Rugby League Rugby League, Tennis,
(stage one) and other sports. Touch, Rugby, Football
Christchurch Christchurch Reinstatement of the Christchurch International Mountain Biking
Adventure Park Adventure Park Adventure Park after the Port Hills fires.
Christchurch Christchurch Development of an eight-court International Squash
Squash Club Squash Club and facility that will attract national and
Cashmere Club international events.
Waimakariri Waimakariri DC Development of four court multi-use Regional Netball, Basketball,
District Council venue in Rangiora to service range of Volleyball, Futsal,
Indoor Courts sports codes. Badminton, Table
Tennis
Foster Park Selwyn DC Development of Softball diamonds to Regional Softball, Baseball,
Sports Field service needs of participants. Football
Developments
Kaiapoi Waimakariri DC The development of a large area of land Regional Softball Rugby
Regeneration within Kaiapoi for various recreation and League
Area sport activities.
QEll Park Christchurch CC Development of Sub-Regional Swimming
Aquatic Centre sub-regional Aquatic facility.
Hornby Christchurch CC Development of Sub-Regional/ Swimming, Diving,
Aquatic Centre sub-regional/local Aquatic facility Local Water Polo,
Development Celebration Multi-purpose indoor facility including: Sub-regional Indoor netball,
of multi- Church – 200m indoor running track cricket and football
purpose – High Performance (weight) training Athletics Basketball
indoor sports facilities High Performance
facility by – 2 basketball-sized courts
Celebration – ‘Play for pay’ courts for indoor
Church netball, cricket and football.
Badminton Private individual Multi-court dedicated indoor badminton Sub-regional Badminton
Facility in partnership facility in Wigram.
with Badminton
Canterbury
21The following table outlines the proposed facilities where a need has been identified but are not
currently planned within the community and/or council long term plans (2015-25). The following
projects have been identified by the relevant sports codes and/or potential facility owner or manager.
Each project has been initially assessed at a high level against the identified decision-making criteria
on the available information (see section 6) to determine a level of priority compared to other sporting
facility projects. They are listed in order of proposed priority.
Proposed Projects for Consideration
PROJECT PROJECT PROJECT HIERARCHY SPORTS THAT PROPOSED
NAME LEADER DESCRIPTION STATUS WILL BENEFIT PRIORITY
Naval Point Naval Point Development of multi-use venue Regional Yachting, Waka High
Multi-Sport Yacht Club that provides access to the Ama, others?
Marine Venue marine environment in an all-
weather/all tide environment
Foster Park Selwyn Proposed development of multi- Regional Netball, Basketball, High
Community District court venue to service the needs Volleyball, Futsal,
Courts Council of Selwyn and surrounding areas Badminton, Table
sport and community activity Tennis
needs.
Denton Park Christchurch Further work required Regional Track Cycling High
Outdoor City Council to determine the future
Velodrome requirements required from
Denton Oval to service cycling.
National National Development of large indoor Regional Dressage, Eventing, Medium
Equestrian Equestrian arena, additional covered yards Endurance,
Centre Centre and other amenity buildings at Para-Equestrian
McLean’s Island and Show Jumping
Home of Mainland Investigate options to meet Regional Football High
Football Football the increasing demands on the
current ‘home of football’ at
English Park.
Nga Puna Wai Christchurch Additional assets for Multi-use International Athletics, Hockey, Medium
Sports park City Council sports park. Rugby League,
(stage two) Stage two includes: Tennis, Touch,
• 2nd athletics track Rugby, Football
• Spectator Seating & Amenities
• Hockey and Rugby League
• Indoor Tennis
• 3rd Hockey Turf
• Admin
Cuthbert’s Canterbury Development of artificial outfield National Softball, Football Medium
Green Softball for two Softball diamond at
Artificial Cuthbert’s Green that could also
be utilised by winter codes, in
particular, football
Christchurch Christchurch New facility to replace EQ Regional Gymnastics Medium
School of School of damaged venue
Gymnastics Gymnastics
Olympia Gym Olympia Gym Venue Extension Regional Gymnastics Medium
Sports Sports Club
The Elmwood The Elmwood Development of indoor bowling Regional Lawn Bowls Low
Club Club green along with other indoor, Volleyball (if Indoor
multi-use spaces that can be used or sand venue is
by other codes developed)
22PROJECT PROJECT PROJECT HIERARCHY SPORTS THAT PROPOSED
NAME LEADER DESCRIPTION STATUS WILL BENEFIT PRIORITY
More Ice TBD Development of International TBD Ice Skating (Speed Low
Space in Sized Ice Rink in Canterbury and Figure), Ice
Canterbury as current is under-sized Hockey, Curling
Indoor Mainland Development of a multi-court TBD Netball, Football Requires further
Community Netball community indoor venue for and potentially detail for
Courts Project sports others assessment
Canterbury Canterbury Proposed further Requires further
Sports Sports developments at Yaldhurst detail for
Limited Limited site that would incorporate: assessment
50m Pool TBD Swimming, Water Low
Polo
Diving Pool TBD Diving Low
Small -spectator stadium TBD Football Low / Medium
(1,000 Pax)
Indoor sports courts TBD Basketball, High
Volleyball,
Badminton, Table
Tennis, Futsal
Gymnastic Facility Gymnastics Medium
-
Development Regenerate Regeneration of the Ota-karo TBD Some sports The options
-
of Ota-karo Christchurch Avon River Corridor. 602 that may benefit and individual
Avon River hectares of land that may include: Canoe/ proposed
Corridor include a mix of recreation Kayak, Waka Ama, facilities will
Regeneration and sport opportunities. Dragon Boating, require further
Area Ten options have been Rowing, Yachting, assessment but
presented to the community Multisport/ options that
for feedback. Some potential Triathlon, enhance and
options are considered to Swimming, Long maximise the
meet the threshold for an Distance Running, opportunity
assessment on the priority Road Cycling, to meet the
from a sporting perspective, White Water identified sport
such as a flat-water facility, Rafting, Extreme and recreation
a white-water facility, golf Sports. needs would be
course, marathon course, considered a
criterion cycling, space for high priority.
large scale extreme sports
competitions or events.
23The following table outlines other known sub-regional projects that will have an impact on the network
of sports facilities in the Canterbury region. They are separated out as they will primarily service one
territorial authority area with some across boundary use. These projects are not given a regional ranking,
while at the same time acknowledging they may be a high priority by the proponent council. In some
of the identified projects there may one or more aspects that would normally be considered to fail the
threshold for consideration. However, the cumulative effect of the proposed upgrades is considered
significant enough to warrant inclusion (at least until the main plan is completed following this preliminary
analysis).
Sub-regional projects
PROJECT PROJECT PROJECT HIERARCHY SPORTS THAT
NAME LEADER DESCRIPTION STATUS WILL BENEFIT
Selwyn Aquatic Selwyn District Proposed additional water space (LTS Sub-Regional Swimming
Centre Upgrade Council and Programme pools) in Rolleston
Christchurch Christchurch City A plan outlining the future shape Sub-Regional Football, Rugby,
Sports Park Council and requirements for sports fields in Rugby League,
Network Plan Christchurch. Touch, Cricket,
Softball and others
Waimakariri Waimakariri A strategy to determine both future Sub-Regional Football, Rugby,
Sports Facility District Council sports field provision and wider sports Rugby League,
Plan facility needs in the Waimakariri area Touch, Cricket,
Softball and others
Selwyn large Selwyn District Planning work required to determine TBD To be determined
scale park Council future use of this 100-hectare open
(Rolleston) space
Master Plan for Selwyn District Planning work required to determine TBD To be determined
Prebbleton Area Council future uses
QEll Park Plan Christchurch City Planning work required to determine TBD To be determined
Council future uses
Re-purpose of Ministry of Re-purposing 2 indoor courts and TBD To be determined
existing SBHS Education artificial turf as school re-locates to QEll
facilities area?
Rangiora / Southbrook / Development of new tennis courts to Sub-Regional Tennis
Southbrook Rangiora Tennis cater for North Canterbury
Tennis Clubs
Development
Amberley Pool Hurunui District Development of new facility that Sub-regional Swimming
Council serves the southern Hurunui and some
Waimakariri areas
Shirley Boys’ & Establishment Water Based Turf Sub-regional Water Based
Avonside Girls - BOT Two or three indoor courts hockey turf
Hockey Turf and Indoor Courts
Indoor Courts
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