Queenstown Lakes - In preparing this report it has been necessary to make a number of assumptions based on the information supplied to Global Leisure Group Limited in the course Central Otago of investigations for this study. The recommended actions contained in this report are subject to uncertainty and variation depending on evolving events but have been conscientiously prepared based on consultation feedback and an understanding of trends in facility provision. The authors did not carry out an Sub-Regional audit or verification of the information supplied during the preparation of this report, unless otherwise stated in the report. Whilst due care was taken during enquiries, Global Leisure Group Limited does not take any responsibility for any errors nor misstatements in the report arising from information supplied to the Sport & Recreation authors during the preparation of this report. Authors I Kā Kaituhi Facility Strategy – Rautaki Hākinakina ā-rohe Prepared for the: Sub-Regional Sport & Recreation Facility Strategy 18 September 2018 Project Governance Group (revised December 2019) 3 The Queenstown Lakes - Central Drivers for taking a regional approach to who have overseen the Strategy’s development, 4 Otago Sport & Recreation Facility facility planning include: and a Project Steering Group (PSG), who have had input to it. The PGG includes representatives of Strategy is a collaborative approach • The desire of funders to invest wisely in identified priority projects that will make the Queenstown Lakes District Council, Central Otago to planning and development of most long-term, beneficial impact. District Council, Central Lakes Trust, Sport New Zealand, Sport Central and the community. The sport and recreation facilities across • An ageing network of facilities needing financial support of the Queenstown Lakes District the two districts. It will enable refurbishment, re-purposing, replacement Council, Central Lakes Trust, Otago Community or removal. Foreword local and regional government, the Trust, The Community Trust of Southland and education sector, funders, national, • Changing demographics within a community, Sport NZ is also acknowledged. regional sports organisations and such as an increase in the population or shift in the life stages’ profile. The strategy’s “snapshot” of sport and recreation clubs to develop a shared purpose facilities in the two districts and analysis of • Changing sport and recreation trends nationally participation, trends, gaps and strengths have Wāhika Kōrero and deliver better value for these and within the districts, requiring new types of been informed by community consultation. The communities. The priority is to facilities or a new use of an existing facility. strategy also acknowledges this area’s unique develop an informed strategic • Increasing expectations of users and user groups. physical environment and the impacts this has on approach – both in the development • A growing acknowledgement that there is a both the opportunities and challenges facing our of new facilities and the hierarchy of facilities – regional, sub-regional communities for sport and recreation. and local – and that regional collaboration is the management of existing assets – for The Strategy aligns with the Community Sport and best way to develop these. providers, participants and funders. High-Performance Sport Strategies of Sport NZ, • The risks inherent in focussing on and which promote locally led development of spaces responding to the wants rather than the priority and places for sport and active recreation that needs within a region. provide quality experiences for participants. The Strategy has been led by Sport Otago and Queenstown Lakes - Central Otago Sub-Regional Sport & Recreation Facility Strategy: Global Leisure Group I Group Leisure Global Strategy: Facility & Recreation Sport Otago Sub-Regional - Central Lakes Queenstown Project Governance Group I Group Leisure Global Strategy: Facility & Recreation Sport Otago Sub-Regional - Central Lakes Queenstown developed by consultants Global Leisure with the guidance of a Project Governance Group (PGG), 5 6 Table of contents List of tables 1 Executive Summary iii 5.5.3 Ice Hockey 27 Table 1: Recommendations v 5.5.4 Ice-Skating 27 Table 2: Organisation and Role 9 2 Introduction 1 5.6 Specialised Sports 27 Table 3: Scope of Study - List of codes 46 2.1 Regional Competitive Advantage 1 5.6.1 Athletics 27 2.2 Methodology 2 5.6.2 Disc Golf 28 Table 4: CODC population projections by age group 49 2.3 Using this Strategy 4 5.6.3 Equestrian 28 Table 5: CODC active participation age population growth projections 50 5.6.4 Golf 29 Table 6: CODC population growth projections for 5 to 19 years age group 50 3 Challenges, Needs and Trends 4 5.6.5 Gymsports 29 Table 7: QLDC population projections by age group 51 3.1 Key Findings 5 5.6.6 Indoor Bowls 30 Table 8: QLDC active participation age population growth projections 52 3.2 Changing population demographics 6 5.6.7 Lawn Bowls 31 3.3 Participation Trends 6 5.6.8 Mountain Biking (MTB) and Table 9: QLDC population growth projections for 5 to 19 years age group 52 3.4 Increased burden on volunteers 7 Trail Cycling (off-road) 31 Table 10: Wakatipu Ward population projections by age group 53 5.6.9 Multi-sport 32 3.5 Fit for purpose facilities 7 Table 11: Wakatipu Ward active participation age population growth projections 54 3.6 Geographic distribution of facilities 7 5.6.10 Shooting 33 Table 12: Wakatipu Ward population growth projections for 5 to 19 years age group 54 3.7 The facility legacy 8 5.6.11 Skateboarding 33 3.8 Opportunities for regional competition 8 Table 13: Wanaka Ward population projections by age group 55 3.9 Current Providers 8 6 Key Facility Recommendations Table 14: Wanaka Ward active participation age population growth projections 56 for the Region 33 3.10 Operating Challenges 10 Table 15: Wanaka Ward population growth projections for 5 to 19 years age group 56 3.11 Collaborative and partnership approaches 10 6.1 Sector-Wide Recommendations 33 Table 16: Implementation Schedule 61 3.12 Hub and Spoke Approach 11 6.2 Aquatic Facilities 34 6.3 Indoor Courts 35 Queenstown Lakes - Central Otago Sub-Regional Sport & Recreation Facility Strategy: Global Leisure Group I Group Leisure Global Strategy: Facility & Recreation Sport Otago Sub-Regional - Central Lakes Queenstown 4 Future Planning and Priorities 11 6.4 Outdoor Fields 36 I Group Leisure Global Strategy: Facility & Recreation Sport Otago Sub-Regional - Central Lakes Queenstown 4.1 Facility Hierarchy 12 6.4.1 Sports Fields (natural grass turf) 37 4.2 Facility and Space Planning Principles 12 6.4.2 Hockey Artificial Fields 38 4.3 Facility and Space Planning Criteria 15 6.5 Outdoor courts 38 6.5.1 Netball 39 List of figures 5 Gaps and Oversupply at a 6.5.2 Tennis 39 Regional Level 16 6.5.3 Basketball 39 Figure 1: Key to assessment table classifications 16 6.6 Ice and Snow Sports 39 5.1 Indoor Codes 16 Figure 2: CODC Population change 2018-2048 49 6.7 Specialised Sports 40 5.1.1 Basketball 16 Figure 3: QLDC population change 2018-2043 51 5.1.2 Futsal 17 6.7.1 Athletics 40 Figure 4: Wakatipu Ward population change 2018-2043 53 5.1.3 Netball 17 6.7.2 Equestrian 40 5.1.4 Squash 18 6.7.3 Lawn Bowls 40 Figure 5: Wanaka Ward population change 2018-2043 55 5.1.5 Badminton 19 6.7.4 Golf 41 Figure 6: Expected Participation Rates in Central Otago District 57 6.7.5 GymSports 41 5.2 Outdoor Field Sports 19 Figure 7: Expected Participation Rates in Queenstown Lakes District 59 5.2.1 Cricket 19 6.7.6 Mountain Bike and Trail Cycling 42 5.2.2 Football 20 6.8 Sport and Recreation Hub 5.2.3 Hockey 21 Parks and Facilities 42 5.2.4 Rugby 22 6.9 Monitoring Use 45 5.3 Outdoor Court Sports 22 7 Appendixes 46 5.3.1 Netball (Outdoor) 22 5.3.2 Tennis 23 7.1 Code Engagement Summary 46 5.3.3 Basketball 24 7.2 Changing population demographics 48 5.4 Aquatic Sports 24 7.2.1 CODC Resident Population Projections 48 5.4.1 Swimming 24 7.2.2 Queenstown Lakes District Resident 5.4.2 Canoe/ kayaking 25 Population Projections 50 5.4.3 Rowing 25 7.2.3 Wakatipu Ward Population Projections 53 5.4.4 Sailing/ Yachting 26 7.2.4 Wanaka Ward Population Projections 54 5.5 Ice and Snow Sports 26 7.3 Adult Participation in Sport and 5.5.1 Snow Sports 26 Recreation Activities 56 5.5.2 Curling 26 7.4 Implementation Plan 61 page numbers TBC 7 8 1 This document provides a high-level strategic overview • Increasing demand in population growth areas of the current and projected sport and active recreation • Increasing expectations in the standard of facilities facility needs for the region. It identifies current from users priorities and provides an on-going and robust method • A decrease in volunteer culture to review and prioritise potential projects across the • An increased demand for ‘pay for play’ associated with Queenstown Lakes - Central Otago Regional Sport & Recreation Facility Strategy: Global Leisure Group I Group Leisure Global Strategy: Facility & Recreation Sport Otago Regional - Central Lakes Queenstown region. However, it is essential that detailed, site specific Executive the casualisation of sport I Group Leisure Global Strategy: Facility & Recreation Sport Otago Sub-Regional - Central Lakes Queenstown investigations are undertaken to assess the feasibility and viability of individual facility projects when identified. • Increasing responsibilities and burden placed on volunteers to meet user expectations, health and The region faces several challenges that impact on the safety and other compliance requirements Summary current and future provision of facilities.