AUCKLAND DIVING CENTRE OF EXCELLENCE AND DRYLAND FEASIBILITY STUDY

Transcription

1 AUCKLAND DIVING CENTRE OF EXCELLENCE AND DRYLAND FEASIBILITY STUDY PHOTOS FROM AUCKLAND DIVING WEBSITE AND AUCKLAND DIVING INSTAGRAM 1

2 Diving is a growing sport in the Auckland region, and Auckland Diving Community Trust (ADCT) aims to develop the sport, in conjunction with Diving New Zealand, to be the best little diving nation in the world. Springboard and platform diving can be exhilarating to watch at its highest level, is an Olympic sport, and is a partner of swimming internationally, governed by FINA. Diving stands on its own in New Zealand with no input (financial or otherwise) from swimming. It is a sport that offers far more than just entertainment value, and the benefits at grass roots level include resilience, fitness, flexibility, fortitude and deep water confidence. Auckland is a temperate coastal city and children have ready access to water, in the environment and in domestic pools. Many children lack basic aquatic skills and diving provides confidence in deep water, the ability to upright oneself when disoriented, and depth perception. ADCT exposes children to safe practice through schools and club programmes. ADCT s Strategic Plan includes a commitment to water safety, encouraging water safety awareness and activity for all Aucklanders. It offers an important gap in physical education in a country with growing childhood obesity and lack of basic aquatic survival skills. ADCT s focus has been grass roots growth through a screening programme of 10,000 children in Auckland schools. The expansion of this project remains our primary objective over the next 5 years. This will build a broad base for a robust development pathway, creating a roadmap to excellence for divers who wish to go beyond participation. ADCT continues to encourage diving success. Lizzie Cui, a product of our competitive pathway and Waitakere diver, represented NZ at the Rio Olympics in 2016 as our first Olympian for 24 years. We acknowledge that, despite growth, ADCT s total membership is smaller than other mainstream sports. We recognise that we need partnerships with other users, and collaborative relationships with facility managers and investors in infrastructure. Rather than being relegated to Swimming & Diving we would prefer to be categorised as a Deep Water aquatic code, alongside similar sports such as synchronised swimming, water-polo, underwater hockey, bombing and others. The distinction is important, demarcating a facility need with a focus on depth. This need is allied with, and yet different to, swimming s requirements. Other codes report that they are rationing pool time due to scarcity of water, and all deep-water codes have limited growth opportunities as a result. We would like to see Deep Water a mandatory design and utilisation consideration in any future aquatic infrastructure projects, or multi-user allocation of pool time. To that end, we are eager to instigate and collaborate with other aquatic codes to provide a point of contact an Aquatic Voice - for future planning of aquatic facilities in Auckland. We propose pool reconfiguration measures to maximise utilisation. These strategies are used in most pools around the world. Our goal is for all deep-water codes to have access to water of appropriate depth, and pool reallocation measures can ensure this, balancing club and mixed code use with public access. Visitor Solutions has completed an extensive research project on behalf of Auckland Diving Community Trust and ADCT thank the team involved in the investigation for their thorough assessment and ability to meet the brief. This report would not have been possible without the Henderson-Massey Local Board. Auckland Diving Community Trust offer their sincere thanks for the interest and funding from the Local Board to enable the completion of this important study. Andrea Shepperson Auckland Diving Community Trust Chairperson AUCKLAND DIVING COMMUNITY TRUST North Harbour Diving & Diving Waitakere ; info@aucklanddiving.co.nz

3 CONTENTS ONE. Executive Summary Introduction 3 5 REPORT A. TWO. THREE. FOUR. FIVE. SIX. SEVEN. EIGHT. NINE. TEN. ELEVEN. TWELVE. THIRTEEN. FOURTEEN. APPENDIX. APPENDIX. REPORT B. ONE. TWO. THREE. FOUR. FIVE. APPENDIX. APPENDIX. Feasibility Report Background Current Challenges Strategic Context Membership and Demographics Auckland Diving s Pathway Model Network of Facilities Strategic Initiatives Proposed Hierarchy of Diving Facilities Regional Hub Facility Considerations Sub Regional Facility Gaps and Considerations Realignment / Programme Considerations Conclusion Recommendations Auckland Diving Community Trust Strategic Plan GymSports New Zealand Partnership Letter Regional Hub. Sub Regional Hubs and Community Estimate of Costs for Facility Improvements Estimate of Costs or Facility Improvements Funding Opportunities Regional Hub Facility - Case Studies Conclusion Recommendations Estimates of Costs FINA Dimensions for Diving Facilities PHOTOS FROM AUCKLAND DIVING WEBSITE AND AUCKLAND DIVING INSTAGRAM 2

4 EXECUTIVE SUMMARY Auckland Diving commissioned Visitor Solutions to undertake a feasibility study on the development of a diving Centre of Excellence (including dryland facilities). The study also explored potential strategic initiatives that could assist Auckland Diving. Auckland Diving currently face many challenges that inhibit the development of their sport. These include limited year-round (indoors) diving facilities, a limited regional spread of diving facilities, a lack of formal facility tenure, a limited ability to provide diving opportunities across the current pool network, and a lack of a high-quality development hub. Diving has been experiencing a period of growth in both membership and programme participation. The membership of Auckland Diving has increased from approximately 50 to 433 members over the past six years. The participation of Auckland Diving s Try-Out Programme has also increased from approximately 50 to 969 over the past six years. Projections indicate that over the next 30 years the projected playingage cohort (those 0-14 under 15 years) in Auckland will remain strong, giving a good base for potential further growth. Currently there are only two public aquatic facilities that provide yearround diving opportunities. These are the WestWave Aquatic Centre and the Glenfield Pool and Recreation Centre. A further two public aquatic facilities provide for 3 - month diving opportunities, Point Erin Pool and the Panmure Lagoon Pool. The study identified that to address the sport s challenges and grow membership, participation for key strategic initiatives should be implemented, or continued and expanded, by Auckland Diving. These were: 1. Aquatics Voice - proposes that Auckland Diving assume the role of the initiator of a regional aquatics umbrella group. The group would act as a unified voice and seek to find its own solutions to sector challenges. 2. Outreach partnerships - forming strategic partnerships to grow the reach of diving outside of the current areas of operation. 3. Targeted Participation Drives - target resources geographically so that investment has the best opportunity to deliver new members and participants. 4. School Partnerships - Forming partnerships with schools (from a participation and programming perspective and from an asset development perspective). The study found that adopting a facility hierarchy approach to diving s future network was essential (for both capital development and operational reasons). It is proposed that the hierarchy comprise three levels, a Regional Hub Facility (purpose built diving facility and hub), Sub Regional Facility (purpose built diving facility) and a Community Facility (multi use pool facility). It was recommended that West Wave Aquatic Centre becomes the regional hub. At a sub-regional level, there is currently a gap in the central, east and 3

5 south Auckland areas. Opportunity may exist with Auckland University to address the central gap, while the eastern and southern gaps will require inclusion of diving capability in future aquatic facility planning (either with Council or a school partner). The Pt Erin, Newmarket, Panmure, and Onehunga Pools are all considered community level facilities currently providing or potentially providing introductory diving opportunities (with minor infrastructure modifications). The potential to re programme/ re layout existing pools to allow for increased use (of both the main swimming pools and main dive pools) was also identified. To provide a world class regional diving hub facility it was identified that the West Wave Aquatic Facility would require a series of improvements that included dryland facility optimisation, rigging/harness system over main dive pool, additional diving boards and increased access to existing dive pools. The proposed estimate of costs to bring the West Aquatic Centre up to a high-quality diving hub facility were in the order of $273,000 - $309,000. The proposed improvements to the sub regional and community pools, required to provide introductory diving programmes is estimated to total approximately $120,000. This capital investment will provide the ability to coach additional beginner divers during existing booking times. Thus, enabling more actual diving time for the participants. For diving to develop and grow in the Auckland Region facility improvements and programming changes are required. The existing facility network and its current management is not optimal for diving. While it is acknowledged that aquatic space is under pressure across the region from multiple codes, optimisation is still considered possible. The total capital investment to optimise the existing pools for diving are considered low and very feasible by sector standards. This is particularly true when the potential return on that investment is considered. 4

6 ONE. INTRODUCTION Visitor Solutions has been commissioned by Auckland Diving to undertake a feasibility study on the development of a diving centre of excellence for the Auckland region and improving the existing wet and dry land training facilities at West Wave Aquatic Centre. An overview of potential strategic initiatives for consideration by Auckland Diving has also been undertaken. The study provides recommendations on potential new developments and areas of asset optimisation (capital improvements to existing facilities). Where possible indicative capital costs are also outlined. SCOPE AND OUTCOMES The scope and outcomes of the feasibility study have been separated into two parts. These are: Report Part A Feasibility Report To determine and describe a Centre of Excellence for diving, with reference to international diving operations and facilities. To evaluate current and future needs for a Centre of Excellence for diving in the Auckland region. To consider the challenges and solutions in providing a Diving Centre of Excellence whilst balancing recreational and multi-user access by other aquatic sporting codes. To assess all current facilities available for diving, including feeder facilities. To assess the potential for additional deep-water aquatic space within new, planned or existing facilities. To assess the utilisation of current facilities and challenges to access, with consideration for diving as a bespoke sport. To determine how ADCT obtains secure tenure for a Centre of Excellence. To ensure the study considers the Strategic Plan for ADCT, the Auckland Council objectives outlined in the funding document, Auckland Council objectives for sport and recreation in the Auckland region, and Diving NZ and Sport NZ objectives for High Performance Sport Part B Regional and Sub Regional Hub Facility Estimate of Costs for Facility Improvements The structural suitability of the existing area for the improvements required. The engineering and structural work required for improvements. Estimated costs for improvements. The ability to design a multi-user facility which meets diving s bespoke needs. Future costs of access to ADCT. Opportunities for enhancements not considered by ADCT. 5

7 METHODOLOGY The following methodology was undertaken in the development of the working draft document: Site visits at aquatics facilities with diving provision Research of high performance diving facilities Regular meetings with Auckland Diving representatives Consultation with Auckland Council Onsite workshop with engineer and quantity surveyor at West Wave Aquatic Centre Engineer preliminary drawings Quantity surveyor preliminary estimate of costs 6

8 REPORT A. FEASIBILITY REPORT 7

9 TWO. BACKGROUND AUCKLAND DIVING Auckland Diving is overseen by the Auckland Diving Community Trust (ADCT) who are responsible for the governance and oversee the promotion, growth and day-to-day business of diving. There are two main clubs within the Auckland region, Diving Waitakere and North Harbour Diving, which provide springboard and platform diving opportunities. The ADCT employ a professional head coach as well as assistant coaches and a Development Officer to support the clubs and diving community of Auckland. AUCKLAND DIVING STRATEGIC PLAN The ADCT have developed a strategic plan which identifies the priority focus areas for Auckland Diving. This feasibility report will assist Auckland Diving in meeting key strategic plan objectives. Auckland Diving Strategic Plan - Objective: Grow Facilities: Facilities accessible to all Aucklanders. Increase access to vertical pool time and dryland training for all divers. Develop council and funder relationships for improved facilities. Assist in effective utilisation of shared facilities. It should be noted there is a desire from ADCT to collaborate with other deep-water aquatic codes for the effective use of existing and future infrastructure. CURRENT SITUATION Auckland Diving has experienced a steady increase in both membership and participation numbers over recent years and are now in a position of relative strength. The majority of the diving community is youth based with a strong introductory programme now established within a number of areas in the Auckland region. There are two purpose built diving facilities in Auckland, WestWave Aquatic Centre and Glenfield Pool and Recreation Centre. These two facilities are where most divers undertake both formal and informal training and competition. THE ROLE OF THIS STUDY Although testing the viability of increasing facilities could be seen as the key outcome of this feasibility report, it adopts a more integrated approach with emphasis on other outcomes such as growing membership (and participation), increasing management and organisational sustainability and optimising the use of existing assets. Taking a holistic approach will allow diving to continue to grow as it has over recent years. 8

10 THREE. CURRENT CHALLENGES As stated Auckland Diving has experienced a steady increase in both membership and participation numbers over recent years and are now in a position of strength. As a result, there are many challenges that now need addressing for Auckland Diving to be able to maximise the opportunity to grow their sport. The key challenges Auckland Diving currently face are as follows: LIMITED YEAR ROUND (INDOORS) DIVING FACILITIES The Auckland region has two purpose built diving facilities which allow for the delivery of year-round diving opportunities (WestWave Aquatic Centre and Glenfield Pool and Recreation Centre). There are several facilities that provide introductory level diving opportunities during the summer months at outdoor pools. As diving membership and participation increases the issue of limited year-round diving facilities is becoming more prevalent. LIMITED REGIONAL SPREAD OF DIVING FACILITIES The two purpose built diving facilities are in the west and north of the Auckland region. There are no purpose-built diving facilities in the east, central and south of the region. There is limited outdoor introductory diving opportunities in the central and east of the region with no diving opportunities in the south. This is limiting the ability to grow diving membership and participation in these parts of Auckland. The current two purpose-built diving facilities in Auckland are also utilised by other water based sports such as water polo and synchronised swimming. The ability to meet peak time demand for indoor pool space across the various codes is an ongoing issue for the majority of council pools nationally. With the increasing membership and participation in diving programmes in Auckland it is becoming harder to secure the required pool time to meet diving needs. A BESPOKE SPORT In New Zealand diving can be classified as a bespoke sport with a dependence on certain types of specialist infrastructure such as deepwater pools and springboards and platforms (of various heights). Bespoke sports like diving are often not compatible with shared use. From a purely health and safety perspective it is unsafe for other sports to utilise the deep-water space at the same time as diving training and competitions. Diving participants who are diving off 1, 3, 5, 7 and 10 metres spring boards or platforms require clear pool space to minimise the risk of injury. Diving can also only allow for a restricted number of participants in the pool at one-time, again due to a safety and coaching issues. 9

11 TENURE Auckland Diving currently does not have a secure tenure at the existing aquatic facilities (with diving infrastructure). ADCT views security of tenure as especially important for its key facilities (such as a centre of excellence and key deep-water pools). Making a case for long term leases or user agreements requires a convincing evidence base and a strategic approach to asset utilisation. Lack of a secure tenure provides for commercial uncertainty with limited ability to forecast budgets and implement a sustainable operation. In addition, the ability to plan and implement training from a community to elite level is also limited with a lack of certainty around schedules, pool times and access. ADCT has been impacted by the pressure of events at West Wave from other aquatic codes. The assumption that these aquatic events could be held at MISH is incorrect. MISH has many competing objectives which means that it cannot always meet community or club needs at key times. This impacts activity at West Wave for diving, and other deep water codes, as the dive pool is used for warmup activities and diving is bumped from their daily activities. This facility business approach is not unique to diving or aquatics sports and also regularly occurs at other public/ private facilities, such as Trusts Stadium. It does, non-the-less, impact on ADCT programming detrimentally. The impact is: 1. Lost revenue through cancelled classes. 2. Inability to provide continuity for divers and parents. 3. Lost income to part-time coaches. 4. Reputational damage when short notice cancellations occur. For that reason ADCT do not feel that MISH can be considered an available pool for club based sport in the Auckland region, when considering the distribution of aquatic facilities across the region. ABILITY TO PROVIDE DIVING OPPORTUNITIES AT CURRENT POOLS There are a number of existing community aquatic facilities that have the ability to provide introductory diving opportunities. Many of these pools are in key locations across Auckland where currently there is a gap in the network. The Newmarket Pool for example has the appropriate deep water which could accommodate at least 1metre diving boards. This would address a current central Auckland gap. The Panmure outdoor pool previously had springboards but these have been replaced with planks. The outdoor Pt Erin facility is also only available for part of Term One only. It also only has planks (however, it would not be deep enough for the safe use of a 3 metre springboard). DEVELOPMENT OF NEW POOLS WITH DIVING OPPORTUNITIES The development of new pools in the Auckland region tend not to consider provision of introductory diving opportunities. The recently developed Albany and Otahuhu pools have not provided any diving opportunities at an entry level ( such as a 1 metre platform). 10

12 It would be beneficial for Auckland Diving and other deep-water sports to be consulted about future aquatic developments. This would provide an opportunity for such sports to make a case for inclusion (at an appropriate level). HIGH QUALITY DEVELOPMENT HUB Auckland has an existing diving centre (West Wave Aquatic Centre) which provides a good base of facilities as a development hub. West Wave provides diving off 1,3,5, 7 and 10 metre platforms (which cannot be done anywhere else in the greater Auckland region) as well as dryland space with foam pits. Additional minor changes are required at West Wave to allow the facility to become a world class development hub. With refinement, this hub would provide the entry level diver an optimised pathway all the way through to the elite level. 11

13 FOUR. STRATEGIC CONTEXT The following section provides an overview of the key sport and recreation planning documents that impact upon diving in the Auckland region. These strategic documents have been taken into consideration during the development of this study and has resulted in a strong level of alignment (see following sections). Figure 4.1 below identifies the sector wide key sport and recreation planning documents and their relationship with Auckland Diving and the feasibility study. Figure 4.1: Strategic Linkages Auckland Sport and Recreation Strategic Action Plan Auckland Council Long Term Plan Auckland Sport and Recreation Strategic Action Plan Key outcomes 1. Increased participation in organised sport, particuarly community sport across a range of codes important to Aucklanders. 2. Greater facility utilisation now and in the future 3. A hierarchy and network of accessible facilities that meet the competition and training needs at a local, sub-regional and regional level (and in some cases national and international) 4. Sustainable development and operation of Auckland s sporting infrastructure. Auckland Diving Strategic Plan Growing Membership Growing Members Personally Growing Management Growing Facilities Organisation Sustainability Auckland Diving Feasibility Study Addresses the relevant considerations of Auckland Diving Actions, solutions and recommendations developed and included within the feasibility study 12

14 AKTIVE AUCKLAND SPORT FACILITIES PRIORITIES PLAN Aktive, Sport NZ and Auckland Council have worked with Auckland s sports sector to develop a coordinated, integrated and sector-based approach for future sport facility provision in Auckland. The plan development involved over 75 organisations primarily regional and national sports organisations, and included regional sports trusts, major facility providers, Auckland council local boards and Aktive s Māori Advisory Group. Auckland s Sport Facilities Priorities Plan is a sector based plan to help inform and shape sports code plans and future sport facilities investment for local, regional and national facilities in Auckland. The focus of the plan is on appropriate provision of sports facilities to provide opportunities for sport participation at the community sport level including social and casual participation. It looks across codes and the region and encourages partnerships with others. The plan addresses: developing a process to prioritise significant (> $500,000) facility investment proposals, identifying options to make best use of existing facilities, providing for future demand for sports facilities. ALIGNMENT OF PLANS Sector wide sport and recreation planning Auckland Council sport and recreation planning Auckland Sport and Recreation Strategic Action Plan Strategic vision, goals and actions Auckland Plan Local Board Plans Strategic outcomes and focus Sport Facility Priorities Plan Outlines strategic priorities, prioritisation criteria and mechanism Sport Facilities Investment Plan Outlines Council s investment approach and priorities for sport facilities Sport specific facility plans Provides demand and supply analysis for sport and specific facility priorities Long-term Plan / Annual Plan Sets Council budget including sport and recreation. Source: Aktive Sport Facilities Priorities Plan KEY PRINCIPLES TO GUIDE THE IDENTIFICATION OF SECTOR PRIORITIES The key principles underpinning the plans overall approach to network priorities and meeting future needs are: Collaborative approach within, and between, sports codes. Regional provision that is complementary and avoids duplication. Catering to changing patterns of participation. Moving Auckland forward to respond to its growth and development. Sustainability. Evidence-based approach. 13

15 OUTCOMES The outcomes the plan is seeking from facility investment are: increased participation in organised sport, particularly community sport across a range of codes important to Aucklanders. greater facility utilisation now and in the future. a hierarchy and network of accessible facilities that meet the competition and training needs at a local, sub-regional and regional level (and in some cases national and international). sustainable development and operation of Auckland s sporting infrastructure HIERARCHY OF FACILITIES One of the outcomes of the Plan is to support the development of a hierarchy and network of accessible facilities. It is important to note that local, sub-regional and regional facilities may also meet national and international needs. The following diagram illustrates the hierarchy of facilities. International National Regional Sub Regional Local Able to host international championship standard competitions/events. Meet the requirements of National Sporting Organisations, professional and semiprofessonal franchise for hosting competitions/ events. Able to host Auckland regional competitions/ events and/or are identified as the regional high performance training centre for one or more sports. Serve several catchments and draw from across a sub-regional catchment for sporting competition and training, typically 3+ local board areas. Facilities that serve a local catchment for sporting competition and training, typically 1-2 local board areas. Local facilities for codes which require bespoke facilities or have a small participation base will draw from a wider geographic area as there will be less provision generally. REGIONAL PRIORITISATION CRITERIA A set of Prioritisation criteria allows the sports sector to do a systematic and transparent assessment of potential project priorities. Criteria also help ensure that the return on investment in terms or participation and other outcomes are maximised. Strategic alignment. Gap in provision. Community need and participation. Complementary to existing network. Strategic support. Sustainability. Return on Investment. Achievability. 14

16 OPTIMISING THE EXISTING NETWORK With limited resources, we need to ensure our existing facilities are fully utilised, fit-for-purpose and managed efficiently to maximise the return on investment. The sector will explore this first before defaulting to the need for more facilities, especially given the challenges of catering to growth in existing urban areas. This may require: A programming and scheduling response. A facility systems response e.g. booking or access system. Renewal of a facility. Change of use and repurposing facilities. Multiple sports sharing or modifying facilities. Partnership with a school. AUCKLAND DIVING - STRATEGIC PLAN Auckland Diving has developed a strategic plan which identifies their key work areas from which to develop the sport. This strategic plan aligns strongly with Aktives approaches for optimising the existing network (as discussed above). Although growing facilities is a key outcome of their strategic plan, it is the integrated approach with the other outcomes of growing membership, growing members and participation, grow management and organisational sustainability that will allow diving to continue to grow as it has over recent years. Auckland Diving Strategic Plan Growing Membership Growing Members Personally Growing Management Growing Facilities Organisation Sustainability Facilities accessible for all Aucklanders Increase access to vertical pool time and dryland training for all divers Develop Council and funder relationships for improved facilities Assist in effective utilisation of shared facilities 15

17 NEW ZEALAND DIVING - STRATEGIC PLAN New Zealand Diving have a vision to be the best little diving nation in the world which is considered very achievable. Their strategic plan identifies the following outcomes they are looking to achieve by 2017 which are relevant to the work Auckland Diving are undertaking or wishing to undertake. 1. More divers in all age groups and at all levels participating in the sport of diving Initiatives: implement comprehensive school programmes in regions/suburbs with diving facilities, developed diver retention strategy, increase the profile of the sport, and in particular the National Championships. 2. A vibrant, sustainable organisation in every way. Initiatives: identify opportunities for charitable trust funding, identify opportunities for corporate/business sponsorship, create and engage with diver alumni. 3. World Class Development Programmes Initiatives: develop and implement a long-term athlete development (LTAD) plan, grow athlete capability through testing regimes, identify competitions that can pathway junior divers into international open events, hold a New Zealand club versus Australian club competition in New Zealand. AUCKLAND COUNCIL COMMUNITY FACILITIES NETWORK AND ACTION PLAN The Community Facilities Network Plan (the network plan) provides a road map for how Auckland Council will invest in community facilities over the next 20 years. The plan addresses the provision of: arts and culture facilities, community centres, Libraries, pools and leisure facilities, venues for hire (community or rural halls). PURPOSE OF THE PLAN The purpose of the network plan is to guide Council s investment in the provision of community facilities for the next 20 years. It provides direction on the development of new facilities, major upgrades of existing facilities, optimisation and potential divestment of facilities no longer meeting community needs. The key drivers are to: ensure existing facilities are fit-for-purpose, address gaps or duplication in provision and needs for community facilities, meet future demand arising from population growth and changing user expectations. 16

18 EXISTING NETWORK OF AQUATIC FACILITIES Pools and leisure facilities 48 total: 20 pools 21 leisure 7 combined Located through-out the Auckland urban areas with some gaps in existing urban areas and growth areas. Of the 48 facilities, 41 are council owned and 7 are facility partnership. In addition, 2 indoor stadiums controlled by Regional Facilities Auckland also meet local community needs. Average age of pools is 42 years and leisure 28 years Quarter of the network have condition or fit-forpurpose issues Attract over 9 million visits per annum across the network Catchments range from 3km to more than 10km POOLS AND LEISURE SPACE OUTCOME: Support participation in a wide range of aquatic, indoor sport and recreation activities and align with the National Facilities Strategies through a hierarchy of local, destination and regional facilities. DRAFT HENDERSON - MASSEY LOCAL BOARD PLAN 2017 ABOUT LOCAL BOARD PLANS Local board plans are strategic documents that are adopted every three years. Their purpose is to set a direction for the local area that reflects community priorities and preferences. They guide local board activity, funding and investment decisions. They also influence local board input into regional strategies and plans, including the Auckland Plan, the 30- year vision for Auckland s growth. Each local board develops annual work programmes following confirmation of the budget available to them via the annual budget setting process. OUTCOME 1: A NETWORK OF VIBRANT AND LOVED URBAN NEIGHBOURHOODS We (The Local Board) also want to ensure that the new communities that will form in Westgate and Red hills have sufficient parks and recreation facilities, such as a pool and sports fields. Objective: The northwest growth area is an employment, business, community and recreation hub. Key Initiatives: Investigate the provision of a swimming pool and recreation centre and community facilities to service the rapidly expanding northwest area. 17

19 FIVE. MEMBERSHIP AND DEMOGRAPHICS The following section provides an overview of both the membership breakdown of Auckland Diving and the Auckland region s projected population growth. This information looks to demonstrate the current and potential future demand for diving opportunities. KEY SUMMARY POINTS - OPPORTUNITIES AND CONSIDERATIONS The membership and demographics section highlights several key findings which are relevant for Auckland Diving. These are: Growth in membership The membership of Auckland Diving has increased from approximately 50 to 433 members over the past six years. The continued increase in membership will require an innovative approach to facility utilisations and sports programming. Failure to do so will limit growth. Growth in participation programmes The participation of Auckland Diving s Try-Out Programme has increased from approximately 50 to 969 over the past six years. Again, this underscores the importance of an innovative approach to facility utilisations and sports programming being adopted. Failure to do so will limit growth. Population growth It is projected that over the next 30 years that the projected playing-age cohort (those 0-14 under 15 years) will be most significant in the local board areas of Henderson (8,600), Upper Harbour (7,700) and Franklin (6,600). This indicates the core catchment around the Westwave hub will grow. However, the projections further highlight a facility gap in the south of the region. Access to pools with the ability to provide a range of diving opportunities (at all levels) will be critical to assisting Auckland Diving growing its programmes (at the participant and membership level). Access and secured tenure at the West Wave and Glenfield pools will be required to service the growing youth populations of Henderson and Upper Harbour. Growing diversity of Auckland Across the region the proportion of residents of Asian ethnicity is projected to grow significantly. Currently the prominent areas across Auckland with a higher Asian population are Puketapapa (44%), Howick (39%), Whau (35%), Otara-Papatoetoe (31%), Upper Harbour and Waitemata (both 29%). Residents of Asian ethnicity have the potential to be a key target market for Auckland Diving. However, the ability to target this market will be linked to having facilities and programmes in the appropriate areas of Auckland. 18

20 MEMBERSHIP While absolute numbers are small, recent Auckland Diving memberships (Figure 5.1) and try-out programme participations (Figure 5.2) have both been showing strong increases. Base membership of Auckland Diving has increased by almost 400, representing an increase of 500% since Participation in try-out programmes through either schools or the clubs has increased by almost 900, representing an increase of 1500% since While both growth percentages are very large, they illustrate both the small initial base participation, and the presence of considerable demand being fulfilled in subsequent years. This would also suggest that the latent demand for such opportunities in the very large Auckland population and sub-populations could be very considerable (subject to suitable facility and programme availability/accessibility). Figure 5.1: Auckland Diving Member numbers ( ) Figure 5.2: Number of Try-Out Programme Participants (through club or school ) 1. Figures supplied by Auckland Diving 19

21 Overall, both club members and diving try-out participants were slightly more likely to be female - typically around 60% (with 40% male). This proportion appeared to be largely consistent over time. They were also likely to be relatively young, with the vast majorities of both club members and try-out programme participants being aged under 16 years. Both these points suggest opportunities for initiatives to capture more participants from some under-represented groups in the population. These would include more males to some extent, but more significantly perhaps more older youth and adult participants. DEMOGRAPHIC MEMBERSHIP Consultation with representatives from Auckland Diving revealed estimates for the area of origin of membership/participants 2. These were: Waitakere/West Auckland approximately 45% North Shore approximately 45% Rest of Auckland approximately 10% On this basis, the demographic features summarised below are based on the following Local Board areas: 1. Auckland North - Rodney; Hibiscus and Bays; Upper Harbour; Kaipatiki; Devonport-Takapuna 2. Auckland West - Henderson-Massey; Waitakere Ranges; Whau 3. Auckland Central - Waitemata; Albert-Eden; Puketapapa; Orakei; Maungakiekie-Tamaki 4. Auckland Southeast - Howick; Mangere-Otahuhu; Otara-Papatoetoe; Manurewa; Papakura; Franklin The main population trends investigated were the overall population numbers for these Auckland areas and the Auckland Region overall, and the numbers of, and trends in the key playing-age population for most participation in Diving. This was determined to be comprised of the 0-14 age group (under 15s) - representing the cohort most likely to participate in diving; and the 15+ age group representing the remainder of the population provided as a comparison. This was based on the approximate ages of current membership and programme participants as indicated by Auckland Diving 3 (see Membership - Section 4.6). Change in ethnic origin was also investigated given its dynamic nature in the Auckland population. KEY POPULATION TRENDS - SUMMARY Overall these results suggest planning should allow for continued population growth generally; increased consideration of some population sectors (e.g. Older youth age groups, adults and older people, Asian residents); and the options provided by increasing population diversity in general. More detail is provided below. 2. Note that it was indicated that the specific areas for participants in the Talent ID and Recruitment Programme could vary short -term depending on where Auckland Diving focussed its initiatives. The membership source information used here represents more their more usual established membership breakdown. 3. In these figures the vast majority of Auckland Diving members/participants were aged under 16. It is acknowledged that there will be a few older participants, but that these were only very few in number and declining significantly in recent years due to new health and safety conditions. 20

22 OVERALL POPULATION NUMBERS AND TRENDS The recent population and growth trends of the main background catchment areas for Auckland Diving are summarised in Table 5.1. These shows that the rates of overall population growth in the last 13 years have been similar in general. Table 5.1: Recent Population Change ( ) Change % Change Local Board Focus Auckland North 629, , , , Recent growth highest in Upper Harbour, Hibiscus & Bays, Rodney. Less elsewhere. Auckland West 192, , ,675 36, Recent growth highest in Henderson-Massey while much lower elsewhere. Auckland Central 313, , ,310 60, Recent growth highest in Waitakere while lower levels elsewhere. Auckland Southeast 374, , ,941 92, Recent growth highest in Howick while lower levels elsewhere. All Auckland 1,160,271 1,304,961 1,415, , Source: Statistics NZ Census Counts, Looking forward, over the next 30 years using the latest Auckland Council population projections 4, it is apparent that a somewhat different growth pattern will occur. While future numbers are projected to increase generally in all areas, this new pattern features higher growth in the Auckland North and Auckland Central areas. Table 5.2: Projected Future Population Change ( ) Change % Change Local Board Focus Auckland North 345, , , , , Largest growth in Rodney, Upper Harbour Auckland West 249, , , ,311 88, No particular growth focus. Auckland Central 375, , , , , Largest growth in Waitemata Auckland Southeast 484, , , , , Largest growth Franklin, Papakura. All Auckland 1,464,427 1,733,211 1,978,558 2,208, , Source: Source: Auckland Council ART Projections (Scenario 1, Version9) 4. These projections come from Auckland Council s Auckland Regional Transport (ART) model (output: Scenario I, Version 9) which refines standard Statistics NZ projections by incorporating local planning, strategy and development approval factors to more accurately reflect likely localised population growth. These are used for the Council s Long Term Plan and Infrastructure Strategy, subject to change from any future changes in planning decisions and directions. 21

23 Added to the overall population growth will be significant changes in population composition, most significantly around age-group proportions and ethnicities. Some key trends are summarised below. PLAYING AGE TRENDS Looking ahead over the next 30 years, Table 5.3 shows there are some different growth trends projected in the 0-14 (under 15) playing-age group between the four broad Auckland catchment areas. All areas show increase in the numbers of those aged under 15, but the largest numeric changes are in broad Auckland North and Auckland West areas. More specifically, the top three local board areas showing the highest projected increases are Henderson (8,600), Upper Harbour (7,700) and Franklin (6,600). Table 5.3: Projected change in the 0-14 (under 15) age group Change % Change Local Board Focus Auckland North 68,100 78,600 88,500 88,900 20, Largest growth in Upper Harbour (7,700), Hibiscus & Coast (5,500), Rodney (5,400) Auckland West 53,100 60,400 65,800 66,300 13, Largest growth Henderson (8,600), Whau (4,700). Auckland Central 69,700 74,900 82,400 80,200 10, Largest growth Maungakiekie- Tamaki (4,000), Waitemata (2,600). Auckland Southeast 118, , , ,200 15, Largest growth in Franklin (6,600), Papakura (5,700), Howick (4,300). All Auckland 309, , , ,600 59, Source: Statistics NZ Subnational Population Projections These projections do indicate a substantial overall increase can be anticipated in the number of potential participants in the current target playing-age group by Over all of Auckland there are projected to be up to an additional 60,000 under 15 year olds. Given their spread across the four broad areas used above for comparisons, it is likely that initiatives almost anywhere would have a substantial target market based on the basic population number projections. Most success can be generated by continuing to apply and improve initiatives that generate a greater capture of the existing under 15 year old market (increasing diving s market share of this cohort). However, opportunity also exists to enhance more adult levels of participation as 22

24 they are largely absent from the current participant market and their numbers and growth rates are far larger regionally. There may also be opportunities available through other forms of customised initiatives, such as for example those related to targeting ethnicities (see next section). ETHNIC DIVERSITY Another characteristic feature of recent population change in growing areas of New Zealand has been increasing ethnic diversity. Table 5.5 shows that the different broad areas of Auckland do feature various levels of ethnic diversity. Table 5.5: Ethnic identities of populations (% of population, can >100% as respondents can indicate more than one) European Maori Pacific Asian Other Total Auckland North ,803 Auckland West ,299 Auckland Central ,633 Auckland Southeast ,055 All Auckland ,322,790 Some summary points are 5 : Source: Statistics NZ Census 2013 European ethnicity predominates generally in most areas, but is particularly low in some parts of the Southeast (such as Otara- Papatoetoe (21%), Mangere-Otahuhu (20%), Manurewa (37%)). Maori are more often present in the Southeast (such as Manurewa (28%), Papakura (25%)), Pacifica are also more often present in the Southeast (such as Mangere-Otahuhu (60%), Otara-Papatoetoe (46%), Manurewa (33%)) and also, prominent in Maungakiekie-Tamaki (26%) and Henderson- Massey (20%), Asian ethnicities are more prominent in areas across Auckland such as Puketapapa (44%), Howick (39%), Whau (35%), Otara-Papatoetoe (31%), Upper Harbour and Waitemata (both 29%). These varying levels of different ethnic groups indicate that very different ethnic mixes may be encountered for any facilities or services delivered or marketed in specific areas of the region. Some sports have successfully targeted specific ethnic groups to increase participation. This diversity has also been growing in recent years with the Asian group in particular (being numerically the largest growing group in the region since the 2001 Census), increasing by over 150,000 (103%) to move from 14% to 23% of the overall population in Its largest proportional increases were in Upper Harbour (245%) and Waitemata (232%). 5. More information available on request 23

25 Table 5.6 shows that this Asian proportion is projected to increase further over the next 30 years (109%) by around 380,000 to about 729,000, representing around 34% of the 2043 Auckland population (up from 23%). Growth in Asian numbers represents over half all projected population growth in Auckland to Over the same period the proportions of European, Maori and Pacific residents are projected to each increase by around 100, ,000 by The proportions of Maori and Pacific residents are projected to remain largely consistent, but the proportion of European residents in Auckland overall is projected to drop from 59% to 47%. Projections also indicate that these proportions will vary considerably between different local board areas. Table 5.6: Projected ethnic identities of populations ( ) Change % Change European 886, , , , ,800 1,006, , Maori 169, , , , , , , Asian 348, , , , , , , Pacific 227, , , , , , , Total 1,493,200 1,646,500 1,767,500 1,890,900 2,010,500 2,123, , The growing population diversity does indicate that some initiatives and programmes to generate increased participation may benefit from investigating options to target new population groups more specifically than has been done in the past. Any initiatives should take account of relevant localised ethnicity proportions and projected changes. 24

26 SIX. AUCKLAND DIVING S PATHWAY MODEL A pathway model is considered effective practise to provide a sport the ability to grow their membership and provide development and performance opportunities. An effective pathway model provides the entry level participant an opportunity to progress through the sport at appropriate stages (with the appropriate level of support). Auckland Diving have developed and implemented a pathway model which provides for beginner divers through to competitive and elite divers. The diagram below provides a high-level overview of the Auckland Diving pathway model. AUCKLAND DIVING PATHWAY MODEL Competitor Elite Squads 17 members Recreational Squads/training/competitions 33 participants 39 members Talent Squad Squads/training/competitions 39 participants 4 members Beginner 3 Membership based Lessons and competition focused 153 participants 47 members Beginner 2 Membership based Participate in lessons and events 153 participants 47 members Beginner 1 Participant and membership invited to attend training and have a go sessions 279 participants 279 members Introduction, Recruitment and Talent ID KiwiSport and School Programmes (Primary and Intermediate Schools) 295 participants 25

27 SEVEN. NETWORK OF FACILITIES The table provides an overview of the current council aquatic facilities and identifies those that have diving capabilities and those that don t. Facility name Albany Stadium Pool Birkenhead Pool and Leisure Centre Glenfield Pool and Leisure Centre Stanmore Bay Pool and Leisure Centre Takapuna Pool and Leisure Centre Cameron Pool and Leisure Centre Point Erin Pool Mt Albert Pool Lagoon Pool and Leisure Centre Onehunga War Memorial Pool and Leisure Centre Parnell Baths Tepid Baths The Olympic West Wave Pool and Leisure Centre Glen Innes Pool and Leisure Centre Lloyd Elsmore Park Pool and Leisure Centre Franklin Pool and Leisure Centre Manurewa Pool and Leisure Centre Massey Park Pool Moana- Nui- a Kiwa Pool and Leisure Centre Otahuhu Pool and Leisure Centre Papatoetoe Centennial Pools and Leisure Centre Totara Park Pools Location North North North North North Central Central Central Central Central Central Central Central West East East South South South South South South South Diving Capability No No Yes All year No No No Yes Used for part of term one only No Yes Used for part of term one only No No No No Yes All year No No No No No No No No No The following tables identify the existing and proposed aquatic facilities that provide, or could provide, diving opportunities. The diving facility network is varied, from purpose built facilities through to community pools. The role of the existing and proposed aquatic facilities network is outlined in later sections of the report. EXISITING AQUATIC FACILITIES PROVIDING DIVING OPPORTUNITIES Facility WestWave Glenfield Pool and Recreation Centre Location Henderson Glenfield Region West North Depth 5m 4m Dryland Y Y Indoor Doors Y Y Council Managed Y Y Max. board height 10m 5m Point Erin Pool Lagoon Herne Bay Central 3m N N N 3m Lagoon Pool & Leisure Panmure South/ East 4m N N N 3m 26

28 EXISITING AQUATIC FACILITIES WITH DIVING CAPABILITIES Facility Newmarket Pool Location Newmarket Region Central Depth 4.4m Dryland N Indoor Doors Y Council Managed N School based pools (not available for wider community use) Auckland Girls Grammar Ponsonby Central 3.6m N Y N Dilworth School Remuera Central 3.6m N Y N PROPOSED AQUATIC FACILITIES WITH DIVING CAPABILITY Facility Auckland University Aquatic Facility Location Auckland CBD Region Central Depth 4m at deep end Dryland Y Indoor Doors Y Council Managed N Max. board height 3m As highlighted earlier in the report there are two purpose built diving facilities located in the west and north of the Auckland region. There are no purpose-built diving facilities in the east, central and south of the region. There is limited outdoor introductory diving opportunities in the central and east of the region with no diving opportunities in the south. This is clearly limiting the ability to grow diving membership and participation in these parts of Auckland (see section 4). 27

29 1 DIVING FACILITIES IN AUCKLAND REGION EXISTING AQUATIC FACILITIES WITH DIVING CAPABILITIES PROPOSED AQUATIC FACILITY 1 WestWave Aquatic Centre 5 Auckland University Aquatic Facility Glenfield Pool and Recreation Centre Point Erin Pool (used for part of term 1 only) Lagoon Pool and Leisure Centre (used for part of term 1 only) EXISTING SCHOOL AQUATIC FACILITIES WITH DIVING CAPABILITIES 6 Auckland Girls Grammar 7 Dilworth School

30 EIGHT. STRATEGIC INITIATIVES STRATEGIC INITATIVES Based on the research and analysis undertaken in the earlier report sections three strategic initiatives have been identified. The initiatives outlined in this section align with the direction of key sector entities such as Sport New Zealand, Auckland City, Aktive, and the Ministry of Education. They also align with the direction of ADCT s own strategic plan. These initiatives are also important for achieving the feasibility study objectives. AQUATICS VOICE Nationally and regionally larger sports codes that have been able to speak with a single unified voice have had an advantage when lobbying for support, particularly in the facility sphere 6. This is particularly true in Auckland since local government amalgamation in Many perceive smaller codes have been left behind in the planning process due to a range of factors associated with the new operational environment and its strategic drivers. In contrast to these larger codes, the smaller aquatics codes in particular have often lacked a coordinated voice when dealing with Council. This is perhaps due to the fact most aquatics codes are not asset owning or developing entities. They largely rely on Council, trusts and schools for the provision of the facilities they utilise. A general perception that persists from funders and facility developers and operators is that aquatics codes are quick to complain and reluctant to offer coordinated whole of sector solutions themselves. The aquatics codes need to shift their approach or risk being left behind when compared to other sports code groupings. For these reasons, it is proposed that Auckland Diving assume the role as the initiator of a regional aquatics umbrella group 7 with the objective of: 1. Establishing an optimised regional network wide programming solution which covers all aquatics assets and codes. 2. Identifying an aquatics sector (which is pan code) facility priority list, setting out which facilities are most needed, and when they will be required. 3. Establish a MoU with Council outlining the role of the group. 4. Obtain security of tenure / use of key facilities. The first objective can be undertaken immediately the group is established and focuses on answering the question, how do we make optimal use of the resources we have now in the network? This would cover all aquatic facilities (public and private). The second objective needs to be underpinned by a solid evidence base in order to mount a case for increased aquatics expenditure from Council (and other potential funders). This is currently occurring for other codes 6. This is illustrated by the recent establishment of an indoor courts steering group comprised of all the Auckland indoor court RSOs to overs and guide the development of the Auckland Regional Indoor Court Facility Plan (in partnership with Aktive, Auckland Council and Sport New Zealand). 7. This group could initially be focused as a regionally coordinated voice for deep water sports although we would strongly advocate that it is extended to cover all aquatic facility sports. 29

31 as demonstrated by the Auckland Regional Indoor Court Facility Plan being undertaken by Visitor Solutions. The third objective is important as it outlines the potential relationship between the new group and Auckland Council. The MoU will need to be negotiated. The fourth objective is heavily dependent on achieving the first three objectives. Security of tenure is especially important to ADCT for key facilities such as a centre of excellence and key deep-water assets. Making a case for long term leases or use agreements requires a convincing evidence base and a strategic approach to asset utilisation (more often from a network wide level). Consultation with Council, Aktive and Sport NZ has reiterated the importance of this proposed strategic approach. Aktive has also offered to facilitate the formation of the proposed aquatics group. Figure 8.1: Aquatics Group Structure Aquatics Voice Synchronised Swimming (Member) Underwater Hockey (Member) Diving (Initiator & Member) Water Polo (Member) Swimming (Member) Aktive - External Facilitator Figure 8.2: Aquatics Group Potential Tasks and Partnerships Aquatics Voice Potential Partners Aktive - External Facilitator Code lead programming solutions Security of tenure agreements Target Outcomes Code lead facility priority list (ranked) Partnership Agreements / MoU s Auckland Council Trusts (Aquatic owning) Charitable Funders Other outcomes as agreed Other outcomes as agreed Schools 30

32 Given the speed at which other codes with similar facility interests are coming together not forming a unified aquatics voice is likely to see the codes disadvantaged. Focus will be placed on those sector codes that are more unified and speaking with a common voice. OUTREACH PARTNERSHIPS Outreach partnerships involve forming strategic partnerships to grow the reach of diving outside of the current areas of operation. The best example of this is potentially with gymnastics. These partnerships will potentially extend the reach of diving to dry water facilities (gymnastics clubs) outside of diving s current main pool hubs. These partnerships could involve establishing workshops within gymnastics clubs so that gymnasts are exposed to diving opportunities. These workshops could involve the use of harnesses in the gymnastics facilities (dry dive techniques) and then taking the gymnasts to a pool for a session of water based diving. Divers could undertake a reciprocal workshop within the partner gymnastics facility. This approach could seed the idea of diving with younger children and youth who otherwise may not have an opportunity to participate. Gymsports New Zealand have written a letter outlining a willingness to discuss opportunities (see Appendix). TARGETED PARTICIPATION DRIVES We know from research that there are many barriers to participation in niche sports, especially those that are facility dependant such as diving. These include: 1. Accessibility travel time, 2. Cost, 3. Knowledge, 4. Pathways into the sport. Codes such as diving also have limited resources to overcome these barriers. For this reason, it is necessary to target resources carefully so that any investment has the best opportunity to deliver a maximum return. We know that in general utilisation of a facility decreases with distance (distance decay). In general sports that are linked to specific facilities are therefore more likely to have a higher participation rate in populations that are closer to the facility being used. It is more likely that investing in targeted marketing and establishing pathways in localised catchments surrounding diving venues will generate a greater conversion rate than a region wide approach (which is hampered by travel times / distance decay). The dedicated diver will always be prepared to travel (all things being equal). These people will tend to actively seek out the sport. To grow 31

33 however the sport must appeal and actively seek out a greater proportion of the target demographic in areas with the fewest barriers (such as travel barriers). For this reason, we would recommend graduated resourcing for different catchments based on travel time. Greater resourcing should be placed on schools and the target demographic within a 10-minute drive time of key dive facilities. A second tier of resourcing should be the catchment between minutes and the third tier (20+ minutes) should receive lower resourcing still. However, there will always be exceptions to this such as when a certain school is very receptive to the sport, to a level that would justify a greater resource focus. Auckland Diving report that they have already started implementing this type of approach in certain key areas of the city (with the main focus being on the Henderson- Massey and Kaipatiki Local Board areas). This approach allows a very targeted marketing approach and a likely greater return on investment (more members / participants). An outline approach would involve in the case of the two existing deep water sites targeting all the schools within a 10-minute drive. In the case of Westwave this equates to 39 schools and for Glenfield 36 schools. If the proposed Auckland University pool is developed and includes diving facilities then a further 47 schools would be within 10 minutes drive of the facility (Maps 8.1, 8.2 and 8.3) 32

34 Map 8.1 West Wave Aquatic Centre 33

35 Map 8.2 Glenfield Pool and Recreation Centre 34

36 Map 8.3 Auckland University Proposed Aquatic Facility 35

37 SCHOOL PARTNERSHIPS Forming partnerships with schools can be particularly beneficial from a participation and programming perspective and from an asset development perspective. It is likely that over coming years the number of school and community facility partnerships will grow. The Ministry of Education and the Auckland Council are currently working on initiatives to assist this partnership process. It would be beneficial for the ADCT to continue proactively explore opportunities with schools over the coming years. Being part of a potential facility partnership concept from inception, rather than as an afterthought, is essential. These potential facility development partnerships are more likely to involve entry level diving opportunities. Partnerships with schools to increase participation are already being undertaken and should be continued (see targeted participation drives section above). 36

38 NINE. PROPOSED HIERARCHY OF DIVING FACILITIES PROPOSED REGIONAL FACILITY HIERARCHY The following sections focus on particular facility issues and opportunities Adopting a hierarchy approach to diving s future network in Auckland is essential if the best use of available capital and operational resources is to be achieved. Diving also needs to ensure participants have an opportunity to progress through the more specialist facilities as they become more skilled and advanced in the sport. These three proposed levels are: Regional Hub Facility (purpose built diving facility and hub) Sub Regional Facility (purpose built diving facility) Community Facility (Multi use pool facility) REGIONAL HUB FACILITIY At the top of the hierarchy for Auckland is the regional hub facility. This facility is a size and specification that can accommodate regional training and competitions. The recreational needs of divers within the regional hub facility s catchment would also be addressed. The facility should also provide the technical specifications that allows the pathway model to be delivered from the one venue (from introductory through to the elite divers). Such a facility should be a purpose built indoor diving facility and cater for both on water and off water needs (including both a range of diving board heights as well as dryland equipment and spaces). The regional facility should offer long-term provision security for diving. The tenure of access to the existing and future aquatic facility network will need to be addressed. The Auckland region already has a purpose-built facility that meets most of the needs identified as being essential in a regional diving hub facility. This is the West Wave Aquatic Centre. Key note: Currently West Wave is New Zealand s premier diving venue for training and competition as it was constructed for the Auckland Commonwealth Games. West Wave can host national and international diving events as well as national training camps for elite squads. There are however some minor development opportunities within the facility that if undertaken would provide a high quality regional diving hub facility. The facility would then be capable of offering all the required training and competition services across the sport s identified pathway model. Conclusion: West Wave Aquatic Centre is the regional diving facility for Auckland and would benefit from further optimisation. SUB REGIONAL FACILITIY The next level in the hierarchy are the sub regional hub facilities which can accommodate year-round training at a more advanced level, whilst still maintaining a community focus (including hosting community diving events). Both the regional and sub regional hubs are diving specific facilities. That is specialist diving facilities which enable apparatus to be permanently set-up. 37

39 It is proposed that sub-regional facilities should be located in the north, central, east, west and south of the Auckland region. The existing Glenfield Pool and Leisure Centre is proposed as the sub regional facility for the north. It has a separated diving well and diving boards at 1, 3 and 5 metres in height as well as dry land abilities. The West Wave Aquatic Centre which is proposed as the regional facility would also adopt the role as a sub-regional facility for the west of Auckland. There remains gaps however in the south, east and centre of Auckland at the sub regional level. The proposed Auckland University pool initial concept provides the ability for a 1 and 3 metre diving boards with a pool depth of 4 metres at one end. This has the potential to be the main central sub regional facility. The university pool is due for completion in It should be noted that the final pool dimensions are being finalised currently. However, ongoing consultation will be required between Auckland Diving and Auckland University regarding the potential for a relationship and then any subsequent levels of programming that may be possible. The gap in the south of the region should look to be met with any future planned aquatic facility development (or redevelopment) taking into consideration the needs of diving from a sub-regional facility perspective. This is most likely to be with Council, although a school partnership should also be considered if an opportunity arises (most likely with a private school). Conclusion: The existing Glenfield Pool and Leisure Centre is proposed as the sub regional facility for the north. It has a separated diving well and diving boards at 1, 3 and 5 metres in height as well as dry land abilities. There is a gap currently in the central, east and south Auckland sub regional facility level. Opportunity may exist with Auckland University to address the central gap while the eastern and southern gaps will require inclusion of diving capability in future aquatic facility planning (either with Council or a school partner). COMMUNITY FACILITIES At the lower level of the hierarchy are the community facilities which are the base level in the hierarchy. Community diving facilities should utilise multi use venues such as council community pools or school pools. Limited permanent set up of equipment is acceptable in community facilities. There are several community pools that either currently provide or have the ability to provide basic diving opportunities. It has been identified that some minor improvements to the existing pool network would increase the opportunities for diving in Auckland region. 38

40 The following community pool facilities have the ability to provide introductory diving opportunities with minor infrastructure modifications; Pt Erin Pool, Panmure Pool and Onehunga Pool. The Newmarket Pool also has the ability to provide introductory diving opportunities with minor modifications. PROPOSED REGIONAL FACILITY HIERARCHY DIAGRAM The following diagram provides an overview of the Proposed Regional Facility Hierarchy. Figure 7.1: Proposed Auckland Regional Diving Hierarchy Facility Hierarchy Regional Hub Facility West Wave Aquatic Centre Sub Regional Facility (Central) Proposed Auckland University New Pool ALL WEATHER Sub Regional Facility (East) Consideration for any future pool development Sub Regional Facility (West) West Wave Aquatic Facility ALL WEATHER Sub Regional Facility (North) Glenfield Pool and Rec Centre ALL WEATHER Sub Regional Facility (South) Consideration for any future pool development Community Pool Central Newmarket Pool Community Pool Central Pt Erin Pool Community Pool South Panmure Pool Community Pool - Future Community Pool Developments ALL WEATHER SUMMER ONLY SUMMER ONLY It should be noted that the opportunity exists to link with other sports such as gymnastics to create multi sports opportunities (particularly with dry dive opportunities). Gymnastics New Zealand is supportive of Auckland Diving s initiatives (see Section 8 and Appendix). 39

41 TEN. REGIONAL HUB FACILITY CONSIDERATIONS There are many benefits to developing a high quality regional hub facility for diving in the Auckland region. The provision of both on water and off water training facilities provides for an extremely safe environment without some of the risks that can be associated with diving training. A complete regional hub allows for the athlete pathway model to be fully delivered from within a centralised facility. Progression can be managed from the entry level diver through to the elite Olympic athlete. CURRENT SITUATION The WestWave Aquatic Centre is the proposed regional diving hub facility. The following table outlines the FINA requirements when developing a high-quality hub facility versus what WestWave Aquatic Centre currently provides. Table 10.1: FINA high-quality hub requirements (see Appendix 2 FINA Dimensions for Diving Facilities) FINA Requirements Separate Dive Pool Size 20m x 15m Diving Boards 1 metre 3 metre 5 metre 7 metre 10 metre FINA requirements for safe practice off 3-10 metre boards is a depth of 5m FINA compliant dry land set up Pool harness over 1 metre board 3 metre board Serviced boards Appropriate board surfacing Video replay Bubbles Access to Strength and Conditioning gyms and other facilities Office and equipment storage space Access to facilities when needed throughout the day and priority over other clubs/sports/users without bespoke needs. West Wave Aquatic Centre Separate Dive Pool Size 21m x 15m Diving Boards 1 metre 3 metre 5 metre 7 metre 10 metre 5 metre depth pool Limited services currently requires modification to be compliant. This system is not in place - Gap No - not sufficient to health & safety standards No No Integrated video playback system required Bubbles Yes there is a gym onsite No office - Gap Tenure is an ongoing issue. Table 10.1 highlights the priority level of each identified improvement (the blue box is the high priority, yellow box is medium priority and the green box lower priority). The detailed overview of the recommendations for the regional hub facility are outlined in Report Part B in the section entitled West Wave Aquatic Facility - Regional Hub Facility Estimate of Costs for Facility Improvements. 40

42 ELEVEN. SUB REGIONAL FACILITY CONSIDERATIONS The existing diving facility network demonstrates both challenges and opportunities. Identifying existing and projected facility gaps at a subregional and community level has taken into consideration issues such as required apparatus, spaces, capacity and access to existing diving facilities, and analysis of the geographic spread of existing diving facilities. 1. Sub Regional Level - Geographic Spread of Existing Facilities An analysis of the geographical spread of diving facilities has been undertaken to identify potential gaps in facility access. The key findings from the analysis are: There are no purpose built all year-round diving facilities in the central, east and southern parts of the Auckland region. Access to the proposed Auckland University new pool is a priority to fill the central sub regional facility gap that currently exists. Any future planed aquatic facility development in the south and east of Auckland should take into consideration the needs of diving from a sub-regional facility perspective. 2. Community Level - Additional Diving Boards at existing pools There is the potential to install new 1 metre diving boards at the following pools: Newmarket pool (gap in facility network in central area of Auckland) Depth of pool is 4.4 (at deep end) which is appropriate There is also the potential to upgrade some existing 1 metre diving boards at the following pools: Pt Erin Pool Panmure Pool Both currently provide diving blanks which are not appropriate to provide introductory diving programmes There is also the potential to provide an additional 1 metre diving board at the following pool: Glenfield Pool and Recreation Centre Provides the ability to coach additional beginner divers at the same time thus more actual diving time. 3. Increase access to existing dive pools Currently the Glenfield Pool and Recreation Centre dive pool is utilised for other sports such as water polo and synchronised swimming. This limits the ability for diving to develop new programmes and cater for the growth of their sport. However, there is potential to re programme/ new layout of main swimming pool to allow for increase of use of both the main swimming pool and main dive pool. 41

43 TWELVE. REALIGNMENT / PROGRAMME CONSIDERATIONS A key diving consideration has been identified as the need to increase access to the existing diving pool network. This will accommodate increased growth in membership, participation and programme delivery. As highlighted earlier in the report the existing dive pools are utilised for other sports such as water polo, synchronised swimming and swim club training. This limits the ability for diving to develop new programmes and cater for the growth of their sport. However, there is potential to re programme/ re layout the pools to allow for increased use of both the main swimming pools and main dive pools. There are various options outlined below that provide an alternative pool layout for both the West Wave Aquatic Centre and Glenfield Pool and Recreation Centre. WEST WAVE AQUATIC CENTRE POTENTIAL LAYOUT OPTIONS Option 1: Move bulkhead to 15 metre mark of 50m pool See diagram 12.1 below Option 2A and 2B: Move bulkhead to 7.5 metre mark of 50m pool See diagram 12.2 below FREQUENCY FOR POOL REALIGNMENT The pool realignment is not required on a permanent basis, but only once or twice a week to enhance pool access for diving and other codes. Realignment once per week will help diving in the short term. more diving classes available at earlier hours suitable for primary schools competitive diving squads can train until 8pm Realignment twice per week will help other sports. BENEFITS OF POTENTIAL LAYOUT The benefits of implementing the potential new pool layouts are outlined below. Increase capacity available for diving to use deep water OPTIONS More use for what the asset was built for. Increase capacity available for other sports to train. More opportunities to use limited resource. Increase Capacity available to Other Less Deep (2m) Water Users Substantially more time and space available for water polo. More time and space available for synchronised swimming. Three or four sports and the public can use facility at same time. No material impact on time for other users Swimming Club. Public Swimming. Public Water Walking. Public Aqua Aerobics. Diving can add more Learn to Dive classes more classes available at earlier hours suitable for primary schools. 42

44 WEST WAVE AQUATIC CENTRE POTENTIAL LAYOUT OPTIONS OPTION 1: MOVE BULKHEAD TO 15 METRE MARK OF 50M POOL Diagram 12.1 Diving 15 metres Existing Dive Pool No realignment required Allows for increased diving programming ability Water Polo (same size as Dive Well) 15 metres (same as Dive Well) Existing 50m Pool Move bulkhead to 15 metre mark allows for multiple users & public at once Use 15 metres for water polo exact same dimensions as dive well Lane 12 Lane 11 Lane 10 Bulkhead Water Walking Public 2 Lanes Public / Other Slow Public / Other Medium Public / Other Medium Use lane ropes across the pool for 35 metres creates 12 lanes in the same space for swimming creates 2 lanes for water walking Use lane ropes across the pool for 21 metres Lane 9 Lane 8 Lane 7 Public / Other Fast Swimming Club Swimming Club 35 metres Example: Kilbirnie Regional Aquatic Centre Lane 6 Swimming Club Lane 5 Swimming Club Lane 4 Swim School Lane 3 Swim School Lane 2 Swim School Lane 1 Swim School 43

45 OPTION 2A: MOVE BULKHEAD TO 12.5 METRE MARK ALLOWS FOR MULTIPLE USERS & PUBLIC AT ONCE Diagram 12.2 Diving 15 metres Existing Dive Pool No realignment required Allows for increased diving programming ability Water Polo (same size as Wellington) Bulkhead 12.5 metres (same as Wellington) Existing 50m Pool Move bulkhead to 12.5 metre mark allows for multiple users & public at once Use 12.5 metres for water polo - similar dimensions as water polo uses in Wellington Sychronized Swimming 12.5 metres Use 12.5 metres for synchronised swimming Lane 8 Lane 7 Lane 6 Water Walking Public 2 lanes Public / Other Slow Public / Other Medium Swimming Club creates 8 lanes in the same space for swimming creates 2 water walking lanes Use lane ropes across the pool for 21 metres. Lane 5 Lane 4 Lane 3 Lane 2 Lane 1 Swimming Club Swimming Club Swim School Swim School Swim School 44

46 OPTION 2B: MOVE BULKHEAD TO 12.5 METRE MARK ALLOWS FOR MULTIPLE USERS & PUBLIC AT ONCE Diagram 12.3 Diving 15 metres Existing Dive Pool No realignment required Allows for increased diving programming ability Water Polo (same size as Wellington) Bulkhead 12.5 metres (same as Wellington) Existing 50m Pool Move bulkhead to 12.5 metre mark allows for multiple users & public at once Use 12.5 metres for water polo - similar dimensions as water polo uses in Wellington Sychronized Swimming 7.5 metres Use 7.5 metres for synchronised swimming Water Walking Public 2 Lanes Lane 10 Public / Other Slow Lane 9 Lane 8 Lane 7 Lane 6 Lane 5 Public / Other Medium Public / Other Slow Swimming Club Swimming Club Swimming Club 25 metres creates more lanes (10) in the same space for swimming creates 2 water walking lanes Use lane ropes across the pool for 21 metres Lane 4 Swimming Club Lane 3 Swim School Lane 2 Swim School Lane 1 Swim School 45

47 GLENFIELD POOL AND RECREATION CENTRE POTENTIAL LAYOUT OPTIONS OPTION 1: NEW LAYOUT OF LANES SYNCHRONIZED SWIMMING Diagram 12.4 Dive Well (unchanged) (cannot be changed safely) 10.3 metres Existing Dive Pool No realignment required Allows for increased diving programming Lane 6 Lane 5 Lane 4 Lane 3 Lane 2 Bulkhead Sychronized Swimming Public Playing 2 lanes Swimming Club Swimming Club Swimming Club Swim School Swim School 5 metres 19.9 metres Existing 25m Pool allows for multiple users & public at once use 5 metres for synchronised swimming creates 2 lanes for public playing creates 6 lanes in the same space for swimming Use lane ropes across Lane 1 Swim School 18 metres 46

48 OPTION 2: NEW LAYOUT OF LANES WATER POLO Diagram 12.5 Dive Well (unchanged) (cannot be changed safely) 10.3 metres Existing Dive Pool No realignment required Allows for increased diving programming ability Bulkhead Water Polo (training) 7.5 metres Existing 25m Pool allows for multiple users & public at once use 7.5 metres for synchronised swimming Lane 5 Lane 4 Lane 3 Lane 2 Public Playing 2 lanes Public Fast Public Medium Public Slow Other 19.9 metres creates 2 lanes for public playing creates 6 lanes in the same space for swimming Use lane ropes across the pool for 18 metres in Lane 1 Swim School 18 metres 47

49 OPTION 3: NEW LAYOUT OF LANES LANE DIRECTION Diagram 12.5 Dive Well (unchanged) (cannot be changed safely) 10.3 metres Existing Dive Pool No realignment required Allows for increased diving programming ability Bulkhead Sychronized Swimming (floating lane blockers) 5 metres Existing 25m Pool allows for multiple users & public at once use 5 metres for synchronised swimming 19.9 metres creates 7 lanes in the same space for swimming Use lane ropes across the pool for 20 metres in length 18 metres 48

50 ADDRESSING CONCERNS OF POTENTIAL LAYOUT OPTIONS It is recognised that there will be concerns from the various stakeholders about the potential impact on their current usage. The table below provides an overview of how these perceived concerns can potentially be addressed. Addressing Concerns - Swimming Addressing Concerns - Water Polo Length of Lanes No impact for distance training no of laps is just modified. Same as used in USA. Elite swim squads have the ability to utilise the AUT Millennium Institute pools for training and competitions. Size of Playing Area Identical to dive well Goal attachments should be same as dive well Turns No impact Depth of Water Same as that used for Competitions Flags For Backstroke Pole holes can be installed in the bulkhead if not already there. They already exist for current across pool layout or are not required Nets Behind Goals Holes may need to be drilled in floor to place nets but some do exist already Lines on bottom of pool No different to current situation for when current across pool layout occurs. Longer term they could be added to pool bottom Starting Blocks These are rarely used for coaching purposes at WW No material impact on swimming distance training Addressing Concerns - Public Swimming Lane length has no impact on swimming for fitness Number of people to a lane will have no impact on ability to swim for fitness (overseas easily accommodates 7 per lane) Water Walking Water depth has no impact as they wear floats More Training Capacity for Water Polo Addressing Concerns - West Wave Lane Ropes Across Pool This may require new fittings for lanes across the pool between 25m and 35m mark Fittings are already in place for 25m so may not be problem if there is to be a no lane section anyway. Back Stroke Flags If currently used then fitting into bulkhead will exist Length of flags will need to be increased to 35m 49

51 THIRTEEN. CONCLUSION For diving to develop and grow in the Auckland Region facility improvements and aquatic facility programming changes are required. The existing facility network and its current management is not optimal for diving. It is however acknowledged that aquatic space is under pressure across the region from multiple codes. For this reason, many changes will need to be negotiated with facility managers (council, managers of council owned facilities and the education sector). It is considered essential diving and the other aquatic codes come together under an umbrella group to speak with one voice. This is occurring with other codes. Partnerships and a targeted approach to resource allocation are also considered important initiatives for advancing diving. With facility optimisation and good coaching, management and governance there is no reason why diving should not continue to grow at a sound rate in Auckland, especially given demographic projections. Implementing a hierarchical structure to facilities in the network will also assist the development of diving. Currently the code has uneven facility coverage across the region. Central to this hierarchical network of facilities will be a strong regional hub, which is fulfilled by WestWave. This facility with moderate capital improvements will deliver an excellent hub. Optimisation to sub regional and community assets in the network will also greatly improve the delivery of diving opportunities and assist participation growth. Many of these improvements are minor from a capital development perspective. 50

52 FOURTEEN. RECOMMENDATIONS 1. Set up a subcommittee to progress the implementation of Auckland Community Diving Hub Facility Plan. 2. Initiate the formation (with Aktive) of a unified group of aquatics sports ( Aquatics Voice ) to undertake planning, programming and lobbying activities on behalf of all its members. 3. Liaise with key funders on the findings of the Auckland Community Diving Hub Facility Plan. 4. Undertake discussions with Henderson Massey Local Board, Kaipātiki Local Board (and other local boards where relevant) to outline the key findings from Auckland Community Diving Hub Facility Plan. 5. Progress discussions with Auckland Council to outline the key findings from Auckland Community Diving Hub Facility Plan 6. Progress discussions with West Wave Aquatics Centre to discuss the implementation of the findings from the Auckland Community Diving Hub Facility Plan. 51

53 APPENDIX. AUCKLAND DIVING COMMUNITY TRUST STRATEGIC PLAN 52

54 STRATEGIC PLAN VISION: Support Diving Waitakere and North Harbour Diving clubs become the Leading Springboard & Platform Diving Centres in Auckland, where people are inspired to participate, compete and strive for excellence. MISSION: Grow, Lead, Succeed, Celebrate, Be Safe UNDERPINNING SKILLS: Governance, Leadership, Clear & Open Communication, Stakeholder Partnerships, Innovative Systems & Financial Management. UNDERPINNING VALUES: Partnership, Passion, Integrity, Respect, Excellence, Innovation, Co- operation & Team work. OBJECTIVE: To grow our sport on all levels GROW MEMBERS GROW MEMBERSHIP NUMBERS PERSONALLY Encourage fitness, water safety awareness and activity for Aucklanders, particularly children. Expose children to safe practice in deep water and pools, through schools and club programmes. Run accessible and vibrant competitions. Raise awareness and interest in the wider community. Engaging communication across all channels with stakeholders, including Auckland Council, schools and Community Trusts. Identify future talent and foster engagement in diving. Lifelong involvement opportunities in fitness and water based activity. Offer Coach development pathways. Bridge development from Learn To Dive to Competitive level. Support sustainable, successful representative programmes nationally and internationally. Provide national and international competitive opportunities. Build water safety awareness amongst divers, including lifeguard competence. GROW MANAGEMENT GROW FACILITIES ENSURE ADCT & CLUB SUSTAINABILITY Become a benchmark of excellence for growth, hosting and promotion of diving in NZ. Development of club resources and investment in equipment and staff training. Recruit coaches with track record of coaching and administrative capability. Expand the number of coaches and provide employment. Provision of shared services through collaborative relationships. Open communication between ADCT and stakeholders. Facilities accessible to all Aucklanders. Increase access to vertical pooltime and dryland training for all divers. Develop council and funder relationships for improved facilities. Assist in effective utilisation of shared facilities. Sound governance structures. Sound risk and asset management (balance sheet / operational / commercial). Grow and develop multiple sustainable revenue streams. Maintain costs to within budgeted levels. Build strong relationships with stakeholders (Waitakere Diving, North Harbour Diving, Auckland Council, Aktive, Sport NZ, Diving NZ, NZ Olympic Body, provincial Diving Clubs). Create Trustee succession planning within parent body by identifying and enlisting parents with governance and commercial skills. Implement club focused elements of Diving NZ s Strategic Goals.

55 APPENDIX. GYMSPORTS NEW ZEALAND PARTNERSHIP LETTER 53

56 29 June 2017 Visitor Solutions Level 2, 8 Teed Street, Newmarket Auckland 1023 Dear Craig, Re: Partnerships GymSports New Zealand is the National Sports Organisation (NSO) recognised by Sport New Zealand, encompassing Gym for All (recreational), Men s and Women s Artistic Gymnastics, Rhythmic Gymnastics, Trampoline and Aerobics. These codes are comprised of 227,000 members and participants across 108 affiliated clubs. A strategic priority of GymSports NZ is to investigate entering into, and advocating for, partnerships whereby strong synergies exist. One particular sport, whilst conducted in different settings, is diving. The nature of the sport and its training facilities lend extremely well to gymsports utilisation. This is evident in the South Island where cohabitation exists, or in some cases, are being scoped in more detail. The facilities of both sports are complementary and accessed in accordance with current provision. Diving boards have been installed in gymsports facilities to incorporate diving needs, as well as providing access to the wider services available. While purpose-built dry-dive areas can be configured and used to address specific gymsports needs. These initiatives support the hub and spoke model outlined in the National Gymsports Facility Strategy, which is critical for increasing reach and servicing communities creating a network approach. In particular, this is to help reduce the demand on facilities, and reduce or negate the need for capital developments by best utilising existing infrastructure. Given the success already illustrated in other parts of the country, these models and partnerships can be replicated across Auckland to address current facility issues. Please let me know should you require any further information. Yours sincerely, Andy Adams Operations Manager

57 REPORT B. REGIONAL HUB, SUB REGIONAL HUBS AND COMMUNITY ESTIMATE OF COSTS FOR FACILITY IMPROVEMENTS 54

58 ONE. ESTIMATE OF COSTS FOR FACILITY IMPROVEMENTS The proposed facility hierarchy for diving (as outlined in section 9) will require the following improvements to the existing network at a regional, sub regional and community level. REGIONAL HUB FACILITY GAPS AND CONSIDERATIONS To provide a world class regional diving hub facility West Wave Aquatic Facility would require the following proposed improvements. 1. Dryland Improvements Extent the depth of the existing dry foam pit by 1m, This will allow for additional dive boards to be installed, Small extension to rigging system over dry foam pit, Additional equipment and apparatus required. 2. Rigging/harness system over main dive pool Harness system installed over 1m and 3m diving boards only, Enable the coach to spot all dives, both tumbling and twisting, Rig sessions provide the very beginner the confidence to learn the next move in safety. 3. Additional diving boards Additional 1m board within main dive pool, Provide the ability to coach additional beginner divers at the same time thus more actual diving time. Potential to look at 1/2 and 2 metre hydraulic boards. 4. Increase access to existing dive pools Currently the main dive pool is utilised for other sports such as water polo, synchronise swimming and as a warm up pool for swim meets. This limits the ability for diving to develop new programmes and cater for the growth of their sport. It has been identified that there is only limited potential to accommodate diving growth within the existing facility network at peak times under the current programming structure. However, there is potential to re programme/ new layout of main swimming pool to allow for increase of use of both the main swimming pool and main dive pool. REGIONAL HUB FACILITY The proposed improvements to the West Wave Aquatic Facility that are required to deliver a world class regional diving hub facility have been identified as including: Dryland Improvements Rigging/harness system over main dive pool Additional diving boards 55

59 PROPOSED DRYLAND LAYOUT - WEST WAVE AQUATIC CENTRE A preliminary design and estimate of costs have been undertaken to provide a capital cost figure for each of the facility components. Determining these requirements and costs involved site inspections and a review of facility as built plans by an engineer, project manager and quantity surveyor. Auckland Diving has provided a proposed optimum layout for the existing dryland space at West Wave Aquatic Centre. Entrance moved back Corridor Storage Shelves TV (T1) Air sprung floor (C4) 2 x Dry Board 1 with Rig Tramp Matted edge to pit Platform (T4) Foam Pit Camera (C1) Landing Mat Landing Mat Tramp with Rig (C3) Matted Area 2 x Dry Board into Pit Small Weights Area Wall mounted Apparatus (T2) (C2) (T5) (T3) (C5) REGIONAL HUB FACILITY ESTIMATE OF COSTS SUMMARY OF COSTS ESTIMATES The summary of the proposed estimate of costs to bring the West Aquatic Centre up to a high-quality diving hub facility are outlined below. Key Facility Component Estimate of Costs Diving Harness over main dive pool $18,000* - $54,000 Additional 1 metre dive board in main dive pool $20,000 Dry Dive Pit Alterations $140,000 Additional Equipment and Apparatus for Dry Dive Pit $95,000 Total Order of Costs Say $273,000 - $309,000 * The final cost of the diving harness will be dependant on which location option is preferred. 56

60 BREAKDOWN OF COSTS ESTIMATES 1. Driving Harness over Main Dive Pool at West Wave Alterations at West Wave Pool and Leisure Centre for Auckland Diving Dive Harness Location 1: over 1m & 3m spring boards CHS 316SS pipe 7x19 (4.0mm) Anzor wire 316 ultra wire & turnbuckles Detail 1-SD1 10mm plate connection - pipe bracket on to existing steel member Detail 2-SD1 10mm plate connection - clamp bracket on CHS for harness connection Detail 3-SD1 plate connection - pipe to wire fixing & harness fixing CHS & wire fixing Delivery Sum Access equipment Sum Riggers 24 hrs Harness, ropes & pulleys Sum Sub total Preliminaries & General 10% Margin 10% Sub total Professional Fees 25% Consent fees Contingency 10% Total Order of Cost Estimate Say $ 700 $ 320 $ 665 $ 555 $ 450 $ 1,260 $ 500 $ 2,000 $ 2,040 $ 700 $ 9,190 $ 919 $ 1,011 $ 11,120 $ 3,000 $ 1,500 $ 2,000 $ 17,620 $ 18,000 The cost for the diving harness could increase to $54,000 depending on the preferred location to mount the harness. Location 2: over twin 3m spring boards- Total Order of Cost Estimate Say $ 21,000 Location 3: over new single 1m spring board - Total Order of Cost Estimate Say $54,000 57

61 2. Alterations to Existing Dry Dive Pit at West Wave Dry Dive Pit Alterations Remove existing timber flooring Break out existing concrete flooring Break out existing concrete pit floor slab Break out existing concrete walls Break out existing concrete foundations Bulk excavation to reduce levels Allowance for double handling through building Cart away excavated material New 1000 x 250 reinforced foundations New 200 blockwork Tanking & protection to blockwork Backfill to block wall Allowance for land drains Sum New concrete slab incl tanking Reinstate concrete flooring & tie to existing Allowance for modifications for springboard clearance Sum Reinstate timber flooring CHS 316SS pipe Detail 1-SD1 10mm plate connection - pipe bracket on to existing steel member Detail 2-SD1 10mm plate connection - clamp bracket on CHS for harness connection Delivery Sum Access equipment Sum Riggers 8 hrs Harness, ropes & pulleys Sum Allowance to remove & reinstate spring boards & equipment Sum Sub total Preliminaries & General 15% Margin 10% Sub total Professional Fees 15% Consent fees Contingency 10% Total Order of Cost Estimate Say $ 1,100 $ 2,400 $ 1,875 $ 2,310 $ 2,100 $ 5,610 $ 9,900 $ 3,300 $ 10,500 $ 11,970 $ 4,410 $ 3,325 $ 5,000 $ 6,250 $ 3,600 $ 1,500 $ 3,740 $ 400 $ 1,330 $ 1,110 $ 200 $ 300 $ 680 $ 700 $ 1,000 $ 4,410 $ 3,325 $ 84,610 $ 12,692 $ 9,730 $ 107,032 $ 17,000 $ 1,500 $ 13,000 $ 138,532 $ 140,000 58

62 3. Additional Equipment and Apparatus for Dry Dive Pit at West Wave Item Cost Quantity Total Dry board and fittings Trampoline Tumble Track Landing mats Platform Floor and edge matting Somersault stage TV, Camera and wiring Rehab equipment Storage Ropes and belts Foam Pit Fit Out Total Order of Costs Say $ 7,500 $ 9,000 $ 6,000 $ 2,500 $ 5,000 $ 8,000 $ 3,000 $ 1,600 $ 1,000 $ 3,000 $ 3,000 $20, $ 15,000 $ 18,000 $ 6,000 $ 5,000 $ 5,000 $ 8,000 $ 3,000 $ 8,000 $ 1,000 $ 3,000 $ 3,000 $20,000 $ 95,000 SUB REGIONAL AND COMMUNITY FACILITIES The proposed improvements to the sub regional and community pools would provide the ability to increase introductory diving programmes across a greater area of Auckland than currently. It will provide the ability to coach additional beginner divers at the same time (at the same venue) thus enabling more actual diving time for the participants. We know from examples in other codes that achieving this has the potential to significantly increase participation. Particularly if the facility improvements are matched with coaching resources. A preliminary estimate of costs has been undertaken to provide a capital cost for the key facility components (1 metre diving boards) across the existing facility network. SUB REGIONAL AND COMMUNITY FACILITY IMPROVEMENTS - ESTIMATE OF COSTS Installation of 1 metre diving boards Facility Name Quantity of 1 metre dive board Newmarket Pool 1 Pt Erin Pool 2 Panmure Pool 2 Glenfield Pool and 1 Recreation Centre Total Order of Costs Say Estimate of Costs $20,000 $40,000 $40,000 $20,000 $120,000 59

63 TWO. FUNDING OPPORTUNITIES CAPITAL FUNDING OVERVIEW The funding landscape for sporting organisations in the Auckland Region is currently constrained. All of the key funders such as Auckland Council, Foundation North (formally ASB Community Trust), and the Lottery Grants Board are oversubscribed and only have a limited pool of funds available to draw from. The traditional major funders for capital development grants to sporting organisations are now focused on projects that align strategically to national and/or regional sporting plans, as well as requiring an enhanced robustness around the actual need for the project. The historical ad-hoc development of facilities is now becoming rare and sporting organisations increasingly need to demonstrate the value of their project in a broader context. The key funders of sporting organisations capital projects in the past have been diverse. The information below describes the key funders and potential funding avenues that Auckland Diving should consider. LOCAL BOARDS Local Board has been delegated the responsibility for local recreation facilities and parks and has an important role to play in future planning and decision making. Projects prioritised within the Local Plan will be considered by Auckland Council for inclusion in the LTP. Local Boards are likely to have some discretionary funding to support local projects, although the level of funding available is limited. FOUNDATION NORTH (FORMALLY ASB COMMUNITY TRUST) Historically Foundation North provides one of the major capital funding streams that can support significant sport and recreation projects within local Auckland communities. COMMUNITY BUILDING PROJECTS Foundation North also has a Community Building Fund which supports capital building projects where there is strong community involvement, or where the project has regional significance. This is a two-stage process with expressions of interest (EOI) to be submitted in March. If the EOI is successful clubs are asked to submit a detailed application by 1st September, with a decision then being made in December. In the evaluation of potential projects Foundation North considers the strategic fit of potential projects within identified plans and strategies, as well as the level of support from key potential partners, such as Auckland Council for example. LOTTERY GRANTS BOARD The Lottery Grants Board has two funding streams which could potentially be considered appropriate to the proposed development. These include the Community Facilities Fund and the Significant Projects Fund, although applicability to the later fund is far less likely and would very much depend on the final form of the proposed development. In considering Lottery Funding it is important to note that Lottery grants are considered as a funder of last resort, that is to say they will only consider funding when it can be demonstrated that all other potential funding sources have been exhausted or secured. 60

64 The Lottery Community Facilities Fund meets nationally twice a year; in November and June with the closing dates for applications set three months before each meeting. A review of recent grant allocations highlights that a wide range of projects are supported and that few grants of over $500,000 are made. NEW ZEALAND COMMUNITY TRUST (NZCT) The primary focus of the NZCT is to fund sport, with approximately 80% of the funding going towards amateur sport. However, other areas such as rescue and life savings services, education, health, arts and culture are also funded. NZCT s main criteria for approval of sporting grants are: Is the item funded necessary to play the sport? Will the funding help achieve greater participation in, and the development of, the sport? The main emphasis of the NZCT is based around operational costs, with funding going towards components such as salaries, uniforms and the like. However, this Trust does in some instances contribute towards sport and recreation facility developments that play a significant role within a defined area. Indications are that NZCT may be considering higher levels of capital support in the future. LION FOUNDATION The Lion Foundation is one of New Zealand s oldest Charitable Trusts and has merged with the Perry Foundation. The key areas in which funds are allocated are health, education, sports, arts, community and culture. The Board of Trustees having reviewed their funding policies in June 2011 decided that the funding splits would be as follows: Community 30%, Health 15%, Sport 40% and Education 15%. It is also worth noting that the Lion Foundation will consider the merits of a multi-year funding arrangement on an exceptional basis, principally for projects requiring major levels of financial support. The Lion Foundation does fund capital projects and for larger applications (i.e. amounts of $50,000 or more) the Board of Trustees will review these once a month. WAITAKERE LICENSING TRUST There are two Licensing Trusts in West Auckland the Portage Licensing Trust and the Waitakere Licensing Trust both of which were established in the 1970s. In both cases, the people in the two licensing areas voted to control the sale of liquor via a Licensing Trust model. The ongoing retention of that model is subject to the two Trusts retaining ongoing community support. Both the Licensing Trusts have a history of Giving Back to its community, where Giving back means returning surplus profits back into the community in the form of grants, donations and sponsorships. Examples of this are the Trusts Arena and the Muriwai Surf Club where the Licensing Trusts have contributed towards the capital costs of these developments. 61

65 THREE. REGIONAL HUB FACILITY - CASE STUDIES PLYMOUTH COLLEGE ABOUT Diving programme for years old. Located at the Plymouth Life Centre. Membership has doubled in the last four years. PROGRAMME Includes coach for national and international divers. Includes academic boarding. Previously high performance centre. FACILITIES Moveable floor so can be used as a standard pool. Three swimming pools. Flumes. Diving boards. Dry dive facility. LONDON AQUATICS CENTRE ABOUT Located at Queen Elizabeth Olympic Park. Home of 2012 London Olympics diving. Partnership with British Diving and Dive London Aquatics Club. PROGRAMME Offers Tom Daley Diving Academy. British High Performance Centre. FACILITIES Three diving boards: 1metre, 3 metres and 5 metres, 10m Four training pools Competition pool 25 metre diving pool Dry diving area: trampoline with harness, two spring boards and large foam pit 62

66 HOBART AQUATIC CENTRE ABOUT Doone Kennedy Hobart Aquatic Centre Home facility for Diving Tasmania PROGRAMME Hosted the Australian Swimming Championships, Tasmanian Swimming Championships and Australian Diving Championships. FACILITIES Indoor dive pool, 25 metres long, 17 metres wide 0.5 metre, 1 metre and 3 metre springboards 10 metre tower, 7.5 metre and 5metre platforms 63

67 SLEEMAN SPORTS COMPLEX ABOUT Brisbane s elite swimming and diving complex Home for Chandler Diving Club and Brisbane Aquatic Centre PROGRAMME All diving activities are club based. Club diving competitions FACILITIES Dry diving training hall Features 10 metre, 7.5 metre, 5 metre and 0.5 metre platforms and diving boards 64

68 FOUR. CONCLUSION For diving to develop and grow in the Auckland Region facility improvements and aquatic facility programming changes are required. The existing aquatic facility network and its current management (council, managers of council owned facilities and the education sector) is not optimal for diving. It is however acknowledged that aquatic space is under pressure across the region from multiple codes. Central to an optimal regional network of facilities will be a strong regional hub, this role is fulfilled by WestWave. With moderate capital improvements, this facility will deliver an excellent hub. 65

69 FIVE. RECOMMENDATIONS It is recommended that Auckland Diving: 1. Undertake discussions with Henderson Massey Local Board, Kaipātiki Local Board (and other local boards where relevant) to outline the key findings from Auckland Community Diving Hub Facility Plan. 2. Undertake discussions with key Auckland Council staff to outline the key findings from Auckland Community Diving Hub Facility Plan. 3. Progress discussions with West Wave Aquatics Centre to discuss the implementation of the regional hub facility and dryland facility 4. Undertake formal presentations and discussions with the Henderson Massey Local Board regarding the potential funding (potentially from LDI Local Discretionary Initiatives funding) for facility improvements at the West Wave Aquatics Centre. 66

70 APPENDIX. ESTIMATES OF COSTS 67

71 Order of Cost Estimate For Alterations at West Wave Pool and Leisure Centre for Auckland Diving 30 June 2017

72 Alterations at West Wave Pool and Leisure Centre for Auckland Diving Order of Cost Estimate - June 2017 Clarifications & Exclusions Clarifications Estimates are based on the following : Discussions with representatives from Auckland Diving Sketch design provided by ACH Consulting Provisional Allowances have been made where noted for items where scopes have been assumed. Exclusions The following are excluded from these estimates: Escalation costs from 3rd Quarter 2017 GST

73 Order of Cost Estimate - June 2017 Alterations at West Wave Pool and Leisure Centre for Auckland Diving Dive Harness Location 1: over 1m & 3m spring boards CHS 316SS pipe 9 m 100 $ 850 7x19 (4.0mm) Anzor wire 316 ultrawire & turnbuckles 16 m 20 $ 320 Detail 1-SD1 10mm plate connection - pipe bracket on to existing steel member 1 Nr 665 $ 665 Detail 2-SD1 10mm plate connection - clamp bracket on CHS for harness connection 1 Nr 555 $ 555 Detail 3-SD1 plate connection - pipe to wire fixing & harness fixing 1 Nr 450 $ 450 Detail 4-SD1 plate connection clamp bracket to existing CHS & wire fixing 2 Nr 630 $ 1,260 Delivery Sum $ 500 Access equipment Sum $ 2,000 Riggers 24 hrs 85 $ 2,040 Harness, ropes & pulleys Sum $ 700 Sub total $ 9,340 Preliminaries & General 10% $ 934 Margin 10% $ 1,027 Sub total $ 11,301 Professional Fees 25% $ 3,000 Consent fees $ 1,500 Contingency 10% $ 2,000 $ 17,801 Total Order of Cost Estimate Say $ 18,000 M:\P West Wave Dive Pool Est\West Wave Dive Pool Estimate 30617

74 Location 2: over synchro 3m spring boards CHS 316SS pipe 17 m 100 $ 1,700 7x19 (4.0mm) Anzor wire 316 ultrawire 16 m 20 $ 320 Detail 1-SD2 plate connection - pipe to pipe with wire fixing & harness fixing 2 Nr 535 $ 1,070 Detail 1-SD1 10mm plate connection - pipe bracket on existing steel member 2 Nr 665 $ 1,330 Detail 4-SD1 plate connection clamp bracket to existing CHS & wire fixing 2 Nr 630 $ 1,260 Delivery Sum $ 500 Access equipment Sum $ 2,000 Riggers 24 hrs 85 $ 2,040 Harness, ropes & pulleys Sum $ 700 Sub total $ 10,920 Preliminaries & General 10% $ 1,092 Margin 10% $ 1,201 Sub total $ 13,213 Professional Fees 25% $ 4,000 Consent fees $ 1,500 Contingency 10% $ 2,000 $ 20,713 Total Order of Cost Estimate Say $ 21,000 Location 3: over new single 1m spring board CHS 316SS pipe 17 m 100 $ 1,700 7x19 (4.0mm) Anzor wire 316 ultrawire 16 m 20 $ 320 Detail 1-SD2 plate connection - pipe to pipe with wire fixing & harness fixing 2 Nr 535 $ 1,070 Detail 1-SD1 10mm plate connection - pipe bracket on existing steel member 2 Nr 665 $ 1,330 Detail 4-SD1 plate connection clamp bracket to existing CHS & wire fixing 2 Nr 630 $ 1,260 Delivery Sum $ 500 Access equipment Sum $ 2,000 Riggers 24 hrs 85 $ 2,040 Harness, ropes & pulleys Sum $ 700 New 1m Spring Board Sum $ 20,000 Sub total $ 30,920 Preliminaries & General 10% $ 3,092 Margin 10% $ 3,401 Sub total $ 37,413 Professional Fees 25% $ 10,000 Consent fees $ 1,500 Contingency 10% $ 5,000 $ 53,913 Total Order of Cost Estimate Say $ 54,000 M:\P West Wave Dive Pool Est\West Wave Dive Pool Estimate 30617

75 Dry Dive Pit Alterations Remove existing timber flooring 22 m2 50 $ 1,100 Break out existing concrete flooring 20 m2 120 $ 2,400 Break out existing concrete pit floor slab 25 m2 75 $ 1,875 Break out existing concrete walls 21 m2 110 $ 2,310 Break out existing concrete foundations 21 m 100 $ 2,100 Bulk excavation to reduce levels 66 m3 85 $ 5,610 Allowance for double handling through building 66 m3 150 $ 9,900 Cart away excavated material 66 m3 50 $ 3,300 New 1000 x 250 reinforced foundations 6 m3 1,750 $ 10,500 New 200 blockwork 42 m2 285 $ 11,970 Tanking & protection to blockwork 42 m2 105 $ 4,410 Backfill to block wall 35 m3 95 $ 3,325 Allowance for land drains Sum $ 5,000 New concrete slab incl tanking 25 m2 250 $ 6,250 Reinstate concrete flooring & tie to existing 20 m2 180 $ 3,600 Allowance for modifications for springboard clearance Sum $ 1,500 Reinstate timber flooring 22 m2 170 $ 3, CHS 316SS pipe 4 m 100 $ 400 Detail 1-SD1 10mm plate connection - pipe bracket on to existing steel member 2 Nr 665 $ 1,330 Detail 2-SD1 10mm plate connection - clamp bracket on CHS for harness connection 2 Nr 555 $ 1,110 Delivery Sum $ 200 Access equipment Sum $ 300 Riggers 8 hrs 85 $ 680 Harness, ropes & pulleys Sum $ 700 Allowance to remove & reinstate spring boards & equipment Sum $ 1,000 Sub total $ 84,610 Preliminaries & General 15% $ 12,692 Margin 10% $ 9,730 Sub total $ 107,032 Professional Fees 15% $ 17,000 Consent fees $ 1,500 Contingency 10% $ 13,000 $ 138,532 Total Order of Cost Estimate Say $ 140,000 M:\P West Wave Dive Pool Est\West Wave Dive Pool Estimate 30617

76 APPENDIX. FINA DIMENSIONS FOR DIVING FACILITIES 68