Read Getting Set for an Active Nation - Sport New Zealand

GETTING SET 

For an Active Nation 

REPORT OF THE SPORT, FITNESS & LEISURE 

MINISTERIAL TASKFORCE 

2001 

Presented to The Honourable Trevor Mallard 

Minister for Sport, Fitness & Leisure

CONTENTS 

LETTER OF TRANSMITTAL ..................................................................................4 

MEMBERSHIP OF THE MINISTERIAL TASKFORCE .............................................5 

TERMS OF REFERENCE .......................................................................................6 

EXECUTIVE SUMMARY........................................................................................9 

PART 1 BACKGROUND TO THE MINISTERIAL TASKFORCE ......................................15 

PART 2 THE HISTORICAL SHAPING OF RECREATION AND SPORT ...........................17 

PART 3 OVERVIEW OF CURRENT ORGANISATIONS AND STRUCTURES ....................24 

3.1 Introduction .................................................................................24 

3.2 Central Government Agencies for Recreation and Sport.....................24 

3.3 Other Government Agencies Involved in Recreation and Sport ...........27 

3.4 Non-Government Agencies.............................................................29 

3.5 Funding of the Recreation and Sport Sector .....................................33 

3.6 Summary .....................................................................................35 

PART 4 THE CASE FOR FUTURE INVESTMENT .......................................................36 

4.1 Introduction .................................................................................36 

4.2 Recreation and Sport and the Public Good .......................................36 

4.3 The Economic Benefit of Recreation and Sport .................................45 

4.4 The Cost of Doing Nothing .............................................................48 

PART 5 

ISSUES AND FINDINGS: THE NEED FOR CHANGE.......................................50 

5.1 Introduction .................................................................................50 

5.2 Vision and Delivery........................................................................50 

5.3 National Recreation and Sport Organisations....................................51 

5.4 Coaching......................................................................................52 

5.5 Regional and Local Delivery............................................................52 

5.6 Education.....................................................................................54 

5.7 Grassroots Participation .................................................................55 

5.8 Volunteers....................................................................................56 

5.9 Central Government ......................................................................57 

5.10Local Government .........................................................................57 

5.11 The Outdoor Environment..............................................................58 

5.12 Elite Sport ....................................................................................58 

5.13 Funding .......................................................................................59 

Ministerial Taskforce on Sport, Fitness & Leisure January 2001 page 2 of 153

5.14 Research and Resources ................................................................60 

5.15 Media ..........................................................................................61 

5.16 The Need for Change ....................................................................62 

PART 6 THE FUTURE ENVIRONMENT AND STRATEGIES .........................................63 

6.1 Introduction .................................................................................63 

6.2 The Vision for New Zealand Recreation and Sport.............................63 

6.3 Realising the Vision .......................................................................65 

6.4 The National Strategies and Structures............................................66 

6.5 Strategic Priorities.........................................................................67 

6.6 The New Organisation: Active New Zealand .....................................67 

6.7 Active New Zealand: Key Areas of Strategic Focus ............................70 

6.8 Changes to Existing Structures .......................................................85 

6.9 Active New Zealand Partners..........................................................86 

6.10National Recreation and Sport Organisations....................................89 

6.11 New Zealand Sports Drug Agency ...................................................94 

6.12 New Zealand Olympic Committee....................................................95 

6.13 Summary .....................................................................................96 

PART 7 

IMPLEMENTING AND RESOURCING...........................................................97 

7.1 Introduction .................................................................................97 

7.2 Government Departments: Interagency Development and 

Recommendations.........................................................................97 

7.3 The Government Role....................................................................109 

7.4 Financing an Active Nation .............................................................109 

7.5 Key Milestones..............................................................................117 

7.6 Summary .....................................................................................117 

APPENDICES 

I Key Terms .................................................................................................118 

II Submissions to the Taskforce .......................................................................120 

III Taskforce Members: Biographical Notes ........................................................145 

BIBLIOGRAPHY .................................................................................................147 


The Honourable Trevor Mallard 

Minister for Sport, Fitness & Leisure 

January 2001 

We have much pleasure and satisfaction in presenting to you the Report of the Ministerial 

Taskforce on Sport, Fitness and Leisure. The Taskforce has critically considered the wide 

range of public submissions, examined current structures and perspectives in sport, fitness 

and leisure, and responded to the need for change. 

We present our recommendations through this report. The enclosed recommendations are 

not a quick fix solution to address acute problems. Implicit in a sense of responsibility to 

future generations is the vision and commitment from the Government and all major 

education, health and recreation and sport organisations. 

With substantial extra funding of recreation and sport this sector will play a critical role in a 

prosperous New Zealand – in health, physical wellbeing, social cohesion, self-esteem and 

national pride. 

We appreciate the responsibility we have held, individually and collectively, in fulfilling the 

Taskforce objectives. We fully endorse the proposed strategies, structures and processes 

outlined in this report to more fully develop sport, fitness and leisure in New Zealand – with 

the consequent development of a more active and healthier nation. 

John Graham (Chairman) 

David Collins 

Dame Susan Devoy 

Janet MacKay 

Farah Palmer 

Mark Simmonds 

Glenn Turner 


Membership of the Ministerial Taskforce 

Chairman 

John Graham CBE 

Members 

David Collins LLD, QC 

Susan Devoy ONZM, CBE 

Janet MacKay 

Farah Palmer PhD 

Mark Simmonds FRACP 

Glenn Turner 

Associates 

Alastair Snell 

Project Manager 

Professor Robin McConnell DPhil 

Report Writer 

Shane Gibson & Nathan Price 

Researchers 

Acknowledgements 

The Taskforce gratefully acknowledges the assistance of Emma Cleary for the administration 

support of the Taskforce, Jennifer Wrigley for the typing of the report, the staff of the 

Insolvency and Trustee Service (Ministry of Economic Development, Auckland) for the 

provision of office space and supplies, Trudi Kalogeropoulos (Air New Zealand) for travel 

bookings, CDL Hospitality Management Services for accommodation assistance and UNITEC 

Administration and School of Sport. Consultancy advice and support was provided by Brown, 

Copeland & Co, LeisureWorks, NZIER, and Sheffield. Peer review of the report was provided 

by Andrew Grant of McKinsey & Company and Lesley Ferkins of UNITEC School of Sport. 

The provision of meeting space and catering by the Hillary Commission and Womens Golf New 

Zealand has been appreciated. 


Terms of Reference 

Introduction 

1 A Ministerial Taskforce has been established to define the vision for sport, fitness and 

leisure in New Zealand for the next 25 years, identify the necessary strategies to 

encourage and sustain the interest, participation and achievement of New Zealanders in 

sport, fitness and leisure and to complete a review of long-term structural arrangements 

for the sport, fitness and leisure sector. 

2 The work of the Taskforce shall be broad-based and recognise sport, fitness and leisure 

in its widest possible context and shall not be limited to structure and economics. The 

review shall be future focused, explore options for change, collaboration with key 

government portfolios and seek to bring sport, fitness and leisure into a clear 

government policy framework. The Taskforce shall take cognisance of the 

Government’s principles of access, equity and participation. 

Terms of Reference 

3 The review team has been asked to: 

• clearly define the vision for the sport, fitness and leisure sector that meet the 

needs of New Zealanders for the next 25 years 

• identify the necessary strategies to encourage and sustain the interest and 

participation of New Zealanders in sport, fitness and leisure and in particular for 

Maori and Pacific Island communities 

• examine the adequacy of the current sport, fitness and leisure delivery system 

• examine the rationale for and adequacy of the Government’s current involvement 

in the sport, fitness and leisure sector 

• identify the issues and constraints impacting on the sport, fitness and leisure 

sector 

• clearly define the necessary government commitment, desired outcomes, roles 

and responsibilities in relation to sport, fitness and leisure 

• provide advice on the most effective and efficient policy delivery structures for all 

levels of sport, fitness and leisure sector 

• identify the current and forward funding streams together with any structural 

changes to the delivery systems in the sport, fitness and leisure sector. 

• identify linkages with other areas of government and propose workable 

mechanisms and commitments for multi-sectoral collaboration through 

engagement of these sectors and the sport, fitness and leisure sector 


• identify linkages and strategies for government and the private sector to improve 

the investment arrangements in the sport, fitness and leisure sector 

4 In making its assessment and developing recommendations the Taskforce will also be 

asked to investigate and include particular comment on: 

• progress towards the findings and recommendations of “Sport on the Move”, 

“Recreation and Government in New Zealand” and “The Winning Way” reports 

• the nature and scope of the sport, fitness and leisure sector 

• the role of informal leisure activities in current society and the extent to which 

these should be supported 

• the role and inter-relationships between club and school sport and physical activity 

programmes, national organisations, regional sports trusts, the Hillary 

Commission, the NZ Olympic Committee and the NZ Sports Foundation and other 

funding agencies 

• the role of central, regional and local government in the provision of support 

services and facilities and the impact of user pays on participation in sport, fitness 

and leisure activities 

• the role of outdoor recreation and the national park system as a recreational 

facility for all New Zealanders and the role of adventure in developing self esteem 

for young people 

• issues surrounding the sovereignty of organised sport and recreation organisations 

in New Zealand 

• the impact of the globalisation of sport and the increased commercialism of sport 

through television and mega events 

• promotion of trade and tourism through sport, fitness and leisure 

• issues affecting levels of sponsorship for both individual athletes and for sporting 

codes 

• the contribution of the sport, fitness and leisure sector to the economy, to society 

and to the health of the nation 

• the contribution made by volunteers and the importance of recognising volunteer 

effort 

• opportunities for advancing physical activity in the Maori and Pacific Island 

communities for New Zealand including: 

• a strategy to support and encourage Maori participation in sport from 

amateur through to professional levels 


• sponsorship and/or financial support for emerging Maori sporting talent 

• sport as a profession for Maori and clearly identified career pathways to 

achieve this 

• employment opportunities for Maori in sport including support roles 

• role modelling by top Maori sporting personalities 

• the most appropriate and workable mechanisms for multi-sectoral collaboration 

involving the education, social services, justice and health portfolios in bringing 

about sustained participation of New Zealanders in sport, fitness and leisure 

• sources of funding for sport, fitness and leisure 

• the basis of a robust and wide ranging government policy on sport, fitness and 

leisure in New Zealand 

• the most appropriate and workable mechanisms for multi-sectoral collaboration 

involving central and local government, the voluntary and commercial sector in 

bringing about the best outcomes for sport, fitness and leisure 

5 In achieving its task, the Taskforce is charged with implementing a comprehensive 

consultation programme, which will include the following: 

(a) 

(b) 

(c) 

(d) 

(e) 

(f) 

(g) 

(h) 

identification of key sector groups 

discussions with key sector groups 

discussions with key government agencies 

obtaining expert advice to assist in examining key issues 

inviting submissions and holding public consultation sessions 

researching, via the internet, similar nations’ sport, fitness and leisure systems 

preparing a final report for the Minister for Sport, Fitness and Leisure, 

recommending appropriate action, by 15 December 2000. This report should 

comprise: 

• a clearly defined vision for sport, fitness and leisure in New Zealand 

• a coherent philosophy and framework for government and non-government 

involvement in the promotion of and support for sport, fitness and leisure 

initiatives in New Zealand 

• a clearly defined structural framework to support government and nongovernment 

commitments and objectives in the sport, fitness and leisure 

portfolio 

• implementation strategies which include resource requirements and key 

milestones to achieve the vision 

Cabinet will subsequently consider any such report in February 2001 for policy 

adoption and appropriate resource allocations 


EXECUTIVE SUMMARY 

Sport, fitness and leisure are inextricably linked with New Zealand life, our daily routines and 

overseas perceptions of our nation. Getting Set provides a crossroads for New Zealand 

recreation and sport. It offers us a pathway to becoming a more active and healthier nation. 

Physical activity is the key to making New Zealand a healthier nation, leading to both social 

and economic benefits. The Taskforce constantly asked the question, “How much does it 

matter to New Zealanders to save lives and reduce expenditure by supporting physical 

activity, recreation and sport?” 

The Taskforce has used the term “recreation and sport” throughout this report to refer to the 

three parts of the sector: sport, fitness and leisure. The term recreation is used to mean 

physical recreation. 

Recreation and sport lie at the heart of New Zealand’s identity. The interest of New 

Zealanders in sport is high, with some 94% saying they are interested and/or involved in 

sport (CM Research, 2000). Approximately one in ten New Zealanders are involved in sport 

administration, one in three participate in sport, and more than half of all Kiwis follow media 

sports coverage. More than 60% believe that New Zealand’s international sporting success is 

important, with only 17% of the population finding this to be unimportant (CM Research, 

2000). 

Despite its centrality in New Zealanders’ lives, the proven positive impact of physical activity 

upon health and economics and the critical role that recreation and sport play in every New 

Zealand day, the sector has been virtually ignored by successive governments. The public 

good of recreation and sport must be recognised and used as the basis for a new national 

commitment to leadership, strategy, structures and funding that reflects the vital role of 

recreation and sport in New Zealand. 

The benefits of sport and fitness are discussed more frequently than the benefits of physical 

recreation. New Zealand's outdoor environment is conducive to physical activity, developing 

physical and emotional wellbeing and personal challenge. Recreation and sport fosters 

intangible benefits, particularly social cohesion at the family and community level. While less 

tangible than health and economic gains, these social benefits are no less valid. An example 

is the sense of national identity New Zealanders get through recreation and sport. This can be 

seen in the feel-good factor that follows international sporting success. 

The evidence for increasing involvement in physical recreation and sport is compelling. 

Positive physical activity means people will be in better health and reduce health care costs. 

In turn, better health leads to a more positive society with people more active and able to 

contribute. Reductions in health expenditure free up funding for other government priorities 

or reduce overall government spending. As this occurs, the health sector can move to a more 

proactive stance on community health. 

Though recreation and sport have been central to New Zealand society for decades the 

recreation and sport sector has moved from a volunteer based weekend activity to a 

commercialised component of the economy. In 1999 the real gross output of this sector was 

$1.973 billion. The non-commercial expenditure on this sector was $569.261 million 


(Business and Economic Research Limited, 2000). This came from central government, 

lotteries and gaming, as well as local government sources. It is calculated that each day, $4.8 

million is contributed to the New Zealand economy by recreation and sport (Hillary 

Commission, 1998). 

The Taskforce's Findings 

The Taskforce has concluded there are major issues that need to be addressed. They may be 

summarised as: 

• There is no common vision for New Zealand recreation and sport. 

• The current recreation and sport structures are fragmented and lack integration, 

coordination and leadership. 

• There is a clear need to change the organisation of recreation and sport and its delivery at 

national and regional levels. 

• Coaching is in urgent need of support and development. 

• Regional delivery needs support, extension, greater local community integration, stronger 

linkages with the central body and clear support for volunteer development. 

• The education sector's approach to physical activity, recreation and sport is grossly 

inadequate. 

• Participation levels are too low and many New Zealanders are unable to fully participate in 

recreation and/or sport. 

• Government provides insufficient direction and resources. 

• Local government needs to play a more cooperative role with regional recreation and 

sport agencies. 

• There is a lack of coordination, dissemination and use of research in recreation and sport. 

New Zealanders have expressed a unified voice for recreation and sport to move forward with 

a clear and cohesive vision. This vision must have the commitment of major sector 

organisations and the Government. New Zealanders have also expressed a desire to 

implement initiatives that enhance and sustain an active nation. 

Physical activity is integral to recreation and sport and its benefits are noted across the world. 

New Zealanders must engage in greater levels of physical activity. After listening to a wide 

range of New Zealanders, the Taskforce's view is emphatic. Drastic action is imperative. 

The Vision 

The vision shaped by the Taskforce for recreation and sport sets a direction for the next 25 

years. 

Vision for an active New Zealand 

That all New Zealanders will have recognised and valued their fundamental right 

to an active lifestyle. The expression of being a New Zealander will include the 

positive experience of organised, or spontaneous, physical activity. This will lead 

to a healthier and more active nation, with social benefits for all, where 

individuals can realise their full potential. 


Implicit in the realisation of this vision for recreation and sport are: 

• access for all 

• an education system that places value and emphasis on positive health, physical 

activity and physical education 

• a health system that places value and emphasis on wellness rather than illness 

• support by local and central government 

• the development and maintenance of appropriate resources 

• individual choice 

• a belief in the holistic development of active New Zealanders 

The realisation of the vision requires ongoing resourcing coupled with strong leadership, cooperation 

and patience by the many stakeholders in recreation and sport. Many of the 

proposals put forward are long-term strategies that will not produce tangible results for some 

time. 

Leadership and support by government with respect to recreation and sport should be based 

upon a commitment to the nation’s health and the vision of an active New Zealand. In taking 

the country forward the Government’s actions will generate physical activity and a healthier 

nation, be influential in shifting public attitudes, reduce future expenditure, maximise the 

benefits arising from public good investment, and support equity of access. 

As all political parties support the advancement of good health and a physically active 

community, this report is designed as the long-term basis for action by governments 

regardless of their political persuasion. 

Key Taskforce Recommendations 

The Taskforce has noted a series of key initiatives that must be implemented to realise its 

vision for an active New Zealand. Underpinning the future environment and strategies is a 

high level of effective coordination between a new Crown Entity, Active New Zealand, and 

other government agencies, particularly education and health. The key thrusts of the 

Taskforce’s recommendations include: 

• Increasing the physical activity of all New Zealanders. 

• Schools providing more effective prescribed time for physical education, recreation and 

sport. This will require restructuring of the school timetable and major resourcing. 

Lifelong involvement in physical activity is best learned in an education environment. 

• National recreation and sport organisations being significantly advanced in their ability 

to provide high quality leadership and services for the next 25 years. 

• Regional organisations, clubs and schools being recognised as the foundation of 

recreation and sport. They must be resourced and integrated into a strategy to ensure 

participation in recreation and sport for the next 25 years. 

• Regional Trusts must be refocused to lead and unify the presently fragmented local 

recreation and sport sectors. 

• Greater rationalisation and commensurate resourcing of elite sport. 

• Developing greater active involvement in recreation and an enhanced awareness of 

the outdoors. 


A New Structure – Active New Zealand 

To implement the vision a new national structure is proposed by the Taskforce that integrates 

key elements of policy, strategy development and delivery. It responds to the need for 

change and coordinates delivery through a structure that maximises interaction and the 

opportunity for close working relationships between sector organisations and government 

agencies. 

This new national organisation, named in this report as Active New Zealand, is characterised 

by a lean structure that provides a cohesive force, clear direction and direct links with all 

major recreation and sport organisations. The challenge for this new organisation is 

considerable but the new structure is essential for effective change. 

Active New Zealand will have six major priorities for New Zealanders: 

1 To provide leadership through the development of a national policy framework. 

2 To develop and maintain an outstanding national recreation and sport infrastructure. 

3 To improve participation in quality recreation and sport activities. 

4 To achieve excellence in sports performance. 

5 To coordinate and resource the regional delivery network. 

6 To develop and disseminate quality services, programmes, products and research. 

Active New Zealand will have three major areas of work: 

• Recreation 

• Sport 

• Policy and Services 

Each major area of work reflects the strategic priorities for Active New Zealand and must have 

a seamless interaction with all other areas of work within Active New Zealand. All areas of 

Active New Zealand will ensure their operations provide for full inclusion in recreation and 

sport initiatives by all sectors of New Zealand. 

The recommendations in relation to the existing structures can be summarised as: 

• The renaming of the Minister for Sport, Fitness and Leisure as the Minister for 

Recreation and Sport. 

• The establishment of a new Crown Entity, Active New Zealand, responsible for the 

leadership and support of recreation and sport. 

• The establishment and use of an Electoral College to appoint the Board Members for 

Active New Zealand 

• The replacement of the Hillary Commission by the new Crown Entity, Active New 

Zealand 

• The integration of the functions of the New Zealand Sports Foundation into the new 

Crown Entity, Active New Zealand. 

• A partnership between Active New Zealand and the New Zealand Olympic Committee 

that implements a sector-wide strategy which maximises corporate interest and 

investment in sport. 


• The transfer of the sport, fitness and leisure policy function of the Office of Tourism 

and Sport to the Policy and Services Unit of the new Crown Entity, Active New 

Zealand. 

The body of the report details all recommendations by the Taskforce. 

It is no exaggeration to state that every New Zealander will be affected by the Government’s 

response to this report. Whether increasing participation in physical activity, having a 

healthier nation, benefiting from a significantly improved recreation and sport delivery system 

or excellence in achievement, we are each linked to this report – in town or country, marae or 

school, home or workplace, indoors or outdoors. Conversely, the cost will be felt by each of 

us if nothing substantial is done. 

To ensure the momentum gained during the Taskforce’s work is not lost it is essential that 

key decisions are made without delay. The following timeline is suggested: 

January 2001 • Taskforce report released 

February 2001 • Cabinet consideration 

March 2001 • Government response released 

• Electoral College established 

April 2001 • Transition Board appointed 

• Search for Chief Executive begins 

• Legislation drafted and introduced 

June 2001 • Timing of first initiatives announced 

July 2001 • Transition Board takes over operations 

of the Hillary Commission 

• Chief Executive appointed 

December 2001 

• Legislation enacted and Active New 

Zealand commences 

February 2002 • Commence first education initiative 

July 2002 

December 2002 

• Commence phasing in of Regional 

Trusts and national organisations’ 

initiatives 

• Regional Trusts refocused and fully 

operational 

The Hillary Commission and New Zealand Sports Foundation funding programmes for the 

2001/02 financial year should continue as planned with the changes outlined in this report not 

being fully implemented until Active New Zealand is operational. 


Government needs to be unequivocal. It must state that good health is paramount and that 

physical activity is critical to good health. The challenge for all New Zealanders is to be more 

physically active and for government to invest in strategies to support this. The necessary 

positive responses from government will bring a healthier nation, higher achievement, 

substantial long-term savings and a more productive country. 


Part 1 

BACKGROUND TO THE MINISTERIAL TASKFORCE 

Sport, fitness and leisure are inextricably linked with New Zealand life, overseas perceptions 

of New Zealand and the daily routines and activities that characterise our nation. Getting Set 

marks a watershed for New Zealand recreation and sport and, particularly, for a more active 

and healthier nation. The Sports Development Inquiry report in 1985 recorded that “there is 

evidence of disquiet within the sports world about its future direction. Many of the identifiable 

problems appear to have their origins within the education system, as do many of the 

solutions” (Sports Development Inquiry, 1985, p.11). The disquiet and identifiable problems 

referred to in that report have not been resolved in the intervening fifteen years. It is 

imperative that the needs of recreation and sport set out in this report are addressed as a 

matter of urgency. 

Getting Set is the response of a Ministerial Taskforce established by The Hon. Trevor Mallard 

to inform the Government on sport, fitness and leisure. The Minister for Sport, Fitness and 

Leisure stated on 28 June 2000 that the time was opportune for the development of a “clear 

and widely understood policy, framework and vision for the sport, fitness and leisure sector”. 

The Taskforce drew up an operational plan that resulted in public notices advising the public 

of the Taskforce and inviting submissions from interested organisations and individuals. In 

order to provide a practical focus for the Taskforce the following questions were set out 

requesting written submissions from the public: 

• What are the direct benefits to New Zealanders of active participation in sport, fitness and 

leisure? 

• What are the real issues currently affecting participation and achievement in sport, fitness 

and leisure? 

• What specific initiatives are required to support any suggested vision for sport, fitness and 

leisure in New Zealand? 

• What role should government and non-government agencies play in supporting any future 

vision for sport, fitness and leisure? 

Additionally, as a result of the public notices and initial meetings with identified individuals 

and organisations, the Taskforce planned an expanded and comprehensive range of 

consultations and meetings. A number of organisations and individuals were also invited to 

key meetings with the Taskforce. These meetings were complemented by research and 

critical reflection and consideration of emerging data, issues and viewpoints. 

The Taskforce received 365 submissions and held over 170 individual meetings and 

workshops. The list of individuals and organisations who made submissions to, or met with, 

the Taskforce is set out in Appendix II. Significant in the programme of discussions were 

major New Zealand sport, fitness and leisure organisations. These included the Hillary 

Commission, New Zealand Recreation Association, New Zealand Sports Foundation, New 

Zealand Olympic Committee, regional sports trusts and national organisations. These 

meetings reflected the intent of the Taskforce to obtain perceptions of the sector from those 

organisations. These meetings emphasised the important roles of those bodies and provided 

parameters and directions for further investigations by the Taskforce. 


The process of full consultation and in-depth analysis of submissions led to the Taskforce 

progressively developing the present report. The report drafts were continually checked and 

revised by Taskforce members and the final report is thus shaped and delivered by the 

Taskforce as its full and accurate report. To ensure the realistic representation of New 

Zealand sport, fitness and leisure – past, present and future – in this report, varied experts in 

the field were consulted as drafts of the report took shape. 

Underpinning the Taskforce deliberations and considerations has been the need for it to 

establish an understanding of the core concepts of the three interdependent sectors of their 

investigation: sport, fitness and leisure. Close considerations of previous reports defined sport 

in such a broad way that few physical activities would be excluded. Given the variability of 

definitions, the Taskforce proceeded to use the terms recreation and sport as noted in 

Appendix 1 of this report. 

The Taskforce operated under severe restraints of time. The pressures of time were 

compounded by the need to meet with persons and groups, make presentations and conduct 

in-depth examination of reports and written submissions. The discussions and debate that 

emerged added to the demands of the task. This report, resulting from a robust process, 

reflects the Taskforce’s response to many significant New Zealand voices and should be used 

as the catalyst for the future development of recreation and sport in New Zealand. 

The Taskforce acknowledges the work and contribution of major sport, fitness and leisure 

bodies. It notes also that sport, fitness and leisure in New Zealand has primarily developed 

through volunteers. The Taskforce wishes to record its full and appreciative recognition of the 

New Zealanders whose time, efforts and commitment have shaped the evolution of recreation 

and sport in this country. It is the endless hours of support from parents and guardians, 

unpaid managers and assistants, marae organisers, amateur coaches, teachers and 

committee members that have brought experience, enjoyment, fitness and success to New 

Zealanders of all ages and socio-economic backgrounds. Getting Set recognises the present 

state of sport, fitness and leisure, and outlines structures and processes by which more 

advanced levels of quality participation and healthy development through active involvement 

in physical activity will be attained. 

It is the heartfelt expectation of the Taskforce that the next 25 years is marked not by 

needless debate revisiting old issues but is imbued with a sense of moving from a Getting Set 

position to one of “Go” that encourages all New Zealanders to be active in physical pursuits. 

This report provides an historical overview, a description of contemporary structures in 

recreation and sport, and an examination of the public good of recreation and sport. The 

major findings of the Taskforce are presented with the reasons for changes that must be 

made in recreation and sport. Central to these changes are strategies and structures 

proposed by the Taskforce. The report concludes with an outline of the implementation and 

resourcing of its recommendations. 


Part 2 

THE HISTORICAL SHAPING OF RECREATION AND SPORT 

Recreation and sport has been influenced by various social forces in New Zealand. This part 

of the report broadly considers recreation and sport in an historical context. 

Maori 

Interest and participation in sport have been apparent in New Zealand society from the time 

of pre-European settlement. In the early Maori societies, for example, games, physical 

pastimes and certain activities associated with ritual and training could be considered as sport 

in the European sense of this term. Thus Best (1976) describes: 

(i) 

(ii) 

(iii) 

(iv) 

Military exercises and games viewed as useful training (wrestling, boxing, jumping, 

foot racing and tree climbing). 

Aquatic games and pastimes (swimming, surf riding and waka racing). 

Agility or manual dexterity games (dart throwing and jackstones). 

Games and pastimes of children (flying, toboggaining, top spinning and possibly stone 

bowling). 

In most of these activities were elements of ritual, training, defence and games. Physical 

activities were often referred to as “nga mahi a te rehia” or “ the arts of pleasure”. Maori 

tradition recounts legendary swimming and athletic feats which echo those found in all 

societies. In iwi settings there was little leisure, but the activities that may be considered in 

that context include weaving, action songs and haka, carving and poi. These were integrated 

with many dimensions of Maori life. 

European Settlement 

The European settlers introduced their own sports to their new homeland. Cricket was 

introduced by the missionaries in the Bay of Islands in 1825. As early as the 1840s cricket 

clubs were formed in Wellington where, as in other areas and with other New Zealand sports, 

the militia promoted the spread and consolidation of sport. The pioneering life – with its 

rigours of clearing the land, establishing homes, draining swamps, setting up small 

communities, and the long hours of labour – led to agricultural and pastoral gatherings which 

included various competitions related to rural life. Ploughing, wood chopping, mustering and 

sheep shearing competitions evolved. 

Hunt clubs were transplanted from their English setting, complete with traditional dress and 

custom. The expansion of settler sports ranged from live pigeon shoots to curling, which had 

its first club formed in 1873, only two years after New Zealand’s first golf club, the Otago Golf 

Club, had been launched in Dunedin. A typical range of sport activity was noted in the 

Canterbury area by the Lyttleton Times of June 1872. That publication referred to ploughing 

matches which had been held in three rural districts, a cross country “paper hunt” and a 

football match between Heathcote and College. Auckland defeated the locals at athletics, 

evoking the comment that more training was needed in this sport which had “acquired a 

distinctive importance amongst our recreative amusements equal in every sense to that which 

pertains to cricket and boating” (22 July, 1872). The allegiance of socio-economic groups to 


certain sports is reflected in other newspaper records of the day, such as in the New Zealand 

Herald of 27 May, 1878, which noted the Tradesmen’s Athletic Club at Ellerslie and the 

Pakuranga Hunt Club. The same issue, along with the selling of crimean shirts and boys’ 

knickerbocker suits, made reference to Man-of-War boating races and local football. 

Expenditure on sport was reflected in the 33,500 pounds spent at Otago race tracks in 1873, 

in an era when footracers earned cash from professional racing (Crawford, 1984). As in the 

United States of America, Australia and the United Kingdom, sports in New Zealand society 

were seen as positive forces which enhanced “healthy living” and countered the excessive 

lures of alcohol and tobacco. 

The concept of mateship in the twenty-first century, in sports such as rugby and rugby 

league, is seen as having its roots in the frontier society of nineteenth century New Zealand. 

Frontier life was also characterised by unattached males, the telling of yarns and informal 

physical recreation such as picnic events, hunting, local competition, drinking, and local rules 

in games. Church, annual community events and the occasional touring company 

performance provided focal points for families. 

Water based and team sports were popular and newspapers recorded large attendances at 

rugby matches, athletic meets and horse racing. As was to be noted in the twentieth century, 

participation of all sectors of the New Zealand population in particular nineteenth century 

sports was influenced by work hours, race, disposable income and education background. 

Historians have noted the marginalisation of women in recreation and sport, with little 

recognition in historical literature given to their pursuits. 

Industralised societal values such as the division of labour, recognition for hard work, set 

times governing daily routines, and increasing regulation are seen by recreation and sport 

sociologists as influencing the shape of non-work activity and the setting up of associations 

with rules and sanctions. By the end of the nineteenth century national associations were 

being formed. Improved communications, increasing transport linkages, technology advances 

and the installation of central government enhanced the development of sport uniformity and 

competition structures. In 1892 a government bill was passed to allow shops to close at 1:00 

pm on Saturdays. The growth of secondary schooling, with its attendant conformity, provided 

pools of potential players and strengthened the standardisation of rules. The increasing 

regulation of society was reflected in the formation of national and regional bodies, such as: 

Auckland Athletics Association (1887); Amateur Rowing Association (1887); Swimming 

Association (1889); Football (Soccer) Association (1891); Rugby Football Union (1892); Alpine 

Club (1892); and the Cricket Council (1894). A wide range of institutions also accepted the 

positive values of play and recreation, illustrated by the Dunedin Curative Asylum in 1875 

having activities such as bowls, croquet and rambling. Cycling had become popular with the 

advent of the penny-farthing cycle and grew in popularity with subsequent improved models. 

This invention also impacted upon the mobility of women and their ability to gather for 

recreation and sport. The increase in organised recreation and sport reflected a belief that 

activity had social benefits, including community cohesion. 

There are clear parallels in New Zealand’s sport development with those of organised sport in 

nineteenth century Europe. The mass movement of sport grew apace in both settings. 

Communication and transport advances facilitated international sport competition and the 

standardisation of rules and records. The increases in Australasian sports organisation in this 


period has been observed by some sport sociologists as having increasingly capitalistic and 

democratic values such as the division of labour, discipline, constitutions, meetings, thrift, 

subscriptions, sanctions and assigned duties. In the cities, the provision of facilities such as 

the Auckland Domain in 1890 and support of team sports was a practical means toward the 

organisation of spare time and the influencing of social values about recreation and sport. 

The nineteenth century closed with major sports consolidating their organisation and male 

sports dominating national associations, sporting columns and resources. Despite this, 

women preceded the men in introducing hockey, basketball and baseball. Outdoor women’s 

basketball changed to netball and this became the dominant sport for women and with more 

clubs affiliated to its governing body than any of its male counterparts. At that time New 

Zealand horses were experiencing success in Australia’s prestigious Melbourne Cup and a 

decrease in violent blood sports, such as coursing with live hares and live pigeon shooting had 

become increasingly evident. 

Into the Twentieth Century 

Rugby, first played in Nelson in 1870, assumed increasing prominence in the early years of 

twentieth century New Zealand. The 1888-89 New Zealand Natives team, primarily comprised 

of Maori players, was the first New Zealand sports team to tour the British Isles. The 1905 

“Originals” national team who toured the British Isles became known as the “All Blacks” 

because of their black jerseys. These words became elevated to the realm of national sport 

mythology. Rugby’s entrenchment as the perceived national game was enhanced by the 

political recognition and public support accorded that particular team. This sport has, 

arguably, more than any other form of recreation and sport, been the focus of national 

attention, debate, media attention and an echo of the New Zealand voice. The virtues of 

rugby were lauded in similar terms as the qualities of New Zealanders at war, reflecting a 

“moral, imperial, highly structured and highly gendered” model of physical recreation (Phillips, 

2000, p.3). 

Recreation activities such as tramping, hunting and fishing developed club structures after 

World War I. In 1913 the noted climber Freda Du Faur made the Grand Traverse of Mt Cook. 

In the same broad period there was local government recognition of leisure and sport with the 

establishment of community facilities. At the national level, the advent of the YMCA (1855) 

and YWCA (1878), Boys’ Brigade (1889), Boy Scouts (1908), Girl Guides (1923) and Girls’ 

Brigades (1928), fostered an emphasis upon healthy physical activity and associated moral 

virtues, particularly that of “playing the game”. Before World War I the national school 

curriculum had sport and physical drills securely established with an emphasis upon perceived 

values and formative experiences of team play. A survey of New Zealand school readers 

supplied by the Education Department reveals tales of English public schools, where “chaps” 

played “rugger” and cricket. The exposure of young Kiwi people to moral and sporting values 

espoused at school fashioned many lasting attitudes in adults. Along with an exhortation to 

“play the game of Empire” in School Journals were comments that “As British people we love 

fair play” and “Life itself is a game, and by playing it unselfishly, honourably and nobly we 

shall be carrying out the wishes of our Great Captain” (Cited in Jenkins, 1939, p.5). Moral 

exhortations included the ultimate sport metaphor, urging young New Zealanders to “always 

be ready to sacrifice ourselves for the good of the side” (ibid). Later years reinforced the 

same sport morality links which are redolent of espoused beliefs found in nineteenth century 

British schools. New Zealanders of British descent continued to often refer to England as 


“home”. Imperial links were further reinforced by the institution of the Empire Games in 

1930, now known as the Commonwealth Games. 

New Zealand’s initial entry into the Olympic Games in the early decades of the twentieth 

century was undertaken as part of an Australasian team. Subsequent decades have seen the 

country perform in its own right with a range of Olympic heroes. 

For Maori, marae sport and activity was a special feature of their life in the first half of the 

twentieth century. Haka, poi and action songs shared the billing with such sports as hockey, 

netball or tennis keenly contested at iwi gatherings that attracted thousands. The physical 

and leisure activities became a feature in settings such as those of Waihirere and Ngati 

Poneke. 

The impact of political and economic forces upon New Zealand society in the depression of 

the 1930s was also seen in their influence upon sport, such as at the annual meeting of 

Auckland soccer in 1932 when many clubs were declared to be unfinancial. A 1935 

advertisement for Darlow’s footballs advised potential purchasers they would be assisting the 

New Zealand farmer, tanner and football maker “and thus relieving the bugbear of 

unemployment in your own country”. Two years later, however, a step forward in New 

Zealand sport came with the Physical Welfare and Recreation Act 1937. The Labour 

Government of that time was concerned at the low level of fitness of young New Zealanders 

and implications this had for defence. Parliamentary rhetoric revealed bipartisan beliefs in the 

moral and social values of sport for the individual and society. The Act provided for central 

government to grant sport facilities money to local governments and allowed local 

government to spend money on these facilities. A physical welfare programme was hindered 

by the advent of World War II. A National Council for Sport, set up to support sporting 

bodies, withered. 

Post-war, the country’s population became more urban and increasingly mobile. Perceived 

social problems, such as the antisocial behaviour of teenagers with few facilities for activity, 

influenced consideration of the social role of sport in New Zealand society. Coupled with the 

post-war industrial growth and resultant urban development, the integral place of sport in 

New Zealand society was reflected in the provision of sports grounds and facilities by local 

governments. In the late 1950s and early 1960s for example, the new timber town of 

Kaingaroa had two dozen different organisations associated with sport (Chapple, 1973, 

p.129). The daily press of each decade reveals the extent to which recreation and sport 

featured in contemporary life and indicates the gendered experience of these for much of the 

century. 

The Recreation and Sport Act 1973, provided for the establishment of a Council for Recreation 

and Sport and created the Office of a Minister of Recreation and Sport. Administratively, the 

political recognition of sport – at times in a response to perceived social needs – was further 

reflected in the rise of the New Zealand Sports Foundation and the Hillary Commission. 

Arguably, these structures have assumed de facto roles of social organisation and control of 

recreation and sport through their powers of financial disbursement and economic patronage. 

In the past three decades the main administrative changes, and reviews of recreation and 

sport have included: 


• 1973 Council for Recreation and Sport established. 

• 1978 New Zealand Sports Foundation was incorporated, as an independent entity. 

• 1985 The Recreation and Government in New Zealand and Sport on the Move reports 

were written for the Government. 

• 1987 The Recreation and Sport Act established the Hillary Commission for Recreation 

and Sport. 

• 1992 The Sport, Fitness and Leisure Act renamed the Crown Agency the Hillary 

Commission for Sport, Fitness and Leisure. 

• 1994 The New Zealand Sports Drug Agency was instituted in response to the rise of 

athletes taking banned substances. 

• 1995 The Winning Way report on high performance sport was released. 

Contemporary 

In New Zealand “sport and leisure is a $4.5 million a day business” (Hillary Commission, 

1993b, p.3) which supports almost 23,000 jobs and generates some $300 million per annum 

in taxes. The Business of Sport and Leisure by the Hillary Commission (1993b) examined 

sport, fitness and leisure, and related these to social and economic outcomes and activity. 

The survey confirmed that 1.4 million people were members of sport and leisure organisations 

in New Zealand. The economic impact of sport and leisure was determined to be $4.5 million 

per day. The tax payments of $300 million per year from sport and leisure are direct 

outcomes from these sectors. The industry also generates employment and expenditure 

through associated tourism and sport or fitness-related industries. 

Sports codes have diversified, sport values have shifted, and social issues have been strongly 

reflected in the interplay of sport and politics and the directions that certain forms of sport 

have taken. Recreation and leisure interests have been reflected in the 1990 Hillary 

Commission Life In New Zealand survey which placed swimming and diving, cycling, pool and 

snooker, tennis and aerobics as major interests of New Zealanders over 15 years of age. This 

lends support to the assertion that the informal engagement by small groups in sport may be 

more common than formally organised participation. The foremost sporting interests revealed 

in the Life In New Zealand survey were swimming, diving, cycling, snooker and pool, tennis 

and aerobics. More New Zealanders, however, watch sport than participate in it. The survey 

noted that New Zealanders’ leisure involvement was most frequently undertaken in the home 

environment e.g. gardening, relaxing, reading, music or watching television. The housework 

commitment of women was substantially higher than that of men, implying restrictions on 

available time for leisure. 

The closing decades of the twentieth century saw the establishment of Regional Sports Trusts 

which promote physically healthy lifestyles and programmes geared to particular community 

needs. The Trusts are financed by local community and business interests and also receive 

grants from the Hillary Commission. 

The most pervasive aspect of organised recreation and sport is the game of rugby union 

football. Rugby illustrates the complex interface of sport and society in New Zealand and 

makes for itself a special case of national and international prominence. Played throughout 

the country rugby has a range of perceptions and cultural meanings attached to it by various 

societal groups. Rugby league, netball and cricket also continue to dominate team sport 

allegiances in New Zealand sport. However, independent and more individualistic sports such 


as tennis, rowing, canoeing, shearing, wood chopping, yachting, equestrian, mountaineering, 

triathlon, and squash have seen world champions emerge from New Zealand. Technology 

and international competition have become inextricably linked with commercialism and 

sponsorship, which has been apparent in such ventures as the America’s Cup, held by a New 

Zealand syndicate at the time of this report. 

Elite sport in the post-World War II decades saw special achievements of athletes, sailors, 

rugby teams, paralympians, equestrians, and many other singular sports people from Williams 

to Loader, Devoy to Waddell. At the elite level, the 2000 Sydney Olympic Games results 

focused the magnifying glass of public scrutiny upon the support, selection and preparation of 

New Zealand’s elite athletes. The assigned expenditure fuelled discussion on the allocations 

for elite sport and the neglected emphasis upon coach expertise and development. Resultant 

debates over sport structures and targeted expenditure have underscored the role of the 

Ministerial Taskforce on Sport, Fitness and Leisure in late 2000. 

Significant in the development of New Zealand recreation and sport has been its shaping and 

construction by the media. The international reach of television, especially, has presented 

American basketball, boxers and track stars in New Zealand homes more readily than most 

New Zealand sports have been able to achieve. 

In terms of participation rates, there are suggestions that fewer New Zealanders are playing 

sport and that this is more evident in the 40+ age group. The New Zealanders most likely to 

be actively engaged in sport are aged 15-29 years and in households earning less than 

$30,000, or over $70,000. The less involved are women, older New Zealanders and people 

living in the upper North Island. 

Figures on New Zealanders’ levels of activity are not always definitive in Hillary Commission 

documents but its Sport and Physical Activity Survey (1997-98) indicates one in three New 

Zealanders is physically inactive, with males being more active than females. Despite New 

Zealand’s image of an active outdoor environment there are real “constraints to leisure” 

(Genet, 2000) felt by urban residents at least. 

Sport has become a major consideration in the social and economic life of New Zealand. It 

has, arguably, become justified less on grounds of social and moral values than as the domain 

of fitness, commercial imperatives and branding. In 2000 AD recreation and sport may be 

viewed significantly through the lens of the media, vested commercial interests, the “amateurprofessional” 

debate, or bound up with international competition, politics, funding, national 

prestige, or the subtle forces of symbolism. These have all been illustrated in the 

establishment of the Warrior’s rugby league team, the Kingz soccer team, Super 12 rugby and 

part-professional netball in the late 1990s. At the grassroots of New Zealand recreation and 

sport the clubs, volunteers and schools and diverse forms of participation continue to seed the 

involvement of New Zealanders in this vital sector of New Zealand life. 

Changes in sport, fitness and leisure through the 1970s, 1980s and 1990s revealed: 

• Shifts in societal attitudes. 

• The impact of international media. 

• Sport organisations with variable management capabilities. 

• Variable numbers of volunteer participation. 


• Individual sport and leisure pursuits. 

• The rise of technology. 

• Professional sport. 

• Commercialisation of sport and the subsequent corporate-sport linkages. 

• Car ownership coupled with the availability of beaches and non-mass activity venues. 

• An increased local government involvement in sport and recreation. 

• Intense public debate and civil unrest generated by sport and politics. 

• A rise in sport tourism and adventure focused leisure activities. 

• Free market economic policies with a “user pays” perspective. 

• Global markets. 

• Media shaping of recreation and sport. 

• The evolution of national and international leagues. 

• Sponsorship from international, national and local commercial ventures. 

• An imbalance in genders and races administering sport. 

• A more marked focus on coaches but inconsistent support for them. 

• A diverse interplay of sport and leisure with all sectors of New Zealand life. 

Faced with difficult economic times and demographic change, such as people living longer and 

having fewer children, it is likely the provision of meaningful and healthy leisure activities will 

take on greater significance. Leisure is predicted to be a major growth industry of the 

twenty-first century. This could cause notable changes in the way New Zealanders recreate 

and sports New Zealanders play and enjoy. New and modified fields are developing such as: 

many indoor sports; sports in which participation is relatively quick and easy; various “free 

range activities” like abseiling and rock climbing; environmental sport; less aerobic sport as 

the population ages; and spectator sports changing to meet television expectations and 

demands. 

There is some evidence to suggest New Zealanders are moving away from organised sport, 

citing a lack of time, increasing cost, loss of interest and injury concerns. They are taking up 

what they perceive as more attractive and less organised recreational opportunities. This may 

lead to a reduction in the elite talent pool. The tension between traditional sporting bodies 

and new entrepreneurial sports agents is also forcing a process of adaptation to new social 

and economic circumstances. Some sporting organisations are now at a crossroads where 

they must determine how to progress without ceding control to commercial third parties. 

Despite the pervasive nature of recreation and sporting activities in New Zealand society, it is 

still rare for this sport oriented nation to critically consider the beliefs and values that sustain 

and shape our recreation and sport. The Taskforce has debated these values, drawn upon its 

knowledge of the forces shaping New Zealand recreation and sport and critically considered 

the major structures of this sector. This report now outlines these structures which currently 

are central to New Zealand recreation and sport. 


Part 3 

OVERVIEW OF CURRENT ORGANISATIONS AND STRUCTURES 

3.1 Introduction 

Recreation and sport makes a unique contribution to New Zealand society. A mix of 

national, regional and local organisations deliver a range of physical activity 

experiences to millions of New Zealanders the length and breadth of the country, 

winter and summer, year in and year out. This part of the report describes the current 

nature and focus of the institutional arrangements that lead and support the 

recreational and sporting experiences of New Zealanders and outlines the various 

funding and policy agencies in the year 2000. 

3.2 Central Government Agencies for Recreation and Sport 

Government involvement in recreation and sport is currently provided for under the 

Sport, Fitness and Leisure Act 1987 (amended 1992) and the New Zealand Sports 

Drug Agency Act 1994. These two Acts established the most significant government 

agencies to manage specific aspects, and direct funding and resources in the sport, 

fitness and leisure sector. 

3.2.1 Hillary Commission for Sport, Fitness and Leisure 

The Sport, Fitness and Leisure Act 1987, established the Hillary Commission for 

Sport, Fitness and Leisure “to promote and develop sport, fitness and leisure 

among New Zealanders”. The Act empowers the Minister for Sport, Fitness and 

Leisure to appoint members to the Board of the Hillary Commission. The 

Commission employs 36 staff in its Wellington headquarters. 

The Hillary Commission is funded by the New Zealand Lottery Grants Board, 

receiving 20% of annual Lotto profits, which granted $27.08 million in the 

1999/00 year to the Commission for general programmes and $3.81 million for 

high performance sport. In the 2000/01 year the Government granted $1 

million for the Prime Minister’s Sport Education Scholarships and in late June 

2000 committed, in a one-off payment of $16 million, the equivalent of four 

years funding to ensure continuity of support for high performance sport. The 

Commission provides grants to regional sports trusts and national governing 

bodies and subcontracts the New Zealand Sports Foundation to deliver high 

performance sport outputs and Territorial Local Authorities to administer grants 

to local community sport, fitness and leisure organisations. 

The activities of the Hillary Commission are set out in an annual Statement of 

Intent with a Memorandum of Understanding signed with the Minister for 

Sport, Fitness and Leisure. The Office of Tourism and Sport provides advice to 

the Minister on the performance of the Hillary Commission measured against 

the Statement of Intent and the Memorandum of Understanding. 


In performing its functions the Commission is to have regard to the value of: 

(i) 

(ii) 

(iii) 

(iv) 

(v) 

Promoting the fullest use of leisure. 

Facilitating equal opportunities for participation by all New Zealanders. 

Facilitating the physical, mental and social wellbeing of New Zealanders, 

and enhancing their quality of life. 

Promoting attitudes and behaviour that are conducive to good conduct 

and fair play among all persons involved or associated with sport, 

fitness and leisure. 

Promoting community-based and group fitness and leisure activities, 

and appropriate indigenous and ethnic forms of sport, fitness and 

leisure. 

The Act also provides for the Commission to have associated functions which 

involve administering, spending, and distributing money made available for the 

purposes of the Act, and advising the Minister on any matters relating to sport, 

fitness and leisure. The Act requires the Commission to have regard for the 

“general policy of the Government in relation to sport, fitness and leisure.” 

In the 1999/00 financial year grant allocations by the Commission were as 

follows: 

• National Organisations 

$6.191 million 

• High Performance Sport via the NZ Sports Foundation $10.915 million 

• Community Initiatives via Territorial Local Authorities $5.744 million 

• Regional Sports Trusts 


In the 1999/00 financial year the Commission’s Statement of Financial 

Performance was as follows: 

Revenue 

Government Grant 

NZ Lottery Grants Board 

NZ Lottery Grants Board High Performance 

Interest and Miscellaneous 

Expenditure 

Sport Development 

Active Living 

Junior Sport 

High Performance 

Corporate Services 




$1.51 million 






3.2.2 New Zealand Sports Drug Agency 

The New Zealand Sports Drug Agency Act 1994, established the New Zealand 

Sports Drug Agency to “provide for testing for the use of drugs in sport, to 

encourage drug-free sport, and for related purposes”. The Agency’s primary 

purpose is to eliminate the use of performance-enhancing drugs in New 


Zealand sport. In performing this role the Agency works very closely with 

national governing bodies and with similar agencies internationally. 

The Act empowers the Minister to appoint members to the Board of the 

Agency. The New Zealand Sports Drug Urine Testing Regulations set out 

procedures for testing athletes and guide the New Zealand Sports Drug Agency 

in its operation. The Agency’s total budget, funded by Vote Sport, Fitness and 

Leisure, is $0.992 million in the 2000/01 year. The New Zealand Sports Drug 

Agency has three staff based in Auckland. 

3.2.3 Office of Tourism and Sport 

The Office of Tourism and Sport (OTSp) was established in July 1998 as a 

semi-autonomous body and the Government’s primary policy advisor for Vote 

Sport, Fitness and Leisure. Prior to this, government policy and advice was 

secured through a division of the Department of Internal Affairs. The Office of 

Tourism and Sport reports to the Minister for Sport, Fitness and Leisure on 

policy matters and the Deputy Secretary of the Ministry of Economic 

Development on administrative matters. 

The primary roles of the Office of Tourism and Sport in relation to sport, fitness 

and leisure are to: 

• provide policy advice on sport, fitness and leisure issues 

• promote an understanding of sport, fitness and leisure issues within 

government 

• act as an agent for the Minister for Sport, Fitness and Leisure in negotiating 

the annual purchase agreement with the New Zealand Sports Drug Agency 

and the Memorandum of Understanding with the Hillary Commission, and 

undertake monitoring functions set out in the respective agreements 

• administer the Crown’s interests in the Sport, Fitness and Leisure Act and 

Sports Drug Agency Act 

The Office of Tourism and Sport in the 2000/01 financial year has a total 

budget of $0.58 million for sport, fitness and leisure policy advice, of which 

$0.3 million was allocated for the Sport, Fitness and Leisure Ministerial 

Taskforce. The Office of Tourism and Sport has two core policy staff based in 

Wellington. 

Figure 1: Summary of Government accountabilities for sport, fitness & leisure 

Minister for Sport, Fitness & Leisure 

Ministry of Economic Development 

Hillary Commission 

Office of Tourism & Sport 

New Zealand Sports 

Drug Agency 


3.3 Other Government Agencies Involved in Recreation and Sport 

The organisations noted above operate within a broad context of central government 

action. A range of government policy areas, government departments and associated 

non-government agencies also impact on recreation and sport. Although the level of 

involvement of each of these varies considerably they all have associated legislation 

and funding responsibilities which impact directly or indirectly on recreation and sport. 

3.3.1 Territorial Local Authorities (TLAs) and Regional Councils 

Territorial Local Authorities and some Regional Councils play a major role in 

leisure and recreation through the provision of community facilities, parks and 

recreational services, maintenance of waterways services and access roads, the 

implementation of bylaws and policy outcomes for recreational users. In 2000 

there are 74 Territorial Local Authorities and 12 Regional Councils operative 

under the Local Government Act. For recreation and sport, Territorial Local 

Authorities provide playgrounds, playing fields, access to waterways, walking 

tracks, swimming pools and dry land facilities. Collectively, local government 

commits $450 million to the provision of recreation and sport. In the 1999/00 

year recreation and sport expenditure involved commitments towards 

community centres, halls and venues, swimming pools, parks and reserves and 

other recreation programmes. This expenditure involved the following: 

Activity Expenditure 1999/00 

Community Centres, Halls and Venues $62,924,071 

Swimming Pools $69,546,733 

Parks and Reserves $225,080,905 

Other Recreation $95,352,819 

$452,904,528 

3.3.2 Department of Conservation 

Source: Local Government New Zealand (1999-00) 

The Department of Conservation is a significant provider of outdoor recreation 

opportunities in New Zealand through the provision and management of 14 

National Parks. In 1999/00 the Department spent $42 million on providing, 

managing and maintaining 311 campsites, 11,200 kilometres of track, 1020 

back country huts, 2,192 kilometres of road, 13,690 bridges, boardwalks, other 

structures and a network of visitor centres and information outlets. Vote 

Conservation in 2000/01 allocated $185.8 million to the Department of 

Conservation for managing the conservation estate and for visitor services. 

3.3.3 Ministry of Education 

The national curriculum statement which provides the framework for 

programmes that include learning about sport, fitness and leisure is the Health 

and Physical Education in the New Zealand Curriculum (Ministry of Education, 

1999). Most schools have playing fields and hard court areas, with many 


secondary schools having full or part-time sports coordinators funded jointly by 

the Hillary Commission and the Ministry of Education and all primary and 

intermediate schools have playgrounds. 

Tertiary education providers offer training courses in physical education or 

related topics and there has been an expansion in tertiary institution sport 

studies courses and qualifications in the 1990s. 

3.3.4 Ministry of Health 

The New Zealand Health Strategy, launched in late 2000, has a key objective of 

increasing physical activity. In 1998 the Ministers of Health and Sport, Fitness 

and Leisure adopted a joint policy statement which recognised that the 

promotion of 30 minutes of moderate-intensity physical activity per day was an 

important message of individual commitment for public health and wellbeing. 

The Ministry currently provides $0.4 million per annum to support the Green 

Prescription programme. Green Prescription is a physical activity initiative 

consisting of written advice from doctors advising or prescribing physical 

activity. The programme is administered and promoted by the Hillary 

Commission and supported by staff in Regional Sports Trusts. 

3.3.5 New Zealand Lottery Grants Board 

The New Zealand Lottery Grants Board was established by the Gaming and 

Lotteries Act 1977 to distribute the profits of New Zealand Lotteries such as 

Lotto, Lotto Strike, Telebingo, Instant Kiwi and Keno for charitable purposes 

and specified statutory purposes. The Lottery Grants Board contributes to the 

development of communities, community wellbeing and a sense of nationhood 

by allocating lottery profits. In the 2000/01 financial year the New Zealand 

Lottery Grants Board will distribute $122.561 million. 

3.3.6 Sport, Fitness and Recreation Industry Training Organisation 

The Sport, Fitness and Recreation Industry Training Organisation (SFRITO), 

soon to become a charitable company, was established in accordance with the 

requirements of the Industry Training Act 1992 to support unit standards and 

the New Zealand Qualifications Framework. The Sport, Fitness and Recreation 

Industry Training Organisation is funded by Skill New Zealand through the Vote 

Education Industry Training Fund, totalling $4.16 million in the 1999/00 year. 

3.3.7 Accident Compensation Corporation 

The Accident Compensation Corporation’s (ACC) contribution to recreation and 

sport is focused on claims for sports related injuries and injury prevention. In 

the year to June 2000, the Accident Compensation Corporation granted some 

$84.32 million in new and ongoing claims. The Accident Compensation 

Corporation’s injury prevention programme SportSmart seeks to reduce the 


incidence, severity and cost of injuries in sport through education and the 

provision of printed information. 

3.3.8 Tourism New Zealand 

Tourism New Zealand is a Crown Entity charged with ensuring that New 

Zealand is marketed as a visitor destination so as to maximise the long-term 

benefits to New Zealand from tourism. Tourism New Zealand is a joint venture 

partner with Trade New Zealand in the Brand New Zealand campaign, (formerly 

the New Zealand Way campaign) which has been used to market a variety of 

events and activities overseas. Funding from Vote Tourism has been allocated 

to support events such as the America’s Cup, Under-17 World Cup Soccer, the 

Rally of New Zealand and The World Cup of Golf. 

3.3.9 Totalisator Agency Board (TAB) 

In 1996 the Totalisator Agency Board introduced sports betting to New Zealand 

following an amendment to the Racing Act 1971. Totalisator and Fixed Odds 

betting is offered on 23 different sporting codes. In the 1999/00 financial year, 

turnover on sports betting totalled $61.2 million. One percent of fixed odds 

sports betting turnover and five percent of gross profit from fixed odds sports 

betting is paid to the respective national sports organisation. 

3.3.10 Health Sponsorship Council 

The Health Sponsorship Council (Smokefree, SunSmart, StreetSkills) was 

established under the Smokefree Environments Act 1990 as a Crown Entity. 

Following the Act’s banning of tobacco sponsorship and advertising the 

Council’s principal function is to promote health and encourage healthy 

lifestyles through sponsorship style support for sporting, artistic, cultural and 

recreational organisations. 

3.4 Non-Government Agencies 

3.4.1 The New Zealand Sports Foundation 

The New Zealand Sports Foundation (NZSF) was established in 1978 by a 

group of businessmen as an independent entity to assist and support elite 

athletes. The mission of the Foundation is “to assist athletes to succeed at 

international level and by so doing, bring credit to themselves, their sport and 

New Zealand.” In 1995 The Winning Way report established a new approach to 

the structure and funding of high performance and elite sport. As a result a 

partnership was developed between the public and private sectors to fund and 

service high performance sport preparation and competition for both Olympic 

and non-Olympic sports. The New Zealand Sports Foundation has nine staff. 

In the 1999/00 financial year the Foundation’s Statement of Financial 

Performance was as follows: 


Income 

Public Sector – Hillary Commission and Government $10,915,389 

Private Sector $3,421,980 

New Zealand Olympic Committee $605,042 

$14,942,411 

Expenditure 

High Performance Unit/Olympic Grants $4,162,580 

International Competition $2,023,215 

Academies $3,560,215 

Sport Science $948,550 

Personal Grants $1,626,690 

Australia/NZ Sports Exchange Programme $602,005 

Special Projects $832,541 

Corporate Sponsorships $1,055,587 

Administration & Marketing $1,447,217 

$16,288,600 

The New Zealand Sports Foundation recently established the New Zealand 

Academy of Sport to coordinate access and delivery of essential support 

services to carded elite athletes and coaches. Its three centres are based in 

Dunedin, Wellington and Auckland. In June 2000 the Government confirmed a 

four year funding commitment totalling $16 million for high performance sport. 

This allocation was paid in one lump sum to ensure continuity of support for 

high performance sport and included resourcing for the three centres. 

3.4.2 The New Zealand Olympic Committee 

The New Zealand Olympic Committee (NZOC) is an incorporated society whose 

mission is “to develop and protect the Olympic Movement in New Zealand in 

accordance with the Olympic Charter”. The New Zealand Olympic Committee 

takes responsibility for the coordination of selecting New Zealand 

representatives for the Olympic and Commonwealth Games and for growing 

the Olympic spirit in New Zealand. The New Zealand Olympic Committee 

comprises the 41 member sports that are recognised by the International 

Olympic Committee (IOC) and the Commonwealth Games Federation. The 

New Zealand Olympic Committee has 12 staff. 

3.4.3 National Governing Bodies 

National Governing Bodies (NGBs) are the nationally established agencies 

responsible for the fostering and development of recreation and sport activities. 

Generally, National Governing Bodies comprise a series of regionally based 

member organisations which consist of local clubs or affiliates. National 

Governing Bodies represent the major constituency of recreation and sports 

participants in New Zealand which are, in most instances, aligned to an 

international federation or governing body. National Governing Bodies 

encompass grassroots participation at local and regional level some 


14,000–15,000 clubs. National Governing Bodies have the responsibility for the 

future good of their member organisations and individual members and are the 

central organisations that enforce the rules associated with their respective 

activities. 

The delivery of recreation and sport opportunities, competitions, programmes 

and events is governed by national recreation and sporting bodies. Currently, 

each has varying functions and key responsibility areas and vary in size from 

completely voluntary organisations to substantial “commercial” bodies with a 

complement of professional staff. Recreation and sport organisations are 

governed by either elected or voluntary board positions. 

The combined resources of the 83 largest national recreation and sport organisations 

(excluding New Zealand Rugby Union and New Zealand Cricket) 

including club membership feature: 

• Total affiliated membership 1,205,666 

• Total national level paid staff (part and full-time) 355 

• Total income $48,519,188 

With the addition of the New Zealand Rugby Union and New Zealand Cricket 

combined resources are as follows: 

• Total affiliated membership 1,422,635 

• Total national level paid staff (part and full-time) 436 

• Total income $129,376,930 

Not included in the above statistics are the many thousands of New Zealanders 

who have purchased a fishing license for recreational purposes. 

3.4.4 Regional Sport Trusts 

Regional Sports Trusts (RSTs) began forming in the mid-1980s to support the 

development and delivery of sport at a regional level and from the late 1980s 

to help achieve some Hillary Commission goals on a regional basis. Each of the 

17 Trusts is an autonomous, non-profit organisation established by a trust deed 

and governed by a Board of Trustees. The Trusts are currently contracted by 

the Hillary Commission to provide a delivery system for community leisure and 

sport programmes throughout New Zealand. 

3.4.5 Other Organisations 

The sport, fitness and leisure sector currently encompasses a diverse range of 

organisations. Some of these include: 

• New Zealand Recreation Association 

The New Zealand Recreation Association (NZRA) seeks to meet the 

professional needs of people and organisations associated with all aspects of 

recreation, leisure, parks, aquatic, conservation and sport service delivery. 


In doing so the New Zealand Recreation Association provides opportunities 

for individuals and industry development, industry leadership and 

information sharing. 

• Fitness New Zealand 

Fitness New Zealand acts as “the voice of the fitness industry”. The 

members of Fitness New Zealand comprise operators in the health and 

fitness industry, being health clubs and fitness centres. 

• Physical Education New Zealand 

Physical Education New Zealand (PENZ) actively promotes and develops 

physical education and supports educators by providing professional 

development opportunities for people to develop knowledge and 

understanding about all aspects of physical education. 

A summary of the funding and service relationships between organisations and the 

various levels of the sport, fitness and leisure sector is depicted in Figure 2. 

Figure 2: Sector Relationships 

NON GOVERNMENT Private Sector 

GOVERNMENT Public Sector 

International 

Elite 

NZOC 

NZ Sports Drug 

Agency 

Hillary 

Commission 

National 

NZ Sports Foundation 

Grants and Services 

and The NZ Academy 

of Sport 

Regional 

Regional Sports Trusts 

Generic Services & Co-ordination 

Local 

Participation 

Clubs/Schools 

Territorial Local 

Authorities 

Leisure Services and 

Ad hoc grants 

Other national organisations in the sector include: 

• New Zealand Outdoors Assembly. 

• Council of Outdoor Recreation Associations of New Zealand. 

• YMCA and YWCA. 

• Water Safety New Zealand. 


• Mountain Safety Council. 

• Paralympics New Zealand. 

• Sport Science New Zealand. 

• Sports Medicine New Zealand. 

• New Zealand Turf Culture Institute. 

• Halberg Trust. 

• New Zealand Sports Hall of Fame. 

• Girl Guides New Zealand. 

• Federated Mountain Clubs. 

• Scouts New Zealand. 

• New Zealand Alpine Club. 

3.5 Funding of the Recreation and Sport Sector 

A range of government and non-government agencies currently allocate funding and 

are integral to support of the recreation and sport sector. 

3.5.1 Corporate Sponsors and Commercial Providers 

Commercial provision of recreation and sport opportunities has increased the 

requirement for the public to pay directly for the use of recreation and sport 

facilities and services. In general commercial provision is influenced more by 

market forces, than community interests. 

Corporate sponsorship in recreation and sport has focused primarily on profile 

positioning, usually through media exposure, of a brand name and the 

company’s association with an athlete, team or event. An uncalculated level of 

support is currently invested by the corporate sector in a range of 

organisations, events, teams, individuals and facilities. 

3.5.2 New Zealand Lottery Grants Board 

The Lottery Grants Board allocated lottery profits of $122.561 million to Lottery 

committees and Statutory Authorities for 2000/01. This includes the following 

grants which have actual or potential links with physical activity, recreation or 

sport. 

• Lottery Aged to enhance the wellbeing of older people ($3.12 million). 

• Lottery Community Facilities to increase and improve opportunities for and 

access to community, recreational, sporting and cultural facilities ($10.25 

million). 

• Lottery Environment and Heritage to promote, protect and conserve New 

Zealand’s natural, physical and cultural heritage ($9.09 million). 

• Lottery General to help New Zealanders to achieve their national and 

community goals by funding sectors and projects of national, regional or 

local significance ($11.25 million). 


• Lottery Health Research to improve the quality of New Zealand health care 

through research ($3.11 million). 

• Lottery Marae Heritage and Facilities to develop and conserve marae 

facilities ($5.79 million). 

• Lottery Welfare Individuals with Disabilities Subcommittee to empower 

individuals with disabilities to access and participate within the community 

($14.28 million). 

• Lottery Youth to develop the life skills of young people and to enhance their 

quality of life ($5.22 million). 

• The Minister of Internal Affairs to distribute for charitable purposes on a 

discretionary basis ($0.35 million). 

• The Hillary Commission for Sport, Fitness and Leisure to improve the quality 

of life of all New Zealanders through participating and achieving in sport 

and active leisure ($27.08 million). 

• High Performance Sport Preparation Fund to support the development of 

high performance athletes and teams (this fund is allocated to the Hillary 

Commission to administer) ($3.81 million). 

• The New Zealand Film Commission to contribute to the creation of cultural 

capital in Aotearoa/New Zealand through popular feature films ($8.8 

million). 

In the 1999/00 financial year the Lottery Community Facilities programme 

allocated $6.598 million for recreational and sporting organisations and 

initiatives, the Lottery General programme allocated $7.919 million for outdoor 

safety organisations and $4.627m for a series of one-off projects which 

included allocations for some recreational and sporting organisations and 

initiatives. 

3.5.3 Community Trusts 

Community Trusts exist throughout New Zealand with many formed in the late 

1980s under the Trustee Banks Restructuring Act 1988. This has been 

repealed and replaced with the Community Trusts Act 1999. Collectively the 

Community Trusts, have assets of over $ 2 billion and donated approximately 

$92 million to various community groups in the financial year to 31 March 

2000. An estimated $30 million of this total was directed towards recreational 

and sporting organisations. For example, in Southland the Community Trust in 

the 1999/00 year allocated $9,662,348 in grants to 381 organisations. This 

total included $1.55 million for recreation and sport organisations. The Eastern 

and Central Community Trust in the 1999/00 year allocated $2,608,576, with 

$1.21 million for recreation and sport organisations. 


3.5.4 Gaming Machines 

3.6 Summary 

In recent years there has been a proliferation of gaming machine operations 

and a resultant increase in funds available for distribution. All gaming machine 

operators are required to be licensed by the Gaming and Lotteries Division of 

the Department of Internal Affairs. In the 1998/1999 financial year estimated 

gaming machine turnover was approximately $6 billion, with between $200 and 

$300 million allocated to community purposes. Over 300 licences are currently 

in force with proceeds being distributed to sport and physical activity 

organisations, social and community groups, arts and culture groups and other 

charitable purposes. For example, Pub Charity Inc. distributed $21.452 million 

in grants in the 1999/00 year. Grants were made as follows: 

• Adult Education ($0.16 million). 

• Community Projects ($6.31 million). 

• Schools ($2.41 million). 

• Fire/Ambulance Services ($0.35 million). 

• Health Services ($1.22 million). 

• Pre-school Projects ($0.395 million). 

• Sport ($8.25 million). 

• Cultural ($0.28 million). 

In the year ended 30 September 2000 the three largest gaming machine 

charitable trusts (Pub Charity Inc., Lion Foundation and the New Zealand 

Community Trust) distributed over $66 million to amateur sport and community 

groups. Of the $66 million approximately $39 million would have been 

allocated to recreation and amateur sport. 

The funding sources for recreation and sport are varied and the above information 

reinforces the Taskforce’s expressed recommendations for greater interagency 

cooperation and more coordinated funding and expenditure. Funding is seen by many 

as an investment in recreation and sport. The next part of this report moves to an 

examination of the broader investment in physical activity and the perceived benefits 

of recreation and sport. 


Part 4 

THE CASE FOR FUTURE INVESTMENT 


Recreation and sport lie at the heart of New Zealand’s identity. The interest of New 

Zealanders in sport is high, with some 94% interested and/or involved in sport (CM 

Research, 2000). Approximately one-tenth of individuals are involved in sport 

administration, one-third participate in sport, and more than 50% of all Kiwis follow 

media sports coverage. More than 60% believe that New Zealand’s international sport 

success is important, with only 17% of the population finding this to be unimportant 

(CM Research, 2000). Despite its centrality in New Zealanders’ lives, the proven 

positive impact of physical activity upon health and local and national economies and 

the critical role that recreation and sport play in every New Zealand day, the recreation 

and sport sector of New Zealand has been virtually ignored by successive 

governments. The sector has also been marginalised by the education system and 

largely passed over by those responsible for the repositories of New Zealand life – 

museums, historians and archivists. The public good of recreation and sport must be 

recognised and used as the basis for a new national commitment to leadership, 

strategy, structures and funding that reflects the vital role of recreation and sport in 

New Zealand. 

4.2 Recreation and Sport and the Public Good 

Recreation and sport bring marked benefits to New Zealand society, particularly in 

their potential for improved health. The 1985 report Sport on the Move noted the 

importance of physical activity and sport. There is a well-established cause and effect 

linkage between positive, regular, physical activity and good health. There are also 

perceived social outcomes related to “personal wellbeing and self-confidence, and 

greater community cohesion” (Hillary Commission, 1998, p.2). 

Recreation and sport and good health outcomes are valued across a range of social 

borders, and are apolitical in that all political parties in New Zealand support their 

development. The 1990 manifesto of the National Party, for example, argued that 

“sport, fitness and leisure should play a significant role in the development of New 

Zealand”. The Alliance Party 1999 manifesto stated their intention to “encourage all 

New Zealanders to take part in recreational and sporting activities with an emphasis on 

the benefits of a healthy lifestyle and participation in their local communities”. A third 

statement of support for the public good is seen in ACT’s 1999 Health policy, “Health is 

a critical investment in New Zealand’s human resource – not a balance sheet item”. 

The 1999 Labour Party manifesto stated, “There is a role for government in 

encouraging participation in sporting and leisure activities and sustaining our 

international sporting success. It is an integral part of our culture and self image 

engendering excitement, disappointment and feelings of social participation and 

individual achievement.” 

Support for recreation and sport may be seen as having been increasingly left for the 

market in recent years. Unfortunately, the market model has not been sufficient to 


ensure the intangible benefits from recreation and sport can be fully realised. It is 

therefore essential that government plays a greater role to ensure potential public 

good can be derived from this sector. 

The public good has been defined by the New Zealand Institute of Economic Research 

as: “Goods or services where one party’s consumption implies no loss of benefit if 

consumed by a second party, and non-payers cannot be easily excluded from 

consuming the benefits” (NZIER, 1998, p.IV). The Taskforce recognises that definition 

and its market-oriented context but finds such a definition lacks clarity. In using the 

term “public good” in this report the Taskforce also has in mind the public good as 

elements of societal wellbeing that positively influence individuals and sectors of New 

Zealand society as the result of physical activity and/or recreational or sport success. 

The public good ranges from the personal success of a strenuous cross-country hike to 

the money saved on medical costs because of an individual’s positive commitment to 

exercise in place of smoking or other habits which have an adverse affect upon health. 

The public good may be considered in terms of social and economic factors, which are 

separated here only for the purposes of discussion. The public social good includes: 

• a healthier society 

• social cohesion 

• an enhanced sense of identity and image 

• crime prevention 

A Healthier Society 

A healthier society is the foremost benefit of physical activity. “Recognising the 

importance of [the relationship between participation in physically active lifestyles and 

the physical, psychological and social health of children and adolescents] the New 

Zealand Government has recommended that all New Zealanders engage in physical 

activity for at least two and a half hours per week” (Ross, 2000, p.99). 

Given the proven value of physical activity the Taskforce states unequivocally that a 

country’s leaders – with this knowledge – are derelict in their duties if they ignore the 

need to fully support a more physically active nation. Further, the evidence of physical 

activity having a preventative role in cancers, diabetes, osteoporosis and coronary 

disease means that each day New Zealanders are inactive increases potential costs to 

the community. 

Health 

• The evidence for increasing involvement in physical recreation and sport in order to 

be healthier is compelling. Positive physical activity will generate better health and 

reduce health care costs. In turn, better health leads to a more positive society 

with active contributions to its varied sectors. Reductions in health expenditure 

provide finance for other government areas or reduce the overall budget 

expenditure. As this occurs, the health and physical recreation sector can move to 

a more proactive stance on community health. 


Sport and fitness are often addressed more frequently than physical recreation in 

discussions of social and public good. In particular, the New Zealand outdoor 

environment provides an ideal venue for experiencing physical activity and is 

conducive to providing educational and stewardship ethics along with physical and 

emotional wellbeing. This is evident in Canada where it is noted that stewardship 

ethics are encouraged (Canadian Parks/Recreation Association, 1998). 

The following points illustrate the weight of evidence: 

• According to the 1996 Sport and Physical Activity Survey undertaken by the Hillary 

Commission, over one-third of [New Zealand] adults (950,000) can be described as 

inactive … taking part in less than 2.5 hours of leisure time physical activity in a 

week” (NZIER, 2000, p.6). 

• The 1996 United States Surgeon General released an influential report on Physical 

Activity and Health. This was to be reflected in the National Health Committee of 

New Zealand releasing its paper, “Active for Life: A Call for Action. The Health 

Benefits of Physical Activity” in March 1998. This latter report emphasised the 

lengthened life span through physical activity and the reduction of cardiovascular 

disease risks. 

• The New Zealand Health Strategy released in December 2000 itemises Physical 

Activity as one of the thirteen key objectives in the provision of New Zealand’s 

health. 

• The Ministry of Health noted in 1999 that physical activity is a key modifiable risk 

factor to enhance lives, and influences cardiovascular disease, diabetes, mental 

illness and osteoarthritis. 

New Zealand’s 1 st XV of Killers 

1 Heart disease Smoking, high blood pressure, 

cholesterol, physical inactivity, 

obesity, high fat low vegetable diet, 

diabetes 

2 Stroke High blood pressure, diabetes, 

smoking, physical inactivity 

3 Chronic lung cancer Smoking 

4 Diabetes Physical inactivity, obesity 

5 Depression Stress, physical inactivity 

6 Asthma Smoking, passive smoking 

7 Anxiety disorder Stress 

8= Lung cancer Smoking, bad diet, physical inactivity 

8= Road traffic accident Speed, alcohol, non seat belt use 

10Colorectal cancer 

Low vegetable diet, physical 

inactivity 

11 Dementia Physical inactivity, other stroke risk 

factors 

12= Breast cancer Lack of mammography screening 


12= Suicide Depression, stress 

14 Osteoporosis Obesity, physical inactivity 

15 Lower respiratory/tract infection Lack of vaccination, pneumonia, 

influenza 

Source: The New Zealand Herald 21/01/2000 graphic from information supplied by Ministry of Health 

• “A comprehensive literature review conducted by a research team at the University 

of Alberta indicated that since 1990, over 1500 scientific studies have been 

published that positively link physical activity and health (CFLRI, 1995). Thirtyeight 

different types of positive health outcomes were identified ranging from 

symptom management of Alzheimer’s patients to pain control in osteoarthritis. In 

that report, six major positive health outcomes were identified: 

- The slowing of many forms of physical decline by up to 50%. 

- Prospects for increasing social networks through active living. 

- Enhancement of various cognitive and neurological functions of the brain. 

- Early detection of disease. 

- More rapid recovery following a bout of serious illness. 

- Probability that the immune system will function at a more optimal level 

thereby maximising protection against many serious ailments” (Canadian Parks/ 

Recreation Association, 1998, p.4). 

• A panel of experts, convened by the United States Centers for Disease Control and 

the American College of Sports Medicine, recommended 30 minutes of moderateintensity 

exercise (such as brisk walking or cycling) each day to achieve the health 

benefits from physical activity (Pate, Pratt and Blair, 1995). This signalled a 

departure from earlier recommendations of three sessions a week. This approach 

has also been adopted by the National Heart Foundation of Australia (Bauman, 

Wright and Brown, 2000) and the Department of Health in Britain (1995). There is 

reasonable evidence that the 30 minutes can be accumulated through several 

shorter sessions (Lee, Sesso and Paffenbarger, 2000). 

Cancer 

• “At least a dozen studies have found a link between exercise and reduced risk of 

breast cancer.” The latest, conducted by Dr. Inger Thune and others from the 

University of Tromso, followed 25,624 women in the 1970s and early 1980s. After 

an average of 14 years, 351 of these women developed breast cancer. Researchers 

found that, after they took into consideration a woman’s weight, pregnancy 

histories and other factors, those who got regular exercise (at least four hours a 

week) developed significantly less breast cancer (Thune, 1997, cited in Canadian 

Parks/Recreation Association, 1998, p.17). 

• Physical inactivity has been shown to be a risk factor in the development of breast 

cancer (Verloop, Rookus, van der Kooy and van der Leeuwen, 2000). 

• Although the mechanism is not completely understood, there is a clear beneficial 

effect of physical activity on the prevention of bowel cancer (Colditz, Cannuscio 


and Grazier, 1997), and it has been estimated that one fifth of all bowel cancers 

are caused by physical inactivity (Levi, Pasche, Lucchini, Tavani and La Vecchia, 

1999). 

• The current rate of colon cancers recorded in New Zealand each year, with 1,000 

deaths will continue. “Physical activity helps to reduce the risk of colon cancer by 

benefiting the precancerous polyps in the large bowel” (NZIER, 1998, p.24). 

Diabetes and Obesity 

• The incidence of non-insulin dependent diabetes is increasing in western societies 

and is expected to double by 2010 (Zimmet, 1999). This disease is characterised 

by its onset in adult life and increased body mass, and frequently coexists with 

high blood pressure and heart disease. Clear epidemiological evidence exists that 

the risk of developing non-insulin dependent diabetes is reduced by being 

physically active (Helmrich, Ragland and Paffenbarger, 1994; Manson, Rimm, 

Stampfler, Colditz, Willett, Kroewski, Rosner, Hennekens and Speizer, 1991), and it 

has been estimated that between a third and a half of the new cases of NIDDM 

might be prevented by regular moderate physical activity (Bauman and Owen, 

1996). 

• 5%-10% of Maori (Simmons, 1996), are disproportionately represented within the 

diabetes pattern of 2%-5% of all New Zealanders. Up to one-half “of new cases of 

non-insulin dependent diabetes could be prevented by regular, moderate, physical 

activity. For those who already have diabetes, physical activity may improve 

glucose metabolism, increase insulin sensitivity and prevent an increase in 

atherosclerosis” (NZIER, 1998, p.24). 

Coronary Heart Disease 

• “The epidemiological evidence now indicates a strong and almost certainly causal 

relationship between physical activity and mortality from cardiovascular disease, 

diabetes and colon cancer” (Stephenson, Bauman, Armstrong, Smith and Bellew, 

2000, p.11). 

• The most persuasive proof concerns the prevention of coronary heart disease, 

which continues to kill more New Zealanders, often at a relatively young age, than 

any other disease. Individuals who are regularly active have half the risk from this 

disease than those with a sedentary lifestyle (Berlin and Colditz, 1990; Powell, 

Thompson, Casperson and Kendrick, 1987), and in the United States a third of the 

annual deaths from coronary disease can be attributed to insufficient physical 

activity (Powell and Blair, 1994). 

• The Hillary Commission (1998), has quantified lives lost in noting that: “A 10% 

increase in the number of adults who are active would return health care savings 

of at least $55 million a year. This would prevent hundreds of premature deaths” 

(p.2). 


Osteoporosis and Skeletal Injury 

• Osteoporosis, a reduction in bone mass and tissue, is related to inactivity, and is a 

major public health issue in the older sector of the population, where the 

consequences of hip fractures in particular can be devastating. The maintenance 

of physical strength and agility is important in preventing falls and loss of 

independence in the elderly population. 

Stroke 

• Two studies have shown an increased degree of physical activity is related to a 

reduced incidence of strokes (Shinton and Sagar, 1993; Wannamethee and 

Shaper, 1992). 

High Blood Pressure 

• It has long been established that regular physical activity is beneficial in lowering 

high blood pressure and furthermore, a sedentary lifestyle with the concomitant 

weight gain is frequently associated with hypertension. 

High Cholesterol 

• Regular exercise is recognised to favourably affect the blood lipids, especially the 

“good” cholesterol fraction HDL. The Heart Foundation of New Zealand in its Lipid 

Guidelines of 1997 associated a low HDL with an increased risk of cardiovascular 

events. 

Arthritis 

• Whilst the risk of developing osteoarthritis appears to be higher in elite athletes, 

regular physical activity reduces the symptoms of arthritis and the individual’s 

psychosocial wellbeing in members of the general population (Minor, 1991). 

Mental Health 

• Regular physical activity has been consistently shown to reduce mental stress and 

anxiety, relieve the symptoms of depression (Paluska and Schwenk, 2000), and 

has been favourably compared with anti-depressant medication. 

Social Cohesion 

Recreation and sport plays a socially cohesive role at the family level. All family 

configurations can gain from participation, sharing experiences, joining new clubs, 

networking and support for family participants. For some athletes the support, 

direction and recognition from a club, team, coach or fellow participants may affirm 

personal worth and self-esteem that once was provided by parents and an extended 

family. The intangible values of recreation and sport and social cohesion are located 

also at the community level. These are often denoted as the breaking down of social 


arriers through the inclusion in physical recreation or sport of persons from diverse 

backgrounds. The benefits of physical activity, of positive experiences in recreation 

and sport, may be less tangible than economic costs and profits but are no less valid in 

New Zealanders' experience. 

The Business Research Centre (BRC), for the Hillary Commission (1998), noted the 

contribution of sport and other physical leisure activities to social cohesion at 

individual, family, community and national levels. At the individual level, recreation 

and sport can provide a sense of belonging to a group and community. It can build 

character through the participant’s experience of diverse life situations and the positive 

support of a coach and team-mates or other athletes and the participant’s family. The 

acceptance of decisions – and of sport’s ups and downs – is integral to sport, as is the 

resolution of ethical questions. Similarly, community identity and feelings of 

community pride are engendered in a positive social climate that offers and 

recognises, recreation and sport achievement. For young people at risk the results of 

ventures such as Project K indicate a means of enhancing social cohesion. 

Recreation with its outdoor challenges in an environment that causes people to work 

together, set high targets for a day’s tramp, or share responsibilities in a demanding 

physical situation provides many opportunities for self and group development. 

• Increasing Maori participation rates in physical activity, especially if coupled with 

successful anti-smoking programmes, has potential for marked health 

improvement, and consequent individual, whanau, hapu and iwi wellbeing. A 

significant economic benefit would be a welcome by-product of such improvement. 

• Active participants in physical leisure programmes have identified the benefits of 

physical activity as fitness, more energy and good feelings for participants, 

experiences of enjoyment or fun, and the association with friends. Fitness 

programme organisers noted those who have become involved in physical leisure 

had taken the first step towards a healthier lifestyle and, if sustained, that 

significant health benefits would accrue to them (Te Puni Kokiri, 1995). 

• The New Zealand Secondary Schools Sports Council in a paper to The Hon. 

Margaret Austin, 26.5.99 noted that the values of the New Zealand Curriculum 

Framework can be acquired through sport as “The societal benefits are so 

important that the education system cannot afford to neglect or minimise sport … 

sport education contributes directly to the acquisition of essential lifeskills” (New 

Zealand Secondary Schools Sports Council, 1999, pp.5-6). 

• “Researchers have indicated that leisure activities such as sports may be significant 

in creating opportunities for identity development, social meaning, levels of 

competence and intrinsic satisfaction in adolescence” (Sport England, 1999, p.23). 

• The role of outdoor education providing students with opportunities to develop 

personal and social skills has been noted in a range of Ministry of Education 

statements and publications. 


An Enhanced Sense of Identity and Image 

An enhanced sense of national identity through recreation and sport, is evident in the 

way New Zealanders identify themselves overseas. It is observed in the political 

statements that follow an international sporting success which attempt to capitalise 

upon such achievements. The wearing of national team gear and the identification 

with recreation and sport symbols such as an All Black jersey or a Team New Zealand 

jacket illustrate their pervasive presence just as with the recognition accorded to Sir 

Edmund Hillary on the $5 note. New Zealanders identify themselves, and are 

identified by others, through recreation and sport. 

At the national level, we have seen the emphatic impact of Hillary’s scaling of Mt 

Everest, the 1956 rugby tests against South Africa, Peter Snell and Murray Halberg’s 

1960s golden achievements, the All Blacks winning the Rugby World Cup in 1987, 

Susan Devoy’s World Squash Championships, and the 1995 and 2000 America’s Cup 

victories. The workplace, traditionally, is a different site when this small country has 

attained an international sporting achievement. Inescapably linked with the media 

presentation and packaging of recreation and sport, New Zealand homes and 

workplaces understand the country’s major sports fortunes each week. 

• New Zealanders’ identification with the silver fern illustrates the extent to which 

sport and its symbols are embedded in New Zealand culture. 

• “… surveys of our national identity have revealed that 95 percent of New 

Zealanders would derive greater satisfaction from world-class performance by New 

Zealand sports teams or individuals than from parallel achievements by our artists, 

scientists or business executives” (Massey University, 1997, cited in Volkerling, 

2000, pp.65-66). 

• New Zealand’s “sports men and women have established a reputation out of all 

proportion to our size” (Bolger, 1993, p.33). 

• “Sport would appear to be occupying an increasingly significant place in the lives of 

many New Zealanders” (Collins and Downey, 2000, p.310). 

Inseparable from regional and national identity is an enhanced regional or national 

image shaped by recreational and sporting identity and success. The image and media 

recognition of East Coast, for example, was raised after winning rugby’s National 

Provincial Third Division final. The Ranfurly Shield stimulates parades, regional 

activity, symbols and economic activity. The Golden Shears brings a national media 

focus to rural town New Zealand just as Round the Bays does for Auckland City. 

• The image of New Zealand as an island country with opportunities for sailing has 

been reinforced by global racing, Olympic and world championship victories and 

the America’s Cup results. 

• The world championship fight of David Tua and the Coast to Coast multisport 

event are different examples of recreation and sport that shape our country’s 

image. 


• The inclusion of sportspersons as ambassadors by The New Zealand Way, now 

known as the Brand New Zealand campaign, initiated in 1993, illustrates the 

Government’s awareness of the image held abroad of New Zealand’s sport 

achievers. 

Crime Prevention 

An interdisciplinary programme, with physical activity as an integral component, can 

lessen antisocial and potentially destructive behaviour in young people. The Australian 

Institute of Criminology and Australian Institute of Sport have released a report that 

supports the belief that recreation and sport, organised as a positive community 

experience, can assist crime prevention. 

It may be argued strongly that recreation and sport are particularly well placed in 

providing programmes to combat the major risk factors for young offenders. The 

Ministry of Youth Affairs has noted the following characteristics in youth offenders: a 

lack of social skills and networks; a lack of motivation; poor school attendance, low 

vocational skills and unemployment; substance abuse; and a lack of cultural pride or 

positive culture identity. Intensive outdoors based and/or positive team sport 

programmes could assist adolescents to overcome these negative traits. The 

Department of Work and Income’s “Residential Motivational Training Programme” may 

be an example of such a personally enhancing project through which recreation and 

sport have an economic impact of savings and public good. 

• “If it wasn’t for [my sport] I would have been in jail. The team became my family” 

(provincial rugby player, in personal communication to a Taskforce member). 

• “Sport and physical activity can combine with other interventions to reduce crime 

in particular groups and communities. It appears that sport and physical activity 

can reduce crime by providing accessible, appropriate activities in a supportive 

social context. In other words, sport and physical activity must be connected 

positively within the social fabric of groups and communities” (Cameron and 

MacDougall, 2000, p.1). 

• “We know that sport and physical activity can improve our quality of life. But this 

report reveals just how it really can change people’s lives and society for the 

better” (Dr Adam Graycar, Director of the Australian Institute of Criminology, in a 6 

September 2000 media release). 

• There is evidence that projects utilising the outdoor environment, as with 

Conservation Corps and Youth Services Corps run by the Ministry of Youth Affairs 

with unemployed youth, have a favourable outcome. Similarly, a combination of 

outdoor activity and mentoring, as with Project K, a development programme for 

14 year olds, can be effective (NZIER, 2000). 


4.3 The Economic Benefit of Recreation and Sport 

The economic benefit of recreation and sport is significant. New Zealanders have 

encountered an increasing range of equipment and accessories in their malls and 

specialist shops. Construction of sport venues, the provision of fields, and local 

Council expenditures are apparent to followers of urban-based recreation and sport. 

At the gym, in our internationally trademarked t-shirts, wearing Olympic sponsored 

footwear, we illustrate the sport economy. So does our fishing colleague with a New 

Zealand made rod and reel, who is in a booked cabin with an overseas client and a 

paid trout river guide. In various settings we discuss the media constructed sport 

event of the weekend, smile at our voluntary efforts in helping with an unfamiliar sport 

participated in by our children, and put our names down for a staff social competition. 

Whether the corporate box or the terraces beckon we are agents of the sport 

economy. 

In New Zealand society the recreation and sport sector has moved from a volunteer 

based weekend domain to a commodified and commercialised component of the 

economy. This sector of the economy is influenced by participation levels, the growth 

rate of recreation and sport, participation trends, media exposure and investment, and 

the financial support of government and quasi-government bodies. In 1999 the real 

gross output of this sector was $1.973 billion. The non-commercial expenditure on 

this sector was $569.261 million – from central government, lotteries and gaming and 

local government sources. (Business and Economic Research Limited, 2000) It is 

calculated that $4.8 million daily is contributed to the New Zealand economy by 

recreation and sport (Hillary Commission, 1998). 

The economic impact – and benefit – of recreation and sport may be noted for 

discussion purposes in: 

• commercialised recreation and sport 

• volunteers 

• tourism and national identity 

• employment and workplace benefits 

• medical savings 

• cost of lives lost 

Commercialised Recreation and Sport 

• Nominal household expenditure on physical activity and services in 1999 was 

$960+ million dollars. This was an area of growth through increases such as 

fitness club memberships. 

• The sport and active leisure industry, in New Zealand, generates over $1.7 billion 

in economic activity a year (NZIER, 1998). The jobs directly supported by sport 

and physical leisure are over 30,000, or full-time equivalents of 22,489, in 1999 

(NZIER, 2000). 

• Recreation and sport also generates employment and industrial productivity. From 

these flow consumer expenditure, tax payments and sub-contracted employment. 


Specific flow-on effects in the economy may be associated with certain events or 

developments in recreation and sport. Boatbuilding is an example of a specific 

industry that illustrates this market expansion. Jobs increased 20% in 1999 to 

6,000 and the workplace could double to 12,000 by 2010 (Collin, 2000). An 

economic impact report on the America’s Cup (McDermott Fairgray Group and 

Ernst Young, 2000), even when considered critically and conservatively, supports a 

strong case for recognition of this sport’s influence. “It can be concluded that a 

total impact of $474 million added to regional GDP and $640 million added to 

national GDP over the period during which preparations and the regatta took 

place” (McDermott Fairgray Group and Ernst Young, October 2000, p viii). 

Significant spending came from racing syndicates, superyacht owners and “millions 

of spectators” (Orsman and Bingham, 27 October 2000, p A.1.) Of this, Auckland 

received $473 million. Resultant from the rise in New Zealand’s yachting profile 

has been the planned $80 million superyacht facility at Whangarei with a possible 

generation of $70 million per annum from servicing and refits. The report details 

direct expenditure that would not have been spent otherwise and indirect spending 

that flowed on through the economy. 

• Events help to raise national, regional and community profiles by bringing attention 

to unique characteristics and attractions and subsequently assist community and 

economic development. 

• Recreation sites draw tourists for the experience of physical activity which, in turn, 

generates expenditure. 

• Recreation, parks, sports, outdoor facilities, adventure tourism, national parks and 

conservation areas all provide examples of employment. 

• Open spaces and parks and reserves as tourist attractions offer an integral 

dimension of New Zealand landscapes and a focus of diversity and ecological 

sustenance. 

Volunteers 

• Volunteers provided 77.3% of the total physical leisure labour impact in 1999, 

worth $580 million (Business and Economic Research Limited, 2000). 

Tourism and National Identity 

• Statistics New Zealand estimated that “the international tourism sector … made a 

$2.9 billion direct contribution to GDP in 1995” (NZIER, 2000, p.10). 

• Almost 4% of inbound tourists have a leisure or sport-related purpose for their 

visit, generating $120 million per annum. Some 900,000 international tourists take 

part in sport and leisure activities each year (Hillary Commission, 1998). 

• New Zealand products and tourism experiences can be profitably associated with 

the outdoors and physical activity. The case study of ENZA’s branding by the 


Apple and Pear Marketing Board and yachting elite of the America’s Cup and 

Whitbread confirms the value of these initiatives (NZIER, 1998). 

Employment and Workplace Benefits 

• The New Zealand Institute of Economic Research notes (NZIER, 1998, p.27) that 

research supports recreation and sport participation as a factor in increasing output 

per employee, influencing morale, and lowering stress levels and concentration. 

Academic performance is also enhanced following physical activity with enhanced 

concentration, memory, creativity, problem solving and mood. 

• “In addition to the economic benefits it has been shown that physical leisure can 

reduce absenteeism, increase productivity at an individual level and contribute to a 

healthier workforce. Increased participation in physical leisure can also reduce 

health care costs. These additional benefits can have a significant impact on the 

economy …” 

Medical Savings 

The Sport Task 2000 report in Australia and Health Canada report of 1999 each 

reinforce the importance of the relationship between physical activity and positive 

health outcomes. Furthermore, in terms of a more stable and productive nation, 

various reports note that this activity leads to a reduction of stress and depression, 

increased self esteem, healthy eating patterns, and patterns of positive behaviours in 

active children that are likely to persist in adulthood. Australian and Canadian 

authorities have similar projections. Not only stress and depression but anxiety, 

tension, sleep patterns and mental health generally may be offset, to varying degrees, 

by physical activity (NZIER, 1998) with consequent financial savings. 

• “Economic studies have indicated that physical activity has a positive impact on a 

number of variables such as discounted lifetime costs … productivity due to 

reduced absenteeism … and capacity for independent living amongst older people” 

(Stephenson et al., 2000, p.8). 

• “… some of the health, social and economic benefits from increased activity will 

accrue to the health sector (possible reduced health care costs), industry 

(increased demand for equipment, clothing etc), employers (possible increased 

productivity from reduced absenteeism and increased mental health) and 

individuals (possible increased wellbeing and reduced health care costs)” 

(Stephenson et al., 2000 pp.1-2). 

• The importance of increasing physical activity appears to be equivalent to lowering 

high cholesterol and blood pressure (Blair, Kohl, Barlow, Paffenbarger, Gibbons and 

Macera, 1995; Fletcher, Balady, Froelicher, Hartley, Haskell and Pollock, 1995), 

measures which cost New Zealand over $80 million per annum in pharmaceuticals 

alone. 


Cost of Lives Lost 

The causal relationship between physical inertia and heightened health risks suggests 

that, in Australia for example, 122 deaths per year from coronary heart disease, noninsulin 

dependent diabetes and colon cancer may be prevented for each 1% increase 

of the population who achieve a level of sufficient physical activity (Stephenson et al., 

1996 p.vii-viii). Unnecessary deaths have impacts upon medical costs and lost 

contributions to the national economy. 

The most persuasive proof concerns the prevention of coronary heart disease, which 

continues to kill more New Zealanders, often at a relatively young age, than any other 

disease. Individuals who are regularly active have half the risk from this disease than 

those with a sedentary lifestyle (Berlin and Colditz, 1990; Powell et al., 1987), and in 

the United States one-third of the annual deaths from coronary disease can be 

attributed to insufficient physical activity (Powell and Blair, 1994). 

4.4 The Cost of Doing Nothing 

The Taskforce asks the question, “How much does it matter to New Zealanders to save 

lives and reduce expenditure by supporting physical activity, recreation and sport?” 

The evidence of physical activity as the key to making New Zealand a healthier nation 

underpins social and economic benefits. Governments have been told this but have 

consistently abstained from addressing this as the key to a fitter and more productive 

society. Government must support physical activity as active lives prevent illness and 

generate a more productive elderly sector. 

Physical activity results in economic benefits and significant savings for New Zealand in 

direct medical costs (e.g. ambulance, in-patient and out-patient treatment, 

rehabilitation, medical services, pharmaceuticals consumption), and indirect costs 

(such as the loss of productivity or absences from the workplace, and costs ensuing 

from the reduction of quality of life due to pain, disability, bereavement or suffering). 

• An example of the result of governmental inaction is seen in relation to some 

7,800 New Zealanders who die each year from coronary disease, colon cancer and 

diabetes, with one-sixth to one-fifth attributed to physical inactivity. Doing nothing 

will mean the wasted deaths of 1,300 of the New Zealanders each year. 

• In 1996, the avoidable mortality rate for Maori (0-74 years) was 2.5 times, and for 

Pacific people 2.0 times, higher than the European/Other rate. 

• Maori and Pacific people (0-74 years) have rates of avoidable hospitalisation about 

60 percent higher than European/Others. 

• In 1997-98, almost one-third of all the hospitalisations in the 0-74 years age group 

were potentially avoidable, through health promotion or primary health care. 

• Physical inactivity accounts for about eight percent of annual deaths with obesity 

and diabetes each responsible for about four to five percent of these deaths. 


• High blood pressure and cholesterol are also major risk factors, accounting for six 

to eight percent of deaths in 1996. 

If all New Zealanders, and the New Zealand Government in particular, do nothing to 

counter these trends then the following are examples of what will result: 

• Doing nothing will mark a watershed in deteriorating relationships between the 

Government and the recreation and sports sector. 

• Doing nothing will continue to cost the country millions of dollars in dealing with 

illness. 

• Doing nothing will mean New Zealanders will live shorter lives than if they had 

been active. 

• Doing nothing reduces the productivity of New Zealanders and the nation. 

• Doing nothing will increase breast cancer in women, as well as other illnesses in 

our population such as colon cancer, bowel cancer and cardiovascular disease. 

• Doing nothing limits the opportunities for sport and adventure tourism and 

recreational activity by tourists and means we will not capitalise on recreational 

and sporting achievements with the resulting economic benefits. 

• Doing nothing includes the erosion of social progress, an inactive nation with 

greater health problems, more substantial economic costs for government and an 

under-achieving nation in recreation and sport. 

The Taskforce view, after listening to a wide range of New Zealanders, is emphatic. 

Drastic action by the Government is imperative. Physical activity is integral to 

recreation and sport and its benefits are noted across the world. New Zealanders 

must engage in greater levels of physical activity. They must be supported in this 

objective. 

Government needs to unequivocally state that good health is paramount and that 

physical activity is critical to good health. The challenge for all New Zealanders is to 

be more physically active and for government to invest in strategies to support this. 

The necessary positive responses from government will bring a healthier nation, higher 

achievements, increasing and substantial long-term savings and a more productive 

country. 


Part 5 

ISSUES AND FINDINGS: THE NEED FOR CHANGE 


It is imperative that substantial changes take place in central government support of 

recreation and sport and in the central structure of recreation and sport that 

underpin its leadership and delivery. The Taskforce has concluded from its review 

and widespread consultation that there are major issues which need resolution and 

sets out its major findings below. These must be the basis for fundamental decisions 

and actions to advance activity, health, achievement and participation in recreation 

and sport for all New Zealanders, now and for the next 25 years. It is critical that all 

recreation and sport strategies and structures fully recognise best contemporary 

practice and adapt to the changing lifestyles of New Zealanders. 

5.2 Vision and Delivery 

There is a significant need for government and its central structure for recreation and 

sport to set a clear vision for New Zealand and to lead in the achievement of that 

vision. To date, there has been no encompassing vision that has drawn the 

commitment of New Zealand recreation and sport organisations and which has led to 

an excellence of coordinated delivery, regionally and nationally. 

• New Zealand recreation and sport must be sustained by a vision to which all 

major organisations in this sector and the Government are committed. 

• There is a need for a more active nation that is committed to physical activity. 

• Key central structures do not exhibit leadership that has the confidence of all 

recreation and sport bodies and do not portray a clear and unified vision for New 

Zealand recreation and sport. 

• The relationships between central structures and national recreation and sport 

organisations have been confused and are ineffective. 

• Many national and regional structures do not have the confidence of the 

recreation and sport constituency. Their present operations, leadership and 

governance need major revision. 

• Many national recreation and sport organisations have not utilised opportunities 

to share facilities and resources. 

• The delivery of recreation and sport has not been strong and coordinated at 

community level and is marked by fragmentation. 

• Fitness and physical activity have not been seen as integral to the holistic 

development of each New Zealander. 


• Recreation and sport organisations have not been provided with necessary 

practical advice, direction, resources and guidance. 

• There has not been a sufficiently close relationship between the recreation and 

sport sector and government agencies that administer funds for New Zealanders’ 

wellbeing, health, education, rehabilitation and physical activity. 

• The terminology used in, and about, leisure, recreation and sport is inconsistent 

and leads to confusion and miscommunication. 

• There has been a dumbing down of the competitive elements and the pursuit of 

excellence in many levels of sport. 

• Decisions on recreation and sport have not been marked by a high level of 

research and analysis. 

• The small amount of government spending on recreation and sport has been 

regarded as a cost rather than as an investment. 

• Organised sport has appeared to dominate the sector and recreation has suffered 

accordingly. 

5.3 National Recreation and Sport Organisations 

• The Taskforce was particularly concerned to observe the apparently significant 

decline in the number of volunteers in national recreation and sport 

organisations. 

• Most national recreation and sport organisations struggle to effectively lead and 

manage their activities. This is influenced by: 

- ineffective governance 

- lack of robust strategic planning 

- lack of clear vision and purpose 

- inadequate financial resources to enable them to manage all aspects of 

the development of their respective recreation and sport activity 

- inadequate resourcing to employ high calibre senior staff 

- lack of recognition and response to trends and societal changes 

• The Taskforce found alarming disparities across national recreation and sporting 

organisations, particularly in leadership, governance, resource management, 

operational structures and strategic planning. These disparities were also 

consistently observed at the regional level. 

• There is an inequitable gender imbalance in elite coaching and sport administration. 


• The Taskforce was concerned that national sport organisations have not been 

sufficiently assisted by the Hillary Commission in developing and delivering high 

quality services. 

• Organised sport is exposed to capture by commercial and third party interests 

and many organisations lack protection in this area. National sport organisations 

are not always recognised as the administrative guardians of their code. 

• The Taskforce was concerned at the level of fragmentation amongst national 

organisations that had similar interests. 

• There currently exists a lack of consistent geographic and administrative 

boundaries in regional sport. 

5.4 Coaching 

Coaching is the critical factor in developing New Zealand sport and urgently requires 

structure, development and support. Coaching has not been well served by the 

central agencies and individual national organisations. Coach quality, knowledge, 

leadership and performance are too variable. National Organisations have not 

developed strong coaching structures, clear administrative support and monitoring. 

Coaches have not been offered a structured and resourced career path through to, 

and including, the elite level. 

• Coaching in New Zealand sports is in need of immediate review, upgrading and 

administrative leadership. 

• Coaching in New Zealand is marked by inconsistent standards, a lack of 

recognition and lack of status. There is a need for enhanced support in 

developing expertise and a viable structure for coaches from junior to elite levels. 

• There has been no clear career path for elite coaches. 

• The use of overseas coaches in areas of need has not been apparent in New 

Zealand sport. 

• The development and education of coaches has been too variable and of 

inconsistent quality. 

• Coaches have not had sufficient access to quality research advice, structured 

networking (other than their own informal networks), resource information and 

career structures. 

5.5 Regional and Local Delivery 

Clubs and local organisations are the lifeblood of New Zealand’s recreation and sport. 

They give New Zealand recreation and sport its past and present shape of access, 

relatively inexpensive membership, opportunities for participation and personal paths 

to self-expression and self-discovery. New Zealanders face a crisis in ensuring the 


viability of such local and fundamental structures in our recreation and sport. 

Regional Sport Trusts have been major agencies for the support and delivery of sport 

at the local level. They have operated variably and need improvement and 

refocusing. The Trusts have developed a range of useful local links and programmes 

but their leadership and quality of governance varies widely. The Trusts have 

suffered from a lack of leadership from central agencies. 

• Regional Sport Trusts have shown marked variations in performance and 

leadership. 

• Regional Sport Trusts have moved from their core business to entrepreneurial 

activities that draw local funds from potential recreation and sport investment. 

• Regional Sport Trusts have generally formed links with their sporting communities 

and have a recognised local presence, but there is an inconsistent 

relationship between Regional Sport Trusts and community organisations and for 

many there is a lack of accountability to the sport community. 

• Regional Sport Trusts have not sufficiently addressed major issues that range 

from the coordination of regional and local organisations to alliances between 

clubs and facilities. 

• There is often unsatisfactory communication and consultation between Regional 

Sport Trusts and central structures and between regional structures and their 

national organisations. 

• There is an inconsistent approach between Regional Sport Trusts, local 

government and other organisations in fostering recreation and sport opportunities, 

often because of excessive “patch protection”. 

• The number of Regional Sport Trusts needs critical examination. 

• Despite the need for Regional Sport Trusts to improve, the Taskforce 

acknowledges that pockets of excellence were found among the present 17 

trusts. 

• Many regional recreation and sport organisations and clubs are struggling with 

leadership, resources, membership levels and volunteers for administration. 

• The links between clubs and schools have not been addressed successfully across 

New Zealand regions and this has impacted on participation levels and 

perpetuated fragmentation. 

• There have not been effective operational links between National Governing 

Bodies and the local deliverers of recreation and sport. 

• Clubs are under threat from market forces, professional sport, commercial 

operators, a decrease in volunteers, changing lifestyles and the demand for social 

sport. 


• Many clubs have not formed alliances or shared resources with other sports 

and/or clubs. 

5.6 Education 

The education sector must change in order to develop a more active nation. The 

Taskforce is appalled at the state of physical education, physical activity, movement 

and recreation and sport education in New Zealand. Evidence was repeatedly 

presented to the Taskforce that showed a lack of clarity, direction, prescription and 

scheduled time in schools for physical activity and sport. Pre-service education was 

found to be fragmented and lacking clarity in assisting future teachers to understand 

physical activity and how to competently and confidently teach this subject. 

Evidence was provided to the Taskforce showing classes going for weeks without 

organised physical activity or physical education. The Taskforce cautions that the 

expressed need for regular physical activity in a class programme does not support a 

belief that this comprises the total physical education programme. Physical 

education and health are interlocked and physical activity must be seen as a key 

component of this integrated curriculum – and not a substitute for it. 

• The education sector is not presently playing the role it should in recreation and 

sport. 

• The Taskforce noted with real concern the continual erosion of teachers’ 

involvement in organised sport and other extra-curricula activities. 

• Recreation and sport has become marginalised in education and, with this lack of 

status, is seen as the “Cinderella” area of the curriculum. 

• KiwiSport has become a substitute for an educationally sound and well-structured 

physical education programme in many schools. 

• Pre-service and in-service education of teachers in the health and physical 

education curriculum is woefully inadequate and too variable. There must be 

instant revision of pre-service and in-service education of teachers to ensure 

teachers have a full understanding of physical activity, recreation and sport 

delivery. 

• The secondary school sports coordinator scheme has been of considerable value 

in certain schools and districts but has lacked the certainty of continued funding. 

• The 1999 Health and Physical Education curriculum is too vague, lacks clarity of 

prescription and can lead to avoidance of regular class-time for physical activity. 

It lacks a clear focus on recreation and sport. 

• Schools presently do not give sufficient recognition to healthy competition. Nor 

have they provided for experiences of winning and losing in a realistic and 

supportive context. 


• A drop-off has been recorded in numbers of students competing in sport as they 

move from intermediate level to secondary school and again at the conclusion of 

secondary schooling when club alliances form. 

• Tertiary institutions have not recognised the values of physical activity and have 

failed to adequately develop facilities, opportunities and a culture of recreation 

and sport participation. 

• The Taskforce is concerned at the proliferation of recreation and/or sport studies 

courses in institutions of variable quality. The realities of levels of study, 

standards of teaching and possible sector employment must be subjected to 

greater scrutiny. 

• There are dedicated teachers, parents, students and volunteers who virtually 

keep physical education, recreation and sport afloat through personal 

commitment rather than through being part of a clear and supportive structure 

that effectively delivers good teaching, good coaching, good experiences and 

good youth practices. 

• Teaching is an overloaded profession that does not accord physical education, 

recreation and sport a priority in school life, despite the established importance of 

regular exercise and physical activity in improving health and wellbeing. 

5.7 Grassroots Participation 

New Zealanders’ levels of physical activity should be higher. Only one-quarter of 

New Zealanders take part in at least one organised sport or physical activity 

competition over a year and one in three New Zealanders is inactive. For a healthier 

and more productive nation this participation level must be addressed and action 

taken with a commitment at all levels to engage people in physical recreation 

activities. This requires more than the provision of facilities and a targeted approach 

is needed with marketing, promotion and encouragement by facility and service 

providers. 

• Physical recreation must be recognised as a lifelong activity for all segments of 

the population. 

• Participation levels are too variable in New Zealand recreation and sport to 

generate maximum health and social wellbeing. Access to participation in 

recreation and sport has not been equitable. Young people, women, older adults, 

people with disabilities, and Maori and Pacific Islanders are population sectors 

that require targeted approaches. 

• Maori physical activity is linked to health and longevity and must be critically 

evaluated. Maori recreation and sport has not been recognised equitably by 

existing structures. 


• Ethnic diversity is increasing. As an example, the rising Asian population 

(106,000 in 1996 to 280,000 in 2016) has not been sufficiently considered in 

terms of recognition and inclusion in New Zealand recreation and sport. 

• New Zealand workplaces have not sufficiently assisted the development of 

environments conducive to employee wellbeing through fitness and recreation. 

• Coach education must include understandings of special populations to enhance 

participation e.g. cross-cultural communication and varied groups’ learning styles. 

• Factors impacting on participation levels include work pressures, limited time, 

accessibility of facilities, cost and changing family structures. Many recreation 

and sport organisations have maintained traditional structures, programmes and 

events that have not recognised participation constraints. The traditional time 

available to engage in recreation and sport has been eroded and has adversely 

affected participation. 

• Not enough research has been undertaken in New Zealand to clearly define the 

benefits of physical recreation other than for health reasons. Other research 

areas could have included: human development, quality of life, reduction in antisocial 

behaviour, strengthening the family unit and surrounding community, 

economic benefits, environmental awareness and stewardship. 

• Population growth and urban intensification require local and regional authorities 

to respond with effective planning, resources, facilities, venues and open spaces. 

• The “pay as you play” approach and casual or informal participation in sport has 

impacted on traditional club structures. Club membership is declining and 

consideration of how people wish to participate in recreation and sport in the 

future has not been sufficiently taken into account. 

5.8 Volunteers 

Volunteers have been the backbone of New Zealand recreation and sport. Their 

involvement and support are under threat. Supporting and strengthening this asset 

is critical. A decrease in volunteer numbers places the provision of local and regional 

recreation and sport in jeopardy. The impact of social change is acknowledged in 

influences such as weekend work, changing family structures, unemployment and 

women in the workforce. Professional sport has also impacted upon volunteer 

willingness and commitment as unpaid workers. 

• Volunteers play a key role in New Zealand recreation and sport. 

• Volunteers are accorded variable status in recreation and sport. 

• There appears to be a decline in volunteers. 

• The training of volunteers is inadequate. 


• Professional sports have not closely examined their volunteer base, potential 

strengths and needs. The club volunteer-administrator position is under stress. 

There is a lack of support and clarity of roles and responsibilities for volunteers in 

many recreation and sport settings. 

5.9 Central Government 

Successive governments have failed New Zealand recreation and sport. Whilst 

politicians have been willing to associate with sporting success and to utilise 

recreation and sport achievers to promote special ventures, they have not provided 

the necessary support for this key sector of our society. The time for government 

commitment to better support recreation and sport and the consequent enhancement 

of New Zealanders’ health, wellbeing, success and economic benefit is now. 

Governments have repeatedly backed away from making this commitment. 

• Examination of overseas approaches to the support of recreation and sport 

indicated that major advances were made in high performance level achievement 

following the strategic intervention by central government. For example 

the French in the 1960s, Australia in the late 1970s and the United Kingdom in 

the 1990s. 

• New Zealand recreation and sport has been markedly underfunded by 

governments and has been seen as a cost rather than an investment. 

• The Taskforce is seriously concerned at the lack of effective coordination between 

government agencies that impact on physical activity, recreation and sport. 

Therefore, the significant benefits that could have been derived have not been 

realised. 

5.10 Local Government 

Local government has a key role in promoting, assisting, funding and resourcing 

recreation and sport. This role is optimised when linked closely with local recreation 

and sport organisations but this has not been done consistently. 

• Local government has a key role in New Zealand recreation and sport. This role 

has not been recognised within the local government sector and variable 

commitment across Territorial Local Authorities is seen. 

• The discretionary nature of the current local government legislation in relation to 

recreation and sport has led to inconsistent policies and approaches in the local 

government roles in this sector. 

• Quality strategic planning by regional and local authorities for recreation and 

sport is too variable. 

• There is a need for the rationalisation and amalgamation of clubs and community 

facilities. 


• The development and management of recreation and sport facilities, parks and 

reserves and open spaces has not been effectively researched and planned to 

ensure ratepayers’ and community money has been appropriately spent and the 

use of facilities maximised. 

• A limited number of Regional Councils play an active role in providing recreation 

and open spaces. Opportunities to expand this provision by others should be 

examined. 

• Funding assistance to community based recreation and sporting groups by 

Territorial Local Authorities is not coordinated on a regional basis. 

5.11 The Outdoor Environment 

Unique recreation opportunities are available for New Zealanders because of our 

special outdoor environment. There are clear concerns that access, protection and 

sustainability have not been addressed in a coordinated manner that ensures these 

opportunities continue to prevail and are given top priority as a legacy for all New 

Zealanders. 

• There is an exploitation of the outdoors. 

• Increasing tourism numbers challenge New Zealand organisations to ensure a 

well-managed and sustainable outdoor experience is available to New Zealanders. 

• The system that allows the proliferation of commercial operators gaining access 

to the outdoor environment must be critically examined. 

• There has not been a sufficient level of coordination between the Department of 

Conservation and central recreation user groups. 

• Regional and urban parks appear to have been under-utilised by New Zealanders 

for recreation purposes and must be promoted and protected. 

• Territorial Local Authorities have focused their efforts on providing recreational 

facilities (e.g. playing fields) but have considerable potential to provide better 

access to natural resources via esplanade reserves and strips, road reserves and 

walkways. 

5.12 Elite Sport 

The Taskforce endorses support of elite sport as the realisation of excellence in a 

competitive environment. Elite sport requires clear structures, increased and more 

efficiently utilised resourcing. There is a lack of an integrated plan in which national 

sporting organisations have been fully functioning partners and a variable range of 

expertise (in coaching for example) across sports. Elite sport lacks agreement in its 

rationale, structures and processes. 


• The appropriate development of elite sport should be a key consideration for the 

central agency governing New Zealand recreation and sport. 

• The development of elite sport by most organisations has lacked consistency, full 

consultation, talent identification, constructive planning and effective 

implementation. 

• Greater structuring, resourcing, use of research, monitoring and accountability by 

the central agencies and National Sport Organisations are essential in developing 

elite sport. 

• The critical role of coaching has not been sufficiently recognised and supported in 

elite sport. This is integral to athlete preparation and performance. 

• Coaching quality at the elite level has revealed needs that must be addressed, 

including technical expertise, the application of research in a practical context, 

relationship skills and support structures. 

• The New Zealand sport population is not sufficient to justify the proliferation of 

uncoordinated institutions purporting to support or develop elite sport nor is it 

likely to justify a single site national institute for all sports. An elite sport system 

must include: 

- National leadership and coordination by the central agency. 

- Professional development and support for national and elite coaches. 

- Quality sport specific programmes developed and managed by the national 

sport organisations. 

- Centres developed as sites for the exchange of best practices. 

- Support programmes involving nationally carded athletes who are able to 

access services provided by networked centres or institutes. 

- Integrated sport science and medical services and access to structured athlete 

career education. 

- Regional strategic alliances with educational institutions and funding sources. 

• Sport science is a key element of contemporary sport and must be applied with 

coaching, athlete development and high levels of administration. 

5.13 Funding 

Successive governments have not invested sufficiently in New Zealand recreation and 

sport. The Taskforce found funding to be variable and designated funding often too 

limited for significant goals to be achieved. It is questionable whether profit 

generating professional sports should receive government or public monies. 

• Successive governments have failed to adequately invest targeted funds in 

recreation and sport. 

• The funding for recreation and sport has lacked coordination. 


• The Taskforce was concerned that funding allocations to national governing 

bodies and individuals from public sector sources are made annually and the 

subsequent lack of continuity negatively impacts on participation and 

performance-related initiatives. 

• There is inconsistency in the classification of charitable purposes as they relate to 


• The funding for recreation and sport organisations at all levels is under threat 

owing to the lack of recognition of not-for-profit recreation and sports promotion 

as a charitable purpose. Attempts by the Inland Revenue Department to institute 

taxation on grants to clubs will also have a negative effect. 

• The reduction in the New Zealand Lottery Grants Board income, with its 

implications for funding recreation and sport, is a major concern. 

• The Taskforce was concerned that funding allocations from gaming machines 

were often ad hoc with decisions made by local operators without reference to 

the development plans of recreation and sport organisations. Distributions from 

gaming machines and some other sources often occur without adequate 

monitoring, accountability, clarity of processes and a consistency of criteria being 

applied. A further concern is that there is an over-reliance by recreation and 

sport clubs upon gaming proceeds. 

• Public funding of sports has not been made on the basis of proven need. 

Significant income increases have occurred in major professional sports without 

critical evaluation as to whether the continued allocation of grants by central 

agencies to these sports is an appropriate use of public funds. 

• Community sport funding from the Hillary Commission has remained static over 

many years and the effectiveness of the scheme must be questioned. 

• With the relocation overseas of many New Zealand based corporates, financial 

decisions in relation to commercial investment in sport are now being made 

outside New Zealand. The Taskforce is concerned that this will lead to a 

decrease in corporate investment in New Zealand recreation and sport. 

• The mentality amongst some funders was too often to give “a little to all” rather 

than offer focused support. 

• Despite the assertion that “sport should run sport” the variable quality of sport 

(and recreation) leadership and administration does not justify the allocation of 

unmonitored funds. 

5.14 Research and Resources 

Excellent research has the capacity to save costs, time and resources that would 

otherwise have been committed to trial or long-term ventures. Research in New 

Zealand, and relevant research from overseas, has not been made available to 


5.15 Media 

recreation and sport bodies in an accessible form. Central structures actioning their 

own research have not ensured that this was contestable, rigorous and monitored 

effectively. There is an active sport research domain in tertiary institutions and 

results of their research could have been better disseminated. 

• New Zealand recreation and sport is inadequately researched. The research that 

does exist in New Zealand and overseas has not been consistently accessed and 

disseminated. 

• Research in New Zealand recreation and sport has had an imbalance in favour of 

the latter. 

• The central structures in New Zealand recreation and sport have not initiated 

relevant research to meet the needs of recreation and sport and proactively assist 

their development. 

• Research-based developments in technology for recreation and sport have not 

been widely fostered and considered as opportunities to establish a creative 

industrial niche. 

The media have played a key role in shaping New Zealanders’ perceptions of 

recreation and sport and this is particularly illustrated through the scale of television 

rights paid to a small number of sports. This has been marked by a lack of 

investigative sport journalism, variable presentations and a significant absence of 

quality documentaries. 

• The media have not presented recreation and sport with consistency, balance, or 

indepth quality. 

• There has been a marked escalation in television rights income for a small 

number of sports that results in a negative impact on the profiling and resourcing 

of other sports. 

• Television access to recreation and sport by the general public is unduly restricted 

by factors such as geographic location of the viewer and ability to meet paytelevision 

charges. The Taskforce noted that some overseas countries have 

ensured protection of access to major sporting events by free-to-air television. 

• The media portrayal of recreation and sport that influences New Zealanders’ 

attitudes and “knowledge” lacks balance. The Taskforce notes that there appears 

to be little effort to examine the role of recreation and sport in our society. 

• There is an imbalance in media coverage of men’s and women’s sports to the 

detriment of women’s sport. 


• The Taskforce found that the New Zealand media are not marked by a high 

quality of investigative journalism, analytic writing, literary sport tradition, or indepth 

analysis. 

5.16 The Need for Change 

The need for change in New Zealand recreation and sport is immediate. New 

Zealand voices and Taskforce findings are in accord – there must be marked changes 

in the structuring, governance, operations and delivery of New Zealand recreation 

and sport. 

The Taskforce conclusion that there is a need for change is based upon the findings 

outlined above. They may be summarised as: 

• There is no common vision for New Zealand recreation and sport. 

• The current recreation and sport structures are fragmented and lack integration, 

coordination and leadership. 

• There is a clear need to change the organisation of recreation and sport and its 

delivery at national and regional levels. 

• Coaching is in urgent need of support and development. 

• Regional delivery needs support, extension, greater local community integration, 

stronger linkages with the central body and clear support for volunteer 

development. 

• Education’s approach to physical activity, recreation and sport is grossly 

inadequate. 

• Participation levels must increase substantially and no New Zealander should be 

denied full participation in recreation and/or sport. 

• The Government’s support is critical for a new direction and must be reflected in 

the necessary funding. 

• Local government plays a key role in New Zealand recreation and sport and must 

play a cooperative role with regional recreation and sport agencies. 

• Research must be coordinated, disseminated and utilised in recreation and sport. 

It is no exaggeration to state that every New Zealander will be affected by the 

Government’s response to the marked need for change. Whether enhancing the 

nation’s physical wellbeing, increasing participation in physical activity, benefiting 

from a significantly improved recreation and sport delivery system, excellence in 

performance or having a healthier nation, we are each linked to this report – in town 

or country, marae or migrant hostel, home or workplace, indoors or outdoors. The 

cost will be felt by each of us if nothing substantial is done in response to this report. 


Part 6 

THE FUTURE ENVIRONMENT AND STRATEGIES 


New Zealanders have expressed a unified voice for recreation and sport to move 

forward with clearer vision and cohesion. They have also expressed a desire for 

implementation of initiatives that enhance and sustain an active nation. The vision 

shaped by the Taskforce for New Zealand recreation and sport underpins the next 25 

years. This vision statement echoes the voices of New Zealanders and reflects the 

Taskforce’s considered analysis of past, present and potential practice. 

The vision’s realisation will, to a large extent, be achieved by a focused strategy and 

excellence of leadership in the structures that maximise New Zealanders’ involvement 

and achievement in recreation and sport. The present structures and processes have 

not met the expectations held of them, nor do they have the full confidence of 

participants in recreation and sport. This report outlines the rationale for structural 

change in New Zealand recreation and sport. It also sets out a proposed strategy 

which will best meet New Zealand’s need for proactive leadership, greater participation 

and outstanding performance in this vital sector of New Zealand life. 

6.2 The Vision for New Zealand Recreation and Sport 

Vision for an active New Zealand 

That all New Zealanders will have recognised and valued their fundamental right 

to an active lifestyle. The expression of being a New Zealander will include the 

positive experience of organised, or spontaneous, physical activity. This will lead 

to a healthier and more active nation, with social benefits for all, where 

individuals can realise their full potential. 

The vision realised will see a New Zealand in which the arts and culture and physical 

activity are seen as integral to human experience, self-expression and self-knowledge. 

Typical indicators of this vision will be children in schools experiencing joys of 

movement along with the constructive experience of regular, well-organised and 

participant centred activity. It will be seen in the elderly discovering and meeting new 

physical challenges, in Maori having support for traditional activities, and opportunities 

for recreation and sport located in all sectors of society. Communities will see the 

realisation of this vision in a healthier population enjoying well-planned facilities. 

New Zealanders will understand that the key to physical activity and a healthier self 

rests with individuals. At one end of the ability spectrum the less competitive and the 

less able will regularly experience rewarding physical activity – at the other end of this 

scale the nation will observe athletes experiencing material support from their country 

in realising their potential as elite athletes. The continuum of participation, from novice 

events to international competition, is recognised at each level. 


The life lessons and realities of competition and striving for excellence and to win will 

be recognised. At all levels of ability and social scale the outdoor environment will be 

accessible and enjoyed. Underpinning all elements of this vision will be clear 

strategies, structures, Government and private sector support, interagency 

commitment, a balance of conservation, resource provision and goodwill from all 

sectors. New Zealanders will have every opportunity to understand, engage in, and 

enjoy positive physical activity. 

Implicit in the realisation of this vision for recreation and sport are: 

- access for all 

- an education system that places value and emphasis on positive health, 

physical activity and physical education 

- a health system that places value and emphasis on wellness rather than 

illness 

- support by local and central government 

- the development and maintenance of appropriate resources 

- individual choice 

- a belief in the holistic development of active New Zealanders 

The key principles underpinning the vision for recreation and sport in New Zealand 

over the next 25 years are: 

1 It is the inalienable right of all New Zealanders to participate in some form of 

physical activity. Lifelong participation in recreation and sport is an integral part 

of the experience of being a New Zealander. 

2 Recreation and sport are essential to improving personal health, total wellbeing 

and self-esteem and fostering community and social interaction. 

3 The public derive significant value from recreation and sport and these benefits 

are directly aligned to the strategic priorities of any government. They have the 

capacity to reduce health care, social services and justice costs, and are an 

investment for any government committed to the future development of a 

vibrant society. 

4 For New Zealand to be a successful sporting nation internationally it requires an 

integrated sport centred strategy that is supported and guided by both public 

and private investment. 

5 Any vision for the future of the recreation and sport sector in New Zealand 

should be supported on an integrated and collaborative basis by the central 

government agencies of education, social services, conservation, justice, health 

and by local government. 

6 The Government has a responsibility to foster visionary leadership for recreation 

and sport. This leadership should be exercised through a single premier agency 


collaborating with all relevant government agencies, recreation and sport 

organisations and local government. 

7 Every child should learn at school, as integral components of the education 

curriculum, the basics of recreation and sport, including: fundamental movement, 

sports and aquatic skills, outdoor pursuits, the pleasure of self-expression, 

teamwork, skill development, human values, personal development, enjoyment, 

the importance of competition and the pursuit of excellence. 

8 The agencies involved in the recreation and sport sector must reflect a 

commitment to the Treaty of Waitangi in their policies and practices at all levels. 

9 Recreation and sport may be seen differently by various ethnic groups. 

10 Recreation and sport provides a means of bridging social differences between 

people from widely varied backgrounds, personal orientations and cultures. 

11 The volunteer infrastructure of family members, teachers, instructors, coaches, 

administrators and officials in clubs, schools and community groups is integral to 

the future recreational and sporting experiences of all New Zealanders. 

12 Recreation and sport opportunities should be available to any sector of the 

population without undue constraints of cost or access. 

13 Recognition of safety and training responsibilities appropriate to recreation and 

sport. 

14 Involvement in recreation and sport should be a seamless progression of 

participatory experiences through all ages and all levels of involvement. 

15 Recreation and sport do not have inherent values that place them above arts and 

culture but are valued equally so that each is integral to the wellbeing of a New 

Zealand citizen. 

16 Participation in organised sport involves an acceptance of competition and an 

intense striving for excellence, especially at elite level. 

17 Participation in informal recreation and sport involves motivational forces which 

may include enjoyment of such factors as competition, reaching goals, social 

interaction, health benefits, and a means of expressing oneself as an individual 

or member of a group. 

6.3 Realising the Vision 

This report has noted the urgent need for change in New Zealand recreation and 

sport. The rationale for restructuring is based upon the unanimous conclusion of the 

Taskforce that New Zealand recreation and sport is not being adequately served by the 

present structures and processes. Governance, funding, relationships and delivery 


must improve. Recreation and sport must have a level of excellence in leadership 

across the sector and must be recognised at the highest government level. 

There is a vital need for recreation and sport to be driven by a clear and coherent 

vision that is inclusive of all New Zealanders and which leads to participation, selffulfilment 

and achievement. From this vision the key organisation responsible for 

leading New Zealand recreation and sport will drive the course. Persons of outstanding 

quality in the new organisation will then ensure an integrated structure can 

be quickly put in place. 

This report is non-political. Each political party has a manifesto or politically expressed 

viewpoints on health and, variably, on recreation and sport. All parties support the 

advancement of good health and a physically active community. The Taskforce is 

emphatic that the report should be a basis for action by a government of any political 

persuasion. New Zealand must now move to an integrated recreation and sport 

structure, with attendant operations and delivery, that best achieves benefits for all 

New Zealanders. 

6.4 The National Strategies and Structures 

The form of the proposed structure to transform recreation and sport has been 

consistently critiqued and debated by the Taskforce and with persons in the recreation 

and sport sector. The Taskforce had the desired vision for an active New Zealand 

constantly in mind when considering whether to retain present structures, adapt 

present structures, or restructure the leadership of New Zealand recreation and sport. 

The relatively easy options were not viable as the evidence for change was too strong. 

New Zealand must pause, move to the starting mark of imminent change – in the 

process of getting set – and then “go” with the changes. The challenge is clear, the 

need is vital and the time is immediate. 

The realisation of the vision requires ongoing resourcing coupled with strong 

leadership, cooperation and patience by the many stakeholders in recreation and 

sport. Many of the proposals put forward are long-term strategies that will not 

produce tangible results for some time. 

A new national structure is proposed by the Taskforce that integrates key elements of 

policy, strategy, development and delivery. It responds to the need for change and 

coordinates the key deliverers in a structure that provides for close relationships and 

maximises interaction. The new national organisation, named in this report as “Active 

New Zealand”, is characterised by a lean structure that provides a cohesive force, clear 

direction and direct links with all major recreation and sport organisations. The 

challenge for this new organisation is considerable but the new structure is essential 

for effective change. Within Active New Zealand there are three major areas of 

development: 

• Recreation 

• Sport 

• Policy and Services 


Each has significant roles but critical to the three is their unity of purpose, shared 

vision and common facilities. Across and within the two areas of Recreation 

Development and Sport Development are common key responsibilities, including 

education, the Maori dimension, facilities, funding and local government. The Policy 

and Services Unit will be responsible for policy development, government links and 

research. The roles of Active New Zealand’s key areas of focus are set out in some 

detail below. 

6.5 Strategic Priorities 

Active New Zealand is the pivotal national organisation for governance and leadership 

of recreation and sport. It will have six major priorities for New Zealanders: 

1 To provide leadership through the development of a national policy framework. 

2 To develop and maintain an outstanding national recreation and sport infrastructure. 

3 To improve participation in quality recreation and sport activities. 

4 To achieve excellence in sports performance. 

5 To coordinate and resource the regional delivery network. 

6 To develop and disseminate quality services, programmes, products and 

research. 

6.6 The New Organisation: Active New Zealand 

The structure of Active New Zealand and related key roles are outlined below. 

6.6.1 Minister for Recreation and Sport 

The Minister for Recreation and Sport will have authority to make Active New 

Zealand Board appointments from a list of persons recommended by an 

Electoral College. He/she is a key person in driving a sustainable vision for 

recreation and sport in New Zealand. The Minister is also the key person in 

generating the essential government recognition and funding, for a physically 

active nation. 

6.6.2 Electoral College 

The Taskforce recommends that an Electoral College be established. 

The Electoral College will: 

• Comprise five persons of the highest quality. 

• Be selected by the Minister for Recreation and Sport on the recommendation 

of the Ministerial Taskforce. 

• Evaluate potential Board members and recommend persons of excellence to 

the Minister for Recreation and Sport. 

• Recommend a specific Board member to be the Chairperson. 

• Be appointed for five years. 


• Be disbanded after five years. Thereafter, the Board of Active New Zealand 

shall recommend its replacement members to the Minister for Recreation 

and Sport by supplying the Minister with a list of three recommendations 

for each vacancy, from which the Minister for Recreation and Sport will 

select the replacement. If the Minister is not satisfied with the quality of 

the list the Minister shall ask for another list to be supplied by the Board. 

• The Minister for Recreation and Sport, at the end of five years, may wish to 

retain the Electoral College. 

6.6.3 Board of Active New Zealand 

Active New Zealand, as a Crown entity, must have a Board responsible for 

setting the direction of recreation and sport in New Zealand, that has a 

visionary and coherent policy which is clearly articulated and implemented. 

This places special demands upon the Board. The Board must comprise 

persons of outstanding individual qualities who have an holistic view of 

recreation and sport in New Zealand. 

The Board of Active New Zealand, in achieving its strategic priorities, will have 

the following primary functions: 

1 To lead government policy formulation and implementation for recreation 

and sport in New Zealand from community to elite levels. 

2 To establish the strategic direction of Active New Zealand and develop 

strong governance in all key areas. 

3 To manage the expenditure of Crown and other public funds for the 

development of recreation and sport in New Zealand. 

4 To facilitate the investment of private sector resources in recreation and 

sport. 

5 To lead, set and enforce best practice standards for recreation and sport. 

6 To ensure the performance of Active New Zealand is measured against 

approved criteria including best international standards and practice. 

7 To appoint a Chief Executive. 

8 To ensure the performance of the Chief Executive is regularly evaluated 

and monitored against agreed key performance indicators. 

9 To ensure that recreation and sport has one major voice, a clear direction 

and unambiguous structures to serve its needs. 

10 To monitor and ensure compliance with legislation, regulations and policy. 

11 To facilitate and disseminate research in recreation and sport. 

Composition of the Board 

The Board of Active New Zealand will have seven members. 

• The Board will be appointed by the Minister for Recreation and Sport from a 

list of names supplied by the Electoral College. 


• Two Board members will have an initial appointment of two years – three 

will be initially appointed for three years – two (including the Chairperson) 

will be initially appointed for four years. 

• Board members will be eligible for reappointment. 

• Each appointment made after the initial appointments will be for three 

years. 

• The Board must be appropriately remunerated in order to obtain quality 

and excellence in its membership. The Chairperson’s role and responsibilities 

will be recognised accordingly. The Board composition will 

collectively blend competencies of: 

- Strategic thinking 

- Commercial acumen and financial management 

- Teamwork 

- Governance 

- Communication 

- Decision making 

- Lateral thinking 

- Integrity 

- Understandings of recreation and sport 

- Facilitation 

- Leadership 

- Understanding of New Zealand’s diversity 

Each Board member will be recognised in his or her field of expertise. 

Selection on grounds of having been an achiever in recreation and sport will 

not rank as highly as the competencies set out above. 

6.6.4 Chief Executive 

The Chief Executive is the critical link between the Board and the components 

of Active New Zealand. This person must have outstanding allround qualities, 

integrity, a full understanding of New Zealand recreation and sport, and the 

ability to provide transformational leadership. Essential to this role are the 

highest levels of executive competence and the ability to advocate for Active 

New Zealand at all levels. 

The Chief Executive will: 

• Be a critical appointment in the structure. 

• Be appointed by the Board. 

• Be responsible for the implementation of the Board’s directives and shared 

vision. 

The relationships between the Minister for Recreation and Sport, the Electoral 

College and Active New Zealand are shown in Figure 3. 


Figure 3: Minister/Active New Zealand Relationship 

Minister for 

Recreation and Sport 

Electoral 

College 

Board of Active 

New Zealand 

Policy and 

Services Unit 

CEO 

6.7 Active New Zealand: Key Areas of Strategic Focus 

The key areas of work are Recreation Development, Sport Development and Policy and 

Services. Each key area of work reflects major strategic priorities for Active New 

Zealand and must have a seamless interaction with all other areas of work within 

Active New Zealand. The components set out below are key areas of focus rather 

than necessarily compartmentalised units. Each area of strategic focus has a series of 

identified outcomes and actions. All areas of Active New Zealand will ensure that their 

operations provide for the full inclusion in recreation and sport initiatives and 

programmes of all sectors of New Zealand. This includes recognition of the bicultural 

heritage of the nation and the multi-cultural environment within which New Zealanders 

participate in recreation and sport. The key areas of strategic focus noted below will 

recognise for example, the needs of women, the elderly, young people, Maori, people 

with disabilities, and rural people whose participation is restricted by distance. The 

strategic priorities for Active New Zealand are shown in Figure 4. 

Figure 4: Active New Zealand: Strategic Priorities 

Sport Development 

- Grassroots 

- Coaching 

- Elite Sport 

Shared 

- Education 

- Maori Dimension 

- Funding 

- Facilities 

- Local Government 

Recreation Development 

- Professional Development 

- Advocacy and Promotion 

Policy & Services 

- Ministerial Policy Advice and Service 

- Board Policy 

- Interagency Links and Policy 

- Research 

- Best Practice advice 

- Legislative Compliance 


6.7.1 Recreation Development 

This key area will have the primary focus of developing and promoting physical 

recreation opportunities for New Zealanders to enhance their quality of life and 

wellbeing, creating strong, healthy and socially cohesive communities. It will 

play a stewardship role in maintaining the outdoor environment as a recreation 

setting. Recreation Development will effectively liaise with and support other 

government departments, national organisations and local government in the 

delivery of recreation and have an integrated relationship with Sport 

Development in areas of common strategic importance. 

Young New Zealanders must feel comfortable with their personal selection of 

activities for physical activity in recreation or sport. Young New Zealanders 

who leave secondary school must have a positive attitude towards recreation 

and knowledge of their recreational opportunities. The Taskforce recognises 

that organised sport will not appeal to all young people and that opportunities 

for recreation have not been equally provided at the secondary school level. 

Schools, parents, extended families and community recreation organisations 

must improve young people’s knowledge and understanding of the local 

organisations that provide for recreational experiences and positive experiences 

of the outdoor environment. 

To achieve its strategic focus, Recreation Development will: 

• Work actively with national recreation organisations to develop effective 

and sustainable governance, leadership and management operations. 

• Develop a national strategic plan and policy for recreation and recreation 

resources. 

• Take the lead in bringing together national recreation organisations and 

developing a coordinated network. 

• Work closely with Sport Development to achieve full participation in 

recreation and sport at all levels. This will include contestable funding 

based on clear criteria that national recreation organisations and Regional 

Trusts must meet to qualify for grants. 

• Work closely with Active New Zealand Regional Trusts and local 

government to foster coordinated recreation delivery and coherent regional 

strategy recreation planning. 

• Progressively meet the needs of elderly people and those with disabilities, 

especially in terms of equitable access and opportunity for recreation. 

• Implement the key interagency partnerships. 


• Assist with protection of the environment. 

• Develop national strategies to recognise and support the immense 

volunteer infrastructure which enables recreation participation to occur at a 

community level. 

• Assist the active promotion of Maori physical recreation and foster 

traditional Maori physical activities such as waka racing and taiaha 

activities. 

• Ensure a higher rate of school pupil engagement in recreation. 

• Ensure that recreation research findings are disseminated to key recreation 

delivery organisations. 

• Work closely with the Department of Conservation to ensure access to and 

promote, protect and conserve New Zealand’s natural and physical habitat. 

• Ensure the Policy and Services Unit assists Regional Trusts to provide clubs 

and grassroots organisations with advice and expertise e.g. governance and 

strategic planning. 

Professional Development 

• Ensure the development and monitoring of appropriate training programmes 

for recreation providers and instructors. 

• Work closely with recreation bodies to ensure professional delivery and 

instructor preparation programmes are sound, realistic and improve 

recreational experiences for participants. 

• Recognise and support volunteer training through the national recreation 


Advocacy and Promotion 

• Encourage and facilitate participation in all forms of physical recreation e.g. 

bush walking, going to a gym, fishing, walking groups. 

• Advocate protection of outdoor recreation environments which may be 

under threat and assist outdoor recreation organisations to advocate in 

common areas of environmental interest e.g. the preservation of the 

Queen’s chain, protection of wild and scenic rivers. 

• Establish a fund to be utilised for advocacy and special actions to protect 

the physical recreation environment in consultation with other interested 

bodies. 

• Encourage participation of Maori in outdoor recreation. 


• Advocate and facilitate integrated planning between the Department of 

Conservation, Regional Councils, local government and outdoor recreation 

organisations for the provision and protection of open space e.g. urban 

parks, cycle ways and walkways. 

• Advocate and facilitate partnerships between providers of recreation and 

local government to support community-based recreation. 

• Develop promotional strategies to encourage active participation. 

6.7.2 Sport Development 

This key area will develop and promote sport in New Zealand. This will be 

achieved through an integrated relationship with Recreation Development and, 

externally with key national sport organisations. 

To achieve its strategic focus, Sport Development will: 

• Implement the sport specific vision of the Board to achieve a higher level of 

involvement of New Zealanders in sport. 

• Develop and implement a policy for sport that links all levels of participation 

and diverse populations. 

• Work closely with Recreation Development to achieve full participation in 

recreation and sport at all levels. This will involve contestable funding 

based on clear criteria that national sport organisations and regional trusts 

must met to qualify for grants. 

• Assist the active promotion of Maori sport and foster traditional Maori 

physical activities. 

• Ensure a higher rate of school pupil engagement in sport. 

• Ensure that sport research findings are disseminated. 

• Take the lead in bringing together national sport organisations and develop 

a coordinated network e.g. “Sporthouses” and shared service centres. 

• Work closely with Regional Trusts to foster coordinated sport delivery and 

coherent strategic sport planning at the regional level. 

• Progressively meet the needs of people with disabilities, especially in terms 

of equitable access and opportunity for sport. 

• Implement key interagency partnerships. 

• Assist with the protection of the outdoor sporting environment. 


Grassroots Sport 

Active New Zealand has a special responsibility to advocate, promote, and 

assist implementation of sport at the informal, club and school levels of 

participation – the grassroots of sport. Sport, as indicated in Part 2 of this 

report, has been shaped and reshaped by various forces and the decrease in 

volunteers has been felt in virtually all sports. Clubs are the traditional 

volunteer domain of New Zealand sport and have the potential to enhance or 

negate a positive engagement with sport. 

Recreation and sport play an important part in the non-working time of New 

Zealanders. Many engage in what is often called “social sport”. This informal 

dimension of sport is not usually governed by national or regional organisations 

or subjected to traditional parameters of competition structures. Social sport 

may include, for example, informal workplace teams, street sport, local touch 

competition, or “pick-up” matches at the local park. It is essential local 

government is aware of, and responds to, the need to provide facilities for 

social sport. Local clubs and Regional Trusts must look to assist in this growing 

recreational activity. 

Club sport is the base of organised sport in New Zealand. Clubs reflect the 

diversity of New Zealand local sport organisations, provide sequential levels of 

competition for participants of different abilities and goals, and have social roles 

in towns, suburbs and rural districts. It is through the club experience that 

most children – and their families – receive their grounding in sport. It is also 

to the clubs that secondary school students return on completion of their 

schooling. However, the Taskforce is concerned at the limited number of 

students who re-engage with a club to further their sport participation. It is 

the club that gives New Zealand sport a local habitation and a name. 

Regional sport is the progression for participants above club and local level 

competition. Clubs are linked with the national sporting organisations through 

their regional organisations. Grassroots sport participation demands the 

effective local outreach of national sport organisations to ensure, in partnership 

with regional trusts and regional sport bodies, that all New Zealanders who so 

desire have the opportunity to engage in this level of sport. The grassroots 

level of local sport must be marked by devolved national leadership, 

encouragement of novice participation, inclusion, clear structures, a vibrant 

volunteer base and local support. 

Sport Development will: 

• Establish a participation policy in association with National Sport Organisations 

that builds upon school, social and club sport regionally and locally. 

This policy is critical to New Zealand sport and its effective implementation 

will be monitored by Sport Development. 

• Ensure National Sport Organisations recognise social sport and consider 

appropriate links. 


• Support the rationalisation and amalgamation of clubs and club facilities 

e.g. sporthouses and multi-sport clubs. 

• Ensure the Policy and Services Unit assists Regional Trusts to provide clubs 

and grassroots organisations with advice and expertise e.g. governance and 

strategic planning. 

Coaching 

Coaching is the cornerstone of any sport programme. It will be a special area 

of Sport Development. The Taskforce is adamant that coaching is a key 

priority in advancing sport participation and elite level excellence. This focus 

area will develop, implement and monitor an effective coaching structure that 

leads, coordinates and supports coach development from beginner through 

elite levels. If the strategies below are achieved then the confidence of 

coaches and athletes will be raised. 

To achieve its strategic focus in coaching, Sport Development will: 

• Critically examine the present coaching structures and develop a detailed 

coaching programme for New Zealand sport. 

• Lead coach development programmes by working closely with national 

sport organisations. This will include the support and promotion of 

coaching as a career in sport through planned professional career 

structures. 

• Ensure core New Zealand coaching qualification programmes are integrated 

with sport specific qualifications and the national qualifications 

framework. 

• Liaise with tertiary institutions to ensure mutual understanding of coaching 

programmes and courses. 

• Ensure that funding of National Sport Organisations is conditional upon the 

National Sport Organisations having an Active New Zealand approved 

coaching structure and programme. 

• Work actively to increase the number and quality of coaches in each sport 

at all levels. 

• Assist National Sport Organisations in the development of accountability 

and competency profiles for key coaching positions and monitor the 

selection process. 

• Have a representative on all key coach appointment selection panels where 

the sport concerned is receiving a grant from Active New Zealand. 


• Assist National Sport Organisations with the monitoring and support of elite 

coaches. In particular develop remuneration levels for elite coaches that 

reflects their value. 

• Explore bringing overseas coaches to New Zealand on limited term 

contracts to initially meet the need for outstanding coaches to develop our 

top coaches and utilise best coaching practice. 

• Ensure the provision and use of state-of-the-art technology and resources, 

including the development of online coaching programmes and resources. 

• Ensure the development of an efficient coaching structure, career path and 

resources to most effectively optimise the role of coaches in sport. 

• Provide an avenue for coaches to meet and share information, ideas and 

coaching programmes. 

Elite Sport 

Elite sport will be a focus area of Sport Development. It will lead the 

development and implementation of strategies for elite sport in New Zealand. 

This will result in the development of an integrated elite sport structure which 

fits the vision of Active New Zealand and has an insistence upon excellence. It 

is not the intention of the Taskforce to subject elite sport to wholesale changes 

but it must be the subject of ongoing critical examination. The successful 

development of elite athletes is dependent upon opportunity, participation, 

identification, education, skill development, coaching, and family and volunteer 

support. Rationalising and developing elite sport will take effort, expenditure, 

initiative and high level decision making in order to raise the success levels of 

New Zealand athletes internationally. 

The Taskforce is not convinced that financial handouts to a large number of 

promising athletes are necessarily going to produce world champions and 

Olympic medallists. The achievements of a team such as the Black Sox should 

be examined to determine the factors that are significant in the success of 

champions who have not been supported by high levels of funding or material 

support. The views of outstanding sport achievers should also be considered 

by Elite Sport in determining its funding and resource policy. An examination 

of these athletes’ views may indicate factors other than financial and resource 

support that are integral to achievement at an elite level. 

Sports that have the ability to achieve high level results should have access to 

the national athlete carding system and involvement in other associated high 

performance support programmes delivered by Active New Zealand through the 

New Zealand Academy of Sport. It is expected, for example, that elite 

coaches, athletes and teams receiving public funding from Active New Zealand 

will have an understanding of their country and act appropriately as 

representatives of a bicultural nation. 


Sport Development will develop policies for elite sport that are visionary and 

realistic, based firmly on research, best practice and coach knowledge. The 

policy must focus on international achievements in sport. 

To achieve its strategic focus in elite sport, Sport Development will: 

• Ensure that excellence of coaching is the first priority in elite sport. 

• Ensure administrators develop and implement a vision for elite sport 

achievement that is coach driven, athlete focused and sport science 

supported. 

• Lead National Sport Organisations in the development of clear and cohesive 

structures that provide a pathway to elite athlete achievement. 

• Lead the efforts of relevant academies – and work with the New Zealand 

Olympic Committee – in order to optimise coach and athlete support and 

the attainment of agreed goals for elite sport. 

• Forge alliances for athletes and coaches with elite sport institutions 

overseas, particularly in Australia, Europe and the United States. 

• Ensure that elite athletes are not disadvantaged by living in New Zealand 

and have the opportunity to realise their talent at the highest level. 

• Ensure implementation of a robust classification of national nonprofessional 

sports. The Taskforce suggests broad categories of support for 

elite athletes, noting that exceptions will always occur. Possible categories 

are noted below with indicative criteria. The criteria and categories should 

be periodically revised. 

Group A Sports 

- sports with the proven ability to achieve top three results at Olympic 

Games 

- sports with the proven ability to achieve top three results at World 

Championships that are considered important to New Zealand 

Group B Sports 

- sports with the proven ability to achieve top three results at Commonwealth 

Games 

- sports that are significant on a world stage but unable in the foreseeable 

future to achieve success at an international level but have high 

participation levels and strong development programmes in place that 

warrant further support 

- sports that achieve top world rankings in events that are considered 

important to the sport but not necessarily to the nation 


Group C Sports 

- sports that are minor or emerging sports and, in the main, have 

participation numbers in New Zealand less than 1000 

- sports that have the ability in the foreseeable future to achieve world 

rankings in events that are considered important to the sport but not 

necessarily the nation 

- support for exceptional individuals being granted support whose sport 

does not meet the criteria for substantial support 

• Incorporate the present functions of Sport Science New Zealand and 

Coaching New Zealand into Active New Zealand. 

• Develop and implement systems of talent identification at all levels of sport. 

• Determine funding levels for elite sport. 

• Set clear performance indicators and monitor funding allocations and 

resources to the National Sport Organisations, coaches, athletes and 

support services to ensure their most beneficial use. 

• Ensure sports will only be financially supported for elite sport programmes if 

they have: 

- a plan for elite sport that is effectively operated and monitored 

- an approved coaching scheme 

- a coach development plan 

- clear monitored criteria for funding and resourcing athletes 

- key performance targets and indicators 

- effective detailed records of an athlete’s development and perform-ance 

The Taskforce does not support provision of public funds for recreation and 

sport to professional codes. 

Elite Sport Academies 

Active New Zealand must develop a central administration for leading the 

development and resourcing of the network of specialist sport specific 

academies. If New Zealand is to compete successfully in international sport all 

current initiatives must be integrated into an aligned structure that best serves 

the needs of New Zealand’s elite coaches and athletes. This structure should 

emerge from the recently launched New Zealand Academy of Sport, provided 

administrators ensure the development and implementation of a vision for elite 

sport achievement is coach driven, athlete focused and sport science 

supported. 


The future elite sport framework must: 

- support coaches as essential persons in elite programmes 

- optimise the potential for sport specific centres and the critical cohesion 

of sport specific support on a networked basis 

- ensure the athletes’ and coaches’ needs for elite sport training facilities 

are unrestricted 

- ensure selected advisors and support staff are of the highest quality 

In meeting the needs for elite sport, the delivery structures must: 

• Develop fully integrated sport specific programmes that serve their sports 

and have the appropriate coaching director, national coach and other 

coaches located at coordinated sites. 

• Develop a fully integrated package for elite sport that is coach driven and 

includes training and practice facilities, coaching, and stringently monitored 

sports medicine and sport science support through an athlete carding 

system. 

• Recognise athletes’ needs for an appropriate and supportive environment 

that recognises individual needs in a context of elite competition 

expectation e.g. education scholarships, career education and flexible 

employment schemes. 

• Ensure the provision of leading edge knowledge, information, service 

delivery, facility use and programmes on a coordinated and networked 

basis. In doing so, elite coaches will benefit from the interaction with 

coaches from other codes. 

• Ensure, in conjunction with national sport organisations, a clear and 

supported pathway is available for all talented athletes. 

• Ensure each elite sport academy has the ability to encourage higher 

standards of regional sport through association with leading coaches and 

athletes and specialist facilities and services. In doing so each site must be 

assisted by Territorial Local Authorities, post-secondary education 

institutions and specialist health authorities. 

• Improve coordination and usage of existing facilities and the planned 

development of new facilities. The operation of all sport specific academies 

must be closely linked and provide the sharing of expertise within each 

sport and across sports. 

The core operational costs of the elite academies should be fully funded by 

Active New Zealand. Any additional funding for elite academies must comply 

with Active New Zealand guidelines. 


6.7.3 Shared Focus Areas of Recreation and Sport Development 

Active New Zealand will ensure the following key focus areas are strong and 

vibrant and are integrated across Recreation Development and Sport 

Development. 

Education 

This focus area of Active New Zealand liaises with education agencies and has 

responsibility for developing a cohesive policy for the development of recreation 

and sport for New Zealanders from pre-school up to the final year of secondary 

schooling. Education is the fundamental driver of recreation and sport. It 

touches all New Zealanders and involves a long-term strategy. In effect, the 

role of Active New Zealand is that of an advocate and guardian of children’s 

interests and opportunities in recreation and sport. 

To achieve the strategic focus in education, Active New Zealand will: 

• Develop a cohesive policy for New Zealand children and young people to 

sequentially and positively experience recreation and sport. 

• Advocate the importance of recreation and sport for children and young 

people. 

• Liaise with all government agencies related to young people, education and 

health. 

• Ensure Regional Trusts interact effectively with the education sector. 

• Ensure national, regional and local organisations strive to increase the 

opportunities for, and participation of, young persons in recreation and 

sport. 

• Develop regional and national recreation and sport youth forums in order to 

provide a shared voice for young participants. 

• Ensure New Zealand young people are taught how to win in an 

environment of healthy competition. 

• Ensure school recreation and sport has an emphasis upon positive 

engagement, skill development and self-improvement. 

• Emphasise that the health and physical education curriculum is as important 

for the wellbeing of New Zealanders as literacy and numeracy. 

• Ensure that the proliferation of sport academies in schools is examined to 

ensure that students’ interests are best served. In doing so, ensure that 

programmes enhance students’ sport and academic development and 


opportunities for alternative study courses are made available and known to 

the students. 

• Develop links with tertiary institutions to support opportunities for 

recreation and sport participation and achievement for students during their 

tertiary years. 

The Maori Dimension: Omangia Te Oma Roa 

At the heart of Active New Zealand there will be a focus upon the Maori 

dimension in recreation and sport. Recreation and sport have long provided a 

common ground for all cultures to meet, participate together and understand 

each other. This key area has the responsibility of working in partnership with 

all key areas in Active New Zealand to emphasise considerations of 

biculturalism and a Maori dimension. The development of links with Maori 

organisations, other Crown entities, and government departments addressing 

Maori issues through recreation and sport is also a primary focus of the Maori 

dimension. Maori will be involved in policy formulation, implementation and 

management within the key focus areas of Active New Zealand. 

The Taskforce recognises the particular consideration of Maori values, beliefs, 

contexts, practices and meanings in recreation and sport. Maori have 

traditional sports that have been eroded or struggled to survive in comparison 

with traditional sports of European culture such as cricket and football. Maori 

sports and recreational activities such as taiaha, poi and waka ama need skilled 

understanding and support as they are integral to Maori culture and bring 

increasing numbers of Maori into beneficial physical activity. Maori 

organisations can play a greater role in fostering physical activity through 


Active New Zealand through its Maori dimension initiatives will: 

• Play a major role in promoting to Maori the health benefits of physical 

activity that recognise Maori tikanga. 

• Advise on a policy for Maori recreation and sport that is cognisant of Maori 

values and tikanga and compatible with Active New Zealand’s policy and 

vision. 

• Develop recreation and sport resources and programmes that are culturally 

appropriate e.g. He Oranga Poutama, Hikoi Tangata, Maraerobics. 

• Promote integrated partnerships between National Sport Organisations and 

Regional Sport Organisations and Maori recreation and sport organisations. 

• Advocate bicultural policies and practices within the recreation and sport 

sector at the national, regional and local levels. 


• Value and support traditional Maori recreation and sport as well as 

contemporary recreation and sport that occurs in a Maori context e.g. 

marae-based activities, outdoor recreation with a tikanga Maori focus. 

• Work with education and health authorities to develop kaupapa Maori 

resources in specific Maori contexts e.g. kura kaupapa, Te Kohanga Reo, 

Marae. 

• Provide a central voice for Maori in recreation and sport. 

• Work closely with Te Puni Kokiri to develop effective policies and 

implementation strategies in recreation and sport and to re-energise the 

Omangia Te Oma Roa programme. 

Funding 

Active New Zealand will: 

• Establish a funding framework that is characterised by contestability and 

accountability. 

• Manage an effective funding process that has a clear financial plan, 

transparent policies and efficient implementation in order to achieve Active 

New Zealand’s goals. The efficient operation of resources, distribution to 

Regional Trusts and national organisations is central to this. 

• Only fund national organisations that: represent at the national level the 

majority of those participating in the particular activity; have been 

operational for a minimum of three years; are incorporated and provide 

adequate protection for their members and officials; and have affiliation to 

an international body where the latter exists. Each national organisation 

will be responsible for preparing plans that reflect the development of their 

whole activity. 

• Restructure the existing Community Sport Fund to maximise the allocation 

of resources for coaching, instruction, regional development and talent 

development. 

• Not financially support the establishment and operation of organisations 

which are unlinked to the recognised National Recreation and Sport 

Organisations. 

Facilities 

To ensure the rationalisation of recreation and sporting facilities, Active New 

Zealand will: 


• Facilitate the rationalisation and sharing of facilities for recreation and sport 

organisations across all sectors including schools e.g. sporthouses and the 

sportville concept. 

• Establish a framework for determining national recreation and sport facility 

standards, benchmarking and optimum allocation of facilities nation-wide. 

• Lead the establishment of a national facilities review team that incorporates 

major funding bodies which fund nation-wide recreation and sport facilities. 

• Encourage the Department of Conservation to create greater promotional, 

interpretative and educational facilities and services to enhance greater 

access to, and participation in, safe outdoor pursuits. 

Local Government 

Active New Zealand will: 

• Work closely with Local Government New Zealand, Regional Councils and 

Territorial Local Authorities to promote the community, social, and 

economic benefits of recreation and sport. 

• Participate in relevant government reviews relating to local government 

roles, functions, legislative framework and delivery. 

• Ensure local and regional authorities work with Regional Trusts to ensure 

maximum participation in recreation and sport planning. 

• Develop guidelines for the equitable charging by local government in the 

provision, operation and maintenance of recreation and sport facilities. 

• Encourage local and regional authorities to facilitate the sharing of facilities 

for recreation and sport organisations. 

6.7.4 Policy and Services Unit 

The Taskforce is aware of the desire in some circles for Ministers to receive 

policy advice which is independent from the organisation which implements 

those policies. The Taskforce is adamant that Active New Zealand must be 

able to provide Government, the Minister and the Board with the best policy 

advice that advances recreation and sport in New Zealand. While the Taskforce 

recognises the Minister’s right to access independent advice, it is confident that 

a highly skilled, well-resourced and streamlined policy unit within Active New 

Zealand will provide policy advice of the highest quality. 

This unit of Active New Zealand will ensure that all policies specifically 

recognise needs of population groups in terms of: 

• physical and other needs 


• considerations of the elderly 

• equity between men and women 

• cultural identity 

The Policy and Services Unit will ensure Active New Zealand has strong interagency 

links and develops appropriate policies for recreation and sport. The 

Policy Unit will have six significant roles: 

• Ministerial Policy Advice and Services 

- equip the Minister with credible and innovative policy advice to 

advance recreation and sport policy objectives and initiatives within 

Cabinet 

- advise the Minister for Recreation and Sport, in consultation with the 

Chief Executive, on policy matters and future developments 

• Board Policy 

- advise the Board on policy to enhance their proactive leadership role 

in New Zealand recreation and sport 

- provide robust policy advice to assist the development of programmes 

and delivery structures in recreation and sport 

- lead the development of a joint venture agreement with the New 

Zealand Olympic Committee and national organisations that 

coordinates and implements a sector-wide strategy to capture and 

capitalise on corporate interest and investment in sport 

• Interagency Links and Policy 

- develop and maintain close government relations and champion the 

cause of recreation and sport within government 

- lead the development of a “whole of government” approach to the 

support of the recreation and sport sector 

- add value to the work of other government agencies through strategic 

input and advice on the critical role recreation and sport play in our 

society 

• Research 

- commission regular research which calculates participation levels in 

recreation and sport and defines benchmarks for successful initiatives 

which result in increased participation and reinforce the benefits of 

physical participation 


- explore potential research links with all government agencies 

- collate information to maintain an understanding of international 

trends and policies 

- commission contestable research and develop integrated links with 

research institutions, and become a national clearing-house for 

research in recreation and sport 

- provide information on research in recreation and sport, with a special 

focus upon coaching and sport science 

• Best practice advice 

- ensure provision of expert guidance in key areas of recreation and 

sport management, including: governance, planning, marketing, law, 

human resources, finance, organisational development and public 

relations to national organisations, Regional Trusts, Regional Councils 

and Territorial Local Authorities 

• Legislative compliance 

- ensure compliance with all legislative and audit requirements 

6.8 Changes to Existing Structures 

Implementation of the recommendations of this report, in relation to the existing 

structures, can be summarised in the following way: 

• The renaming of the Minister for Sport, Fitness and Leisure as the Minister for 

Recreation and Sport. 

• The establishment of a new Crown Entity, Active New Zealand, responsible for the 

leadership and support of recreation and sport. 

• The establishment and use of an Electoral College to appoint the Board Members 

for Active New Zealand. 

• The replacement of the Hillary Commission by the new Crown Entity, Active New 

Zealand. 

• The integration of the functions of the New Zealand Sports Foundation into the 

new Crown Entity, Active New Zealand. 

• A partnership between Active New Zealand and the New Zealand Olympic 

Committee that implements a sector-wide strategy, which maximises corporate 

interest and investment in sport. 

• The transfer of the sport, fitness and leisure policy function of the Office of 

Tourism and Sport to the Policy and Services Unit of the new Crown Entity. 

• The recognition of the Policy and Services Unit of the new Crown Entity by Cabinet 

as the policy arm for the Minister for Recreation and Sport and government. 

A consequence of the Taskforce’s recommendations will be concerns among the 

current staff working in the sector. The Taskforce is well aware of this and expects 


those responsible for implementing the recommendations to fulfil the obligations of a 

good employer and support the career planning of those involved. 

The necessary refocusing of the partners of Active New Zealand is covered in the next 

section of the report. 

6.9 Active New Zealand Partners 

This section describes the recommended focus for partnerships to ensure the 

successful delivery of recreation and sport. Diagramatically the relationships of the 

partners are shown in Figure 5. 

Figure 5: Active New Zealand Partners 

NZSDA 

NZOC 

NSOs 

ACTIVE NEW ZEALAND 

• Recreation Development 

• Sport Development 

• Policy and Services Unit 

Government 

Agencies 

NROs 

RSOs 

Regional Trusts 

Local 

Authorities 

& Regional 

Councils 

Clubs & Schools 

6.9.1 Regional Trusts 

Regional Trusts will be positioned to lead the development of effective regional 

and local strategies and initiatives in recreation and sport. Regional Trusts are 

to enter into agency contracts with Active New Zealand to lead Active New 

Zealand’s core work in their regions. It is recognised that the tasks for 

Regional Trusts are demanding given the fragmentation of local interests and 

competing regional groups. Regional Trusts are community owned and 

therefore are not only accountable to Active New Zealand but also to the 

recreation and sport community in their region. It is expected that Regional 

Trusts will reflect Maori values, beliefs, contexts, practices and meanings in 


ecreation and sport. In facilitating the enhanced performance of the 

recreation and sport organisations in their regions the Trusts should not be 

directly involved in the delivery of programmes or initiatives that an existing 

organisation undertakes. It is not their function to compete in any way with 

recreation and sport organisations in their regions or with local organisations 

for funds. Examples of the diversity of such groups are illustrated in Figure 6 

below. 

Figure 6: Regional Groups 

Conservation 

Local Government 

Programmes & 

Facilities 

Education 

Crime Prevention 

Iwi 

Pacific Island 

Groups 

Other Ethnic Groups 

Regional Recreation and 

Sport Strategies 

Health 

Regional 

Development & 

Employment 

Community 

Trusts 

Regional Recreation & 

Sport organisations & 

providers 

Art, Culture & 

Heritage 

Regional Trusts will: 

• Lead the development of strategies to increase participation in recreation 

and sport in their regions by working with the groups in Figure 6. 

• Support recreation and sport organisations to improve leadership, 

management and delivery of regional programmes and initiatives. 

• Support and develop regional recreation and sport organisations to: 

- improve their infrastructure (administration and planning) 

- recruit, train and retain instructors, coaches, officials and volunteers and 

recognise their special status 

- liaise appropriately with local government 

- recognise the needs and aspirations of minority cultures and groups 

with special needs 

- support the work of national governing bodies regionally 

- work closely with other regional organisations and share facilities and 

operations 


- support the smooth transition of pupils from school to club involvement 

- liaise appropriately with post-secondary school institutions 

- in sport, cooperate with their closest New Zealand Academy of Sport 

site in areas of shared interest 

- in recreation, secure and retain access to, and use of, the outdoor 

environment 

• Work closely with Maori to promote the coordination of local recreation and 

sport and the health benefits of physical activity. 

• Work closely with Regional Councils and local government to ensure 

coordinated approaches to recreation and sport. 

• Coordinate regional delivery of the physical activity components of the New 

Zealand Health Strategy, under contract to the respective District Health 

Boards, if this responsibility has been delegated from the Ministry of Health 

to the District Health Boards. This must be in partnership with other public 

health community agencies. 

• Broker access to regional and local funding to increase the ability of 

community partners to meet identified and agreed needs of each region. 

• Lead the integration of recreation and sport organisations into common 

locations with shared facilities and resources. 

• Recognise and encourage the development of volunteers and volunteer 

skills. 

• Be the regional knowledge-treasury for recreation and sport. 

Active New Zealand’s relationship with Regional Trusts will involve: 

• Close liaison and regular meetings. 

• An emphasis on regional trusts providing leadership, strategy development, 

relationship building, effective support for robust regional and local delivery 

structures. 

• Sharing best practices. 

• The implementation of a core funding framework that is measurable and 

accountable. Evaluation criteria must focus on outcomes and involve the 

following key categories: vision, excellence, coaching, regional 

development, participation development and management practices. 

• Negotiation of annual funding allocations based on clear strategic plans. 


Regional Alignments 

Active New Zealand and the Regional Trusts must rationalise the number of 

Trust regions. Any change must ensure all geographic areas are served and 

encourage alliances to ensure resource use is maximised. Regions must be 

supported through a contract with Active New Zealand for each region’s core 

work. A maximum of ten contracts shall exist. The Taskforce notes that this 

approach will involve multiple Trusts in some regions. The proposed 

rationalisation mirrors the Taskforce recommendations on regional recreation 

and sport boundaries. 

A proposed regional structure is: 

Region 

Northland 

Auckland 

Waikato 

Bay of Plenty 

Eastland & Hawkes Bay 

Central Districts 

Wellington 

Tasman 

Canterbury 

Otago & Southland 

Regional recreation and sport strategy in 

1999-00 led by 

Sport Northland 

Sport North Harbour, Sport Auckland, Sport 

Waitakere, Sport Counties-Manukau 

Sport Waikato 

Sport Bay of Plenty 

Sport Eastland, Sport Hawkes Bay 

Sport Taranaki, Sport Wanganui, Sport 

Manawatu 

Sport Wellington 

Sport Tasman 

Sport Canterbury/Westland 

Sport Otago, Sport Southland 

6.10 National Recreation and Sport Organisations 

National Recreation and Sport Organisations have principal responsibility for the future 

good of their respective activities at all levels. National Recreation and Sport 

Organisations must be reinforced as the primary partners for Active New Zealand in 

the delivery of national recreational and sporting opportunities. Under some 

circumstances, further steps may need to be taken to protect and preserve the special 

position of National Recreation and Sport Organisations. 

Increasing the funding pool to National Recreation and Sport Organisations is only part 

of the answer. National Recreation and Sport Organisations must be accountable for 

funding received and clearly show how they have effectively achieved outcomes. No 

recreation or sport organisation can automatically expect to be a recipient of public 

funds without demonstrating a responsiveness to community needs, the ability to 

deliver the best possible quality and value for money, and continuous improvement 

with all allocations based on proven need. Infrastructure improvement is necessary 

for most recreation and sport bodies and funding should be tagged to initiatives that 

generate maximum public benefit. 


Active New Zealand must provide inspired and expert leadership and advice to support 

National Recreation and Sport Organisations and ensure they can provide high quality 

services and support to their members. An underlying principle of the support for 

national recreation and sport organisations is that these organisations must become 

self-managing and secure funding beyond that provided by Active New Zealand. 

These organisations must also accept the responsibility for success and failure in their 

fields. 

6.10.1 National Recreation Organisations 

National Recreation Organisations exist in varied forms, ranging from umbrella 

organisations to small bodies with specific interests. There must be a closer 

coordination and rationalisation of organisations which perform similar 

functions. To ensure Active New Zealand’s expectations of National Recreation 

Organisations are met there must be a corresponding increase in funding 

allocations. 

National Recreation Organisations’ key areas of work must include plans and 

programmes for: 

• participation 

• regional development 

• volunteer support 

• Maori 

• ethnic groups 

• people with disabilities 

• interagency links 

• instructor development 

• safety and risk management 

• environmental stewardship 

• facilities development 

Active New Zealand’s relationship with National Recreation Organisations will 

involve: 

• Regular meetings and close liaison. 

• An emphasis upon National Recreation Organisations providing vision, 

leadership, and robust national structures and programmes. This will 

require effective links and support of regional or district delivery structures 

which have a working relationship with Regional Trusts. 

• Working closely with National Recreation Organisations to identify and 

implement opportunities for shared facilities and operations. 

• Negotiation of annual funding allocations based on the national recreation 

organisation’s clear strategic plan supported by strong governance and 

robust management practices. 


• Implementation of a funding framework that is conditional and in parts 

contestable, and always measurable and accountable. Evaluation criteria 

shall be focused on outcomes and involve the following key categories: 

vision, recreation development, participation and management practices. 

• Active New Zealand carrying out a full governance and operational audit of 

all funded national recreation organisations within the first year of its 

operation. 

6.10.2 National Sport Organisations 

National Sport Organisations provide the vision and structure for the majority of 

participants in New Zealand sports. If they are strong then sport in New 

Zealand is strong. Active New Zealand will work in partnership with National 

Sport Organisations to achieve mutual goals for sport generally and specific 

goals for the organisation’s guardianship of their particular sport. 

All National Sport Organisations must take on the primary responsibility for 

planning initiatives for their sport at all levels and determine their own destiny. 

To achieve this National Sport Organisations must improve their governance 

practices, structures, planning, coaching systems and services to members. 

New Zealand can not expect to achieve any form of ongoing high performance 

sport success without substantial funding increases on a continuous basis. 

Participation levels will not be sustained without support for the volunteer 

infrastructure that underpins the efforts and operations of the national sports 

delivery system. Every encouragement should be made to align like activities 

and cluster national sports organisations at all levels. 

To ensure Active New Zealand’s expectations of National Sport Organisations 

are met there must be substantial increases in the allocation of funds. All 

future investments must be focused on strong governance, leadership, strategic 

planning, coaching and management improvement. 

National Sport Organisations’ key areas of work must include plans and 

programmes for: 

• national teams and squads 

• talent identification and development 

• national competitions 

• coach development 

• regional development 

• participation 

• volunteer support 

• Maori 

• ethnic groups 

• people with disabilities 

• officials development 

• facility development 

• interagency links 


• international relations 

If the above key areas are not immediately the focus of each National Sport 

Organisation’s vision, sports will struggle to survive and will attain lacklustre 

results. 

Active New Zealand’s relationship with National Sport Organisations will involve: 

• Regular meetings and close liaison. 

• An emphasis upon National Sport Organisations providing vision, leadership, 

and robust national structures and programmes. This will require effective 

links and support of regional or district delivery structures which have 

working relationships with Regional Trusts. 

• Working closely with National Sport Organisations to identify and implement 

opportunities for shared facilities and operations. It is expected that 

national sport organisations will move quickly to a greater sharing of 

facilities, resources and delivery. 

• Negotiation of annual funding allocations based on the national sport 

organisation’s clear strategic plans, which include coaching and high 

performance, a focus on participation and innovative features supported by 

strong governance and robust management practices at national, regional 

and club levels. 

• The implementation of a funding framework that is conditional and in part 

contestable, and always measurable and accountable. Evaluation criteria 

shall be focused on outcomes and involve the following key categories: 

vision, excellence, coaching, regional development, participation 

development and management practices. 

• Active New Zealand carrying out a full governance and operational audit of 

all funded national sport organisations within the first year of its operation. 

6.10.3 Regional Recreation and Sport Organisations 

For sport to survive in New Zealand the local and regional structures and 

operations are critical. Much of the present emphasis for regional organisations 

relates to organised sport. The comments that follow, however, have 

relevance for regional recreational organisations which are markedly fewer in 

number. The needs consistently expressed in this report for national 

organisations to improve their leadership governance and operations are 

equally applicable to the regional level. Regional sport organisations must 

closely align themselves with their national bodies on the one hand and 

community participation on the other. Regional Sport Organisations are pivotal 

in grassroots participation and the pathway to elite individuals and teams at the 

national level. Regional recreation and sport organisations will be supported by 

their national bodies and through Regional Trusts to develop thriving, efficient, 


strategically planned and proactive operations that result in the regional 

recreation and sport experience achieving a higher rate of participation and 

achievement. 

As noted in the section on Grassroots Participation, the Taskforce fully 

recognises that regional organisations, clubs and schools are the foundation of 

recreation and sport in this country. For regional recreation or sport 

organisations to succeed they must be characterised by the following: 

• Strong links with their national body and a full understanding of their 

special role within an integrated structure. 

• Strong leadership, strategic planning and effective operations. 

• Adequate facilities and resources. 

• Integrated policies and operations. 

• Being receptive to new initiatives and leadership from Regional Trusts and 

local government. 

• Partnerships that result in increased participation levels. 

• Effective coaching and talent identification. 

• Volunteers identifying with, and being supported by, their organisations. 

Regional Alignment 

The Taskforce strongly recommends Active New Zealand leads the rationalisation 

of boundaries for recreation and sport organisations and encourages 

alliances amongst organisations to ensure resource use is maximised. The 

proposed Regional Trust model in 6.9.1 should be considered as the basis for 

this rationalisation. 

6.10.4 Clubs and Schools 

In the new environment of recreation and sport clubs will continue to be the 

base of national organisations. It is the clubs that are most under threat from 

market forces, professional sport, commercial operators, a decrease in 

volunteers, changing community lifestyles, and the demands of more passive 

pursuits. Clubs at the community level must continue to be the local providers 

for grassroots participation in recreation and sport. Clubs offer a unique 

contribution to the social fabric of New Zealand and often bind the community 

through collective energy and commitment. However, mergers and alliances 

must occur so that clubs can consolidate and pool their assets to ensure 

greater services and support can be available to club members and their 

respective communities. 

Critical partners with clubs in the provision of recreation and sport are schools. 

It is at school where young people may well first experience organised 

recreation and sport, develop positive attitudes to physical activity and the 

outdoor environment and have instilled a lifelong personal commitment to 

physical wellbeing. 


For clubs to survive, prosper and foster participation in local recreation and 

sport they must have: 

• practical support from their regional and national bodies 

• adequate resourcing 

• assistance from Regional Trusts 

• support from local government 

• effective and competent administrators 

• a strong volunteer base 

• close links with schools 

• a culture of inclusiveness that generates an environment of social ease for 

all participants 

• foresight and effective planning 

• a deep understanding of recreation and sport in society 

• clear understandings of the potential of the club to cater for all levels of 

competitive interests in a diverse range of people from social grades to local 

championships 

• a realistic appraisal of their best interest being served as stand-alone or 

amalgamated organisations 

Schools in their local communities should be characterised by: 

• positive working relationships with clubs 

• teacher commitment to physical activity, recreation and sport 

• a school wide philosophy of active participation 

• students positively experiencing a wide range of recreation and sport 

opportunities 

• an ever increasing appreciation of the outdoors 

• regular experience of physical education in the school curriculum 

• students experiencing the realities of winning and losing as an integral 

element to sport 

It is essential that regional recreation and sport organisations focus on clubs 

and develop strong club networks. The links between clubs and schools are an 

essential characteristic of the future environment as clubs and schools can 

provide better opportunities jointly rather than in isolation. 

This report places an unequivocal emphasis (7.2.1) upon education’s part in 

New Zealanders’ recreation and sport participation in the next 25 years. Given 

the acceptance of the Taskforce’s proposals, there is a clear challenge and 

responsibility for clubs, recreation and sport bodies, local and central 

government and community groups to take young people from schools into 

physical activity, recreation and sport so the engagement is ongoing, rewarding 

and lifelong. 

6.11 New Zealand Sports Drug Agency 

New Zealand was one of the first countries to establish an independent anti-doping 

agency and was a leader in developing internationally accepted quality standards for 


doping control. The New Zealand Sports Drug Agency has developed a creditable 

reputation both nationally and internationally. As the issue of drugs continues to 

present a serious challenge to the ethics of sport, New Zealand must continue to 

support this independent agency and provide the level of resources necessary for it to 

succeed. 

The Agency is currently operating under legislation that, while providing a good 

platform, is far too inflexible to enable adaptation to a rapidly changing environment. 

A review of the legislation is necessary to ensure its international relevance and 

compatibility with anti-doping legislation of other countries. This will give the Agency 

the capacity to maintain its position at the leading edge of the international response 

to drugs in sport. 

If New Zealand sport is to properly address this serious issue sporting organisations 

must play their part in partnership with the Agency. Most critically this means that 

they must be committed to supporting drug free sport and fulfil their responsibilities 

administratively to assist in the task. The values of sport and especially the concept of 

fairplay must be given renewed emphasis, across the spectrum of sporting activity, if 

sport is to have any hope of resisting the challenges posed by drugs. 

The Sports Drug Agency plays a crucial role in advocating and monitoring sport ethics. 

It also is a visible presence of New Zealand sport’s commitment to the maintenance of 

drug-free and ethical sport. The Agency must be supported by the more effective 

legislation, power to achieve efficient liaison and monitoring of elite athletes, and the 

resources to play an effective and proactive educational role. 

The Agency has an autonomy that is recognised by the Taskforce but wherever 

possible coordination with the operations of Active New Zealand must occur. 

6.12 New Zealand Olympic Committee 

The New Zealand Olympic Committee is a unique national body, mandated under the 

Olympic Charter to ensure observance of the Olympic ideals in New Zealand. The New 

Zealand Olympic Committee has the exclusive powers to determine representation of 

New Zealanders at the Olympic and Commonwealth Games. 

The Taskforce acknowledges the autonomous role of the New Zealand Olympic 

Committee and that of the International Olympic Committee and invites the New 

Zealand Olympic Committee to participate fully in realising the vision for an active New 

Zealand. The Taskforce sees a clear need for the National Olympic Committee to have 

a functional relationship with Active New Zealand, particularly in the elite sport and 

coaching strategies of Active New Zealand. 

The relationship of Active New Zealand and the New Zealand Olympic Committee will 

be marked by: 

• An integrated relationship that supports the work of the National Sport Organisations 

in particular for elite sport developments, athlete preparation and international 

advocacy. 


• A joint venture agreement with Active New Zealand that coordinates and 

implements a sector-wide strategy that captures and capitalises on corporate 

interest in sport. 

• An integrated process of supporting potential Olympic and Paralympic athletes and 

monitoring their development and funding. 

• A shared location with Active New Zealand. 

There is a need for the New Zealand Olympic Committee, Active New Zealand and the 

Government to determine the appropriate funding source for the transportation and 

Games participation costs of future New Zealand Olympic and Commonwealth Games 

teams. 

Any future public investment in elite sport and New Zealand Olympic and 

Commonwealth Games teams must be matched with a corresponding expectation of 

success and realistic medal targets. The size of future Games teams must not escalate 

in an uncontrolled manner and must be cognisant of the public sector’s support for the 

preparation phase of Games teams. The ability of the New Zealand Olympic 

Committee to select strong teams will be directly related to the preparation phase 

efforts of Active New Zealand’s elite sport programmes and the success of joint 

venture agreements with the private sector. Inaction by Active New Zealand and the 

New Zealand Olympic Committee on the sector-wide strategy will put in jeopardy 

continued funding for all elite sport programmes. 

6.13 Summary 

This part of the report has outlined the proposed strategy and structure of Active New 

Zealand that will be lead New Zealand recreation and sport. Concomitant with this are 

key partnerships with Regional Trusts, National Recreation and Sport Organisations 

and other key organisations. The changes outlined in this part of the report will 

require government support, funding and close links across government agencies. 


Part 7 

IMPLEMENTING AND RESOURCING 


This part of the report outlines the necessary actions for government agencies and 

resourcing recommendations. The milestones to guide the implementation of the 

major recommendations are noted at the end of this part of the report. 

7.2 Government Departments: Interagency Development and Recommendations 

This report emphasises the need for a positive and far-reaching structuring of New 

Zealand recreation and sport. To achieve the goals set by the report, a greater 

commitment of resources is needed from government and a new and viable process is 

required of interagency links and integrated resources. Essential to the new 

developments will be an effective and functional relationship between Active New 

Zealand and relevant government agencies. The Policy and Services Unit of Active 

New Zealand will play a central role in developing and maintaining these relationships. 

Interagency links serve four primary functions: 

(i) 

(ii) 

(iii) 

(iv) 

They enhance government departments’ cooperation and shared 

understandings in recreation and sport. 

They maximise New Zealand taxpayers’ investment in the physical, community 

and social wellbeing of citizens. 

They ensure the maximum use of expertise in addressing issues of New 

Zealanders’ physical wellbeing and the development of an active nation. 

They jointly address issues and areas of special interest that across 

departmental boundaries. 

The necessity and opportunities for interagency development will bring better 

investments of time, finance and expertise that result in the improved health and 

wellbeing of New Zealanders. The Taskforce has specific recommendations for 

government departments to enhance physical activity, productivity and social 

wellbeing. 

7.2.1 Ministry of Education 

The Taskforce understands this report’s recommendations in relation to 

education are far-reaching and very demanding of the Ministry of Education, 

teacher training establishments and teachers in schools. However the 

Taskforce, following constant comment and support for these recommendations 

from a significant number of teachers throughout New Zealand, is adamant 

that these proposals must be urgently addressed and implemented. 

Bureaucratic, financial and industrial reasons for not doing so are unacceptable. 

There is an obligation on educators to ensure that all school leavers have an 

understanding of their bodies and a positive attitude towards ongoing physical 


activity. Defensive comments from some teachers and officials that there is a 

lack of time to cover the curriculum, are simply unacceptable and reflect an 

alarming misunderstanding of the significant part the Health and Physical 

Education Curriculum must play in the education of all New Zealanders 

attending our schools. 

In the Taskforce’s view the Health and Physical Education Curriculum is as 

significant as numeracy and literacy. Technology and the knowledge economy 

are also constantly emphasised by educators as being critical to education in 

this country and the Taskforce recognises this. However, there is a serious lack 

of curriculum time being spent on health and physical education and this 

subject is vital to the wellbeing of young New Zealanders. The Taskforce notes 

that many benefits were clearly gained from participating in physical activity. 

Adolescents who participate in sport report fewer mental and general health 

problems and fewer eating and dietary problems. Students will learn their 

mathematics, English, technology and other subjects more readily and 

effectively if they are fit and healthy. These young New Zealanders will be far 

more productive and positive people when they leave school and move 

successfully into the workplace and assume social roles. 

A key recommendation that underscores the urgency of change is that the 

primary and intermediate school day be extended by one half-hour each day to 

allow for at least four daily half-hour sessions of active physical education each 

week. This extended day recognises curriculum delivery demands upon 

teachers, the need to be competitive internationally through a well-rounded 

education system, and ensures that all schools provide for the required four 

half hours of physical education/physical activity each week. The extended 

school day also allows the introduction of a set time for recreation and sport in 

which the skills and attitudes developed in physical education are applied in a 

supportive environment. 

Compulsory schooling is a period in New Zealanders’ lives when the nation 

requires particular learning experiences, the integrated growth of young 

people, the formative influences of knowledge, understanding, selfdevelopment 

and a positive lifestyle. Every school age New Zealander must 

have the opportunity to discover the range of recreation and sport experiences, 

the application of physical skills and knowledge in realistic settings and, above 

all, self-development and the opportunity to sustain positive values that can be 

affirmed through recreation and sport. New Zealanders, having had enjoyable 

and beneficial experiences of recreation and sport at school, should retain a 

commitment to positive physical activity for the remainder of their lives and in 

so doing enhance the nation’s workplace and social environment – and save 

millions of dollars of taxpayers’ money. 

To achieve a more active and healthy New Zealand where young New 

Zealanders are educated in and through physical education, recreation and 

sport, the Taskforce makes the following recommendations. 


Teacher Education 

• In three year teacher education programmes there must be 120 hours of 

direct teaching of the Health and Physical Education Curriculum and its 

implementation. 

• Active New Zealand will work in partnership with the Ministry of Education 

and relevant agencies to develop more effective monitoring and 

standardisation of recreation and sport studies programmes in secondary 

and post-secondary institutions. 

• No teacher education institution should be accredited for teacher education 

without compulsory papers/courses in physical education and the provision 

of appropriately qualified staff to do this. 

• At the pre-school, primary and intermediate school levels, Resource 

Teachers of Physical Education must be appointed to meet the needs of 

schools and teachers. These Resource Teachers must be professionally 

qualified and undergo intensive short-term training to build upon their 

professional skills with specific learning in physical education teaching. The 

Resource Teachers will need to: 

- work with groups of pre-schools and primary schools to facilitate the 

implementation of the curriculum 

- advise and assist teachers 

- run in-service courses 

- maintain ongoing understandings of physical education, recreation and 

sport 

- provide a link with the Secondary School Recreation and Sport 

Coordinators who are highlighted in Schools below. 

Curriculum 

• The objective of the present curriculum to place physical education in a 

socio-health setting is recognised by the Taskforce. There is however a 

lack of clarity and direction in the curriculum that often leads to students 

having little or no regular physical education. We repeat that evidence was 

frequently presented to the Taskforce of schools in which students went for 

weeks with no taught or organised physical activity. Sometimes students 

experienced a relatively brief spell of KiwiSport as their only activity. 

Teachers should immediately receive a handbook on the current health and 

physical education curriculum which clearly provides: 

- an explanation of the goals and objectives of the curriculum 

- clear guidance on appropriate content and experiences students will 

have at each broad level of growth and capability 

- direction on how to achieve effective implementation of the curriculum 

at all levels with prescribed minimum times for class or form lessons 


• Kohanga reo and kura kaupapa must have distinctive modules and 

resources that reflect traditional Maori physical activities. 

• The importance of physical education, recreation and sport in New Zealand 

should be reflected in Ministry of Education resources and publications, 

including websites. 

• The Education Review Office must have clear criteria for the evaluation of 

all aspects of school physical education, recreation and sport programmes 

and must report upon those to the Minister responsible for the Education 

Review Office in a form that can be shared with the Minister for Recreation 


Schools 

• Excellence in governance and leadership by Boards of Trustees is a key to 

the implementation of the recommendations for school recreation and sport 

in this report. 

• The primary and intermediate school day must be extended by one halfhour 

each day to allow for four daily half-hour sessions of active physical 

education each week. 

• Within the health and physical education curriculum each primary and 

intermediate school must have four compulsory physical education lessons 

weekly for each pupil. Secondary schools must have four teaching periods 

weekly of physical education at all levels. 

• By 2005 primary and intermediate schools must provide a two-hour 

programme each week for recreation and sport. This programme must be 

mandatory for all students of Year Five and above. Students with 

disabilities must be fully supported in participation and access to these 

programmes. 

• Secondary schools must introduce a two-hour afternoon recreation and 

sport programme by 2008. The Taskforce acknowledges that this approach 

implies many challenges: 

- a major mindset change in educators, employers, and families 

- an innovative approach by schools to provide creative recreation and 

sport programmes 

- the provision of adequate facilities 

- the resolution of transport issues 

- the need for all teachers to be upskilled in recreation and sport 

- the availability of officials and support personnel 


The Taskforce is unequivocal that this is a crucial step for all schools in 

moving towards a fit and healthy nation. Moreover, this will create a new 

dynamic partnership between schools, parents and the workplace. 

• Area schools must be required to provide the mandatory time for physical 

education and the two hour weekly recreation and sport programme. The 

Taskforce notes the special character of these schools. A careful 

examination of how to best implement the mandatory two hours of 

recreation and sport in area schools by 2008 will need to be undertaken by 

Active New Zealand in conjunction with the Ministry of Education as a 

matter of urgency. 

• Each secondary school with a roll of 300+ must have a School Recreation 

and Sport Coordinator appointed and fully funded. Secondary schools with 

under 300 pupils must have access to a proportionally funded School 

Recreation and Sport Coordinator. It is desirable the Coordinator has a 

relevant tertiary qualification and be a full staff member. The position will 

need to fit a career structure within the education sector. The Coordinator 

will be required to: 

- develop, where practicable, a weekly inter-school recreation and sport 

programme that ensures full participation by all pupils 

- work closely with the Regional Recreation and Sport Directors 

- work with teachers to ensure profitable links for student participants 

between health, physical education and recreation and sport 

- investigate the potential pool of recreation and sport volunteers in the 

community e.g. coaches, team managers, transport providers, camp 

supervisors 

- ensure close links exist with local clubs and regional organisations 

- develop recreation programmes that introduce students to the outdoors 

and foster an environmental stewardship ethic 

- explore potential employment in recreation and sport organisations, 

through widening student experiences 

- liaise with sport clubs and recreational organisations to ensure the 

seamless transition from schools to these groups 

- liaise with the school’s Resource Teachers of Physical Education 

- ensure a seamless transition for pupils moving to secondary school so 

they maintain a full involvement in recreation and sport 

- liaise with post-secondary institutions to ensure a transition for students 

to a supportive and participative environment 

• All teachers’ contracts must contain a requirement for responsibilities 

currently considered as curricula and co-curricula activities. Teachers must 

be remunerated in a way that reflects these responsibilities. 

• Secondary School groups presently have Regional Sport Directors who work 

closely with sports and Regional Trusts. These roles must be expanded to 

encompass recreation and sport across all schools i.e. the current Regional 

Sport Directors will be responsible for primary and intermediate schools as 


well as secondary schools as Regional Recreation and Sport Directors. 

These Directors will have appropriate qualification and be responsible for 

fostering, organising and developing regional recreation and sport 

participation. 

• The Regional Recreation and Sport Director needs to: 

- work closely with School Recreation and Sport Coordinators to ensure 

the maximum involvement of secondary school students in recreation 

and sport 

- liaise with clubs and Regional Organisations to encourage a seamless 

transition of school leavers into club activities 

- develop a plan for coordinated regional school recreation and sport 

- work actively with Regional Trusts and local and regional recreational 

and sport providers to facilitate a wide provision of opportunities for 

youth participation 

- plan and operate special regional events 

- liaise appropriately with the Resource Teachers of Physical Education 

- liaise with each primary and intermediate school’s representative who 

has responsibilities for their school’s recreation and sport programmes 

The Taskforce has reservations about the willingness of the Ministry of 

Education to implement the changes that are essential if the objectives of this 

report are to be achieved. The Taskforce’s concerns are based upon its 

assessment of the education sector’s failure over many years to ensure physical 

education, recreation and sport have received the priority it deserves. 

Considerable thought and discussion has been given to determining the most 

effective way to compel the education sector to perform. The optimal model, 

and one which the Taskforce urges upon the Government, is for Active New 

Zealand to contract the Ministry of Education to deliver the changes and 

recommendations set out in this report which are within the direct power and 

control of the Ministry. The model advocates involving Active New Zealand in 

purchasing recreation and sport services from the Ministry from funding that 

might otherwise be allocated by government directly to the Ministry of 

Education. 

It is not envisaged that Active New Zealand would need to develop a large 

bureaucratic structure to contract with the Ministry of Education. Monitoring of 

each school’s performance will remain a primary function of the Education 

Review Office (ERO). Active New Zealand would however be able to monitor 

the progress of the Ministry by meeting with the Education Review Office and 

having direct access to reports and assessments made by the Education Review 

Office. 

The model proposed would involve Active New Zealand being a “smart 

purchaser” of services, rather than a funder of recreation and sports services 

delivered by the Ministry. 


Post-secondary 

• Each post-secondary institution must develop an environment which 

encourages recreation and sport participation by all students and staff. 

• The Taskforce has serious reservations about the standards of vocational 

training in recreation and sport and recommends that a stringent 

examination of practices, resourcing and the variability of courses be 

instituted. 

• Research concerning recreation and sport in New Zealand by tertiary 

institutions must be better understood and disseminated. The Policy and 

Services Unit of Active New Zealand must ensure that a coordinated 

clearing-house approach is developed in order to ensure that applied 

research is disseminated to relevant bodies. 

• Post-secondary institutions must consider the special situation of elite 

athletes in programmes of study just as they consider special needs of 

other students. This recognition may include for example: 

- developing flexible learning delivery 

- making maximum use of sport scholarships 

- enabling students to compete internationally and at the same time meet 

study requirements without compromising the latter 

- assisting career preparation 

7.2.2 Ministry of Health 

The Ministry of Health will be one of the most critical partners with Active New 

Zealand in developing a nation of healthy self-achieving New Zealanders. The 

interagency alliance between the Ministry and Active New Zealand must deliver 

on the commitments articulated in this report. The Taskforce recognises and 

endorses the Ministry’s focus upon physical activity in the New Zealand Health 

Strategy and in other initiatives. 

The Taskforce recommends that: 

• The vision, goals and principles of the Joint Policy Statement by the Minister 

for Sport, Fitness and Leisure and Minister of Health in 1998 be reaffirmed. 

• Joint policies of the Ministry of Health and Active New Zealand be 

developed and extended to achieve the public health outcome of increased 

physical activity. 

• Regional Trusts contract with the District Health Boards, if this responsibility 

has been delegated from the Ministry of Health to the District Health 

Boards, to provide programmes, in partnership with other community 

health agencies, to achieve the physical activity objectives of the New 

Zealand Health Strategy. 


• Significant initiatives in physical activity must be fully resourced by the 

Ministry of Health. The Taskforce frequently noted concerns that 

programmes such as Green Prescriptions, which had excellent goals, were 

not adequately funded and resourced to meet the growth in demand. The 

data that exist suggest a reasonable take-up rate but the Taskforce is 

aware that the overall success of the Green Prescriptions programme 

depends heavily on personnel resources supporting and assisting recipients. 

A continuing investment is required at the regional level to ensure the longterm 

success of this and similar projects. 

• Full and ongoing joint research must be undertaken by the Ministry of 

Health and Active New Zealand as an imperative for increasing physical 

activity and monitoring developments. 

• Active New Zealand pursue with the Ministry of Health the recognition and 

development of traditional Maori and Pacific Island cultural activities (e.g. 

kapa haka, traditional dance) that can appropriately advance physical 

activity and fitness. 

7.2.3 Other Government Departments 

The Taskforce identified a range of further initiatives which government 

departments can develop in partnership with Active New Zealand. The 

recommendations set out below are examples of initiatives that must be 

pursued. 


• The Ministry of Maori Development (Te Puni Kokiri) should: 

- Work closely and in partnership with Active New Zealand to ensure that 

Maori participation in physical activity, recreation and sport is enhanced. 

The Taskforce supports Te Puni Kokiri’s range of initiatives in physical 

activity but notes the need for programmes to be far more effectively 

implemented, resourced, and monitored in the best interests of Maori 

health and physical wellbeing. The Omangia Te Oma Roa programme 

is an example of well-intentioned rhetoric not being matched by 

effective collaboration, resourcing and action. 

• The Ministry of Economic Development or Industry New Zealand should: 

- Establish a small working party to examine sport technology 

opportunities and develop innovative forms of sport technology that 

have potential for international markets. This group should meet with 

national sport bodies to understand areas of potential development and 

bring these bodies and potential manufacturers together. Examples of 

innovation could include equipment, protective gear, clothing and new 

sports. 


- Examine the possible development of information technology 

programmes for overseas sales. Examples could include virtual reality 

sports, coaching and instructional programmes, interactive 

documentaries and training schedule innovations. 

- Work closely with tertiary institutions and the Policy and Services Unit of 

Active New Zealand to explore possible revenue opportunities from 

applied recreation and sport research. 

- Fully examine the potential of events as significant contributors to 

economic development and the stimulation of both national and 

regional benefits. The Taskforce noted that currently New Zealand 

hosts and organises a range of events, which vary in scale, focus and 

audience. The events and sponsorship industry is an exciting and 

dynamic one that has evolved considerably over the last decade. 

Further potential exists to develop communities, regions and the nation 

along economic, sporting, social and cultural lines. Current coordination 

is ad hoc and often opportunities are not maximised. It is important 

that a cohesive events industry strategy and policy framework is 

developed that reflects a “whole of government” approach. This 

strategy would focus on coordinating investment in events and involve 

support from the Recreation and Sport, Trade, Culture and Heritage, 

and Tourism portfolios. The maintenance of a strategic overview for 

events, the partnering of private sector efforts and the recognition of 

the need for different approaches to mega-events and recurring events 

is essential and must not be dominated by one single government 

agency. 

• Tourism New Zealand should develop: 

- An effective interagency relationship between Active New Zealand and 

the Tourism Board, or its agent(s) to examine and optimise the 

development of sport tourism and adventure tourism in New Zealand. 

- A “New Zealand Sport Map” for tourists and the general population that 

depicts historical achievements in recreation and sport, sport facilities, 

famous recreation and sport individuals’ birth/death places, locations of 

sporting significance, and recreation areas. 

• The Minister of Immigration should: 

- Ensure the employment of short-term contracting of elite overseas 

coaches is supported by the Immigration Service. 

• The Department of Internal Affairs should: 

- Commission a history of New Zealand recreation and sport as a muchneeded 

contribution to New Zealand historical writing. This publication 

should be comprehensive and an authoritative work of international 

standing. 


• New Zealand On Air should: 

- Allocate funds to facilitate the provision of free-to-air television time for 

minor and non-professional sports. 

- Allocate funds for a multi-part television documentary on New Zealand 

sport, tracing its development, role, social setting and achievements to 

the present day. This documentary series should be characterised by 

in-depth research, engaging presentation, and high content quality. 

• The Ministry of Transport should: 

- Actively pursue the development of accessible national cycle tracks, 

walkways and road linkages to walkways and abandoned railway lines 

with the aim of developing an integrated national network. 

• Work and Income New Zealand should: 

- Develop a programme to use unemployed persons as volunteers in 

school recreation and sport without compromising benefit entitlement. 

This recognises the gaining of valuable social experience to assist the 

return to the workplace of unemployed people. 

- Revise benefit entitlements to include volunteer training in recreation 

and sport facilities. 

- Consider realignment of training opportunities for people re-entering the 

workforce and creating on-the-job training through the support of 

recreation and sport organisations. 

• The Department of Corrections should: 

- Be required to examine their institutions and institutional programmes 

to ensure that all possible spaces and facilities for creating areas of 

recreation, sport and physical activity are utilised. 

- Ensure the provision of recreation, sport and physical activity 

programmes and courses of study are regularly reviewed in order to 

optimise the opportunity for inmates to participate. 

- Ensure that inmates are required to participate in regular and prescribed 

physical activity. 

• The Minister of Local Government should: 

- Ensure the provision for and reinforcement of the importance of local 

level recreation and sport opportunities and facilities is highlighted in 

the review of the local government legislation. There is clear evidence 

from submissions received by the Taskforce that local government must 

play a role in the provision of facilities and programmes which enhance 

community wellbeing and social cohesion. Recreation and sport 

facilities and amenities are equally as important as the provision of 

traditional local government infrastructures for water, waste and roads. 


A more holistic view of local government functions is required to 

enshrine the principles of recreation and sport and enhanced 

community wellbeing. In doing so local government must ensure 

facilities are provided for social sport in diverse forms. 

• Statistics New Zealand should: 

- Play a more significant role in obtaining and evaluating relevant 

information on New Zealanders’ participation in, and attitudes towards, 

physical activity, recreation and sport. 

• The Department of Child, Youth and Family Services should: 

- Recognise that positive self-development programmes utilising physical 

activity, recreation, sport or outdoor programmes have significant 

potential for youth at risk. 

• The Ministry of Foreign Affairs and Trade or Trade New Zealand should: 

- Work with Active New Zealand and national sport organisations to 

develop a promotions strategy for New Zealand sports teams and 

athletes touring overseas and promote foreign investment in New 

Zealand recreation and sport. 

- Develop strategies with New Zealand companies to support international 

athletes who could promote their businesses overseas. New Zealand 

corporates based overseas should be encouraged to support New 

Zealand athletes overseas. 

• The Ministry of Women’s Affairs should: 

- Develop, with Active New Zealand, and in partnership with national 

women’s organisations, a proactive, detailed and constructive policy on 

women’s engagement with physical activity, recreation and sport. This 

programme fully developed with committed Ministry support, has the 

potential to shift the axis of women’s health and participation in 


- Examine participation rates of women in recreation and sport and the 

reasons that influence their participation. Perceived barriers to participation 

could then be addressed. Analysis in this area of New Zealand 

women’s lives by the Ministry of Women’s Affairs should be enhanced. 

- Explore the provision of children’s after school care in order to free 

mothers and guardians for voluntary recreation and sport participation. 

• The Accident Compensation Corporation should: 

- Develop and implement with Active New Zealand a national injury 

prevention strategy with a strong education focus, to reduce injuries 

incurred through recreation and sport. 


• The Ministry of Justice should: 

- Establish a Sports Disputes Tribunal which will: have a primary focus on 

national sport to assist National Sport Organisations to avoid lengthy 

and costly legal battles; ensure quality and consistent decision making 

for athletes in New Zealand sport; add credibility to the operation of 

elite sport in New Zealand and provide for appeals to the Court of 

Arbitration for Sport. 

• The Ministry of Pacific Island Affairs should: 

- Examine the participation of Pacific Island peoples in recreation and 

sport in order to enhance health through physical activity. 

- Develop with Active New Zealand a culturally appropriate programme to 

expand the physical activity of Pacific Island peoples, and monitor this 

programme to extend participation levels in their recreation and sport. 

- Develop with Active New Zealand an appropriate mentoring programme 

to support talented and elite Pacific Island athletes and coaches. 

• The Ministry of Youth Affairs: 

- Should play a key role in implementing the Youth Forums recommended 

in this report. 

- Must recognise its responsibility to young people’s health and welfare by 

developing a clear policy that promotes, supports and implements 

physical activity through key partnerships with Active New Zealand, 

government agencies and national recreation and sport organisations. 

• The Department of Labour should: 

- Support volunteers through incentives for business enterprises to 

“donate time” of staff, particularly during the critical 3:30 pm–5:30 pm 

after-school period, Saturday mornings and the proposed weekly 

afternoon recreation and sport for schools. 

- Provide incentives for business enterprises to encourage employee 

health, use of fitness centres and alternative transport that involves 

sustained physical activity. 

- Provide incentives for business to establish safe crèche facilities for 

employees at work. 

• The Department of Conservation should: 

- Work closely and in partnership with Active New Zealand to enhance 

participation by New Zealanders in the outdoors. 

- Develop joint policies with Active New Zealand to advocate greater 

protection of the outdoor recreation environment and encourage 

maximum use of open spaces by all New Zealanders. 


Each initiative noted above will mark progress towards the country becoming more 

active and healthy. The respective Government departments hold this critical 

responsibility jointly with Active New Zealand. 

7.3 The Government Role 

Leadership and support by government with respect to recreation and sport should be 

based upon a commitment to the nation’s health and an accord with the vision of an 

active New Zealand. In taking the country forward the Government’s actions will 

generate physical activity and a healthier nation, be influential in shifting public 

attitudes, reduce future expenditure, maximise benefits arising from investment in the 

public good, and support equity of access. The role of government must be facilitated 

and supported by legislation and public finance. There can be very little achieved in 

positive recreation and sport changes without leadership, action and resourcing by 

governments. Government intervention in recreation and sport must seek to achieve 

the following outcomes: 

• A healthy nation by supporting strategies that advance physical activity. 

• Enriching the lives of New Zealanders through the sustained and managed use of 

our natural environment. 

• The development of all New Zealanders skills through recreation and sport-focused 

education initiatives. 

• Active communities through provision of multi-activity centres, open spaces, 

walkways and cycle ways. 

• Economic growth and employment achieved through coordinated support for 

events, coaching development initiatives and the essential infrastructures of 


• A strengthened national identity achieved through support for high performance 

activities. 

7.4 Financing an Active Nation 

The Taskforce, throughout this report, has raised a series of key initiatives that must 

be implemented to realise its vision for an active New Zealand. Many of the proposals 

put forward are long term strategies that will not produce tangible results for some 

time. Before outlining the financial requirements for the several new initiatives 

suggested in this report the following proposals should be pursued to maximise the 

use of existing resources and efforts. 

The Taskforce recommends at the national level that: 

• A National Facilities Development Group be formally established to oversee a 

national facilities strategy for national and major regional indoor and outdoor 

facilities. The National Facilities Development Group should comprise repre- 


sentatives from the New Zealand Lottery Grants Board, Ministry of Education, local 

government, Active New Zealand, and the Community Trusts network. The work 

of this group could be serviced either by the New Zealand Lottery Grants Board or 

Active New Zealand and would ensure all funding allocations for facilities are based 

on agreed national standards and guidelines. 

• No new major recreation and sport facilities be funded without reference to the 

national facilities strategy and the plans of national recreation and sport 


• All national recreation and sport organisations be required to develop plans that 

coordinate all levels of their activities. These plans must include provision for 

national, regional and local initiatives. 

• Funding allocations from government agencies to recreation and sport only be 

made with reference to the Active New Zealand approved plan for these bodies. 

• Not-for-profit recreation and sport organisations be recognised as charitable 

purposes for tax on the same basis as other community benefit organisations. 

• Current attempts by the Inland Revenue Department to institute taxation on grants 

to recreation and sport clubs cease. 

• The New Zealand Lottery Grants Board allocate annually at least 35% for Active 

New Zealand driven recreation and sport initiatives along with at least 35% for arts 

and culture. 

• At least 50% of all profits from all gaming be targeted for recreation and sport 

purposes and that allocations only be made with reference to the Active New 

Zealand approved plan for the relevant national recreation or sport organisation or 

alternatively the funding be allocated to the NZ Lottery Grants Board or similar 

body. 

• The criteria supporting industry training initiatives be adjusted to permit support 

for volunteer training. 

The Taskforce recommends at the regional and local level that: 

• A review of the inequalities that exist in local government funding for the provision, 

operation and maintenance of recreation and sport facilities be undertaken. 

• A review of the user-charging practices of local governments and recreation and 

sport organisations be undertaken and guidelines established that achieve an 

equitable approach. 

• All regionally based Community Trusts develop consistent criteria for grant 

applications, particularly to enable support for the employment of persons in 



• A regional forum of funders and key providers be established in each of the 10 

regions (identified in section 6.9.1) to oversee the effective allocation of resources, 

alignment of the regional funding allocations to the regional strategy for recreation 

and sport, and to collectively review the outcomes achieved. All allocations for 

recreation and sport activities should only be made with reference to the Active 

New Zealand approved plan for the relevant national recreation and sport 

organisation. 

Arising from submissions and the consultation process the Taskforce identified some 

other funding strategies that are worthy of further consideration: 

• That a higher percentage of profits from sports betting be channelled to sport. 

• That sponsorship opportunities be offered to schools, families, whanau and 

community groups to sponsor specific segments of walkways or areas for public 

use. 

• The introduction of the best value regime as a model for benchmarking 

organisations, delivery and services against the best in the recreation and sport 

sector and other sectors. 

• That tax deductions be available for recreation and sport sponsorships from small 

business through to corporate enterprises. 

• A tax of $10 on international travellers be created, with the funds generated being 

allocated specifically for outdoor recreation, wilderness protection and 

conservation. 

• That approaches be made to overseas based New Zealand business interests to 

support the preparation programmes of New Zealand athletes travelling abroad. 

• That a levy of $100 be placed on every new car sale to be targeted for the creation 

of urban and rural walkways and cycleways. 

• That spectators be charged a 5% levy at major stadia events and the proceeds be 

targeted to organisations which have no ability to generate funds from similar gate 

revenues. 

• That organisations with television rights agreements be charged a 5% levy and the 

proceeds targeted to recreation and sport organisations with no ability to generate 

funds from television rights. In pursing this initiative it is essential that every effort 

be taken by government to maximise the revenues that are able to be generated 

by these organisations. 

7.4.1 Funding of Education Proposals 

7.4.1.1 Physical Education Resource Teachers 

The Taskforce recommends: 


• The appointment of 150 Resource Teachers to upskill all current 

teachers in primary and intermediate schools in the content and 

use of the Health and Physical Education Curriculum. 

• Resource Teachers be appointed on a ratio of 1:15 schools. 

• Provision be made for training costs necessary to upskill Resource 

Teachers of Physical Education through approved short-term 

teacher training programmes. 

The duration of this initiative is directly dependent upon the 

effectiveness of the training of pre-service teachers. As newly trained 

teachers move into schools they will bring full understandings of 

health, physical activity, recreation and sport that would otherwise be 

given by the Resource Teachers of Physical Education. The education 

sector will then have opportunity to achieve economic savings through 

efficiencies. The cost per position (including operational costs) is 

calculated to average $60,000 per annum plus provision for central 

administration costs. 

Total cost: $9.25 million 

7.4.1.2 Professional Development of Secondary School Physical Education 

Heads of Department 


• All current Heads of Physical Education Departments must 

undertake professional development in order to be upskilled in the 

new Health and Physical Education Curriculum. 

7.4.1.3 Secondary School Recreation and Sport Coordinators 



• A full salary and operations subsidy contribution be paid for the 

appointment of Recreation and Sport Coordinators in each 

secondary school with a roll of 300 pupils or over. Schools under 

300 pupils must be resourced on a pro-rata basis. 

• Each position be in addition to the current Physical Education 

Department staff and be an upgrading and expansion of the 

existing sports coordinator positions. 

• The cost per position (including operational costs) is calculated to 

average $45,000 per annum. 

Total cost: $15 million 


7.4.1.4 Secondary School Regional Recreation and Sport Directors 


• Funding for Regional Directors be provided to lead the network of 

School Recreation and Sport Coordinators and representatives. 

Each position is to work closely with the Regional Trusts. Two 

positions should be appointed in each region as per 6.9.1. 

• The Directors work closely with Regional Recreation and Sport 

Organisations to ensure the smooth transition of school leavers 

into post-school recreation and sport activities. 

• The cost per region is calculated to average $75,000 per annum. 

7.4.2 Funding of National Recreation and Sport Organisations 


If recreation and sport is to be developed to the levels identified in this report 

then significant additional funding is necessary. Further investment must be in 

human expertise rather than facilities as the benefits will be more widely 

spread. Current funding support for national recreation and sports ganisations 

through the Hillary Commission and the New Zealand Sports Foundation must 

be maintained and added to through the provision of funding set out below and 

in accord with the strategies outlined in 6.10. 

All national organisations must be required to develop plans that reflect 

provision for all levels of their respective activities. The plans must include 

strategies to support national programmes and regional and local initiatives. 

Individual contracts will be negotiated with national governing bodies to reflect 

their development needs if development staff are not appropriate. The costs 

set out below should be treated as estimates only. 

• National organisations with membership bases up to 5000 

- Establishment of up to two development focused positions. The cost 

per position (including operational costs) is calculated to average 

$55,000. ( Approximately 55 organisations involved.) 


• National organisations with membership between 5001 and 20000 

- Establishment of up to three development focused positions. The cost 


$55,000. (Approximately 25 organisations involved.) 



• National organisations with membership between 20001 and 50000 

- Establishment of up to five development focused positions. The cost 




• National organisations with membership over 50000 

- Establishment of up to eight development focused positions. The cost 




In addition to the above funding, national sport organisations should be 

classified in three categories, as in Part 6 of this report, for elite sport funding 

according to their significance to the nation, proven ability to achieve, 

participation levels and proven need. Details are shown in 7.4.5. 

7.4.3 Funding of Regional Proposals 

• Regional Trusts will lead the development of effective regional strategies for 

recreation and sport as outlined in 6.9.1. Regions must be supported 

through a contract with Active New Zealand which provides funding for 

each region’s core work that ensures all geographic areas are served. A 

maximum of ten regional contracts should exist. Under each contract 

Active New Zealand must provide core funding to ensure the employment 

of eight to twelve staff focused on regional recreation and sport 

organisations, physical activity strategies, volunteer effort, Maori recreation 

and sport, school recreation and sport, funding agencies and local 

government. The value of each contract will vary depending upon the 

number and size of the recreation and sport organisations and population in 

each region. 


• Provision must be made for National Organisations to work in partnership 

with each regional trust to establish regional development programmes. 

These programmes should be modelled on the pilot SportsForce and 

CoachForce programmes currently in operation. Each programme should 

be available in each of the ten regional trusts. Total cost per programme 

not to exceed $50,000 per activity. 


• Active New Zealand must lead the development of existing national and 

regional organisations moving to and operating from a common location 


($250,000 per centre with at least five centres required.) 


7.4.4 Funding of Local Organisations and Physical Activity Proposals 

• Active New Zealand must review the purpose of the Community Sport Fund 

and seek to increase the available funds to at least the equivalent of $2.50 

per head of population (based on 3.8 million people). Distribution of these 

resources should be done as part of the regional forum mechanism referred 

to in 7.4 and be specifically targeted towards coaching, instruction and 

talent development initiatives and continue to be directed towards clubs. 


• Through a partnership between the Ministry of Health and Active New 

Zealand a range of physical activity initiatives must be implemented. All 

initiatives must focus upon improving health outcomes through participation 

in recreation and sport for all sectors of the New Zealand population. All 

initiatives must be fully resourced. 


7.4.5 Funding of Elite Sport Proposals 

Active New Zealand must resource National Sport Organisations for elite sport 

that has a focus upon coaching and preparation for international competition. 

Support for elite sport cannot be divorced from the rest of sport. For success 

at the community level through to the elite end in the long-term, there must be 

vibrant modern sporting organisations. Providing limited resources and then 

expecting results is wasteful. Unless sufficient funds are allocated for elite 

programmes and backed up with funds for staff then the programmes are 

being funded to fail. Funds should not be used to intervene in those codes 

which are able to work towards supporting an elite programme from their own 

resources. 

Characteristics of the support required for elite sport include: 

• Full-time coach appointments to become the norm rather than the 

exception. 

• Improvement and monitoring of the quality of coaches as well as increasing 

their number. 

• Talent to be identified and developed through a nationally coordinated 

strategy involving the successful integration of coach and sport science 

expertise. 

• Targeted competition opportunities and an insistence upon excellence. 

• Elite academies supporting New Zealand’s top performers in partnership 

with national sport organisations. 


• Professionally led and expertly managed national governing bodies 

enhancing the development of their sport. 

Active New Zealand must resource national sport organisations for high 

performance initiatives that focus on coaching and preparation for international 

competition. Based on indicative figures supplied by 41 national sport 

organisations to the New Zealand Sports Foundation it is projected that the 

total cost of desired elite programmes over the next four years is approximately 

$160 million or an average of $40 million per annum. Indicative resourcing 

requirements per annum involve the following: 

- Coaching $8 million 

- International competition $15 million 

- Preparation and sport science support $6.5 million 

- Talent development $5 million 

- Education scholarships $5 million 

Total: $39.5 million 

Active New Zealand will lead the continued development of a network of sportspecific 

elite academies that offer a focal point for the development of elite 

coaches and athletes in accordance with the approved plans of the national 

sport organisations. Each regional centre of the New Zealand Academy of 

Sport should comprise up to six core staff focused on providing expert services 

for coaches and athletes. The costs of the services are incorporated in the elite 

sport figures above ($500,000 per regional centre, with no more than three 

required). 


The Taskforce emphasises that the level of financial support currently available 

through the Hillary Commission and the New Zealand Sports Foundation must be 

maintained and continued. This support totals approximately $35 million. The total 

cost for the initiatives listed above is summarised below and involves approximately 

$90 million of new initiatives. Resourcing of the initiatives should involve a mix of 

funding from government for education, health and recreation and sport, the New 

Zealand Lottery Grants Board, gaming profits, and Community Trusts. Resourcing 

from these sectors must not preclude the corporate sector from also investing in 

additional recreation and sport initiatives. 

Education* 

National Recreation & Sport Organisations 

Regional Organisations* 

Local Organisations & Physical Activity* 

Elite Sport* 

Active New Zealand Operations 

Total 

Total 


$18.7 million 



$41 million 

$2.5 million 

$124.204 m 

* Total includes some existing funding. 


7.5 Key Milestones 

To ensure the momentum gained during the Taskforce’s work is not lost it is essential that 

key decisions are made without delay. The following timeline should be followed: 

7.6 Summary 

January 2001 • Taskforce report released 

February 2001 • Cabinet consideration 

March 2001 • Government response released 

• Electoral College established 

April 2001 • Transition Board appointed 

• Search for Chief Executive begins 

• Legislation drafted and introduced 

June 2001 • Timing of first initiatives announced 

July 2001 • Transition Board takes over 

operations of the Hillary Commission 

• Chief Executive appointed 

December 2001 • Legislation enacted and Active New 

Zealand commences 

February 2002 • Commence first education initiatives 

July 2002 • Commence phasing in of Regional 

Trusts and national organisations’ 

initiatives 

December 2002 • Regional Trusts refocused and fully 

operational 

It is no exaggeration to state that every New Zealander will be affected by the Government’s 

response to this report. Whether enhancing the nation’s physical wellbeing, increasing 

participation in physical activity, benefiting from a significantly improved recreation and sport 

delivery system, excellence in achievement or having a healthier nation, we are each linked to 

this report – in town or country, marae or migrant hostel, home or workplace, indoors or 

outdoors. The cost will be felt by each of us if nothing substantial is done in response to this 

report. 

The Taskforce is emphatic that the report should be a basis for action by a government of any 

political persuasion. New Zealand must now move to an integrated recreation and sport 

strategy and structure, with attendant operations and delivery, that best achieves benefits for 

all New Zealanders. 


Appendix I 

Key Terms 

The meaning of the terms leisure, recreation and sport is frequently debated. Despite the 

absence of universally agreed definitions the Taskforce believes it important to set out in 

detail the charteristics of these key terms. 

Recreation 

Recreation is a dimension of leisure. Leisure time is time spent away from work pursuing 

activities that may fall into the following categories: 

(a) activities that primarily have a mental and/or creative domain such as painting or 

embroidery 

(b) activities that primarily have an intellectual domain such as playing chess or reading 

(c) physical recreation, which may have a number of the following characteristics: 

- participants personally experience physical activity 

- there are flexible arrangements for the activity to take place 

- physical activity is self-determined 

- the conditions of engagement such as its organisation and location, may be 

changed by mutual agreement of the participants rather than by external 

authorities 

- the participant has control of the physical activity in terms of location, travel 

arrangements, conditions of participation, time of the engagement, clothing, 

equipment, and criteria for determining its success 

- there are self-determined outcomes that relate to personal and social 

satisfaction 

- there is an investment of time, self-organisation, socialisation, emotion and 

physical commitment 

- there is often an engagement with the natural outdoor environment 

- there is a lack of formal support roles 

Examples of physical recreation include: tramping in the bush, boating, fishing, fitness 

classes, walking and physical activity games. 

Sport 

In general, sport is more structured than physical recreation and has parameters set 

externally from the participants over which they have little or no direct control. Sport may 

have a number of the following characteristics: 

- participants personally experience physical activity 

- the conditions of engagement in the activity are determined by others with 

rules that can only be changed by authorities 

- participants conform to externally set conditions such as numbers of 

participants, location, time, duration of the engagement, clothing and 

equipment used 

- participants may be paid 

- there is uncertainty over the outcome 


- there are factors affecting the final result which are outside the participant's 

control 

- there is an investment of allotted training time, participation time, emotion 

and physical commitment. 

- the outcomes may be extrinsic as well as intrinsic 

- the activity is part of formalised competition to which the public assigns the 

term "sport" 

- organisations which govern the activity and competition have national 

structures and, usually, international federations, networks or affiliations 

- authorities may determine participation on the basis of ability, age, physical 

characteristics or gender 

- competition against an opponent or prescribed standard of achievement is 

basic to the activity 

- vigorous physical exertion is often exhibited in recognisable patterns of activity 

or set pieces of engagement 

- there is standardised equipment 

- deviation and/or misconduct are determined by authorities with processes for 

formal sanctions 

- there is a referee for the contest 

- the rules may be varied depending upon the level of engagement and skills of 

the participants 

- there is an organisational environment associated with the competition that 

has formal membership and organisational structures 

- there are formalised support roles for a coach, sponsors, support staff, and a 

manager 

- there is a set arena or area of contest with formalised boundaries and internal 

areas of demarcation 

- the objective is to establish superiority over an opponent 

- there may be a membership or participation fee 

- there is a pathway to participation at an elite level 

Social Sport 

Social sport straddles recreation and sport. The main characteristics of social sport are: 

- any competition is informal 

- participants do not necessarily pay a fee to play 

- participants can, by mutual agreement, set or alter the terms of participation 

- the activity has primary goals of personal enjoyment and social cohesion 

An informal indication of the relationship between leisure, recreation and sport is visually 

indicated below. (A is leisure, B is physical recreation, C is sport and D is social sport). 

A 

B 

D 

C 


Appendix II 

SUBMISSIONS TO THE TASKFORCE 

The following organisations made submissions to the Taskforce: 

Active South 

Accident Compensation Corporation 

Age Concern NZ 

Agencies for Nutrition Action 

Association of Sporting & Recreational Clubs 

Athletics Nelson 

Athletics North 

Auckland College of Education 

Auckland Mayoral Forum 

Auckland University of Technology – School of Community Health & Sports Studies 

Basketball Tasman 

Blind Sport NZ 

Bowls NZ 

Buller District Council 

Canterbury Primary Schools Sports Association 

Canterbury Rugby Football Union Management Team 

Canterbury Secondary Schools Sport 

Capital Gymnastics Club 

Central Hawkes Bay District Council 

Central Squash 

CCS Canterbury 

Christchurch City Council 

Christchurch College of Education 

Christchuch Football Squash Club 

College Sport Auckland 

Communicado 

Conifer Grove School 

Council of Outdoor Recreation Associations of NZ 

Counties Manukau Athletics 

Counties Manukau Sports Foundation 

Creative NZ 

Cycling New Zealand 

Davenports Lawyers 

David Allan & Gareth Moore Jones (Global Leisure Group) 

Department of Conservation 

Department of Conservation – Nelson / Marlborough 

Department of Corrections 

Diabetes New Zealand 

Dunedin City Council 

Dunedin College of Education 

Eastern & Central Community Trust 

Education Outdoors New Zealand 

Environment Canterbury 

Equestrian Federation Northland 


Events & Sponsorship Association of NZ 

Far North District Council 

Federated Mountain Clubs of NZ 

Fish & Game New Zealand 

Fish & Game New Zealand – Nelson / Marlborough Region 

Fish & Game New Zealand – Otago Region 

Folk Dance New Zealand 

Footnote Dance 

Fordward Thinking 

Fitness New Zealand 

Glendowie College 

Girls Brigade NZ 

Gore District Council 

Guides New Zealand 

Gurden Consulting Ltd 

Hamilton City Council 

Hastings District Counicl 

Harbour Badminton 


Hillcrest High School 

Hillpark School 

Hutt City Council 

Independent Newspapers Ltd 

Kaikoura District Council 

Kaipara District Council 

Kapiti College 

Lincoln University 

Lincoln University – Human Sciences Division 

Lincoln University – Parks, Recreation & Tourism Department 

Lincoln University – RECN 337 Policy & Legislation Class 

Manawatu Triathlon Club 

Marsden School 

Massey University – School of Languages 

Massey University – Sport Management 

Matamata College 

Matipo Primary School 

Major Events New Zealand 

Millennium Institute of Sport & Health 

Ministry of Education 

Ministry of Women’s Affairs 

Ministry of Social Policy 

Motorcycling NZ 

Motorsport New Zealand 

Mount Aspiring College 

Napier City Council 

National Heart Foundation of NZ 

National Rifle Association of NZ 

NCC (NZ) Ltd 

Nelson Bays Rugby Football Union 


Nelson Giants 

Nelson Marlborough Health Services Ltd. 

Nelson Softball 

Netball New Zealand 

New Plymouth District Council 

New Plymouth Girls’ High School 

New Zealand Chartered Clubs 

New Zealand Community Trust 

New Zealand Deerstalkers Association 

New Zealand Events Ltd 

New Zealand Gymnastics 

New Zealand Olympic Committee 

New Zealand Outdoors Assembly 

New Zealand Outside 

New Zealand Mountain Safety Council 

New Zealand Mountain Safety Council - Wellington branch 

New Zealand Ski Council 

New Zealand Soccer 

New Zealand Speleological Society 

New Zealand Sports Foundation 

New Zealand Water Polo 

NGB CEOs Forum representing the CEOs from Basketball, Volleyball, Soccer, Swimming, 

Cricket, Squash, Rugby, Rugby League, NZ Sports Drug Agency, Softball, 

Motorsport, Women’s Golf, Judo, Paralympics, Surf Lifesaving, Turf Culture, Pony 

Clubs, Equestrian, Gymnastics, Cycling, Croquet, Athletics, Rowing, Touch, Snow 

Sports, Indoor Bowls, Tennis, Men’s Golf, Hockey, Badminton, Motorcycling, Netball 

and Aussie Rules 

North Island Secondary School Sports Co-ordinators 

Northland Inline Skating Club 

Northland Secondary School Sports Association 

Northland Tennis 

NZ Black Powder Shooters Federation 

NZ Federation of Freshwater Anglers 

NZ Masters Swimming 

NZ Recreation Association 

NZ Rugby Union 

NZ Secondary School Sports Council 

NZ Special Olympics 

NZ Sports Hall of Fame 

NZ Sports Facilities Advisory Group 

NZ Sports Drug Agency 

NZ Sports Turf Institute 

Office of Tourism and Sport 

Opotiki District Council 

Pacific Islands Heartbeat 

Papatoetoe Central School 

Paralympics New Zealand 

Parents of Vision Impaired NZ 

Peter Snell Institute of Sport 


Physical Activity Steering group 

Physical Education New Zealand 

Porirua City Council 

Pub Charity Inc. 

Public Access New Zealand 

Public Health South 

Public Health Unit Gisborne 

Roopu Manaaki Sport Auckland 

Rotorua District Council 

Rowing New Zealand 

Royal NZ Foundation for the Blind 

Rugby League Foundation 

Scots College 

SFRITO 

Softball New Zealand 

Southland District Council 

South Waikato District Council 

Southern Institute of Technology 


Sport Canterbury 

Sport Eastland 

Sport Hawkes Bay 

Sport Horowhenua 

Sport Impact Ltd 

Sport Kapiti 

Sport Manawatu 

Sport Mid Canterbury 

Sports Medicine New Zealand 

Sportnet 


Sport North Harbour 

Sport Science New Zealand 

Sport Southland 

Sport Taranaki 



Sport Waitakere in conjunction with 47 community organisations 

Sport Wairarapa 

Sport West Coast 

St Oran’s College 

St Patrick’s College 

Surf Life Saving NZ 

Surf Life Saving Taranaki 

Surfing New Zealand 

Swimming New Zealand 

Sydney 2000 NZ Olympic Team Coaches 

TAB 

Taradale High School 

Taranaki Secondary Schools Sports Association 


Taranaki Primary Schools 

Taranaki Push Play co-ordinating group 

Tauranga District Council 

Tararua District Council 

Tasman District Council 

Te Runanganui O Te Arawa 

Te Tini a Maui Maori Rugby Council 

Te Papa Takaro O Te Arawa 

The Paraplegic & Physically Challenged Association Auckland 

The Sir Edmund Hillary Outdoor Pursuits Centre of NZ 

The University of Auckland – Department of Sport & Exercise Science 

The Waikato Polytechnic 

Ticketek New Zealand Ltd 

Torbay Boating Club 

Tourism Industry Association NZ 

Tourism New Zealand 

Tourism Research Institute 

TSW Aquatics 

University of Otago – Recreation Services 

University of Otago – School of Pharmacy 

University of Otago – School of Physical Education 

University Sport New Zealand 

Volleyball New Zealand 

Waikato District Council 

Waikato Institute for Leisure & Sport Studies 

Waitaki Boys’ High School 

Water Safety New Zealand 

Wellington College 

Wellington City Council 

Whangamato School 

Whangarei District Council 

Yachting New Zealand 

YMCA 

YMCA – Christchurch 

60s – up movement of NZ 

The following individuals made submissions to the Taskforce: 

A B Lock 

Alan Thompson 

Andy Curteis 

Anne Taylor 

Arthur Lydiard 

Arthur Whelan 

Aubrey Gifford 

B A Malcolm 

Barrie Gordon 

Barry McGuire 

Bill Begg 

Bill Garlick 


Bill Thomas 

Bob Stothart 

Brendan Hoko 

Brendon Rope 

Brian Lythe 

Bruce Smith 

Bruce Ullrich 

Bub Apelu 

Chris Biddles 

Colin Ratlidge 

Dave Norris 

David Wright 

Defyd Williams 

Dinie & Wim Bevers 

Doug McClymont 

Dr Brian Wilkins 

Dr Nancy Rehrer 

Dr Steve Bentley 

Eion Edgar 

Erna Somers 

Gary Campbell 

Geoff Palmer 

Geoff Simons 

Gill Genet 

Graeme Hall 

Graeme Smith 

Graham Walker 

Grahame Thorne 

Grant Birkinshaw 

Grant Utteridge 

Harriet St Clair Brown 

Helen Brooks 

Herbert Nelson 

Iain Adamson 

Ian Babe 

Ian Barlow 

Ian Culpan 

Ian McDonald 

Ian Miles 

Ihirangi Heke 

J Robertson 

J.D. McLean 

Jack Sinclair 

Jeanette – Awatapu School 

Jeffery McGlashan 

Jennifer McBrearty 

Jill Theodore 

Jim Hughes 

Joe Rudrigires 


John Hellemans 

John Parker 

Kara Lipski 

Ken Hodge 

Ken Linkman 

Keri Thomas 

Kevin Murray 

Kim Roscoe 

L Carter 

Larry Ellis 

Laurie Vincent 

Len Watson 

Liz Thevenard & Barrie Truman 

Laraine Sheffield 

Lucila van Dam 

Lyall Bunt 

Lyn Moore 

Lynda Kirkman 

Lyndy Sainsbury 

Lynn Kidman 

Margaret Woolf 

Marian George 

Mark Haimona 

Mark Herbert 

Mark Rice 

Mary Wootton 

Maureen Vance 

Mike Baker 

Mike de Vetter 

Mike Dudson 

Mike Greig 

Mike Tolhurst 

Miles Cain 

Mrs S Mclellan 

Murray Higgs 

Neil Tonkin 

Nick McMaster 

Owen Brunel 

Pat Taylor 

Patria Hume 

Paul Bargh 

Paul Max 

Paul Quinn 

Peter Keeton 

Peter McDermott 

Phil Merritt 

Professor R Marshall 

Reg Fowles 

Rex Capil 


Rick Ellis 

Robin McNeill 

Robyn Cruse 

Ron Reid 

Ross Bethell 

Roy Dumble 

Roy Shearstone 

Roy Williams 

Shirley Wilson 

Sir Ronald Scott 

Stephanie Erick-Peleti 

Steve Jackson 

Steven Scher 

Terence Cairns 

Terry Glass 

Tim Castle 

Tony Gowans 

Tony Orman 

Tracey Pirihi 

Tracy Molloy 

Trevor Garrett 

Trevor King 

Warwick Lee 

Winsome Bryce 

Wm Winters 

Organisations and groups who met the Taskforce: 

Auckland Mayoral Forum 

Mayors, CEOs & Leisure Department Officials 

Badminton North Harbour 

Julie Still 

Badminton 

Graeme Robson 

Basketball 

Tad Baldwin 

Blind Sport NZ 

Ray McLeod, Kevin Murray, Helen Stallard 

Bowls NZ 

Delegates of the 2000 Bowls NZ AGM & 

conference 

College Sport Auckland 

Rob Boston, Warren Ogilvie 

Council of Outdoor Recreation 

Associations of NZ 

Hugh Barr, Strato Cotsilinis, Trevor Dyke, 

Max Hetherington 

Cycling 

David Benjon 


Hugh Logan, Joris de Bres 

Department of Internal Affairs Roger Blakely, John Markland, 

Warren George, David Imray 

Eventing NZ 

Scott Carter 

Fish & Game NZ – Otago Southland Niall Watson 

Fish & Game NZ 

Bryce Johnson 


Philip Gould, Richard Beddie 

Halberg Trust 

Dave Currie 

Health Sponsorship Council 

Iain Potter 


Sir Brian Lochore, Peter Dale 

INL 

Mike Robson 


Local Government NZ 

Ministry of Education 

Ministry of Health 

Millenium Institute of Sport & Health 

Netball NZ 

NGBs CEOs Forum 

North Harbour Stadium 

North Shore City Council 

North Sports Academy Athletics 

North Sports Drug Agency 

NZ Chartered Clubs 

NZ Community Trust 

NZ Cricket 

NZ Equestrian Federation 

NZ Lottery Grants Board 

NZ National Boxing Federation 

NZ Olympic Committee 

NZ Outdoor Assembly 



NZ Rugby Union 

NZ Secondary Schools Sports 

Council 

NZ Secondary Schools Sports 

Council 

NZ Soccer 

NZ Sports Foundation 

NZ Touch 

Office of Tourism & Sport 

Opposition Spokesperson for Sport, 

Fitness & Leisure 

Paralympics NZ 

Paraplegic & Physically Challenged 

Association Auckland 

Peter Snell Institute of Sport 

Physical Education NZ 

Project K 

Pub Charity Inc. 

Rugby League 

SFRITO 

SMT Group 

SportsAction 

Pippa Player, Mike Read 

Howard Fancy, Colin Brown, Barbara Hollard, 

Graeme Marshall 

Martin Tobais, Sally Stewart, Grant McLean, 

Theresa Wall 

Graeme Avery, Steve Bramley 

Shelley McMecken, Michelle Enright 

Yvonne Willering 

David Knowles, Shelley McMeeken, Kerry Clark, 

Murray Strong 

Graeme Running 

George Wood, Sue Dennehy 

Anne Stephens 

Sir Graham Speight, Graeme Steel 

Tom Fisher, Roger Parton 

Bill Day 

Chris Doig 

Larry Graham 

Paul Curry, Angela Holmes 

Gary McCrystal 

Sir David Beattie, Michael Hooper, John Davies, 

Bruce Cameron 

Chris Knol 

Delegates of the 2000 NZRA Conference 

Robyn Cockburn, Gill Genet, Anthony Joines 

David Rutherford, Greg Peters, Peter Parussini 

Chris Saunders, Gail Thompson, Peter Sharp 

Delegates of the 2000 NZSSC conference 

Bill MacGowan, Alex Hayton 

Sir John Anderson, John Wells, Susie Simcock, 

Chris Ineson, Katie Sadleir, Sir Ronald Scott 

Murray Strong 

Neil Plimmer, Mike Noon 

Murray McCully 

John Hughes 

Sandra Blewett, John Morton 

Peter Snell, Colin Kay, Chris Hardley 

Bruce Ross, Lorna Gillespie, Andy Fraser, Simon 

Jackson 

Graeme Dingle 

Ian Bray 

Mark Graham, Richard Bolton 

Judy Smith 

John Parker 

Graham Dalton 


Sport Auckland 

Simon Peterson, Chris Lewis, Peter Wilson 

Terry Nicholas 


Ian Penrose, Brendan Furness, Lisa Gregory, 

Julyian Falloon 

Sport Counties Manukau 

John Robinson, Peter Goldsmith and various staff 

of Sport Counties-Manukau 


Peter Goldsmith, Murry Gutry, Paul Lewis 

Craig Ross, Colin Stone 

Sport North Harbour 

Sarah Dunning, Charles Ronaldson 

Sport Otago 

Paul Allison 

Sport Scotland 

Ian Robson, John Doig and other senior staff 


John Moore, Neville Male 


Paul Fear, Murray Gutry, Mike McGuire 

Stephanie McLennan, Graeme Olorenshaw 

Sport Waitakere 

Chris Timms, Mark Iverson, Neven Barbour 

Sport Wellington 

Trish McKelvey, Paul Cameron, Barry Hislop 

Squash NZ 

David Knowles 

Swimming NZ 

Phil Pritchard, Mark Saunders 

Te Puni Kokiri 

Ngatata Love, Joe Grace, Rosalie Williams 

Tennis 

Iain Pound 

The University of Auckland 

John Hood 

Tourism NZ 

Ian MacFarlane, Peter Winder 

TVNZ 

Shaun Brown, Liam Jeory, Murray Needham, 

Simon Dunlop, Geoff Latch 

Unipol Recreation Centre 

Bill Turnbull 

Yachting NZ 

Board & CEO 

YMCA Geoff Woolford & representatives of the 17 

YMCAs 

The following individuals met the Taskforce: 

Bruce Cameron 

Sir Ronald Scott 

Geoff Simons 

Sir Ross Jansen 

Gill Genet 

Sir Wilson Whinerary 

Graeme Seatter 

Marion George 

Graham Davy 

Morrie Rendall 

Kereyn Smith 

Murray Deaker 

Les Mills 

Tim Castle 

Individuals and representatives of overseas organisations met in New Zealand: 

Alastair Dempster 

Colin Hood 

Rt Hon. Chris Smith & Officials 

Sport Scotland 

Ontario School Sport 

Secretary of State for Culture, Media and 

Sport – Great Britain 

In addition to the above people and organisations the Taskforce members were approached 

by numerous other people in informal settings. 


WORKSHOP PARTICIPANTS 

The following people attended discussion sessions during a series of scheduled regional 

workshop days. 

Wanganui 

Participants 

John McDonnell 

Mary Stewart 

Graham Feist 

Les Lunny 

Kevin Hurley 

Warrick Funnell 

Marty Hewson 

Sheena Armishaw 

Colin Whitlock 

Neal Blackburn 

Mark Daniels 

Russell Langton 

Judith Timpany 

Dot McKinnon 

Alan Cooper 

Noel Gudsell 

Philippa Baker-Hogan 

Marjory Keelty 

Alec McNab 

Russell Sears 

Annette Pearce 

Peter Irvine 

Robyn Ryder 

Dr Athol Stewart 

Gerry Gibbs 

Glen Hawkyard 

Organisation/Activity 

Cycling NZ 

Bowls Wanganui 

Badminton Wanganui and Badminton NZ 

Touch 

Bowls Wanganui 

Cycling & Broadcaster 

Cycling 

Netball 

Wanganui District Council 

Enterprise Wanganui 

Wanganui District Council 

Wanganui Polytechnic 

Trust Bank Wanganui Community Trust 

Enterprise Wanganui 

Education Consultant 

Cooks Gardens Trust Board 

Former Elite Rower, Rowing Coach 

Netball / Teaching 

Athletics 

Athletics, Classic Events & Marketing 

Netball and Sport Rangitikei 

Rowing 

YMCA 

Good Health Wanganui 

YMCA 

Good Health Wanganui 

Whangarei 


Mike de Vetter 

Jason Roberts 

Joseph Yovich 

James Morris 

Grant McLeod 

Ian Babe 

Derry Godbert 

Doug Smeal 

Christine Craven 

Cherry Hermon 

Royce Metcalfe 


Northland Soccer / ASB Soccer Coach 

Northland Hockey 

Northland Cricket 

Northland Table Tennis 

Northland Hockey 


Northland Yachting 

Northland Yachting 

Table Tennis Northland 

Tennis Northland 

National Outrigger Canoe 


Nick Cowan 

Joan Erceg 

Tony Clemow 

Jim Kilpatrick 

Peter Fergusson 

Bruce Godfrey 

Robert Anderson 

Norman Wilson 

Craig Carter 

Adrianne Ngawati 

Graeme Severinsen 

Tony Hamilton 

Grant Harrison 

Gerald Koberstein 

Laurie Byers 

Chris Biddles 

Richard Drake 

George Goodhew 

Karen Smales 

Brent Markwick 

Roxanne Kelly-Frost 

Adrian Marsden 

Margaret Bishop 

Liz Williams 

Aubrey Gifford 

Glenda Bostwick 

Bronwyn Bauer-Hunt 

Sue Hodge 

Henrietta Sakey 

Angus McCulloch 

Jean Hansen 

Gary Bell 

Ritchie Guy 

Brent Eastwood 


Northland Women’s Golf 

Tennis Northland 

Swim Northland 

Northland Rugby 

Indoor Bowls 

Cobham Cricket Club 


Whangarei Aquatic Centre 

Northland Polytechnic 

Auckland College of Education 

Maungaturoto Primary 

Junior Sport Manager Sport Northland 

Principal Mangakahia NZ Area Schools Ass 


Southern Rugby Club 

Tangiteroria Sport Complex 

Northland Rugby – Far North 

Sport Northland District Co-ordinator-Otamatea 

District Manager Sport Northland 

Sport Northland Northland Wairoa-Dargaville 

He Oranga Poutama-Sport Northland 

Kaipara District Council 






Facilities / Active Living Manager Sport Northland 

Gymnastics 

Netball North 




Invercargill 


Ray Hanson 

Joy McKinnel 

Stephen Bunting 

Jeff Troon 

Sharon Woodings 

Gordon Bailey 

Shaun Elwood 

Robin Pagan 

Nigel Skelt 

Ian Donaldson 

Crosbie Grieve 


Scouting Southland 

Scouting Southland 



Invercargill YMCA + Netball 


Dept of Conservation 

Invercargill City Council 

Stadium Southland Ltd 

- 

Splash Palace & Invercargill City Council 


Michael Ross 

Brendon Timmins 

Mark Seymour 

Leicester Rutledge 

Sharleen Irvine 

Penny Carmichael 

Samantha Ivey 

Lindsay Beer 

Lyn Randall 

David Adamson 

Robin McNeill 

Colin Russell 

Relda McKay 

Dave McKissock 

Karl Tyrell 

Pat Barwick 

Allan Faithful 

Sue Clarke 

Jude Fawcett 

Roger Clarke 

Julie Carter 

Matt Hoskin 

Niki Hodge 

Ray Harper 

John Prendergast 

Colin Ballantyne 

Irene Barnes 

Emma Mcintyre 

Julie Gill 

Fiona Ward 

Brenda Pannett 

Dr Lewis McGill 

Barrie Sheehy 

Ginge Burnett 

Dorothy Larby 

Bill Roxburgh 

Russell Frisby 

Dave Madden 

Judy Gimblet 

Bob Valentine 

Ross Jackson 

Tom Pryde 

John Frampton 

Derek Turnball 

Rex Capil 

Helen Young 


Rugby Southland 



Equestrian Southland Showjumping 

Equestrian Southland Eventing 

Equestrian Southland Showjumping 

Southland Table Tennis 

Southland Cycling 

Swim Southland 

Southland Tramping Club & Southland Alpine Club 

Athletics Southland 

Equestrian Southland 

Volleyball Southland 

Volleyball Southland 

Hockey Southland 

Southland Cricket 

Squash Southland 

Netball Southland 



Prospect Southland 

Community Trust of Southland 

Invercargill Licensing Trust 



Keples Challenge, Te Anau Community Board 

Public Health Southland 


Regional Sports Director 

Southland Secondary Schools Sports 

Southland Institute of Technology and Hockey 

Halberg Sports Development 

Southland triathlon & multisport club 

Kiwi Senior Walk group 

Outdoor education / mental health 

Softball and basketball 

Former trustee Sport Southland 

Former trustee Sport Southland, Southland Tennis 

Former trustee Sport Southland and bowls 


Triathlon NZ & Former trustee Sport Southland 






Dunedin 


Margie Campbell-Price 

Jill King 

Jim Fraser 

Neil MacKenzie 

Roy Dumble 

Lynne Emmerton 

Peter Corille 

Hilary Chisholm 

Ken Hodge 

Richard Batty 

Kent Tristram 

Dr Steve Bentley 

David Chambers 

Robin Day 

Noela Wilson 

Prof David Gerrard 

Melissa Hobbs 

Marie Styles 

Will Hopkins 

Dr Nancy Rehrer 

Peter Milburn 

Lesley Nicol 

Brent Ward 

Jim Fraser 

Neil MacKenzie 

Jenny McDonald 

Mike Kernaghan 

Glen Denham 

Matt Woods 

Anna Cosgrove 

Bill Turnbull 

Jeanette Leigh 

Daniel Porter 

Amanda Dyer 

Karen Wells 

Owen Graham 

Ian Meritwell 

Paul Coffey 

Alan McMillan 

Robin Quigg 

Steve Prescott 

Graeme Hall 

Bob Clark 

Trish Seaman 

Robin Bates 




Kaikorai Valley College 

Kaikorai Valley College 

Student 

School of Pharmacy, University of Otago 

School of Pharmacy, University of Otago 

Student 

School of Physical Education, University of Otago 

School of Physical Education 

Sport Otago, University of Otago PE 

Muscalioskeletal Physician 

Injury prevention research unit University of Otago 

Faculty of Health Community Otago Polytechnic 

LINZ Research Unit, University of Otago 

Dunedin School of Medicine 

Public Health South 

Healthcare Otago 

University of Otago 

Ex Physiologist – Sport Nutrition – University of Otago 

Physiotherapy – University of Otago 

Netball 

Athletics Coach and School Principal 

Athletics Coach and School Principal 

Soccer and PE Teacher 

Hockey 

Sport Otago and NZOC 

Basketball and College of Education 

- 


Recreation service – University of Otago 




NZCCS Otago & Parafed Otago 

Dept of Conservation – Dunedin 

Dept of Conservation – Dunedin 


CORANZ 




Sporting Clubs NZ 

Bowls Otago 

Otago Tennis 


John Barr 

Eion Edgar 

Paul Allison 

Dave Lamont 

Lindsay Dey 

Elizabeth Hannan 

Peter Chin 

Carol Melville 

Heck Browett 

Chas Forsyth 

Basketball Otago Basketball South 

NZ Olympic Committee, NZ Sport Foundation 

Sport Otago 

Soccer 

Sport Otago, Hockey, Athletics and Triathlon 



Otago Community Trust 

Scouts 

Game Hunting 

Palmerston North 


Rachael Meikle 

Virginia Signal 

Heather Tate 

Tim Hamilton 

Neil Cudby 

Jonika Shiel 

Jacob Oram 

Emily Travers 

Sally Clark 

George McGonachy 

Darryl Cochrane 

Peter Shaw 

Hugh Morton 

Trevor Nicholls 

Brendon Ratcliffe 

Chris Collins 

Peter Lind 

Damon Durie 

Dr Ra Durie 

Wiremu Kingi Te Awe Awe 

Trieste Te Awe Awe 

Janes Broughton 

Leland Ruwhiu 

Les Kereama 

Sue Swinbourne 

Julie Anderson 

Colin Dyer 

Ray Christmas 

Angela McKay 

Dick Corballis 

Vaughan Greaves 

Ian Cruden 

Vern Chettleburgh 

Ross Barnett 

Don Beard 


Sport Manawatu – Green Prescriptions 

Health Promotion – Cancer Research 

Health Promotion – Advisor Public Health 



Sport Manawatu and Netball 

Cricket 

Sport Manawatu and Cricket 

Equestrian 

Athletics 

Massey University and Hockey 

Lawn Bowls 

Massey University 

Swimming 

NZ Rugby adidas Institute of Rugby 



Palmerston North Boys’ High School 

Sports Med Manawatu 

Rangitane Kaumatua 

Rangitane Kuia 

Muaupoko Kaumatua 

Highbury Whanau Centre 

Te Runanga O Raukawa 

Guides Manawatu 

Palmerston North City Council 



Sport Manawatu – Tararua District Council 


New Body Fitness Centre 



Manawatu District Council 

Manawatu District Council 


Michael McLean 

Keith McAuliffe 

Brian Baxter 

Graeme Randoph 

Robin Cave 

Bevan Griggs 

Nicky Ruwhiu 

Allan Brown 

Annette Parkinson 

Emily Jackson 

Jackie Sheehy 

Mike Ryan 

Terry Comber 

Grant Rolls 

Damon Durie 

Jeanette Dayish 

Claire Kissick 

Barrie Gordon 

Sarah Leberman 

Hugh Morton 


NZ Sport Turf Institute 

Palmerston North Squash 

Central Squash 

NZ Polocrosse Association 


Manawatu Touch 

Manawatu Rugby 

Netball Manawatu 

Sport Manawatu and Manawatu Cricket 

Manawatu Swimming Centre 

Special Olympics New Zealand 

Marist Sports Club 


Palmerston North Boys High School 

Awatapu College 

St Peters College 




Nelson 


Nicki Hardy 

Colin Aitken 

Andrew Petheram 

Derek Shaw 

Grant Aitken 

Samantha Cooper 

Neil Deans 

Lloyd Kennedy 

Elaine Henry 

John Hurley 

Richard Hayward 

Nenad Vucinic 

Howard Hill 

Barry Hunt 

Lee Corlett 

Linda Smith 

Bill Liddell 

Paul Bergman 

Lyn Moore 

Glyn Delany 

Peter Robinson 

Marion Van Oeveren 

Claire Webster 

Nicky Taylor 

Tony Orman 


Nelson City Council 



Councillor – Nelson City Council 

London Borough of Lambeth 


Fish & Game NZ – Nelson Marlborough Region 

Tasman District 

Councillor – Tasman District Council 


Nelson Cricket 

Basketball Nelson 

Gymnastics Nelson 


Disability Sport 

Nelson Netball 

Nelson Bays Rugby 

Rugby League 


Golf 

Bowls 

Public Health Nelson 

Whenua Iti O.P.C 

Skill New Zealand 

Recreational Fishers, Freshwater Anglers 


Pat Heaphy 

Louise Corbett 

Brendon Clough 

Barney Thomas 

Murray Sturgeon 

Jim Sharland 

Paul Max 

David Allan 

Tony Gowans 

Diane Proudfoot 

Chris Lock 

Roger Ledingham 

Terry Horne 

Bryan Keane 

Hans Andersen 

Peter Barr 

John Williscroft 

Barry Barnaud 

Mike Riddell 

Gary Hinks 

Janie Granger 

Dennis Crone 

Allan Griffith 

Ross Baldwin 

Eric Eden 

Hugh Gully 

Don McLean 

Pamela Brodie 

Alison McAlpine 

Charles Newton 

John Tait 

Chris Ryan 

Paul Drummond 

John Moore 

Neville Male 

Elder care, Welfare & Health 

Nelson Netball 


Iwi representative 

Local Sponsor 

Basketball 

Ocean Lodge 

Strategic Leisure (NZ) Ltd 

General Sport Interest & Soccer 

Nelson Hockey 

Nelson Hockey 

Nelson Hockey 

Nelson Cricket & Touch NZ 

Table Tennis Nelson 


Nelson Bays Rugby 

Nelson Cycling 

Nelson Cycling 

NZ Golf and Tasman Golf 

Nelson Soccer 

Basketball Nelson 

Nelson / Marlborough Swimming 

Bowls Nelson 

Volleyball 

New Zealand Softball and Nelson Softball 

Mapua School 

Victory School 

Nelson College for Girls 

Nelson College for Girls 

Nayland College 

Motueka High School 

Henley School 

Tahunanui School 

Tasman Regional Sports Trust 

Tasman Regional Sports Trust 

Christchurch 


Kevin Murray 

Terry Blacktopp 

Geoff Annear 

David Blackwell 

Graham Condon 

Doug Cain 

Bruce Ulirich 

Anne Hindson 

Sue Bridgewater 

Claire McConachie 


Blind Foundation 

Canterbury Soccer 

Athletics New Zealand and Athletics Canterbury 

Canterbury Soccer 

Christchurch City Councillor 

Canterbury Swimming 

Sports Promotor 

Canterbury Netball & Christchurch Polytechnic 

Canterbury Snowsports Association 

Swimming New Zealand 


Andrew Hercus 

Joan Haythornwaite 

Ken Washington 

Murray Withers 

John Watson 

Jeff Whitaker 

Katrina Mansfield 

Dick Arnott 

Cheryl Kemp 

Lyndsey Leask 

Mark Duff 

Margaret Huckstep 

Steve Tew 

Lorraine McLeod 

Tony Murdoch 

Richard Beddie 

Janelle Mackie 

Dean Te Hae 

Alan Lloyd 

Mandy Anderson 

Sue Benny 

Janet Earl 

Kerry Stead 

Helen Miles 

Barry Hadlee 

David Round 

Cath Ford 

Jenny Felton 

Jan Murphy 

Gendy Dray 

Brian Milne 

Ron Dougherty 

Jeff Whitaker 

James Bellamy 

Melinda Goudie 

Rebekah Gardiner 

Jarnia Camerson 

Alan Maxwell 

Maggie Button 

Alan Bywater 

Alistair Graham 

Mark Guy 

Doug McClymont 

Kim Swanwick 

Selwyn Maister 

Phil Hostein 

Brian Hays 

Carolyn McKenzie 

Hilary Orr 

Volleyball New Zealand 

Christchurch Women’s Bowling Centre 

Bowls Canterbury 

Canterbury Squash and Metro Rugby 

Touch Canterbury 

Canterbury Rugby League 

Touch New Zealand 

Touch New Zealand 

Canterbury Softball 

NZ Softball and Canterbury Hockey 

Canterbury Hockey 

Canterbury Hockey 

Canterbury Rugby 

Canterbury Netball 

Canterbury Cricket 


Crown Public Health (CPH) 

CPH – Hauora Matauraka 

National Heart Foundation 


Diabetes Life Education 

Therapy Professional 

NZCCS 

NZCCS 

The Community Trust 

Federation Mountain Clubs 





Waimakariri District Council 

NZ Salmon Anglers and CORANZ 

Canterbury Rugby League 

Recreation Management – Lincoln University 




Selwyn District Council 

Banks Peninsula District Council 



School of Golf – NZ Ltd 



NZ Hockey 

Riccarton High School 

New Zealand Rugby 


Rangi Ruru Girl’s School 


Sandy Thorn 

Ian Culpan 

Jackie Allen 

Sharon Pratley 

Vicki Cowley 

Kerry Henderson 

Paul Carpinter 

Lucy Johnson 

Jenny Ross 

David Bailey 

Tania Hoffman 

Lyn Miles 

Dave Ching 

Denis Aberhart 

Sue McBain 

Ian Hall 

Chris Rodda 

Jill Hargreaves 

Judy Bruce 

Mike Johnson 

Judy Bruce 

Helen Blake 






Regional Secondary School, Sports Director 

University of Canterbury 

University of Canterbury 

Lincoln University 

Christchurch Polytechnic 

Regional Sports Director 

Primary & Intermediate School Sports Director 

Canterbury Primary School Sports Association 

Canterbury Primary School Sports Association 









Napier 


Richard Potts 

Allan Potts 

Curtis Wooten 

Mick Waitt 

Matt Lock 

Glenda Taylor 

Janis Tacon 

Rosemary Lawston-Wong 

Graeme Barrett 

Kirsten Demanser-Wilson 

Paul Unwin 

Peter McGlashan 

Judy Benson 

Mike Kilty 

Peter Shaw 

Carmel Strong 

Jill Theodore 

Steve Lunn 

Blair Furlong 

Terry Gray 

Mark Herbert 

Tony Billing 

Bill McWatt 


Athletics 

Athletics 

Basketball 

Soccer 

Triathlon 

EIT / Health Promotion 

EIT recreation 

Havelock North Primary 

Hastings Boys High School 

Taradale Primary School 

Wycliffe Intermediate 

Napier Boys High School 

Central Hawke’s Bay College 

Taradale High School 

Hawke’s Bay Hockey 

Hawke’s Bay Netball 

Squash & Volleyball 

Rugby Union HB 

Central Districts Cricket 

Rugby League HB 





Gary Curtis 

Michele Hayes 

Claire Bridget McLaughlin 

Stella Luoni 

Stephanie Thomson 

Glenda Taylor 

Rose Tuhiwai 

Jan Larrington 

Suzette Goldsworth 

Shelley Taylor 

Wairoa Community Centre 

Westpac Trust Indoor Pool – Waipukurau 

Onekawa Aquatic Centre 

Hastings District Council 

Hastings District Council 

EIT / Bachelor Therapeutic Recreation 

Sport Hawke’s Bay-Maori Sports Co-ordinator 

Public Health Healthcare Hawke’s Bay 

Sport Hawke’s Bay-Green Prescriptions 

Heart Foundation 

Hamilton 


Gary Dawson 

Monica Leggat 

John Davey 

Brett Addison 

Robin Fulton 

Jenny McBrearty 

Kate Thorn 

Mereana Reeves 

Chica Gilmer 

Bruce Langlands 

Patrick O’Neil 

Rebecca Geddes 

Shane Noyes 

Bill Featherstone 

Sue Duignan 

John Hewitt 

Steve Parry 

Kelvin Hainsworth 

Pip Newick 

Richard Pringle 

Carl Paton 

Gordon Paterson 

Glenda Roberts 

Mike Lord 

Graeme Olorenshaw 

Chris White 

Graeme Hunn 

Janette Wise 

Glenda Sullivan 

Tina Large 

Alison Orchard 

Justine Jordison 

Kathy Dempster-Rivett 

Mary Barbour 

Glenda Saunders 


Waikato Rugby 

Netball 

Basketball 

Athletes Waikato / BOP 

Waikato Golf 

Jen-active Ltd 

Swimming 

Squash Waikato 

Bowls Waikato 

Matamata Piako District Council 


UniRec Centre 




Waipa District Council 

Waitomo District Council 

South Waikato District Council 

St Joseph’s School 

Dept of Leisure Studies University of Waikato 

Waikato Polytech Centre for Sport 

Manager Sport Studies, Waikato Polytech 

Waikato Institute for Leisure & Sport Studies 



Rowing 

Cycling 

Athletics 

Disease Research Unit Waikato Hospital 

Lifestyle Consultant – Morrinsville 

Community Health – Health Waikato Ltd 

Neighbourhood Develop North/Central Hamilton 

Green Prescription Advisor 

National Heart Foundation / NZ Gymnastics 

NZ Rowing Acadamy / Trustee Trust Waikato 


David Braithwaite 

Gerald Bailey 

Mary Anne Gill 

Ken Gordon 

Ian Foster 

Stadium Trust 

Northern District Cricket 

Waikato Times 

Trust Waikato 

Rugby 

Tauranga 


Glenn Boyd 

Barry Foster 

Hikitia Gallagher 

Philip Vyver 

Bob Mangan 

Andrew Hewitson 

Sheryl Dawson 

Heidi Wana 

Ali Painter 

Kelly Tunnell 

Paul Kayes 

Brendon Levis 

Cyn Smith 

Ian Spraggon 

Jack Thatcher 

Pilopa Kingi 

Willie Emery 

Hinemaua Rikirangi-Thomas 

Maude Edwards 

Camellia Karepa 

Geoff Canham 

Vaughan Cruickshank 

Bob Harnor 

Maureen Anderson 

Noel Pope 

Craig Ross 

Paul Hickson 

Jocelyn McEntee 

Dallas Fisher 

Barry Lusher 

Neville Lucas 

Jenny McBrearty 

Gary Allcock 

Peter Cordtz 

Chris Rapson 

Enid Wordsworth 

Grant Utteridge 

Lesley Noel 

Keith Marsh 

Ted Phelps 



RSD Management Committee 



Tauranga Boys College 

Tauranga Boys College 

Netball 



CEO Sport BOP 

Bay of Plenty Polytechnic 

Bay of Plenty Polytechnic 

Waiariki Institute Technology 

Bellevue Primary School 

Te Roopu Manaaki O Tauranga Moana 




Mataatua Sport Trust 

Mataatua Sport Trust 



Tauranga District Council-Sport BOP Trustee 

Western Bay of Plenty District Council 



Bay of Plenty Cricket 

Bay of Plenty Cricket 

Soccer Federation 3 

Bay of Plenty Junior Soccer 

Tauranga Hockey 

Jen-Active Ltd 

New Zealand Rugby League 

Rugby League Foundation 

Cricket 

Swimming Bay of Plenty 

Squash Bay of Plenty 

Golf 

Bay of Plenty Basketball 

Bay of Plenty Rowing 


Steve Trudgeon 

Iris Thomas 

Bruce Cronin 

Ernie Lepper 

Ian Hepenstall 

Hayley Gaddes 

Natalie Bird 

Cathrine Scott 

Mary Ann Nixon 

Susan Birch 

Sarah Dewes 

Mike Dudson 

David Johnston 

Phil Merritt 

Peter MacNamara 


Community Sport 

Bay of Plenty Community Trust Inc 

Scouting Bay of Plenty 

Bay of Plenty Times 

Green prescriptions, Midland 




Exercise consultant 

Women’s Health Physiotherapist 

Volleyball 

Cricket 

Volleyball 

NZ Surf Lifesaving 

New Plymouth 


John Sargeant 

Denis Toon 

Grant Porteous 

Lisa Taylor 

Dave Lee 

Hugh Shasengst 

Rob Bristowe 

Alison Douglas 

John Pickering 

Thomas Johnson 

Terry Kennedy 

Gloria Webby 

Paul Easton 

David Carrington 

Heelan Tompkins 

Trent Scott 

James Graham 

Kevin Jones 

Rob Yule 

Phil Gayton 

Boyd Harris 

David Sleep 

Adrian Doig 

Jamie Watkins 

Moira Koch 

Dave Lee 

Lynda Kirkham 

Sue Hughes 

Brian Emthen 

Bev Rae 


South Taranaki District Council 

TSB Stadium 




SYC 

Taranaki Rowing Association 

Surf Life Saving Taranaki 

Cricket 

Freshwater Fishing 

Taranaki Hockey 

Netball Taranaki 

Taranaki Rugby Football Union 

New Plymouth Inline Hockey 

Equestrian 

Wrestling 

Soccer 

Rugby 

Taranaki Rugby 

Volleyball 

Surf Lifesaving 

Surf Lifesaving 

Swimming 

Taranaki Cricket 



Physiotherapist 

Guides Taranaki 

Taranaki Disabilities Resource Centre Trust 

Sport 


Kelly Callaghan 

Harry Cast 

Gary Carnachan 

Barry Finch 

Jain Gaudin 

Lyn Bublitz 

Steve McKean 

Richard Cooper 

Corey Barron 

Judy Elder 

Marie Barrett 

John Knowles 


Waitara High School 

Opunaka High School 

Spotswood High School 

New Plymouths Girls High School 

Inglewood High School 

RSD Taranaki Secondary School 

Sport & Recreation Taranaki Polytechnic 



St John Bosco Primary School 

Highlands Intermediate 

Gisborne 


Bruce More 

Sharon Kennedy – Muru 

Paul Veric 

Brent Sheldrake 

Granger Heikell 

Debbie Hutchings 

Terry Sheldrake 

Geoff Bibby 

John Heikell 

R.A. White (Tiny) 

John Clarke 

Wayne Callaghan 

Dick Glover 

Ted Andrews 

Paul Veric 

Martin Christenson 

Val Toms 

Tina Karartiana 

Reg Namana 

Greg Meade 

Gary Quinn 

Linda White 

Heather Barclay 

John Hutchinson 

Shirley Kemp 

Grainger Heikell 

Barrie Greentree 

Kath Thomas 

Betty Kirkman 

Jonette Maynard 

Anne Roberts 

Robyn Rosie 

Honey Moean 









Sport Eastland Trustee 




Sport Eastland Trustee Chairman 

Surf Life Saving 

New Zealand Polo – Crosse 

Canoeing 

Bowls 

Lawn Bowls 

Sport Eastland Trustee and Netball 

Basketball and Volleyball 

Swimming 

Surfing New Zealand 

Badminton 

Gisborne Intermediate 

Gisborne Intermediate 

Campion College 


Work and Income NZ 

Gisborne Girls High School 

Gisborne Girls High School 

Te Wharau School 

Te Wharau School 

Elgin School 

Kaiti School 


Diana Pohatu 

Mihi Aston 

Leigh Gibson 

Sharon Kennedy-Muru 

John Clarke 

Miriam Swarbrick 

Aaron Callaghan 

Alan Thompson 

Brent Sheldrake 

Mark Thomas 

Sandra Edge 

Matahi Brightwell 

Raipoia Brightwell 

Terry Sheldrake 

Nicky Hart 

Margaret McKeague 

Leigh Webster 

Jo Wickham 

Reweti Ropiha 

Dwayne Tamatea 

Nona Gaskin 

Cheryl Morley 

Kaiti School 

Lytton High School 

YMCA 


Gisborne District Council 



Canoeing and Surf Life Saving 


Dive HQ Sport 

Netball 

Waka Ama and Martial Arts 

Waka Ama / Outrigger Canoeing 

Triahlon 

Public Health Unit 

Diabetes 


Gisborne Hospital – Dietitian 

Turanga Health 

Turanga Health and basketball 

Health Committee / Cancer society 

Arthritis Foundation 

Wellington 


Paul Richardson 

Graeme Jarratt 

Murray Trenberth 

Janette Phillipps 

Hedley Aitken 

Mary Cook 

Ally Gibbon 

Grahame Duffy 

Peter Smith 

Margaret McLeod 

Sylvia Birch 

Roger Moses 

Mike O’Leary 

Neil Tonkin 

Greg Symonds 

Marlene Bowles 

Margaret Noonan 

Robert Ibell 

Sacha Haskell 

Miles Davidson 

Mark Harris 


Newlands College 

Rongotai College 

Taita College 

Marsden School 

Viard College 

St Mary’s College 

St Catherine College 

St Patricks College 

Onslow College 

Wellington Girl’s College 

Hutt Valley High School 

Wellington College 

St Patricks Silverstream 

Hutt City Council 

Upper Hutt Council 

- 

Porirua City Council 

Cycling Advocates Network 

University Sport New Zealand 

NZ Ski Council 

Cycling NZ 


Auckland 


Ryan Wilson 

Simon Wickham 

Rob Crawford 

Marie Stechman 

John Strudiers 

Brandi Hudson 

Ramesh Patel 

Graeme Hudson 

Geoff Thorpe 

Mabel Chia – Yarrall 

Rachel Algar 

Megan Tunks 

Sue Zimmerman 

Nick Sheppard 

Grant Hansen 

Cindy Wiersma 

Dr Bruce Ross 

Kevin Moran 

Alan Owens 

Wayne Smith 

Sue Emerson 


Squash Auckland 


New Zealand Orienteering 

New Zealand Gymnastics 

Cycling Support NZ Inc 

Roopu Manaaki, Sport Auckland 

NZ Hockey Federation 

NZ Shooting Federation 



Safekids 

Whanki Maori Health Research Group 

Agencies for Nutrition Action 

MIT Sport and Recreation Department 

HOD Physical Education Auckland Grammar 

AUT School of Community Health & Sport Studies 

ACE Health & Physical Education 




Manukau Institute of Technology 


Appendix III 

TASKFORCE MEMBERS: Biographical Notes 

The Taskforce Members are: 

• John Graham CBE (Chairman), former Headmaster of Auckland Grammar School, former 

All Black and Manager of the New Zealand Cricket team. Mr Graham is a Director of 

Owens Group Ltd, Renaissance Corporation Ltd and the University Bookshop 

(Chairman). He is a Trustee of The Woolf Fisher Trust, The New Zealand Education 

Scholarship Trust (Chairman), Project K, Parenting with Confidence (Chairman), 

Southern Cross School and The Senior College of New Zealand. He is currently 

Chancellor of The University of Auckland. 

• David Collins QC, a Barrister in Wellington. Dr Collins is a former clerk to Judges of the 

High Court and Court of Appeal. He is currently an Honorary Member of the Faculty of 

Law at Victoria University, and a member of the Board and Councils of the New Zealand 

Law Society. Dr Collins is a former member of the New Zealand Universities Rugby 

Football Council and is a current member of the New Zealand Alpine Club. 

• Dame Susan Devoy, former World Squash Champion and winner of the 1985 

Sportsperson of the Year Award. Dame Susan is Chair of the Halberg Trust and 

operates an independent sport management business. 

• Janet MacKay, former Community and Recreation Planning Manager for Dunedin City 

Council and Director of Recreation in Nova Scotia Canada. Ms MacKay is Executive 

Director of Womens Golf New Zealand and is a former President of the New Zealand 

Recreation Association. 

• Dr Farah Palmer, Captain of the New Zealand Women’s Rugby team, the Black Ferns, 

and Coaching Coordinator for Schoolgirls Rugby in Dunedin. Dr Palmer has a Bachelor 

of Physical Education (First Class Honours) and a Doctor of Philosophy that examined 

Maori women and sport. 

• Dr Mark Simmonds, a Cardiologist at Wellington Public Hospital and Clinical Senior 

Lecturer at Wellington Clinical School of Medicine. Dr Simmonds is also Secretary 

Committee for Physician Training (New Zealand), Royal Australasian College of 

Physicians and a previous examiner, Royal Australasian College of Physicians. 

• Glenn Turner, former New Zealand Cricket team captain and coach and Chief Executive 

of the Otago Sports Trust. Mr Turner was a member of the 1985 Sports Development 

Inquiry, runs cricket coaching clinics and is a sports consultant. 

Taskforce Associates: 

• Alastair Snell was Sport Advisor to the Hon Trevor Mallard at the time the Taskforce was 

established and previously held the position as Netball New Zealand’s Executive 

Director. 


• Dr Robin McConnell is Professor of Sport and Head of the School of Sport at UNITEC 

Institute of Technology, Auckland. His doctoral subject was elite sport leadership and 

coaching and his six books include four on sport subjects. Professor McConnell 

contributes frequently to media programmes on sport. 

• Shane Gibson and Nathan Price are postgraduate students, and sport researchers 

employed by the New Zealand Sport Analysis Group (UNITEC). 


BIBLIOGRAPHY 

Bauman, A., & Owen, N. (1999). Physical activity of adult Australians: Epidemiological 

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