Aktive's Strategic Framework 2020-2040

Keeping pace with
a changing Auckland
Kia oma tahi me te panoni
4haeretanga o Tāmaki
A fast-changing world challenges
Aktive and Auckland’s sport and
recreation sector to keep pace
and adapt. We can’t predict with
any great certainty the changes that
we will face between now and 2040.
However, some of the broad
changes we will all need to
respond to are known and can,
to some extent, be planned for.
The types of changes facing the
sector are:
Technological innovations:
These will significantly change the
way services are delivered and the
types of jobs available within the
sector.
Environmental change:
Climate change will affect the
ability to provide suitable facilities
in Auckland and access to some
sport and active recreational
activities. Changing environmental
values and behaviours will require
organisations to put sustainability
at the core of their governance
and operation.
Political change: These bring
shifts in priorities, including how
funding is allocated. Shortfalls in
public sector and gaming funding
will continue, placing pressure on
organisations to find alternative
sustainable funding sources.
Population change:
Organisations will need to
understand, include and be
connected to the changing nature
of the communities that they
represent and are trying to reach.
This will require greater cultural
knowledge and confidence.
Workforce changes: By 2040
the ethnic and cultural composition
of Auckland will be very different.
For example, one-third of
Aucklanders will identify as Asian.
It will be challenging to develop a
workforce that is representative
and reflective of this diversity. This
is a particular issue for those
communities where a career within
the sport and recreation sector is
not seen as attractive.
Goal
Sport and recreation organisations are representative of and relevant to
Auckland’s communities and can adapt to change.
Aktive’s Role
Leading
Advocating
Catalysing
Best Practice
Key Strategic
Initiatives
• Empower Auckland’s sport and recreation organisations to be reflective of
their communities at the governance, management and coaching levels.
• Catalyse workforce development programmes that will generate a sport and
recreation workforce in 2040 that is representative of Auckland’s diverse
communities.
• Drive the sharing of knowledge and resources and the collection of relevant
data within the sector to improve organisational agility, efficiency and
effectiveness.
Outcome
• Sport and recreation organisations have diverse governance and workforces.
• Sport and recreation organisations have adapted their delivery to Auckland’s
communities.