Auckland Regional Football Facility Plan

Auckland Regional Football
Facility Plan 2011-2021
February 2012

© Visitor Solutions 2012.
This Report has been prepared by Visitor Solutions on the specific instructions of a partnership between
Auckland Football Federation, Northern Football Federation, New Zealand Football and Auckland
Council (“the client”). It is solely for our Client’s use for the purpose for which it was commissioned (in
accordance with the terms of our engagement and agreed scope of work). Any use or reliance by
any person contrary to the above, to which Visitor Solutions has not given it’s prior written consent, is
done so at that person’s own risk.
Information, data and general assumptions used in the compilation of this Facilities Plan have been
obtained from sources believed to be reliable. Visitor Solutions Ltd has used this information in good
faith and makes no warranties or representations, expressed or implied, concerning the accuracy or
completeness of this information.

Foreword
Football in New Zealand is on a high, from grass roots to international level. A world-leading and
award-winning whole of sport plan, backed by SPARC and a range of commercial and funding
partners, has been created nationally and is being delivered regionally. Men’s and women’s
national teams are competing with distinction on the world stage. A buzz is being created, and
football, already the nation’s largest youth sport by numbers, is growing at all levels.
A National Facility Strategy published in 2010 pointed to the ‘hot-spots’ being created, where
demand for playing and training space would in the future, or already is, exceeding supply. The
Strategy identified that in major urban areas, including large tracts of Auckland, further action
would be urgently needed to meet existing demand, let alone provide for continued growth.
Meeting the needs highlighted within the National Facility Strategy cannot be delivered by New
Zealand Football (NZF) without the establishment of strategic partnerships. The advent of the ‘Super
City’ in Auckland has been timely in bringing local authority planning and thinking together. New
Zealand Football, backed by SPARC, and with the two Federations delivering the game in the city,
have together forged a close alliance with Auckland Council to fund and create a new Regional
Facilities Plan. The work currently being done through the greater Auckland region will form the
model by which the facilities question will be addressed nationally as NZF looks to establish closer
relationships with all key stake holders.
Currently 30,000 footballers, 75% of whom are below the age of 17, play through clubs in the winter
season in Auckland. At current growth rates this number will double in 20 years. The regional
approach created and published here uses both Statistics NZ and Auckland Council’s own statistics
and forecasts, along with the local knowledge of game delivery in Auckland, to identify and
prioritise where action is most needed.
Football is well-placed to deliver on Auckland Council and Local Board aspirations to create a
liveable city, with connected communities, a healthy and active lifestyle for its citizens, and with
emphasis on the city’s young people.
This Auckland Regional Facilities Plan reinforces Auckland Council’s own planning and budgeting
activity, creating a blueprint to help shape investment decisions that will meet the demands for
football, within the communities that make up Auckland, over the next 10 years.
Grant McKavanagh
Chief Executive
New Zealand Football

Executive Summary
Executive Summary
New Zealand Football, Auckland Football Federation and Northern Football Federation have
entered into a partnership agreement with the new Auckland Council to promote a closer working
relationship between football and the Council, and to help co-ordinate the needs of football across
the region.
As a result of this agreement Auckland Football, Northern Football, New Zealand Football and
Auckland Council have commissioned sports consultants Visitor Solutions to undertake a detailed
study to identify the future football facility needs for the region to inform the next 10 year Long Term
Plan (LTP).
This facility plan is focused on the implementation of the New Zealand Football Facilities Strategy in
the Auckland region. It provides a prioritised plan to guide and drive development and investment
into community football facilities in the future to address current and future demand.
Football in the Auckland region is a significant winter sport. There are a total of 52 affiliated clubs
within the Auckland region with a playing base of 31,300 registered players.
It is important for both the Auckland Council and the Football Associations to understand the
current and future challenges that will impact on the future growth of football within the Auckland
region. These include:
• Poor field quality reducing the quality of competition.
• Reduced opportunities for training.
• Difficulty in meeting current demand.
• Inability to meet future demand.
When these challenges are considered alongside the significant projected population increase
there are a number of major impacts on the development of the game. Should it not be possible
to address these issues the impacts on the game will include:
• Inability to grow recreational and sporting opportunities for Aucklanders to meet identified
demand.
• Poor quality opportunities for Aucklanders to participate in sport and recreation.
• Clubs will have closed memberships.
• Leagues and age groups will be capped.
• A large number of people wanting to play will not be able to access competitive, organised
structures.
• Informal / unofficial games will increase, utilising the fields without booking: this unofficial use will
cause fields to be utilised over their capacity, causing even further damage.
• Increased maintenance requirements and cost to the existing fields as a result of overuse will be
required.
• Price is likely to be used by clubs as one of the only measures available to them to manage
demand.
The plan examines the current and future projected demand for games vs. the actual supply of
available fields and identifies that based on the CURRENT demand:
• Almost all of the current Local Board areas do not have sufficient field capacity to meet the
current demand.
• The greatest shortfall is for junior competition and all football training.
The plan’s FUTURE demand projections indicate that:
• Participation is projected to grow by over 40% by 2021.
• There will be a shortfall in almost all Local Board areas with the greatest shortfall in the central
sector.
• There will be a projected shortfall of 1,500 hours per week for football fields. To meet this shortfall,
additional capacity of an equivalent of 41 artificial turf fields will be required.

Executive Summary
The hierarchy of facilities (and related actions) that football in the Auckland region will require to
meet their future needs have been identified under four headings. These are:
• International – Competition.
• Centre of Excellence – High Performance Training.
• Home of Football for Auckland and Northern Football Federations.
• Local Football Centres.
• Community Facilities.
The plan identifies that a number of priority actions have been developed in order to meet the
identified shortfall These actions are based on a strong partnership between Auckland Council
and Football to improve the quality of current field provision and work in an co-ordinated and
planned way to develop new opportunities to meet the demand for football.

Contents
1 Introduction
1.1 Process
1.2 Overview of National Strategy
1.3 Sports Field Capacity Study
2 Main Regional Challenges
2.1 Poor field quality reducing the quality of competition.
2.2 Reduced opportunities for training.
2.3 Difficulty in meeting Current Demand
2.4 Inability to Meet Future Demand.
2.5 Impacts of these Challenges
3 What Facilities are Needed?
3.1 Football Participation Overview
3.2 Football in the Region
3.3 Current Regional Participation
3.4 Active Population
3.5 Teams per 1,000 Population
3.6 The Current Situation
4 Projected Demand 2021
4.1 Population change
4.2 Future Teams
4.3 Future Demand
5 A Regional Hierarchy of Provision
5.1 Facility Hierarchy
5.2 Local Football Centres
6 Future Priorities
6.1 Future Regional Prioritisation Criteria
6.2 Future Priorities - Overall
6.3 Future Priorities – Artificial Turfs
6.4 Future Artificial Turf Requirements
2
4
5
9
12
15
Page 1

1. Introduction
New Zealand Football, Auckland Football Federation and Northern Football Federation have
entered into a partnership agreement with the new Auckland Council to promote a closer working
relationship between football and the Council, and to help co-ordinate the needs of football
across the region.
As a result of this agreement Auckland Football, Northern Football, New Zealand Football and
Auckland Council have commissioned sports consultants Visitor Solutions to undertake a detailed
study to identify the future football facility needs for the region to inform the next 10 year Long Term
Plan (LTP).
This facility plan is focused on the implementation of the New Zealand Football Facilities Strategy in
the Auckland region. It provides a prioritised plan to guide and drive development and investment
into community football facilities in the future to address current and future demand.
1.1 Process
A project team was established to oversee the development of the facility plan with representatives
of New Zealand Football, Northern Football Federation, Auckland Football Federation and Auckland
Council.
The process in developing this regional plan included:
1. Workshop on 7th July 2011 to introduce the project and the proposed process with representatives
of the Federations, New Zealand Football and Auckland Council.
2. Detailed analysis of current participation data and field availability.
3. A second workshop on 24th August 2011 with representatives of the Federations and Auckland
Council to discuss the key regional issues, regional criteria to assess potential priorities, and
potential regional solutions to meet demand.
4. A draft Auckland Regional Football Facility Plan outlining potential options and recommendations.
1.2 Overview of National Strategy
New Zealand Football developed a National Facility Strategy in 2010 to provide an overview of the
future football facility requirements. The strategy provided an evidence based approach to the
future needs of football and future participation trends, and provides the overarching framework
to guide this regional delivery plan.
The National Strategy identified that there are a number of pressures that impact on the current
and future facilities. These include:
• The vast majority of fields are within Council owned sports grounds.
• The condition of sports fields varies significantly across the country with many factors restricting
the field capacity.
• Field utilisation is often restricted to a 20 week season, and poor field quality often reduces
opportunities for training due to limited mid-week capacity.
• Changing demographics results in a significant increase in demand for football.
• Increasing popularity of football results in football participation increasing higher than by just
natural population growth.
As a result of these pressures in many areas there is difficulty in meeting the current demands for
the number of games and the training requirements within the season. As population continues to
increase the demand for football will continue to increase.
Page 2

1. Introduction
Projected Surpluses and Shortfall of Football Fields
The strategy identifies that understanding how the demand for football fields is likely to change in
the future will be key to understanding what the future priorities should be; and identified that the
following areas were considered the priority for future investment:
• Auckland City 1
• North Shore City 1
• Waitakere City 1
• Wellington City
• Rodney District 1
• Canterbury
• Manukau City 1
The Strategy identified four key areas including:
• Providing additional capacity in priority areas
• Developing home of football with each federation.
• Improving the quality and capacity of the existing fields in all areas
• Improving information and co-ordination.
Subsequent to the completion of the National Strategy, Auckland Council, New Zealand Football,
Auckland Football Federation and Northern Football Federation have developed a partnership
plan that sets out how the organisations will work together to support the development of football
across the region.
This Regional Facilities Plan identifies the specific facility needs for football in the region and supports
the implementation of the National Strategy and the Partnership Plan at the regional level.
1.3 Sports Field Capacity Study
A study into the Sports Field Capacity has been developed in parallel to this study by Longdill
Associates. This was a regional study that identified and quantified the shortfall in sports field capacity
across the Auckland region for the main winter field based codes. A summary of this report was
considered by the Auckland Council Parks, Recreation and Heritage Forum 20 September 2011.
The base data collected as part of this study has been used as the basis for analysing the football
specific needs within the region. While the base data is the same the identified demand in this
facility plan varies from the Sports Field Capacity Study as:
1. This study focuses on the demand for football only as opposed to all winter codes.
2. There is a focus on the main urban areas 2 where there is the greatest demand for football in the
region.
1 Now Auckland Council
2 The focus excludes the rural parts of the former Rodney District in the north with Franklin District in the south. A detailed explanation can
be found on pg. 8 section 3.6
Page 3

2. Main Regional Challenges
A number of challenges have been identified through a review of the operation and usage of the
current network of football fields and the steering group workshops that impact on the usage and
development of the current facilities. The main challenges that impact on the ability of the Federations
to meet the current and future demand can be summarised as:
• Poor field quality reducing the quality of competition,
• Reduced opportunities for training,
• Difficulty in meeting current demand,
• Inability to meet future demand.
2.1 Poor Field Quality Reducing the Quality of Competition.
Field conditions can vary significantly, with poor field quality impacting detrimentally on skills
development and the quality of play.
2.2 Reduced Opportunities for Training.
In many areas fields have a limited capacity and training opportunities are restricted. Even where
there is capacity in the fields the limited access to training lights often limits their potential use. The
greatest demand on field time is for training; however in many parts of the region training is regularly
cancelled during the week to ensure that the field is playable for competition at the weekend.
2.3 Difficulty in Meeting Current Demand
In some areas it is not possible to fully meet the current demand for football. Some leagues have a
restricted number of teams and some clubs are ‘loading’ players into teams to provide an opportunity.
In some areas new teams and ethnic leagues have become established outside of the Federation
structures to meet the demand for football. Many of these teams use Council fields (both officially
and unofficially) further impacting on the field quality.
In many areas games are cancelled due to adverse weather conditions and the poor condition
of the field. When this happens it is often not possible to complete the schedule of games as the
current fields are operating at capacity and cannot accommodate any additional usage. One of
the greatest demands is for junior competition and training, high levels of cancellations also impact
on the development of the game, player skill development and the retention of players in the game.
2.4 Inability to Meet Future Demand.
Unless something is done to increase field capacity in some areas, projected demand for football will
not be met.
2.5 Impacts of These Challenges
These challenges result in a number of impacts on the way the game is played in the region.
Understanding the implications of not addressing these challenges on the future of the game is
essential. Should it not be possible to address these issues the impacts on the game will include:
• Inability to grow recreational and sporting opportunities for Aucklanders to meet identified demand.
• Poor quality opportunities for Aucklanders to participate in sport and recreation.
• Clubs will have closed memberships.
• Leagues and age groups will be capped.
• A large number of people wanting to play will not be able to access competitive, organised
structures.
• Informal / unofficial games will increase, utilising the fields without booking: this unofficial use will
cause fields to be utilised over their capacity, causing even further damage.
• Increased maintenance requirements and cost to the existing fields as a result of overuse will be
required.
• Price is likely to be used by clubs as one of the only measures available to them to manage
demand.
Page 4

3. What Facilities are Needed
3.1 Football Participation Overview
Football has been identified by SPARC, and the 4 Regional Sports Trusts in Auckland, as a priority
sport. As part of this approach New Zealand Football has developed a Whole of Football Plan. This
plan considers all aspects of the sport from elite through to regional and community participation,
and identifies that football in New Zealand is perfectly placed to seize these opportunities and
continue to grow the game.
With international success, a higher profile and greater financial stability, the plan identifies that
football now has the chance to implement a national development structure to benefit participants
at all levels. It involves everyone in the game working together and aligns all the development
programmes to provide a unified pathway into the game, and to deliver a consistent experience
to all participants.
The Whole of Football Plan identifies that there are a number of benefits of a more professional and
consistent approach to developing the game. These include:
• Growing the sport
• Transferring best practice
• A consistent experience
• National support for the grass roots.
3.2 Football in the Region
The Auckland Football Federation and Northern Football Federation are responsible for the
growth and development of the game in their region through improving systems, enhancing
communication with members, and being more accountable to football being developed rather
than purely administered. The Federations are responsible for coaching, refereeing, playing and
administrating functions, across all ages, grades, divisions; competitive and social, clubs and
schools.
There are a total of 52 affiliated clubs within the Auckland region with a playing base of 31,300
registered players.
Auckland Football Federation
Auckland Football Federation is the largest of seven Federations in NZ Football, and has 22% of the
total national playing base. Auckland Football Federation supports 31 affiliated clubs and three
affiliated organizations, together organizing football tournaments and extended competitions for
a playing base of 20,000 registered members, of whom 75% are young players between the ages
of 5 and 17.
Northern Football Federation
Northern Football Federation has one of the largest geographical areas of the seven Federations in
NZ Football and comprises the North Harbour, Waitakere, Rodney, Northland and Far North regions.
Northern Football Federation supports 21 affiliated clubs (within the Auckland region) in organizing
football tournaments and extended competitions for a playing base of 11,300 registered members,
of whom 71% are young players between the ages of 5 and 17.
3.3 Current Regional Participation
In considering the future demand for football the facility plan has focused on identifying the
demand on football fields during the peak time (the winter football season). This has identified that
in 2011 there were a total of 3,016 football teams (Table 3.1) and that a total of 4,342 hours of field
capacity per week is available for community based football across the region (Table 3.2).
Page 5

3. What Facilities are Needed
Table 3.1 Football Teams in the Auckland Region (2011)
Area
Senior
Youth
Junior
Total
Northern Sector
Western Sector
Central Sector
Southern Sector
Total
146
93
226
125
590
103
48
117
101
369
638
217
697
505
2,057
887
358
1,040
731
3,016
In line with the Sports Field Capacity Study the Auckland region has been considered in four sectors.
These are defined as:
Northern
The geographical areas of the old Rodney and North Shore City Councils including the following
Local Boards: Rodney, Hibiscus and Bays, part Upper Harbour (area of old North Shore City Council
only), Devonport – Takapuna, Kaipatiki.
Western
The geographical areas of the old Waitakere City Council including the following Local Boards:
Henderson-Massey, part Upper Harbour (area of old Waitakere City Council only), Whau (area of
old Waitakere City Council only), Waitakere Ranges.
Central
The geographical areas of the old Auckland City Council including the following Local Boards:
Waitamata, Albert-Eden, Whau (area of old Auckland City Council only), Puketapapa, Orakei,
Maungakiekie-Tamaki, Mangere-Otahuhu (area of old Auckland City Council only).
Southern
The geographical areas of the old Manukau City, Papakura and Franklin Councils including
the following Local Boards: Mangere-Otahuhu (area of old Manukau City Council only), Otara-
Papatoetoe, Howick, Manurewa, Papakura, Franklin.
Table 3.2 Football Field Capacity (Hours per week 2011)
Area
Northern Sector
Western Sector
Central Sector
Southern Sector
Total
Field Capacity - Hours per Week (Full Field Equivalent)
1,255
556
1,385
1,146
4,342
When analysing the current situation the facility plan has considered a number of factors, including
the number of teams, the active population, and the number of teams per 1,000 active population.
A further description can be found in Table 3.3.
Page 6

3. What Facilities are Needed
Table 3.3 Factors Considered in Analysis of the Current Situation
Field Capacity - Hours per Week (Full Field Equivalent)
Teams Duration
Active Population
Teams per 1,000
Population
The teams identified include all formal, organised teams that play
football during the winter season. Team sizes, game and training
times have been based on the New Zealand Football National Player
Development Framework.
The active population has been identified as males and females aged
between 5 and 49 years old.
This identifies how many teams there are for every 1,000 people, male
and female, aged between 5 and 49 in the defined catchment area.
This provides an indication of the local participation rate in football,
the higher the number of teams the higher the local participation.
3.4 Active Population
There is an active population of 979,469, male and female, aged between 5 and 49 years old in
the Auckland region that could potentially play football (Table 3.4).
Table 3.4 Active Population
Area
Northern Sector
Western Sector
Central Sector
Southern Sector
Total Region
Active Population
210,312
139,830
315,135
314,192
979,469
3.5 Teams per 1,000 Population
There is a range of local participation rates identified across the region, with the overall participation
rate changing from one team for every 234 of the active population in the Northern part of the
regions, to one team for every 434 of the active population in the Southern part 1 (Table 3.4).
Table 3.5 Team Generation Rates
Grade
Northern
Western
Central
Southern
Region
Mens
Womens
Youth
Junior 9 - 12
Mini 5 – 8
All Football
604
3,149
239
73
41
234
779
2,322
339
119
107
401
628
3,585
232
59
47
284
1,026
4,159
403
140
108
434
726
3,374
295
89
65
319
. Team Generation Rates provide by Longdill Associates Ltd
Page 7

3. What Facilities are Needed
3.6 The Current Situation
To estimate the current and future football field requirements it is necessary to identify the current
and future participation in, and demand for, football. The Sports Field Demand Model has been
used to calculate the current and future demand for football fields.
This model:
• Identifies all teams and fields in an area and calculates how many fields (hours) are required to
meet demand.
• Hours of field time demand is based on current participation practices (based on the 2011 season)
undertaken within the Federations (team sizes, hours of play, training, field size requirements).
• Assesses the number of hours play the fields can sustain.
• Projects future demand based on population change and trends in sports participation.
• Identifies any surplus or shortfall in field provision for competition and training across an average
week.
For the purpose of analysing the key priorities for football only the main urban areas of the Northern
and Southern sectors have been considered as it is unlikely that spare field capacity identified
in the rural north or south of the region is capable of meeting the demand from within the main
urban areas. As such for the purposes of this demand analysis these sectors are defined as:
Northern Local Boards: Hibiscus and Bays, part Upper Harbour (area of old North Shore City
Council only), Devonport – Takapuna, Kaipatiki.
Southern Local Boards: Mangere-Otahuhu (area of old Manukau City Council only), Otara-
Papatoetoe, Howick, Manurewa, Papakura.
This study utilises the same base data as the Sports Field Capacity Study however the identified
shortfall within this study varies from the Sports Field Capacity study as a result of:
• This study focuses on the demand for football only as opposed to all winter codes.
• There is a focus on the priority areas of demand within the region.
This demand model includes the core community football competition and training and indicates
that once field closures are taken into account there is a total shortfall of 1,120 hours per week
(Table 3.6).
Table 3.6 Current Weekly Shortfall (hours)
Area
Northern* Sector
Western Sector
Central Sector
Southern* Sector
Total
* Considering the main urban areas only.
Total Shortfall
-20
-130
-150
90
-210
Total Shortfall (including field
closure data)
-210
-250
-650
-10
-1,120
This modeling indicates a total shortfall of 1,120 hours of access to football fields per week once
field closures are taken into account. The 210 hour shortfall is theoretical as the average closure
rate is currently 25%. The implications of this are:
• Fields are closed mid-week and training is cancelled.
• Fields are over used, resulting in increased damage.
• When games are cancelled it is not possible to re-play them and leagues are shortened.
• There is no capacity to meet current demand.
Page 8

4. Projected Demand 2021
4.1 Population Change
Latest population projections released by Statistics New Zealand suggest that the Auckland regional
population could increase from 1.37 million in 2006 to 1.94 million by 2031 - an annual average
growth rate of 1.4 per cent, compared with 0.8 per cent annual growth nationally (medium series
projections).
Some parts of Auckland are projected to experience greater population growth than others. The
Waitemata and Upper Harbour local board areas are projected to experience relatively high rates
of growth at 88.9 and 85.6 per cent respectively. The actual numbers are relatively small however,
and the Howick local board, currently the largest population in the region, is projected to have
the largest numerical increase - an extra 77,700 more people by 2031, an increase of 65 per cent
on 2006 numbers.
Table 4.1 Projected Population by Local Board, 2011 to 2031
Local Board
2011
2016
2021
2026
2031
Rodney
Hibiscus and Bays
Upper Harbour
Kaipatiki
Devonport-Takapuna
Henderson-Massey
Waitakere Ranges
Great Barrier
Waiheke
Waitemata
Whau
Albert-Eden
Puketapapa
Orakei
Maungakiekie-Tamaki
Howick
Mangere-Otahuhu
Otara-Papatoetoe
Manurewa
Papakura
Franklin
Auckland region
56,700
90,400
51,300
88,100
58,300
113,500
50,600
850
8,790
77,100
77,600
100,900
57,100
82,000
75,000
136,400
77,100
82,400
88,500
46,200
66,500
1,485,200
62,800
95,400
59,400
92,200
61,200
121,400
53,300
870
9,440
89,100
81,700
105,700
59,600
86,100
80,300
154,300
82,400
89,800
93,200
49,000
72,100
1,599,500
69,000
100,400
67,500
96,100
64,000
129,000
55,900
880
10,100
101,400
85,800
110,400
62,200
90,100
85,500
169,300
87,800
100,000
98,200
52,000
77,300
1,712,900
75,200
105,300
75,700
99,500
66,700
136,500
58,600
890
10,800
113,700
89,600
114,800
64,500
93,900
90,500
183,200
93,300
111,500
103,200
54,900
82,600
1,824,700
81,300
110,000
83,700
102,600
69,100
143,900
61,100
900
11,400
125,800
93,300
118,700
66,600
97,400
95,100
196,800
98,600
123,300
108,000
57,900
87,700
1,933,200
Source: Monitor Auckland Website, Statistics New Zealand: Sub-national Population Projections
Auckland is projected to account for 60 per cent of New Zealand's population growth during
that time, and the region would be home to 38 per cent of New Zealand's population in 2031,
compared to 33 per cent in 2006. Natural increase (births minus deaths) is projected to account
for almost two-thirds of the population growth, with the remainder due to net migration gains.
Within the region, the highest growth rates between 2006 and 2031 are expected in Manukau city
and Rodney district at 1.7 per cent.
Page 9

4. Projected Demand 2021
Within this overall increase in the number of people living in the region, it is also anticipated that
there will be a broad shift in the age structure of the population, in line with national trends. That
is, the number and proportion of the population who are in older age groups will increase. For
example, the proportion of the regional population aged 65 years and over will increase from 9.7
per cent to 16.6 per cent. The median age in Auckland will rise from 33.7 years in 2006 to 37.7 years
in 2031 (however this will still be lower than the projected median age for the country as a whole,
at 40.2 years).
Hibiscus and Bays and Great Barrier local board areas are projected to be home to relatively large
proportions of people in older age groups.
The current and projected populations within each of the Federations’ catchment areas are set
out in Table 4.2.
Table 4.2 Current and Projected Populations by Football Federation
Area
Northern Football
Auckland Football
Total
2006 Census
471,700
901,300
1,373,000
Estimated Population
2021*
599,300
1,123,050
1,722,330
* Population based on 2021 Auckland Growth Model Local Board Projections
Changing demographics have the potential to significantly impact on the numbers of people
playing football. When this is combined with an aging population, and while there is projected to
be a significant increase in participation in some areas, others are likely to see a decline in both
the active population and participation.
For this study the ‘active population’ has been defined as males and females, aged between 5
and 49 years old. The active population is projected to increase from 979,469 in 2011 to 1,081,478
in 2021 2 (Table 4.3). This significant increase of 102,009 in the active population that may potentially
play football places significant challenges for the region to ensure that there will be sufficient
quality football facilities to meet the potential future demand.
Table 4.3 Active Population Projections
Area
Northern Sector
Western Sector
Central Sector
Southern Sector
Total Region
2011 Estimate
210,312
139,830
315,135
314,192
979,469
2021 Projection
234,565
152,645
330,898
363,370
1,081,478
2. Active population data provided by Longdill Associates Ltd
Page 10

4. Projected Demand 2021
4.2 Future Teams
Table 4.4 Projected Future Teams
Area
Senior
Youth
Junior
Total
Projected Growth
2011 to 2021
Northern Sector
Western Sector
Central Sector
Southern Sector
Total
192
118
293
159
762
135
61
146
128
470
944
308
1,022
755
3,029
1,271
487
1,461
1,042
4,261
43.3%
36.0%
36.6%
42.5%
41.3%
Projected growth takes into account:
• New Zealand Football and the Federation participation projections
• Analysis of historical growth rates
• Auckland Growth model population projections for Local Board areas
• Impacts of aging population and changing demographics.
Variations in the level of projected growth in participation through to 2021 reflect the different
growth rates, age profile and demographics for different areas of the Region.
4.3 Future Demand
Once the impact of the projected future demand is taken into account this indicates that there
will be a future shortfall of 1,500 hours per week in 2021 (Table 4.5). In line with the Sports Field
Capacity Study this assumes that field closures will be reduced to half the current levels (from an
average of 25% to 12.5%) and potential sports fields identified within the legacy Council planning
documents are developed. Should the reduction in the closure level not be achieved the potential
future shortfall will be significantly higher.
Table 4.5 Projected Shortfall (2021)
Area
Northern Sector*
Western Sector
Central Sector
Southern Sector*
Total Region
Projected Shortfall (hours per week)
-400
-300
-750
-150
-1,500
* Considering the main urban areas only.
New Zealand Football is committed to managing the game to ensure that use of facilities and
fields are maximised. Options to manage the current and future demand include year round
participations with girls football, midget and elite football moved to a summer based code; working
closely with College Sport to align College and club based competition to reduce duplication,
increase opportunities to participate and maximise the use of College fields to meet community
demand.
These initiatives cannot be developed in isolation and require the support of key partners including
Auckland Council and College Sport if they are to come to fruition. While these will assist to manage
the existing demand significant additional field capacity is required to meet the current and future
demand.
Page 11

5. A Regional Hierarchy of Provision
In considering the potential approach to meeting the current and future demand for football, it is important
to consider a structured network of facilities to meet the hierarchy of needs.
5.1 Facility Hierarchy
In considering the development of the game it is important to recognise the range of facilities that will
be required to meet the differing levels of participation and the growth of the game. This hierarchy will
incorporate the following key components and current facilities; and future options are set out in Table 5.1:
Table 5.1 Facility Hierarchy
Facility Type
Current
Facilities
Compatible to
Required Standard
Potential
Options
Indicative Facility
Requirements
International -
Competition
A number of
stadiums are
currently utilised
throughout
the country.
Auckland
Stadiums include
Eden Park
(50,000), Mt Smart
(30,000), North
Harbour Trusts
Stadium (25,000)
depending on
status of game
and potential
support.
Yes – for All White
and high profile
games.
No – Current
Auckland
stadiums
considered too
large for womens’
and age grade
competition.
Access to be
secured to a
small (5,000
capacity)
stadium. Explore
the potential
of developing
facilities at Mt
Smart Stadium
in partnership
with Auckland
Football, NZ
Rugby League,
Auckland Rugby
League and
Regional Facilities
Auckland (RFA).
25,000 – 30,000
capacity
stadium for
majority of
international.
5,000 capacity
stadium 2nd tier
international and
representative
teams.
Access to larger
capacity ground
for high profile All
White games.
Centre of
Excellence
– High
Performance
Training
North Harbour
Stadium and Trust
Stadium
Do not provide
the full range of
facilities required
Explore the
potential of
developing
facilities at Mt
Smart Stadium
in partnership
with Auckland
Football, NZ
Rugby League,
Auckland Rugby
League and
RFA to include
artificial training
field, gym, pool
and sports
science facilities.
Grass and
artificial training
fields.
Gym, indoor
training area
and changing
with access to a
swimming pool
and recovery
pools.
Medical services
and high
performance
expertise.
Accommodation
Admin facilities
including office,
meeting space,
kitchen, toilets
and storage.
Continued over page
Page 12

5. A Regional Hierarchy of Provision
Table 5.1 Hierarchy of Provision (Continued)
Facility Type
Current
Facilities
Compatible to
Required Standard
Potential
Options
Indicative Facility
Requirements
Auckland Home
of Football
Mt Smart
No - access
to training
and regional
competition
venue limited
A option to
develop as part
of a football /
league regional
facility.
Access to 5,000
capacity stadium.
Minimum of two
fields with year
round access.
Grass and artificial
fields.
Admin facilities
including office,
meeting space,
kitchen, toilets
and storage.
Northern Home of
Football
North Harbour
Stadium
No – access
to training
and regional
competition
venue limited
Feasibility study
into a home of
football required.
Access to 5,000
capacity stadium.
Minimum of two
fields
Grass and artificial
fields with year
round access.
Admin facilities
including office,
meeting space,
kitchen, toilets
and storage.
In addition to the hierarchy of facilities required to meet the demands of New Zealand Football,
Auckland and Northern Football Federations, Oceania Football Federation are currently looking to
develop a home for Oceania Football within the Auckland region as a training and development
base for the 11 members Associations. New Zealand Football is a member of Oceania Football
Federation and supports the development of a base in the Auckland region. While New Zealand
Football is supportive of the development it is not however considered a priority facility development
to meet the needs of football in New Zealand.
5.2 Local Football Centres
Local Football Centres are identified in the New Zealand National Facility Strategy as a key priority
to help meet the current and future demand for community based football within identified priority
areas.
A Local Football Centre is defined as:
• Have football as the primary year round user.
• Have artificial turf field(s).
• Be a base for junior football and football training.
• Consider co-location with schools to maximise day time usage.
• Where possible enable multi-sport usage when not utilised for football.
• Local Football Centres are strategically located sites that provide a local base for a number of
football users within the community.
Page 13

5. A Regional Hierarchy of Provision
The National Facility Strategy identified that:
• All ‘Local Football Centres’ in a region should be within a single ownership structure that involves
both the Council and the Federation.
• Governance and management of ‘Local Football Centres’ is undertaken as part of a ‘network’
and not on a centre by centre basis.
• The Federation / Council oversee programming or activity bookings, to ensure equity of use
region wide (in order to meet junior competition and club training as a priority).
• Income generation potential is retained by the Federation / Council (whoever is responsible for
depreciation / renewals)
• The Clubs’ primary role is as a user of the facility (not an ‘owner’).
• Consideration is given to co-location with schools to maximise day time usage.
The preferred option is to develop Local Football Centres as multi artificial turf sites and can be
based on an existing club site club or on a non-club site. There are advantages to both models
however when a non-club based site is developed it should have multi-turf facilities supported by
changing and storage facilities only.
5.3 Community Hierarchy – Community Facilities
The majority of participation is at the community / club level. While the Facility Hierarchy is required
to meet the needs of the elite performance and regional development of the game the priority
within the Auckland region is the community hierarchy to support the overall development of the
game. As such two additional levels of the facility hierarchy are identified. These are:
• Community club based sites. These are sports parks where there is a resident club with associated
clubrooms and social facilities.
• Non club based sites. These are sports parks that are used for football but do not have a resident
club associated with the site.
It is important to note that the levels within the community hierarchy can overlap . For example
a home of football could also be a Local Football Centre or a Local Football Centre could be on
either a club or non-club based site.
Page 14

6. Future Priorities
6.1 Future Regional Prioritisation Criteria
Throughout the process of developing the plan a number of criteria by which all future facility
developments should be considered have been developed through the initial workshop session.
These criteria should be considered against both new sites (independent from club affiliations) and
existing club sites.
Football based criteria:
• Meeting the area of identified need.
Future facility developments should consider the areas of identified need, with priority given to
the areas with the highest identified shortfall in field access.
• Priority for junior participation and training.
Priority should be given to meeting junior participation and club based training.
• Close to current participation base.
Projects should consider the current participation infrastructure and participation base; priority
should be given to projects that can meet the needs of junior and youth participation.
• Meeting needs of future population growth.
All facility developments should be based on meeting current and future demand. A higher
priority should be given to projects that increase participation where there is a high level of
utilisation and/or high projected population growth.
• Site access and transport connections.
Priority should be given to sites with good access, parking and public transport links.
• Long term sustainable delivery model that enables equity within the game.
Future facility developments should be financially sustainable and include consideration of full
lifecycle costs. Management and access should be co-ordinated through the Federations /
Council to ensure equitable access.
• The deliverability of the project.
As the network of football fields is under such acute pressure, with current fields unable to meet
demand, priority should be given to projects that have the ability to deliver increased capacity
in a timely manner.
In addition to the football based criteria it is essential to consider that other factors, outside the
control of football will have a significant impact on the suitability and deliverability of potential
projects. Potential projects should therefore be considered against the following additional criteria:
• Resource consent issues
Intensification of the use of sports parks will have implications under Resource Consent. Parks
should be prioritised where resource consents issues e.g. traffic, lighting restrictions, and impact
on neighbouring properties, do not restrict the use of the site.
• Implications on storm water management.
Many sports parks serve a dual purpose as part of the storm water management system however
their primary purpose is as a sports park. Storm water management planning should be designed
to minimise the impact on the intensification of sporting use.
• Impact on summer sports.
Many sports parks are used by both winter and summer codes. Projects where the impact on
summer codes can be minimised should be considered a priority for intensification of use.
Page 15

6. Future Priorities
6.2 Future Priorities - Overall
In considering the future priorities it is important to recognise that participation in football is higher
than for any other winter code. Currently football has a greater weekly shortfall in field capacity
(demand for fields exceeding supply) than any other winter code. This shortfall per week is
projected to increase more than any other winter code by 2021.
The greatest shortfall, both currently and projected into the future, is in securing access for midweek
training. If it were possible to solve the problem with access for training during the week, the
additional field capacity this would create would solve the projected shortfall in field capacity for
weekend competition.
The future priorities for football in the Auckland region are:
• Securing access to high quality playing surfaces to enable community football to grow
• Developing a home of football to meet the competition and training requirements for each of
the Federations.
Lead:
Action 1 Investing in on-going maintenance to maximise the capacity
of existing fields will continue to be a priority for football.
Council
Action 2 Investing in improved drainage and new technologies
(including lighting) to maximise the capacity of existing and potential
new football fields.
Council
Action 3 Advocate to Auckland Council to ensure an equitable
allocation of sports fields to football based on meeting identified demand.
Football
Action 4 Explore options to share fields with other codes and advocate
to Auckland Council to prioritise field allocations to meet identified areas
of need for football should they become available.
Football
Action 5 Undertake a detailed feasibility in partnership with New
Zealand Rugby League and Regional Facilities Auckland to develop Mt
Smart as a competitive and training Home of Football for New Zealand
Football and Auckland Football.
Football
Action 6 Work in partnership with Auckland Council and College Sport
to develop opportunities to maximise the use of existing field resources.
Football
Action 7 Advocate to the MOE and schools to minimise the loss of
sports fields on school sites (e.g. through school expansion) and ensure
adequate sports field provision to meet the schools needs is included
within new school developments.
Action 8 Work with Auckland Council to identify sports as the primary
use in management plans for sports fields and develop a policy around
intensification to maximise use (eg. floodlighting, artificial turf etc.)
Council
Football
For all actions a lead agency has been identified. It is important to recgonise however that ech action
should be considered as a partnership between Council and Football.
Page 16

6. Future Priorities
6.3 Future Priorities – Artificial Turfs
When the overall level of current and projected future demand is considered it is essential that
artificial turfs are considered as an integral part of the solution, especially within the existing urban
areas where limited additional land is available.
Lead:
Action 9
To ensure that the potential use of artificial turfs is maximised:
• Artificial turf fields should be viewed as sub-regional facilities that
strategically meet the identified shortfall where use is maximised and
equitable provision throughout the region is provided.
• Artificial turfs should be developed to meet the greatest areas of
identified need.
• The priority is to develop Local Football Centres which have football
as the primary year round user and are a base for junior football and
football training.
• To ensure that artificial turfs are only developed where the use can
be maximised (e.g. avoid sites where Resource Consent conditions
may limit use of the site, e.g. restricting the use of floodlighting, vehicle
movements).
Council/
Football
Action 10 To ensure that the provision of artificial turfs is sustainable, New
Zealand Football, Auckland Football Federation and Northern Football
Federation should work with Auckland Council to ensure:
• That Council views artificial turfs as part of sports field provision as a cost
effective way of meeting demand.
• That access, bookings and field allocation are co-ordinated regionally
to ensure equitable access and affordable pricing structures. As such
the Council or Federations should be central to managing access.
Council/
Football
Action 11 To advocate to partners and potential funders the role of the
Federations in co-ordinating and managing community access, and to
only invest in facilities where community utilisation can be maximised.
Football
It is important to recognise that clubs are vital to the development of the game. In addition to
meeting the sporting needs of the game clubs provide a social hub which not only is central to the
development of the game but also plays an important role within the wider community.
There are many different approaches that can be taken to develop increased capacity however
where artificial turfs are developed they should be seen as meeting the needs of the wider
footballing community and individual clubs should primarily be considered a user of an artificial
turf.
Management approaches need to be developed to ensure that the following issues do not arise:
• Inequity between clubs in terms of access and pricing.
• Limited co-ordination between sites.
• Site utilisation not fully maximised.
• Risk to the future sustainability of turf.
6.4 Future Artificial Turf Requirements
In considering the future capital investment required to meet the projected demand for football
it is important to recognise that the priority demand is to meet the needs of training and junior
competition through the provision of Local Football Centres. These should be viewed as a community
asset which is meeting an identified demand for football.
Page 17

6. Future Priorities
It is acknowledged that other sporting codes are also under significant pressures in accessing
facilities and football would advocate to Council to work with other codes to identify solutions to
meet their needs. However the Local Football Centres must be focused on meeting the needs of
football first and foremost, due to the significant level of demand.
Football welcomes the opportunity to share facilities and develop multisport facilities however
the current acute shortage of field capacity is resulting in a significant level of demand being
unmet. Should multisport facilities be developed and access be restricted to meet the demands
of additional sporting codes then additional artificial turfs will be required over and above those
outlined in Table 6.1. This assumes primary use for football with a minimum of 40 hours football use
per week (4 – 10pm Monday to Friday and all day weekends).
Table 6.1 Artificial Turfs (or equivalent) Required by 2021 to meet Demand
Area
Turfs Required
Northern* 1 Sector
Western Sector
Central Sector
Southern* 1 Sector
Total
10
8
19
4
41
* Considering the main urban areas only.
It is important to note that there are different ways to increase capacity including sand carpet,
floodlighting and artificial turfs. The additional capacity required is equivalent to 41 artificial turf
fields. Based on a capital cost of construction of $1.8m to $2m per turf it is estimated that an
investment of between $74m to $82m will be required over the next 10 years. The priority sites for
further investigation are identified in Table 6.2.
Table 6.2 Initial Priority Areas Based on Meeting Greatest Shortfall
Sectors
Northern
(2021 Overall shortfall of 400
hours)
Western
(2021 Overall shortfall of 300
hours)
Continued over page
Priority Area
(With highest shortfall)
East Coast Bays
Albany / Paremoremo
Glenfield / Takapuna
Birkenhead / Beach Haven
Don Buck (Massey)
Henderson
Little Muddy Creek (Titirangi)
/ Waikumete (Glen Eden)
Potential Sites
(Indicative list - other sites
to be considered that are
identified as serving the
priority area)
Rosedale Park South (new site)
Bay City Park
Albany Domain
Greens Road (potential 10
fields)
Metro Park (potential 7 fields)
Glenfield / Takapuna
Shepherds Park
Clark Road
Hobsonville (potential 5 fields)
Royal Reserve
Waitakere Stadium
Crum Park
Avondale Racecourse
Page 18

6. Future Priorities
Table 6.2 Initial Priority Areas Based on Meeting Greatest Shortfall (Continued)
Sectors
Central
(2021 Overall shortfall of 750
hours)
Southern
(2021 Overall shortfall of 150
hours)
Priority Area
(With highest shortfall)
Parnell / Remuera / Ellerslie /
Meadowbank
Mt Albert Morningside / Mt
Eden
Ponsonby Herne Bay / Pt
Chev / Westmere
Botany / Flatbush
Howick / Pakuranga
Manurewa
Papatoetoe
Potential Sites
(Indicative list - other sites
to be considered that are
identified as serving the
priority area)
Michaels Avenue Reserve
Barrack Road
Ngahue Reserve
Liston Park
Madills Farm (primary club
site for large catchment
area of areas of shortfall)
Crossfields Reserve
Glover Park
Keith Hay Park
Vallonia Reserve
Phyllis Street Reserve
Cox’s Bay
Seddon Fields
Barry Curtis Park
Rongomai Reserve
Lloyd Elsmore Park
William Green Domain
(primary club site for large
catchment areas of areas of
shortfall)
War Memorial Park
Mountfort Park
Murdoch Park
Papatoetoe Recreation
Ground
Whilst the above table represents the most urgent priorities, there are other areas both within and
outside the urban areas where there is a shortfall and investment is required to increase capacity.
These include:
• Onehunga/Maungakiekie (Captain Springs Road/Waikaraka Park)
• Mangere/Otahuhu (Centre Park, Seaside Park)
• Papakura (Maclennan Park, Bruce Pulman Park, Drury Sportsgrounds)
• Franklin (Te Puru Park, Bledisloe Park/new Pukekohe fields)
Page 19

Auckland Office
P.O. Box 14-245, Panmure,
Auckland 1741
Level 3, 45 Mt Wellington
Highway,
Mt Wellington, Auckland
Phone: 09 570 3870
Fax: 09 574 6918
www.visitorsolutions.net
info@visitorsolutions.net
Wellington Office
P.O. Box 27-246, Marion Square,
Wellington 6011
Level 3, 19 Tory Street, Wellington
Phone: 04 802 5803
Fax: 04 802 5804
www.visitorsolutions.net
info@visitorsolutions.net

Auckland Regional Football Facility Plan 2011-2021
Priority Actions
Lead:
Action 1 Investing in on-going maintenance to maximise the capacity of
existing fields will continue to be a priority for football.
Council
Action 2 Investing in improved drainage and new technologies (including
lighting) to maximise the capacity of existing and potential new football fields.
Council
Action 3 Advocate to Auckland Council to ensure an equitable allocation of
sports fields to football based on meeting identified demand.
Football
Action 4 Explore options to share fields with other codes and advocate to
Auckland Council to prioritise field allocations to meet identified areas of need
for football should they become available.
Football
Action 5 Undertake a detailed feasibility in partnership with New Zealand Rugby
League and Regional Facilities Auckland to develop Mt Smart as a competitive
and training Home of Football for New Zealand Football and Auckland Football.
Football
Action 6 Work in partnership with Auckland Council and College Sport to
develop opportunities to maximise the use of existing field resources.
Football
Action 7 Advocate to the MOE and schools to minimise the loss of sports fields
on school sites (e.g. through school expansion) and ensure adequate sports field
provision to meet the schools needs is included within new school developments.
Council
Action 8 Work with Auckland Council to identify sports as the primary use in
management plans for sports fields and develop a policy around intensification
to maximise use (eg. floodlighting, artificial turf etc.)
Football
Action 9 To ensure that the potential use of artificial turfs is maximised:
• Artificial turf fields should be viewed as sub-regional facilities that strategically
meet the identified shortfall where use is maximised and equitable provision
throughout the region is provided.
• Artificial turfs should be developed to meet the greatest areas of identified
need.
• The priority is to develop Local Football Centres which have football as the
primary year round user and are a base for junior football and football training.
• To ensure that artificial turfs are only developed where the use can be maximised
(e.g. avoid sites where Resource Consent conditions may limit use of the site,
e.g. restricting the use of floodlighting, vehicle movements).
Council/
Football
Action 10 To ensure that the provision of artificial turfs is sustainable, New Zealand
Football, Auckland Football Federation and Northern Football Federation should
work with Auckland Council to ensure:
• That Council views artificial turfs as part of sports field provision as a cost
effective way of meeting demand.
• That access, bookings and field allocation are co-ordinated regionally to
ensure equitable access and affordable pricing structures. As such the Council
or Federations should be central to managing access.
Council/
Football
Action 11 To advocate to partners and potential funders the role of the Federations
in co-ordinating and managing community access, and to only invest in facilities
where community utilisation can be maximised.
Football