GSH T RO ER PT OR I N SI INGSHI T RSE P 6 T– 2…0…–… A . . P2R 0I1L9 2 0 2 0
Active Response VI Slow and steady – thinking forward People are walking, riding bikes and playing locally in backyards, on the streets and in parks. Natural environments are thriving. For many, the beauty and peace of green spaces and moving water has never had more appeal. A Recreation Aotearoa webinar explored current issues in managing these spaces and places, and the impact as recreation ‘boundaries’ are expanded at level 3. Industry experts advise taking a staged approach as the sector works towards reopening spaces, places and facilities and engaging face to face with our communities. Where is recreation happening? Recreation will continue to be in public spaces and in local communities at alert level 3. •
•
•
•
•
Leverage off the value of parks and open space to people’s physical and mental wellbeing. Rethink recreation places, and promote local streets, backyards and local parks as recreation venues, as the Chair of World Urban Parks says “#NatureNeverCloses”
Identify recreation “hot spots” – these will need greater signage and management. Think about public toilets, and how these will be opened and cleaned Use a range of communication tools to help people to do the ‘right thing’. Ask people to make an assessment of their own skill levels and match these to the risk of the activity. Sport NZ will be launching a new Active NZ: Covid-19 online survey, with results available in June. Keep an eye out!
NZRA Insights Report – Fight, Flight or Freeze in the Red Zone
Figure 1Cornwall Park, Auckland
Short Term Priorities Asset managers need to think short and medium term priorities. Engagement and communication Provide clear and consistent messaging. Community: •
Support new modes of online programme delivery – these have ongoing potential to expand reach and increase accessibility
•
Collaborate across local authority boundaries to ensure consistent approaches to facility management
•
Proactively communicate with the public using a combination of ‘soft’ messaging via Facebook and websites regarding non-use of equipment and respond openly with questions from the public
•
Use signage and taping where possible and affordable.
Staff: •
Provide regular updates, facilitate online meetings and find fewer formal ways to engage to keep your staff motivated and productive
•
Continue to use new models and ways of working. Case study: Gisborne District Council sought government assistance to re-deploy forestry workers to assist parks and cemeteries contractors and indoor staff over a 12 week period. Another aspect of their staffing programme includes developing existing staff into leaders in order to manage bigger numbers of staff overall. 1