I am excited to see that Tennis Nova Scotia (TNS) is looking seriously at how to lobby for new facilities and advance the game of tennis in HRM. As someone who lives in the centre of HRM and plays competitively and recreationally in HRM, the intent of this letter is to highlight current facilities issues. At the same time I will outline an approach to facility development that could assist the TNS Advocacy Committee in achieving its four strategic goals.
The current state of facilities or lack thereof in Halifax Regional Municipality (HRM) is limiting the ability of Tennis to grow as an accessible and affordable sport for all residents. During summer months the poor quality of public courts has motivated most competitive players to join one of the many private membership clubs. This has created a negative feedback loop where public courts are seen as inadequate for competitive Tennis, and therefore the facilities are neglected (resulting in situations like the 2007 Atlantic Junior Championships). During the winter months there is only one indoor facility, and it requires significant membership fees on top of court fees. Another major issue is that new indoor and major outdoor facilities are often discussed within the context of suburban locations that are poorly serviced by transit and make it difficult for youth or anyone who lives in the Regional Centre of HRM (Peninsula and Dartmouth) to access these facilities without a Car. The lack of accessible, affordable, adequate public facilities has created a two-tiered tennis system that makes it difficult for many groups of the population to enjoy the game of tennis in both the summer and winter months.
Moving forward, it is vital that TNS looks at how these private-public and urban-suburban inequities can be eliminated to grow tennis as an accessible and affordable sport for all residents of HRM. By continuing to think of facilities within a private and suburban context the game will only continue to be played by a small portion of the population and continue to exist largely at the margins of sport in Nova Scotia. By investing in new facilities in a place like Bedford, tennis will continue to be seen as an upper middle class past time, and we will miss the opportunity to expand the game to new audiences and communities. TNS should look at how new major outdoor facilities can showcase the game to new groups, connect with other projects and bring new media attention to the sport. Tennis should not be viewed as a sport that only caters to a small suburban population if there is a desire to grow the game. If we are serious about community tennis, we must begin to make neighborhood public tennis a thriving element of recreation and challenge the perceptions around who plays tennis.
In developing new facilities within HRM, TNS must think strategically about maximizing investments through improving existing facilities and developing partnerships to achieve the Advocacy Committee’s four key goals. It seems the lack of indoor facilities could be addressed through a partnership with Dalhousie and HRM and other partners as part of the plans for a new Dal Recreation facility. In looking at outdoor public tennis within Halifax we must build on the existing infrastructure to reduce capital costs, improve public tennis and enhance opportunities for hosting larger events. The tennis courts at the commons should be one of the best venues in the province to play, regardless of your level of play. These are six lit courts in one centrally located, transit accessible public location. Also, the courts are located adjacent to a large high school and inner city neighbourhoods, as well as connected to the largest active recreation area in the Regional Centre. If the committee is sincere in its goals of inclusiveness and accessibility, it seems the commons courts should be at the top of the list for future facility investments.
In summary, I support TNS and its commitment to developing the sport by improving the quality, accessibility and inclusiveness of facilities and programming. The poor quality and limited amount of public indoor and outdoor facilities is detracting from the growth of the sport and reinforcing a two tiered (public-private) system of facilities and access. TNS must use its influence and resources to support the development of facilities in highly visible and accessible locations that will attract broader participation. TNS must be strategic in pursuing partnerships and building on existing infrastructure (“The Commons”) to achieve its long-term goals. In conclusion, the committee’s goal of making tennis accessible to all residents will require TNS and HRM to reevaluate the current approach of private-suburban investments and programming.
