Founding Narrative & Statement of Guiding Principles

The Port Hills hold around 80km of trails. Riders, walkers, runners, and trampers use them every day, thousands every week. CCC maintains the bulk of the network. But a large share of the work, the building, the upkeep, the care that keeps trails rideable and enjoyable, is done by clubs and volunteers.

That effort is scattered. Some zones are held together by a single steward working mostly alone. Others, like Vic Park, are looked after by whole clubs running big organized operations under CCC. Between those extremes sits everyone else. The network has cracks and gaps everywhere, tended by whoever happens to step up. But when it's more than one person can handle, how do they ask for help?

People may log their own hours and what they are tending to, some of them, in their own patches. But nobody amalgamates it. So when CCC sets a budget or a funder asks what the community actually puts in, there is no accounting for the network as a whole. The work is real and happening. It's just not visible added together.

And when a steward steps back, the record of what they did can go with them, and the lack of ongoing maintenance is only noticed when the trail starts to degrade and people wonder why.

The beginning

In 2026, Malcolm McClurg started pulling these people together as the Port Hills Track Heroes. Just the stewards, the clubs, the volunteers already doing the work. That was the beginning. This Society is what grew out of it: built by the people who came together to make the scattered effort add up to something bigger and better.

Most comparable places in New Zealand already have a body like this. Rotorua, Nelson, Queenstown: each has some group that coordinates the trails, chases the funding, and speaks for the people maintaining the network. Christchurch never developed a lasting, network-wide one. Instead it has many small groups, a lot of good work, and no layer connecting them. That gap is the whole reason for us to exist.

What we take on

The work is real and it is already happening. We don't do it. The stewards and clubs and CCC do. What's missing is everything around the work: the coordination, the resources, the voice, the record. So that's what we take on.

We record the hours and add them up across the network, so the effort stops being invisible to the councils and the funders. We provide for coordination: shared calendar and communication channels. We hold an entity that can apply for the regional grants individual stewards and small clubs mostly can't reach, and share resources back out across the network. And we give the network one voice.

That last one matters more than it sounds. Right now, when CCC or DOC or private landowners make decisions about the trails, there is no single group that speaks for the network as a whole. Decisions get made about the network without the network in the room. Our ambition is to become a body those land managers can call: one accountable, trusted point of contact that represents the public interest in these trails. Not to take over anyone's patch. Not to speak over clubs who already speak well for their own zones. To make sure the whole network is represented when it counts. That standing has to be earned, not claimed. But if not us, then who?

We also keep the record. A steward works their zone and does what they can. Stewards log their work. We amalgamate it and hold it in one place: what was done, when, by whom. Some of what a steward learns isn't obvious from looking, what floods, what's been tried before. We capture what we can, starting with the work logs, and we'll likely find better ways as we go. And if one steward leaves and another steps up to take their place, this info could complement what they see for themselves in understanding the state of the trails.

We don't run the trails. The people already doing the work do. This is the line the whole Society is built around: we resource and connect the work, we don't take it over. Your zone is yours. What falls between the zones is ours to recognize, and see to.

Five guiding principles follow from all of this. Read them and you understand the rest.

1. Support the work that's already happening.

   The people doing the work keep doing it, their way. The Society resources and connects them. It does not run them.

2. Take on the friction, don't add it.

   The Society absorbs the paperwork, the grant writing, the landowner liaison, and the meetings wherever we can. A volunteer who stepped up to fix trails shouldn't have to face new administrative burden.

3. Authority follows stewardship.

   Every seat is held by someone tending part of what the network needs: a steward tending their zone, a member organization tending its people and operations, and our Riding Public Representative tending the public relationship to the trails. The work isn't all shovel work, but it's all real, ongoing, and answerable. Seats are earned by doing it, not by paying for it.

4. Centralize only what can't be done alone.

   Funding access, legal recognition, shared data, a paid coordinator. Everything else belongs to the zone.

5. Notice what the status quo is passing over.

   Attention flows to the big active zones. Left alone, that entrenches. The Society watches the pattern across the whole network and surfaces what's being passed over, so it's a conscious choice and not just what happened. Stewards do the work in their zones. The Society keeps its eye on the gaps between them.

And one commitment underneath all five