recreation and open space strategy...glenelg shire council recreation and open space strategy...

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R E C R E A T I O N A N D O P E N S P A C E S T R A T E G Y

E X E C U T I V E S U M M A R Y F I N A L R E P O R T A P R I L 2 0 0 7

T: (03) 9521 6033

F: (03) 9521 6533

www.stratcorp.com.au

Suite 3/81 Beach Road

Sandringham Vic 3191

P R E P A R E D B Y S T R A T C O R P C O N S U L T I N G

Recreation and Open Space Strategy Glenelg Shire Council

Final Report - Executive Summary © Stratcorp Consulting 2007 Page ii

DISCLAIMER OF LIABILITY

This report is a confidential document that has been prepared by Stratcorp Consulting and Glenelg Shire Council. Stratcorp has undertaken this analysis in its capacity as advisor in accordance with the scope and subject to the terms associated with Stratcorp’s letter of offer. Readers should note that this report may include implicit projections about the future which by their nature are uncertain and cannot be relied upon, as they are dependent on potential events which have not yet occurred. For these reasons and others, facility development is inherently risky and frequently things do not turn out as planned. In preparing this report, Stratcorp has relied upon information supplied by third parties, Glenelg Shire Council and their advisers, along with publicly available information. Stratcorp has not attempted to verify the accuracy or completeness of the information provided. Neither Stratcorp nor its officers and employees undertakes any responsibility arising in any way whatsoever to any person or organization, except Glenelg Shire Council, in respect of information set out in this report, including any errors or omissions therein through negligence or otherwise however caused.


Final Report - Executive Summary © Stratcorp Consulting 2007 Page iii

TABLE OF CONTENTS

1. EXECUTIVE SUMMARY ...................................................................................... 1 1.1. Introduction ................................................................................................................................1 1.2. The Planning Process ..................................................................................................................1 1.3. Structure of the Report ................................................................................................................2 1.4. Existing Situation.........................................................................................................................3

1.4.1. Demographic Characteristics................................................................................................3 1.4.2. Recreation and Open Space Facilities ..................................................................................3 1.4.3. Programs and Services .........................................................................................................7 1.4.4. Sports Participation ..............................................................................................................7

1.5. Community and Stakeholder Consultation...................................................................................8 1.6. Key Outcomes and Issues............................................................................................................9 1.7. Glenelg Shire Recreation and Open Space Strategy...................................................................10 1.8. Vision (Policy Statement)...........................................................................................................11 1.9. Core Values ..............................................................................................................................11 1.10. Principles ..................................................................................................................................12 1.11. Key Strategic Objectives............................................................................................................12 1.12. Strategy Recommendations .......................................................................................................13 1.13. Implementation.........................................................................................................................14 1.14. CONCLUSIONS........................................................................................................................35


Final Report - Executive Summary © Stratcorp Consulting 2007 Page 1

1. EXECUTIVE SUMMARY

1.1. Introduction

The provision of a broad range of quality local sporting and recreational opportunities has a significant influence on the quality of life and wellbeing of local communities. The Glenelg Shire recognises the importance of having a physically active and healthy community, and therefore commissioned the Glenelg Shire Recreation and Open Space Strategy in early 2006 to ensure it continues to provide residents and visitors with a range of relevant and accessible leisure resources.

The main purpose of the Recreation and Open Space Strategy is to re-assess the sport, recreation and open space (parks and reserves) needs and aspirations of residents and community groups, and to formulate new directions and priorities for the provision of leisure facilities and services. This is important as Council’s 1998 Recreation Strategy is now out of date and requires review given changing trends in the leisure sector and the changing profile of the Shire population.

The Glenelg Shire Council is located in the South West corner of Victoria. The western municipal border also forms the State border with South Australia. Glenelg Shire enjoys the benefits offered by abundant natural features including beaches, foreshore areas, rivers, waterways, bushland (National and State Parks) and rural areas. Portland is the Shire’s main population, commercial, service, industrial and residential centre. Portland has developed around Portland Bay and Portland Harbour, one of the most significant deep water ports in Australia. The Shire also comprises a number of smaller rural towns including Heywood, Casterton, Narrawong, Digby, Merino, Sandford, Dartmoor and Nelson.

This Executive Summary briefly outlines the key outcomes of the research and consultation undertaken during the study period. The resultant Recreation and Open Space Strategy supports Council’s Vision for the Shire and incorporates a set of Principles and Key Objectives to underpin the future provision of recreation facilities and services. A number of (over 150) specific project, tasks and actions have been compiled in an Implementation Plan to provide the “building blocks” for Council and the community to facilitate improved health and well being of residents.

1.2. The Planning Process

The planning process used to prepare the Recreation and Open Space Strategy included the following tasks or phases:

• Literature review.

• Review of key sporting and recreation facilities and open space areas.

• Analysis of current and likely future demographic profile of the Shire and townships.

• Review of National, State, and local sport and recreation participation trends.

• Community and stakeholder consultation.

• Issue identification, gap analysis and strategy development for the Shire as a whole and specific recommendations for the main individual townships.



• Steering Committee and Client review of Draft Plan.

• Public Exhibition of final Draft Plan.

• Finalisation of Glenelg Shire Recreation and Open Space Strategy.

1.3. Structure of the Report

The Executive Summary provides a stand-alone overview of the key research and outcomes of the study. The Executive Summary is supported by a comprehensive Main Report that details background information and research results that form the basis for the recommendations contained in the Implementation Plan (see Section 1.13 below).

The following diagram provides a ‘plain English’ overview of the structure of the accompanying Main Report. The statements or questions in the bubbles refer to the information that will be broadly covered in each respective chapter/s.

1. Background and setting the scene (Chapters 1-4).

2. Where are we now?

(Chapters 5)What should be

considered in providing open space?(Chapter 6)

3. What can the community

tell us in terms of their sport, recreation and open space participation habits,

aspirations and needs? (Chapters 7).

4. What are the key issues and how can we address

them? (Chapters 8&9).

5. What are the

recommendations and priorities?

Who should take the lead and what will it cost? (Ex.

Sum 1.13).

6. What are the

conclusions? (Chapter 10).

Glenelg Shire Recreation

and Open Space Strategy



1.4. Existing Situation

The following information provides a brief summary of the key demographic characteristics of Glenelg Shire and an overview of the existing provision of recreation facilities and services.

1.4.1. Demographic Characteristics

According to the ABS Census data, the population of Glenelg Shire was 19,288 people in 2001. A comprehensive review of the Shire demographic profile has been undertaken to ascertain possible implications for future sport, recreation and open space needs. A summary of key demographic characteristics follows.

• Declining population. Estimated at between 6% and 10% over the next 20-30 years caused predominantly by declining birth rates and a loss of people in their 20s and early 30s.

• Ageing population. By 2011, 27% of the Shire’s population will be aged over 60 and 14% over 70, compared to 20% and 11% in 2001.

• Proportional reduction in the total number of young people (less than 55 years) and increase in people aged over 55 years.

• Glenelg Shire has a lower proportion of families earning over $1,500 per week and a greater proportion of families earning less than $299 per week compared to other rural Shires.

• The age profile of individual townships varies (e.g. in 2001 27% of the population of Casterton were aged over 65, compared to 20% in Heywood, 14% in Portland and Dartmoor and 11% in Merino).

• In 2001, 7% of the population of Heywood identified as being of Indigenous origin, the highest representation in the State.

• The proportion of elderly people (aged over 75) whose incomes are below the Shire average has increased from 1996-2001 (e.g. Portland 67%-78%, Heywood 56%-67%).

• The number of children aged 0-9 years is set to decline to around 2000 children in 2021 (from 3,000 in 2001).

• The number of young people (aged 15-24 years) will increase slightly to 2011 before declining to below current levels by 2016.

1.4.2. Recreation and Open Space Facilities

A high-level review was undertaken of the current provision of sport, recreation and open space facilities in the Shire. A summary of key observations include:

Sporting and Recreation Facilities

According to Council’s Land Asset Register, there are 98 Council owned or managed reserves, totalling approximately 243 hectares, in Glenelg Shire. These include reserves used for active recreation, drainage, open space, playgrounds and other specific community recreation purposes. The majority (78) are within Portland, 8 in Casterton and the remaining 12 spread throughout the Shire.



In addition to the Council owned/managed recreation reserves there are a number of reserves owned or managed for the community by others. The majority of these are Crown Land, under the control of DSE, managed by local community Committees of Management. The table below identifies the key recreation facilities available at either Council controlled or DSE controlled reserves.

Facility Council DSE Total Football Ovals* 9 5 14 Soccer pitches 2 0 2 Cricket Ovals* 10 4 14 Cricket Nets 13 4 17 Netball Courts 19 10 29 Tennis Courts 25 20 45 Lawn Bowls 2 3 5 Softball/Baseball 1 0 1 Athletics track (grass) 0 1 1 Hockey (grass) 3 2 5 Squash 5 0 5 Basketball (indoor) 2 0 2 Croquet 2 0 2 Swimming Pools 4 0 4 Playgrounds 22 4 26 Gymnastics 1 0 1 Go-Karting 1 0 1 BMX 1 1 2 Skate Park 2 0 2 Equine Parks 3 2 5 Gymnasium 1 0 1 Community Halls 6 23 29

Summary of Current Facility Provision

NB: These playing fields are shared use (summer and winter sports).

In addition to Council and DSE owned/managed facilities, there are a range of school facilities that contribute to the overall suite of opportunities available to residents. Collectively schools in Glenelg provide the following facilities which are reputedly available for community use:

• School ovals = 11.

• ½ size ovals = 3.

• Outdoor multi-purpose courts = 24.

• Indoor multi-purpose courts = 6.

• Tennis courts = 7.

• Indoor squash courts = 4.

In addition to the facilities identified above, the following key recreation facilities are also evident:

• Portland Leisure and Aquatic Centre Gymnasium,



• Great South West Walk,

• Recreational and commercial fishing infrastructure,

• 5 Golf Clubs,

• Casterton Racing Club,

• South Coast Drag Racing Club,

• Southern 500 Speedway,

• Portland Surf Life Saving Club,

• Rifle/Gun/Pistol Clubs, and

• Portland YMCA Gymnasium (provided within a school).

General observations across all recreation and sporting facilities in Glenelg Shire include:

• There is a broad range of recreation and sporting facilities available in Glenelg Shire.

• Based on a Shire-wide comparison of the provision of facilities for selected sports in Glenelg Shire (compared) with other rural Victorian municipalities, there is:

− A higher level of provision of facilities per 1,000 people for football, cricket, netball, tennis, swimming pools and skate/BMX facilities compared to the ‘rural average’.

− Conversely the level of provision of indoor multi-purpose courts, outdoor soccer and to a lesser extent, lawn bowls, is lower than the ‘rural average’.

• There is currently an even distribution of sporting facilities across the Shire for the traditional (and popular) sports of Australian football, cricket, lawn bowls, netball and tennis.

• Many residents are required to travel long distances in order to access larger specialised recreation facilities (i.e. indoor sports and/or aquatic facilities) in Portland, Casterton and Heywood.

• There is a very high number of tennis courts located within the Shire – almost 1 court for every 350 people. Whilst some of these courts are dual use with netball, many are single-use courts in stand-alone facilities in small rural townships or districts. Many courts are in need re-surfacing and/or do not conform to minimum safety standards (i.e. safety run-off). In many instances the cost for rectification may be beyond the capacity of local communities/Committees of Management for which the courts service, however the social benefit provided by these facilities should not be underestimated.

• Many sports pavilions do not appear to be of a sufficient standard to meet the current needs of user groups.

• At the time of the site visits, the general condition of playing surfaces at sports grounds appeared largely satisfactory.

• In general, sports facilities and clubrooms appear to be shared resources with little evidence of “empire building” at multi-use reserves.



• There is likely to be long-term demand for the provision of dedicated soccer facilities, particularly in Portland, Heywood and Casterton.

• The level of demand for multi-purpose indoor court facilities will need to be monitored and reviewed in light of actual long-term population changes.

• Facilities at education sites compliment the existing Council/DSE suite of facilities and appear to be generally well utilised by the community (where access is permitted), however there may also be opportunities to facilitate further community use of these facilities for broad community benefit.

Open Space

• The adequacy of open space in a local government area has historically been assessed using a standard or benchmark, e.g. 2.83 hectares per 1,000 people in NSW, 4.00 hectares in the ACT, and 5.00 hectares in Victoria (or 4.00 hectares for rural areas). One deficiency with this approach is that standards do not necessarily reflect the different needs of different communities, or the diversity in the quality and accessibility of the open space available. It does, however, provide one indicator towards the adequacy of open space in any given area, albeit in a simplistic form, and is also one means by which a comparative analysis can be made between different areas within the same local government area.

• The benchmark of 4.00 hectares per 1,000 people has been used in this study as a means of undertaking a preliminary assessment of the adequacy of the current provision of open space in the Shire. The intent of the analysis is to assess the adequacy of “useable” open space which provides both passive and active recreation opportunities, such as playgrounds, picnic areas, bike paths, sporting and recreation reserves.

• The analysis suggests that Portland, Casterton, Merino and Narrawong have a higher level of Council owned/controlled open space provision than the benchmark of four hectares per 1,000 people. Conversely Heywood and Dartmoor appear to have a lower quantity of provision.

• The report provides policy guidance for Council’s future public open space acquisition and provision as well as a comprehensive set of principles and objectives to guide future reserve development.

Playgrounds

• There appears to be a relatively even distribution of playgrounds throughout the Shire.

• In the smaller townships, playgrounds are often located in parks or settings which double as the main visitor stop.

• There is little diversity in the range of play equipment, that is, most offer similar experiences and cater for a limited age group, such as pre-primary (2 – 4 years) and young primary aged children (4 - 7 years).

• Play opportunities are not well provided for older primary (7 – 12 years) and teenagers, and there is little use of natural features and landscaping to provide play experiences.

• There does not appear to be a defined hierarchy of playgrounds in the major townships (Portland and Casterton) that provide a different scope of facilities for local and regional needs.



• The general quality and maintenance of playgrounds appears satisfactory, however there may be some playgrounds that fall short of Australian Standards in relation to design and/or safety (observations from high-level site visits).

• A Shire the size of Glenelg warrants consideration for the provision of an “all abilities” playground, potentially on the Portland Foreshore.

1.4.3. Programs and Services

The research indicates that there is a range of leisure, recreation and sports program options for residents throughout the Shire, and a range of funding options and support mechanisms available.

However, Council appears to have limited direct involvement in the delivery of programs or activities. Typically Council adopts the role of “facility provider”, “funder” (through subsidies, grants and partnerships), “advocate” and “promoter”. These roles and levels of involvement by Council are appropriate, however could be expanded to increase the overall participation by targeted sectors of the community.

Therefore, there are opportunities for Council to increase targeted leisure programs, particularly in the small townships, through improved relationship building (establishing a knowledge base) and linking committees to existing support services that may be available to assist program delivery (e.g. SWSA, SSA’s, Health agencies).

A lack of facilities to support leisure participation does not appear to be a major issue, however the physical condition of some building requires improvement and Council could play a greater role in advocating for their enhancement through DSE where appropriate.

Furthermore, Council could play a greater role in facilitating direct service delivery through training and development initiatives that could be provided by SWSA, the YMCA or other similar organisations, on a fee for service basis. Council may also wish to consider establishing ‘seeding’ grants for local committees to offset the initial cost of starting programs (staff, training and resources/equipment) in the hope that they become financially self-sustaining.

Finally, it is clear that Council does not have the capacity to directly deliver leisure activities or programs and therefore Council’s role should be focussed on facilitating the capacity of individual committees through providing access to training, funding and other service providers. These roles will be greatly enhanced through effective relationship building with local committees to ensure decisions and resources are applied from a basis of shared knowledge and understanding of local priorities.

1.4.4. Sports Participation

Research undertaken during the study identified the following sports club membership data and trends:

• In 2005, approximately 23,548 people were involved in Glenelg sport, recreation and community groups as either participants, members or attendees at events and functions (up from approximately 21,771 or 8% since 2003).



This demonstrates an extremely high level of community involvement in club activities considering the total Glenelg population was just under 20,000 people in 2001.

• Males accounted for approximately 66% of the total club membership, whilst females comprised 34%. This difference in participation is significantly greater than the average “organised” physical activity participation rates for all Victorian males (49.1%) and females (43.7%)1.

• Juniors (U/18 years) made up approximately 38% of the total club membership, whilst Adults comprised 62%.

• The majority of sporting clubs anticipate that their membership growth will either stabilise or increase in the next 5 years, only a few clubs expect membership to decline. Specifically these were the Casterton & District Cricket Association, Portland Swimming Club, Sandford Mechanics Institute and the Casterton Garden Club.

• Only two sports/activities have current membership rates that are lower than what they had in 2003. The sports/activities are athletics (down 16%) and equestrian/riding (down 10%).

• The majority of sports/activities have experienced membership growth over the last three years. In percentage terms, the following sports/activities recorded the highest membership growth over the last three years:

− Croquet (increase 68%), − Swimming (increase 29%), − Football/Netball Clubs (increase 24%), − Golf (increase 19%), − Miscellaneous Sports/Activities (increase 16%), − Hockey (increase 15%), − Tennis (increase 13%)

1.5. Community and Stakeholder Consultation

A comprehensive consultation processes was established with Glenelg residents, sporting clubs, community groups, relevant Council staff and other key stakeholders.

Consultation was designed to ensure that a wide cross section of people and interested parties were given an opportunity to provide input into the planning process. The following table outlines the range of consultation techniques employed, the outcomes from each of these is processes discussed in detail in the Main Report.

1 Source: Participation in Exercise Recreation and Sport Survey (ERASS), Australian Sports Commission, 2004.



Target Group Consultative Technique Date Responses/ Attendees

Residents/Community Telephone Survey

Community Workshops (11)

Park User Surveys

Community Submissions

Second Round Submissions

April 2006

March 2006

April/May 2006

April/May 2006

Jan/Feb 2007

350

40

72

3

28

Sports Clubs Written Survey (138 sent) March 2006 36

Leisure/Community Groups Written Survey (214 sent) March 2006 50

Primary and Secondary Schools

Telephone Interviews March/April 2006

18

Key Stakeholder Interviews Older Adults

Youth Services

People with a Disability/Careers

Private Facility & Program Operators

Government Agencies

April/May 2006

April/May 2006

April/May 2006

April/May 2006

April/May 2006

1

1

1

1

1

3

Neighbouring Councils Telephone Interviews April 2006 4

Council Personnel Workshop – Council Staff

Workshop – Councillors and Senior Management

Recreation Department

March 2006

March 2006

Ongoing

6

7

Ongoing

1.6. Key Outcomes and Issues

The Main Report presents a discussion of key Shire-wide issues under the following themes or topics that have emerged from the project research and consultation:

o Open Space,

o Recreation Programs and Activities,

o Recreation Infrastructure,

o Potential Facility Gaps,

o Policy and Procedures, and

o Other issues.

In addition, issues specific to individual townships and key recreation reserves have also been presented in the Main Report.

The following section provides a brief snap-shot of some of the key outcomes that have been identified from the project research and consultation (in addition to the issues that



have already been presented above). Key outcomes and/or issues to emerge from the research and consultation included:

• The predicted modest population growth of the Shire (as a whole) is not likely to be at a level to generate significant new demand for sport or recreation facilities, parks or open space. (Note: The actual level of population growth within individual townships (e.g. Heywood) will need to be monitored along with possible major commercial/industrial developments that could potentially drive employment, population growth and subsequently increase demand for facilities, programs and services).

• The current “old” demographic profile of the Shire combined with the projected continued ageing of the population, will increase the demand for unstructured, passive leisure and recreation pursuits.

• Glenelg residents have a lower average participation rate in physical activities that the Victorian average (70%, compared to Victorian average of 85.1%).

• There is increasing community awareness of the health & well-being benefits obtained through regular participation in physical activities and recreation pursuits.

• The existing management arrangements for recreation reserves appear to be generally working effectively, however local clubs and committees have expressed a strong desire for greater assistance and support from Council. Local sporting clubs and committees have been quite critical of Council’s current Recreation Services.

• Residents value highly the provision of a range of quality parks, reserves, open space settings and functions.

• There is a reasonable provision of existing recreational trails/paths within the Shire and limited demand for new/expanded long-length shared trails.

• Many young people have an increasing interest in participating in unstructured recreation as an alternative to traditional club-based sporting competitions.

• There is improvement needed in the provision of family recreation facilities at many recreation reserves.

• Asset maintenance and renewal will continue to be a challenge for Council, Reserve Committees and clubs.

1.7. Glenelg Shire Recreation and Open Space Strategy

The research and consultation undertaken as part of this project has been used to identify issues and opportunities to inform the development of the Glenelg Shire Recreation and Open Space Strategy. The Strategy has been developed utilising the following guiding planning elements:

• Vision (or “Policy Statement”).

• Core Values.

• Principles.



• Key Objectives.

• Strategy Implementation Plan.

The details for each element follow.

1.8. Vision (Policy Statement)

It is critical that the Recreation and Open Space Strategy is considered within the context of an overarching objective or vision for the planning, management and delivery of recreation services, facility and open space management in the Glenelg Shire Council (GSC). The vision needs to be consistent with the organisations roles, responsibilities (see Appendix 10) and capacity to deliver outcomes. Implementation of the vision (directly and indirectly) will primarily be the responsibility of Council’s Recreation Services Unit. The Vision driving the Strategy is therefore articulated as follows;

“Glenelg Shire Council will facilitate opportunities for residents to participate in a diverse range of sporting, recreation and physical activities through the equitable and accessible provision of appropriate facilities and open space, as well as through support for community infrastructure (i.e. clubs and community groups) that deliver suitable programs and services for residents of all ages, skill levels, cultures and abilities.”

1.9. Core Values

The following Core Values have been identified to underpin the development of the Glenelg Shire Recreation and Open Space Strategy:

Community The GSC recognises the high value placed on access to a diverse range of sport, recreation, open space and leisure facilities by the Glenelg community and is committed to protecting and enhancing these opportunities for future generations within a sustainable management framework.

Partnership GSC will work in partnership with the Glenelg community and other stakeholders to make decisions and facilitate appropriate recreation opportunities.

Planning Decisions will be supported and justified by sound planning.

Integrity GSC will ensure that the highest ethical standards in decision-making and Council service delivery are maintained.

Management Decisions and actions in relation to the management of parks and recreation facilities, services and infrastructure will be open and transparent.

Quality Customer Service GSC will strive to continually improve the recreation and open space services that it delivers.

Sustainability GSC will consider economic, environmental and social outcomes in decision making. The principles of multi-use



and shared use of facilities and venues will be actively promoted in order to maximise sustainability opportunities.

Leadership GSC will provide strong, consistent and suitable leadership in promoting and supporting recreation opportunities for Glenelg residents.

1.10. Principles

The following Principles underpin the Glenelg Shire Recreation and Open Space Strategy:

1. Council will aim to provide and/or facilitate a diverse range of accessible open space settings, recreation facilities, services and opportunities across the Glenelg Shire.

2. Council will implement a planned approach to the delivery of recreation services.

3. The GSC will support the provision of recreation facilities and services that cater for both shire-wide and local level needs.

4. Recreation services, infrastructure and opportunities will be provided equitably having due regard to geographic needs, sustainability and Council’s capacity to deliver as well as the, age, gender, skill level, cultural background and ability of potential users.

5. Council will encourage and facilitate community participation in recreational activities in recognition of the health, well-being and social benefits that they provide.

6. Open space settings, recreation facilities and services will provide safe and supportive environments for participants.

7. Council will promote and support public recreation facilities that maximise shared usage opportunities and overall design flexibility in order to adapt to possible long-term changes in community needs.

8. Council will adopt a collaborative approach with community groups, government agencies and the private sector to form appropriate partnerships that facilitate the provision of recreation facilities and services for the Glenelg community.

1.11. Key Strategic Objectives

Key Objectives of the Glenelg Shire Recreation and Open Space Strategy that support achievement and delivery of the Vision are:

A. Provide a diversity of recreation facilities and opportunities.

B. Provide facilities and infrastructure that can support high levels of community use.

C. Encourage and support community involvement in sustainable club management and development.

D. Facilitate diverse recreation programs and participation opportunities (either directly by Council or external providers).

E. Provide effective recreation and open space planning, management and leadership.



1.12. Strategy Recommendations

The following section outlines the recommended actions to address the identified issues within an overall implementation framework.

The recommendations have been categorised and presented in two sections:

1. Shire-Wide Recommendations, and

2. Township-Specific Recommendations.

The Shire-Wide recommendations have been presented under the following sub-headings:

• Open Space,

• Recreation Programs and Activities,

• Recreation Infrastructure,

• Potential Facility Gaps,

• Policy and Procedure,

• Other.

Township-Specific recommendations have been provided for key sites and/or key issues relevant to each of the following towns:

i. Portland,

ii. Bridgewater,

iii. Narrawong,

iv. Tyrendarra,

v. Bolwarra,

vi. Heywood,

vii. Nelson,

viii. Dartmoor,

ix. Casterton,

x. Sandford,

xi. Merino,

xii. Digby, and

xiii. Heathmere.



1.13. Implementation

Each Strategy has been allocated the following characteristics to assist with implementation:

• Identification of the group(s) or agency with primary responsibility for directly or indirectly (i.e. facilitating) implementing specific recommendations.

• A priority for implementation, where:

− Short Term = 1 – 3 years. − Medium Term = 4 – 6 years. − Long Term = 7 – 10 years. − Ongoing.

• Identification of an indicative capital or funding cost (where appropriate) to implement each recommendation.

Important Notes:

Please note that the “indicative capital or funding cost” is provided as a high-level guide only to assist the overall planning process. These estimates should be reviewed on a case by case basis prior to implementation of individual projects

The Strategy Implementation Plan does not commit any organisation to a responsibility for funding allocated projects, including the Glenelg Shire which has to balance its limited resources across all Council projects.

Commitment to, and allocation of funds to particular projects by Glenelg Shire (and others as appropriate) will be determined following an analysis of the organisations annual capacity to provide required funds, an assessment of competing demands and within the context of organisation-wide priorities.

It must be recognised that depending on the scale and likely impact of the selected projects and initiatives outlined in the Strategy Implementation Plan, further detailed and specific investigation of some recommendations and projects may be required.



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

There are no significant gaps in the provision of regional open space.

1Focus any public open space acquisition (via subdivisions) on the needs of local communities and townships rather than regional facilities.

A & B GSC – Rec Services

There may be opportunities for re-use of rail corridors for cycle, walking and horse trails.

2

Investigate the feasibility, benefits and requirements for establishing a network of Rail Trails throughout the Shire that provide connections to individual townships and sites of cultural and historical significant. Investigations should include consideration of providing camping destinations along the trails. For example Sandford to Casterton, note certain routes may need to include on-road sections to facilitate connections to townships.

Within existing budgets

A, B & D GSC – Rec Services

Vic TrackRail Trails Australia

Lack of policy or guidelines for open space provision.

3Adopt the open space acquisition and provision guidelines provided in this report (Section 6 and Appendix 6) and incorporate into the Glenelg Shire Planning Scheme and Council Policy.


E GSC - Planning

Dept.

4Upgrade and designate one of the existing foreshore playgrounds in Portland as a regional playground, complete with Access for All Abilities.

$ 100,000 A GSC – Rec Services

5

In order to efficiently guide future resource allocation, Council should develop a clear Playground provision Policy and Strategy that articulates Council’s objectives for playgrounds provision, standards, accessibility requirements and design objectives for various target age groups, including diversity of equipment provision and inclusion of public art. The Playground Strategy should include an audit of all existing playgrounds provided in the Shire and identify actions required to ensure compliance with Australian Standards and/or identify opportunities for rationalisation. The Strategy should include a prioritised and costed plan of maintenance and capital works. (Please also refer to Section 6 and Appendix 6 in the Main Report for additional playground provision guidelines/discussion).

$ 35,000 E GSC – Rec Services

Protection of open space corridors along natural waterways.

6Review the Glenelg Shire Planning Scheme to ensure adequate protection (via zoning as PPRZ, PPCZ or public acquisition overlays) of land adjacent to natural waterways within existing and future residential zoned land or areas of known environmental or heritage significance.


E GSC - Planning

Dept.

7

Consider opportunities to incorporate water harvesting infrastructure (e.g. water tanks, playing field drainage and storage) at all sports pavilions and reserves as part of any major refurbishment or development for possible re-use for ground watering and/or internal pavilion services (e.g. toilets and showers).

B GSC – Rec Services

8

GSC has recently (Nov. 2006) commenced a project to develop a Water Conservation Strategy in consultation/partnership with Wannon Water, sporting bodies, stakeholders and the community. The Water Conservation Strategy should explore opportunities for effective sports field water management and options for possible use of recycled waste water for irrigation of recreational land (consider possible options for Tahara Recreation Reserve as a high priority). The Water Conservation Strategy (or subsequent action) could also include detailed water audits for public facilities to identify possible options for water saving.


E GSC – Engineering

Services & Rec Services

There is a lack of diversity and accessibility in playground provision across the Shire as well as a lack of knowledge about existing facilities.

Rec #.

Action ResponsibilityTimeframe and Costing* Objective

OngoingWithin existing budgets

Issue

SHIRE-WIDE LEISURE FACILITY DIRECTIONSOPEN SPACE

Ongoing - Costs to be determined.

Water costs and availability.



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

9There are no immediate needs for the development of new soccer facilities, however the level of demand could change and should be monitored.

E GSC – Rec Services

10

Council should support the growth of emerging sports and activities such as sand boarding to capitalise on the geographic features of the region. Council support could include assistance with funding applications, marketing, promotion, strategic planning (club development), sponsorship of events and activities or other assistance as required or possible within existing Council resources.


11

Continue to support traditional sports through facility provision, maintenance and club development support (including ‘private’ clubs such as golf and lawn bowls as appropriate, support for these groups should concentrate on club development support, strategic planning and assistance with external funding applications as required).


12

Actively monitor the level of demand for indoor sports (i.e. Basketball) in order to track local participation trends and patterns of use. It is not anticipated that new or additional public indoor courts will be required in the foreseeable future, however tracking existing levels of demand over time will help Council be prepared for any dramatic changes in possible demand. Should demand for additional courts become evident, opportunities for community use of school facilities should be explored in the first instance.


13Review the level of support (and funding) offered to traditional female sports in order to identify possible opportunities for improvement.



14Encourage female participation and membership in clubs via a targeted Shire-wide promotional campaign (ensure data is collected on any membership changes as a result of the campaign). Involve State Sporting Associations and the SWSA as appropriate to assist with promotional initiatives

$ 30,000 C GSC – Rec Services

15Consider the introduction of criteria linked to club funding or facility development that promotes catering for female participation.



Support for growing and declining Clubs.

16

Consider establishing a funding agreement and service contract with SWSA to provide individualised capacity building support to selected clubs/activities on behalf of Council. It is recommended the funding program be offered over a three year period with annual priorities reviewed and agreed based on identified needs (3 year funding program at $15,000 p.a)..

$ 45,000 A & E GSC – Rec Services

Glenelg has a lower physical activity participation rate than the Victorian average.

17

Consider opportunities to participate in a Regional Physical Activity Promotional Strategy with Vic Health that links with the Municipal Health Plan and existing service providers (e.g. YMCA, SWSA, PCP etc) that considers:a). Opportunities to establish annual Shire-wide physical activity promotional campaigns in association with local clubs, e.g. annual come ‘n’ try days for selected sports/activities, walking promotion campaigns, tabloid sports days in individual townships, specialist coaching and special events etc. Support from State and Regional Sports Associations and external funding sources should be pursued (e.g. Vic Health, DVC etc). b). Regularly promotes the benefits of physical activity participation to residents via Council information.c). Engage with the local health sector to explore opportunities to promote physical activity participation, e.g. ‘green prescriptions’, community forums etc. (3 year funding program total cost $60 000)

$ 60,000 A & E GSC – Rec Services

Objective ResponsibilityIssueRec #.

Action Timeframe and Costing*





RECREATION PROGRAMS AND ACTIVITIES

Consider the needs of emerging sports and activities.

Demand for ongoing support for traditional sports is expected to remain a priority.

Ensure balanced support for male and female sports and activities.



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

Ensure there is balanced support for opportunities for organised and non-organised participation (informal) in recreation activities.

18

Review Council’s capital and operational resource allocation to organised sports/activities and non-organised sports/activities. Ensure there is an appropriate balance in overall resource allocation. (NB: An appropriate balance may not necessarily be an equal split in resources, it is reasonable to expect that the majority of resource allocation will be directed to formal sports as these require higher levels of maintenance and servicing. Improving the balance of allocation to informal activities may need to be phased in over time. A goal to achieve a 70:30 or 60:40 split may be appropriate over time).



19

Consult with existing recreation service providers (i.e. YMCA, CASA) and committees of management to identify key areas of skill shortage. Once identified, work with SWSA (or other appropriate agencies e.g. State Sports Associations) to provide the necessary training. (Council may wish to target a specific Committee of Management/Community to identify skill shortage needs, provide opportunities for training and monitor the impact on local participation as a ‘model’ for roll-out in other areas. Evidence of changes in participation rates should be recorded pre and post training delivery as an evidence base to support future funding applications for training delivery and facility development).


A & E GSC – Rec Services

20 Support and actively promote training opportunities provided by SWSA. Within existing budgets

A GSC – Rec Services

IssueRec #.

Action Timeframe and Costing* Objective Responsibility

There is a lack of appropriately qualified recreation staff capable of running programs.



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

21

Encourage shared use of existing facilities and venues in preference to the development (or retention) of single purpose facilities or venues. Do not develop any new single purpose recreation facilities, assets or venues (or support development by other agencies) unless it can be clearly demonstrated that there are no opportunities for shared use of existing facilities (Council or non-Council owned, including Department of Education). Where possible the development of multi-use reserves and facilities, such as Island Park, should be pursued.


22

Critically review Council’s Asset Management Strategy (Parks and Garden Assets) in consultation with specific user groups to identify possible opportunities for rationalisation and removal of underutilised and/or underperforming facilities. (Consideration should be given to negotiating a higher level of service for retained shared use facilities if agreement can be reached to remove certain assets).



23Council should review its current lawn mowing and vegetation maintenance program and schedules in order to explore opportunities for service improvements (where possible benchmark current levels and standard of service against other ‘like’ Council’s as a basis for comparison).



& Works Dept.

24Having regard to Council’s budget capabilities, allocate sufficient resources (as outlined in the respective plans) to support the staged implementation of the Asset Management Plan and (2006) VRA report.

Case by case. E GSC – Rec Services

25Ensure requests for maintenance are responded to in accordance with existing Council’s Customer Service Charter.

E GSC – Works Dept.

26Consider/discuss annual maintenance and development priorities for urban landscapes and community infrastructure in each of the annual community meetings conducted by Council in individual townships throughout the Shire.



27

Consider opportunities to acknowledge volunteers who demonstrate outstanding performance and commitment to improving local areas within Council’s existing volunteer recognition program. Consideration could be given to integration with SWSA’s e.g. Sports Star Awards and/or a Certificate of Recognition from the Mayor.



28In accordance with Glenelg Planning Scheme requirements, ensure all new subdivisions include the provision of footpaths on at least one side of all streets.

E GSC – Rec Services & Subdivisions Unit.

29 Ensure footpaths in new subdivisions connect with the existing networks of paths and trails. E GSC – Rec Services & Subdivisions Unit.

30Review paths in public reserve to ensure they are adequately maintained and free from trip hazards. Installation of lighting on high use walking paths is encouraged.

To be determined

E GSC – Rec Services & Asset Mgt Unit.

31

Engage in discussion with key stakeholders (e.g. Catchment Management Authority, DSE, PV and Conservation Groups) to identify opportunities to potentially establish new regional trails and links to forested areas, streams, the Great South West Walk (GSWW) and other points of interest. The initial discussions should explore opportunities for possible joint collaborations and partnerships including funding applications.


D GSC – Rec Services

32Explore opportunities to establish walking routes within each individual township (consider recent initiatives undertaken by the Primary Care Partnership in identifying possible path options).


A GSC – Rec Services

Objective Responsibility

Increasing preference for walking as sport/recreation/fitness activity of choice.

Maintenance of aging infrastructure and general lawn/grass maintenance are major issues.

IssueRec #.






Sustainability of existing recreation infrastructure.

RECREATION INFRASTRUCTURE



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

33Strongly advocate and make regular representation to high level bureaucrats and relevant government Ministers in DSE for improved funding and resourcing of local committees of management.

E GSC – Senior Mgt &

Councillors.

34

Glenelg Shire to work through the South West Municipalities Group and Municipal Association of Victoria to strongly advocate that DSE establish an Asset Management Strategy for all DSE owned/controlled facilities and assets in Glenelg (to ensure the safety of users and preservation of community assets). Ensure the development of the Asset Management Strategy is available for public input.

E GSC – Senior Mgt &

Councillors.

35Explore opportunities to improve Council funding (and external grants/funding) for asset maintenance and renewal in accordance with the Asset Management Plan requirements.


E GSC - Finance Dept.

36Maintain Council’s current funding that is available through the Minor Recreation Grants and Community Hall Grants program. (NB: Review eligibility criteria to link capital funding to requirements for clubs/groups to engage in proactive sustainability and development planning).


A, B & D GSC – Rec Services

37

Investigate Policy options for Council to offer a Sporting Club/Community Group Loan Guarantee system that allows clubs/groups to access funding sources with Council acting as a loan guarantor. Link any such system (i.e. eligibility criteria) to strict fiscal controls, reporting requirements and requirements for Clubs/Groups to proactively engage in sustainability and club development planning prior to applying to Council to act as a guarantor. (NB: Discuss Loan Guarantee policy options with Warrnambool City Council as they currently offer a similar service to club/groups in their community).


D & E GSC - Rec Service &

Finance Dept.

Sports clubs have expressed a limited (and declining) capacity to maintain playing surfaces, (grass and turfed areas in particular).

38

Review Council and DSE user agreements (“Conditions of Use”) to determine if there are inequities in the requirements for sporting clubs/tenants. If so, consider opportunities to improve the consistency in requirements regardless of the land ownership. (Relate to standardised ‘levels of services’ in accordance with the land or asset category/classification as identified in Appendix 13).



39 Implement Council Asset Management Strategy. E GSC – Asset Mgt.

40Advocate for the development of an Asset Management Strategy for community infrastructure on DSE owned/controlled land.


D GSC – Senior Mgt &

Councillors.

41 Assist clubs/groups with funding applications for facility improvements. Within existing budgets


There is a large volume of reserve and oval fencing that requires upgrading and/or replacement.

42Upgrade reserve and oval fencing in accordance with the priorities identified in the Asset Management Plan.

E GSC – Asset Mgt.

There is limited demand for new recreation facilities.

43On balance, Council priorities should be to maintain and renew existing facilities ahead of establishing new facilities.


& Asset Mgt.

Hard surface areas (i.e. courts) within reserves.

44Audit all existing tennis and netball courts to identify and prioritise resurfacing requirements. Use the results of the audit to establish an annual budget allocation for resurfacing Council owned surfaces. Refer audit results for DSE owned facilities to DSE and CoM’s for consideration.


& Asset Mgt.

IssueRec #.


Lack of funding for asset management and improvement of facilities, particularly facilities on DSE land.

OngoingWithin existing budgets Common facility issues identified

by sports clubs and community committees relate to ageing infrastructure, limited size of facilities, lack of appropriate public toilets and lack of storage facilities.







1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

45In consultation with CASA (current aquatic facility management contractor), investigate options for improved recreation programming at each of Council's aquatic facilities to provide a broader range of participation opportunities, including at seasonal rural pools.


D GSC – Rec Services and CASA Leisure

46

In consultation with CASA, explore opportunities to provide additional water play facilities at each of the aquatic centres, this could potentially include permanent 'splash-park' facilities at Portland Aquatic Centre (NB: the foreshore could also be considered) and/or greater use of inflatable toys and play features on a rotating basis across the Shire pools.

To be determined

D GSC – Rec Services and CASA Leisure

47The Portland Aquatic Centre is the premier regional facility in the Shire and should be maintained and upgraded in accordance with Council’s Asset Management Plan.

B & E GSC – Rec Services

& Asset Mgt.

48Heywood and Casterton Pools should be supported and maintained to ensure the facilities remain attractive and appealing for local users.

B & E GSC – Rec Services

& Asset Mgt.

49 The Merino pool should be maintained to basic level only, ensuring it remains fit for seasonal use. B & E GSC – Rec Services

& Asset Mgt.

50The level of demand for all pools should be regularly reviewed (including annual attendance figures) with a comprehensive review completed by 2011 (if not before) to determine if they remain relevant, required and sustainable.


ResponsibilityRec #.

Action Timeframe and Costing* Objective

OngoingBudget as required



Issue

Aging aquatic facilities

(NB: Refer to the GSC Aquatic Centres Audit/Strategy Report, Oct 2001, for a detailed listing of facilities and programs).



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

Motor Cross 51Continue to work with DSE, Parks Victoria (PV) and the Great South West Walk Committee (GSWW) to identify a suitable site for the establishment of a designated motor cross facility. Investigations should include large holdings of Crown Land zoned PCRZ between Portland and Heywood.


A & E

GSC – Rec ServicesDSEPV

GSWW

Synthetic Athletics Track 52 Development of a synthetic athletics track is not recommended.

Synthetic Hockey Pitch 53Development of a synthetic hockey pitch is not recommended in the short-medium term (next 8 years). However, the level of demand for such a facility will need to be monitored and periodically reviewed.



Dedicated Gymnastics Facility 54

Council should undertake a detailed investigation into the needs of gymnastics, including: a). Review existing use arrangement for the current facility at Yarraman Park, clarify the frequency and scope of disruption to the Gymnastics Club, and scope/cost the facility improvements required in order to satisfactorily continue to accommodate the Club at this location. b). Investigate the feasibility and options for possible relocation of the club to another existing Council and/or private facility.c). Investigate the feasibility and options available for establishing a new dedicated gymnastics facility in Portland.


IssueRec #.


POTENTIAL FACILITY GAPS



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

Clarify, articulate and communicate agency roles and responsibilities.

55Use the Matrix provided in Appendix 10 to develop a Council Policy that further defines Council’s role in recreation and open space provision, management and maintenance.



Increase Council capital allocations to Parks, Gardens and Recreation Services.

56

Monitor and record Council’s annual capital and operational funding allocations to parks, gardens and recreation services over the next three years, benchmark the results internally and against other similar Council's where possible, and explore opportunities to increase the proportional allocation of Council’s annual budget to these areas.


E GSC – Finance Dept.

and Rec Services.

57

Continue annual meetings in each individual township with all sports/community clubs to identify key priorities and issues to be addressed in the following 12 months. Record all agreed priorities and agreed actions to be taken. Use the subsequent year’s meeting to report back on the implementation of the agreed actions. Over time this will improve the credibility and accountability of Council services.


C & E GSC – Rec Services

58Establish one on one relationships and regular communication with key members in each community as a means of information dissemination via word of mouth.

C GSC – Rec Services

59Use appropriate local newspapers and other media (not necessarily Portland based) for promoting information about Council services.


60 Respond to requests for Council assistance in accordance with Council’s Customer Service Charter. Within existing budgets

E & C GSC – Rec Services

61Investigate options to establish a program of support and training for clubs/groups that may be seekingexternal funding (this could be provided by Council officers or by agreement (fee for service) with the SWSA).



62Link existing Council funding programs to criteria for club sustainability and capacity building requirements (i.e. requirements for club training and development linked to successful facility funding).



63

Council (with SWSA) should meet with Shire based sports Associations to identify the non-facility development and support needs of individual clubs and collectively establish a plan to address the identified needs. This may involve the development of an annual ‘training calendar’, delivery of which could be facilitated by Council (including support funding where appropriate).


64

Council (with SWSA) should facilitate an annual workshop with Committees of Management to identify the non-facility development and support needs of individual groups and collectively establish a plan to address the identified needs. . This may involve the development of an annual ‘training calendar’, delivery of which could be facilitated by Council (including support funding where appropriate).


65

Glenelg Shire should establish a formal agreement with SWSA to deliver defined support services to local clubs and committees on its behalf, including initiatives to support inclusiveness. The agreement should be supported by an appropriate three-year performance based funding program with annual priorities and activities determined in consultation with Council (3 year funding program at $15,000 p.a)..

$ 45,000 C, D & E GSC – Rec Services



There is a need to improve business processes for Council’s Recreation Unit.



There is inadequate (non-facility based) support for community based sports clubs, groups and committees.

Within existing budgets,

future training needs and

potential costs TBD.

POLICY AND PROCEDURES



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

66

In consultation with Council’s Works Department, determine (define) an appropriate level of service to be offered at each category of reserve (i.e. Premier, Township and Local Sports Reserves) and apply these categories to each of Council’s existing sports reserves (as an example, Appendix 13 Sports Facilities Audit applies these categories to each reserve for the purposes of the Draft Report). Facilities/reserves should then be maintained in accordance with the defined levels of service and fees charged accordingly (20% cost recovery). Where clubs/users groups desire a higher level of service this should be considered a club/user group responsibility.


B & E GSC – Rec Services and Works Dept.

67Continue to apply appropriate commercially based fees and charges to those clubs/groups that operate commercial enterprises on Council owned or managed land.


68Advocate with DSE to provide blanket cover for community groups utilising DSE facilities (similar to the cover Council offers users of its facilities) and/or to simplify the process by which Committees and of Management can facilitate cover for casual hirers.



& DSE

69Regularly promote the availability of public liability cover for community groups and casual hirers through Council and DSE processes (Council cover is limited to use of Council owned facilities only).


& DSE

70Review Council’s corporate structure to transfer aquatic centre operational management (i.e. contract management) responsibilities to the Community Service Department/Recreation Services Unit (ensure existing internal resources are also transferred).


E GSC – Corporate

Services/CEO

71 Council Engineering Services Department to continue to manage the asset. B & E GSC – Engineering

Services

72In consultation with the current contractor (CASA Leisure) review existing operational management requirements in order to identify possible opportunities for enhanced leisure programming at all facilities.


D & E GSC – Recreation

Services

Relationship with other agencies and services providers.

73

Establish officer-level (e.g. Community Services Manager and/or Recreation Services Officer) bi-annual meetings with relevant officers from each respective agency (e.g. DSE, Parks Victoria, WannonWater, Glenelg Hopkins Catchment Management Authority, South West Sports Assembly, South West Sports Academy, Portland YMCA, PCP and health service providers) in order to foster relationships and explore opportunities for partnerships and collaborations to deliver recreation and health (through physical activity) outcomes for the community.



Services

IssueRec #.


Aquatic Facilities Management Ongoing


There are inconsistencies in the fees that individual sporting clubs pay for use of facilities and inconsistencies in the standards of service provided by Council for the various reserves


Lack of insurance cover for community groups utilising DSE facilities. Ongoing




1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

74Recreation programs and facilities, including open space, must be capable of adapting to changing community needs (e.g. reduced focus on structured/competitive/combative recreation).

A, B, D & E

GSC – Recreation Services

75Any new facility developments, including upgrades to existing facilities, should consider opportunities for multi-use and (where appropriate) incorporate areas for informal community activities.

A, B, D & E


76Maintain current levels of service and opportunities for pre-school aged children in the short-term. In the longer term there may be opportunities to shift resource allocation to services and facilities for school aged children.



Services

Increasing proportion of people aged over 75 years whose incomes are below the Shire average.

77Consider making available a discounted (senior’s) rate for rental, use or participation in all Council owned/managed recreation services and facilities.


D GSC – Recreation

Services

Use of National and State Parks for camping.

78Engage in discussions with Parks Victoria and DSE to identify possible options to improve (and promote) the availability of facilities and infrastructure to support a range of self-catered camping at key destinations throughout the Shire.

D & E


DSEPV

$ 345,000 $ 70,000 $ - $ -

Objective Responsibility

OngoingNo cost to Council.

Sub Total - Shire Wide Recommendations

OTHER

Changing size and nature of the community.

OngoingBudget case by case

OngoingCosts to be determined.

IssueRec #.




1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

79 Continue to develop and maintain Hanlon Park as the ‘premier’ sporting reserve in Portland. B & E GSC – Rec Services

& Works Dept.

80Engage in discussion with user groups to explore opportunities to improve existing assets, including facilities to accommodate netballers and female participation, storage and general improvements to make more family friendly.


B, D & E GSC – Recreation

Services

81In exploring facility upgrade options, consider opportunities to improve the overall space utilisation within the reserve, for example, consider options to relocate the existing cricket practice nets to a more appropriate location within the reserve.


B, D & E GSC – Recreation

Services

82Rezone the reserve to PPRZ in the Glenelg Shire Planning Scheme to more appropriately reflect its use.


E GSC – Planning

Dept.

83Consider the development of a Master Plan for the site to guide its long-term upgrade and development (addressing the recommendations above).

$ 40,000 E GSC – Recreation

Services

84

Develop a Master Plan for the site to guide its future use and development. The Master Plan should clarify the level of use and opportunities for demolition of existing disused or under used facilities/structure in preference for a new multi-purpose, shared use facility (including consideration of the needs of gymnastics for a permanently established area).

$ 40,000 E GSC – Recreation

Services

85 Improve vegetation management, litter control and landscape maintenance. A thorough clean up of the reserve is needed.


B & E GSC – Works Dept.

86 Improve access roads and pathways throughout the reserve (grading roads and gravel paths) $ 25,000 B GSC – Works Dept.

87 Monitor the level of use of the trotting track and upgrade surface if required. To be

determined E


IssueRec #.


Yarraman Park

TOWNSHIP SPECIFIC RECOMMENDATIONS

PORTLAND

Hanlon Park




1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

88Demolish the existing temporary building and public toilets, establish a new (modest) sports pavilion that incorporates these functions.

$ 450,000 A & B GSC – Recreation

Services

89 Upgrade the playing surface through installation of irrigation and top dressing $ 150,000 A & B GSC – Works Dept.

90Improve overall landscaping, including trimming/pruning surrounding vegetation to allow improved views into the reserve.



91 Review maintenance of all internal roads, undertake remedial works/upgrade as required. Within existing budgets


92 Encourage user groups to maintain existing cricket nets to a higher standard or consider removal. Within existing budgets

B GSC – Recreation

Services

93 Maintain/repair the internal roads. $ 30,000 B & E GSC – Works Dept.

94 Investigate the need for training lights. Within existing budgets

B & E GSC – Recreation

Services

95 Improve infrastructure options for informal community use. $ 30,000 B & E GSC – Recreation

Services

96Monitor incidences of cricket balls entering residential properties, install netting and/or other appropriate barriers as required.


E GSC – Recreation

Services

97Improve visual and pedestrian connectivity to the foreshore through defined paths, landscaping and directional signage.

$ 20,000 B & E GSC – Recreation

Services

98 Consider auditing existing sports lighting and security lighting, upgrade as required. To be

determined B User groups

99 Demolish the public toilets at the eastern end of the reserve. $ 10,000 B GSC – Recreation

Services

100 Consider opportunities to improve screening of the works depot. $ 10,000 B & E GSC – Recreation

Services

101 Improve maintenance/repair reserve fencing, internal roads and vegetation management. Within existing budgets

B GSC – Works Dept.

102Consult with PV and DSE regarding appropriate measures to prevent rabbit and bird damage to the grass tennis courts.

To be determined

E


DSEPV

103 Top dress and level the oval playing surfaces where required. $ 10,000 B GSC – Works Dept.



Cavalier Park

Henty Park



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

104 Establish walking tracks/paths (unsealed) within and external to the reserve. $ 20,000 B GSC – Recreation

Services

105Review opportunities to reduce the amount of perimeter fencing, or add openings at key locations, to encourage informal use.

$ 10,000 B GSC – Recreation

Services

106 Consider installation of a playground to encourage informal community use. $ 20,000 A GSC – Recreation

Services

107 Improve vegetation management and litter control. E GSC – Works Dept.

Graham Husson Fauna Reserve 108Review the Draft Management Plan to ensure ongoing relevance and appropriateness, implement actions as required.



Services

109Improve vegetation management, including ‘uplifting’ (pruning) trees around the reserve perimeter and trimming of trees around the netball courts.


110Install undercover shelter and viewing facilities at key locations e.g. near hockey facility, around the main oval and on the far side of the netball courts.

$ 25,000 B Clubs

111 Improve the fencing and gate around the existing playground. $ 15,000 B GSC – Recreation

Services

112 Remove the existing cricket nets (or replace/upgrade if they are still required). $ 15,000 B Clubs

113 Maintain and improve (e.g. asphalt) the main car parks and access roads. $ 100,000 B GSC – Recreation Services & Works

Dept.

114 Improve drainage around netball courts. $ 25,000 B GSC – Recreation Services & Works

Dept.

115 Facilitate access to one of the existing pavilion/shower facilities for hockey players. Within existing budgets


Services

116 Review the adequacy of existing lighting for hockey training, upgrade as required. Within existing budgets


Services

117 Audit car park and security lighting, upgrade as required. To be

determined B


118 Improve disabled accessibility to the stadium in accordance with the Disability Action Plan. $ 15,000 B GSC – Recreation

Services

119 Improve lighting and seating in the basketball stadium. To be

determined B

Portland Basketball Association

120In consultation with the Association, implement a program of general facility maintenance and renewal.

To be determined

E

GSC - Res Services & Portland Basketball Association

IssueRec #.



Flinders Park


Fitzgerald Street Stadium

Nelson Park



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

121Continue to upgrade walking paths around Fawthrop Lagoon, including consideration of alterative routes.

$ 30,000 B GSC – Rec Services

& Works Dept.

122 Improve vegetation maintenance and management (particularly adjacent to walking paths). Within existing budgets


Portland Foreshore Reserve 123

Ensure the following issues are considered in any scheduled review of the Foreshore Masterplan:Upgrading car parks and vehicle circulation,Upgrading the playground to regional status, including access for all abilities,Inclusion of additional fishing platforms for recreational use, including platforms that cater for those with restricted mobility, Upgrading the skate park and BBQ/picnic facilities throughout, Additional boat launching facilities and support infrastructure (commercial and recreational),Accessibility,Consideration of infrastructure needs to cater for recreational and commercial scuba diving, Additional fish cleaning stations, andPotential inclusion of a designated swimming enclosure (50m sea baths).

$ 50,000 E GSC – Rec Services & Planning Dept.

124 Continue maintenance of internal roadways and consider upgrades. Within existing budgets


125 Improve vegetation maintenance and general clean up. Within existing budgets


126 Formalise/establish path connections between key infrastructure. $ 15,000 B GSC – Recreation

Services

127 Re-line the oval boundary to allow sufficient run off before the oval fencing. Within existing budgets


128Review the level of use of existing buildings, demolish any facilities that are not used and in poor repair.

To be determined


Services

Ad-hoc walking trail along the foreshore escarpment.

129Formalise the walking trail along the Portland foreshore escarpment, including strategically located seating and viewing areas.

$ 30,000 GSC – Recreation

Services

Demand for soccer. 130Council should monitor trends in local soccer participation and respond to demand for additional facilities as required.


Services

Poor condition of many public roads to beaches (in particular in the Point Danger area).

131Council to encourage DSE to upgrade and maintain public roads leading to beaches around the Portland Smelter/Point Danger.


B GSC - Senior Mgt and Councillors

Portland Rifle Club 132

Council to facilitate an on-site meeting between the Rifle Club, DSE and CoM to clarify facility development aspirations and key needs. Council to consider facilitating a plan to improve facilities at this location (or alternatively identify a suitable site for possible relocation of the club to more appropriate facilities).



Services

Portland Botanic Gardens 133Work in cooperation with the Friends Group, Croquet Club and other relevant users to develop a combined application to Heritage Victoria for building upgrades, general improvements and implementation of the Conservation Management Plan.



Services


IssueRec #.


Alexandra Park

Friendly Societies Reserve



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

134

Continue working with PV to develop a strategic plan for the area that adopt a 'principles' based approach to management of the foreshore, that is:Protect the existing character of the foreshore,Protect existing vegetation,Manage visitor impacts e.g. litter, erosion, car parking etc.Prevent residential encroachment (establish designated set backs from the northern side of Bridgewater Road),Prevent further commercial development.

Within this context, the following recommendations should be pursued;



Services

135Prevent vehicle access to the western end of the foreshore (grassed picnic area adjacent to the Surf Club).


Services

136Consider opportunities to install a 'beach' shower at the eastern end of the beach (near the unsealed car park).


Services

137 Install additional park furniture (picnic tables and bench seats) along the foreshore. $ 15,000 B GSC – Recreation

Services

138 Consider installation of playground swings on either the eastern or western grassed foreshore areas. $ 20,000 B GSC – Recreation

Services

139Investigate opportunities to improve pedestrian access to the beach from existing car parks and tracks through formalising/upgrading ramps, steps and tracks to avoid unnecessary erosion and improve access.


Services & PV.

Rest Stop Playground and Public Toilets

140Investigate opportunities and possible funding sources to establish a public rest stop in Narrawong, e.g. possibly at Wyndham Street Reserve.


E GSC - Rec Services & Planning Dept.

DSE PV

River Reserve 141DSE (CoM) to review the effectiveness of existing maintenance schedules and consider opportunities to improve the level of service (i.e. more regular mowing).

B DSE

Beach Tracks 142DSE (CoM) to inspect all walking tracks to the beach and repair where necessary. Ensure tracks are inspected annually (prior to summer).


E DSE

Public Transport 143Ensure the Glenelg Strategic Futures Plan considers the issues of Public Transport, including consideration of peak summer demand.


E GSC - Planning

Dept.

Other 144

In consultation with the Narrawong community, consider opportunities to sell East Street Reserve, or identify a suitable future for the site. If the site is sold, revenue generated should be used for development of existing open space sites with Narrawong in accordance with these recommendations.


E GSC - Rec Services & Strategic Planning




BRIDGEWATER

Bridgewater Foreshore

NARRAWONG



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

145 Encourage the cricket club to repair the existing cricket nets. Within existing budgets

B GSC – Recreation

Services & DSE CoM

146Consider a program for staged upgrade of the bench seating around the reserve (3 year funding program at $5,000 p.a)..

$ 15,000 B DSE

147Council officers to assist the Committee of Management in seeking non-Council funding to upgrade the court facilities (i.e. surface and fencing). The priority for potential court resurfacing should be considered in the context of the proposed Shire-Wide Hard Surface Facilities Audit.

To be determined


Services & DSE CoM

148Council officers to assist the Committee of Management in seeking non-Council funding to upgrade the public toilets.


C GSC – Recreation

Services & DSE CoM

149 Assist the club with funding applications for shade structures to be installed adjacent to the courts. Within existing budgets

C GSC – Recreation

Services & DSE CoM

150 Remove the existing old picnic tables. Within existing budgets

B GSC – DSE CoM

151

The large undeveloped open space area behind the main pavilions could be improved (e.g. junior/training oval) to accommodate training (thereby preserving the playing surface on the main oval), this space could also potentially be used for emerging sports such as soccer and/or community festivals and events.


Services

152Improve landscaping and pedestrian circulation throughout the reserve, including a pedestrian connection and crossing over the Fitzroy River to compliment the Heywood Gardens CoM Bridge Project.


Services

153Renovate the oval including installation of sub-surface drainage and irrigation, levelling and reseeding.

$ 150,000 GSC – Recreation

Services

154Continue to work with the Heywood Gardens CoM to establish pedestrian crossings at either end of the open space corridor and establish a sealed path connection on both sides of the river, including a connection to the Heywood Recreation Reserve.

$ 80,000 B & E


DSEGHCMA

155Associated with the above recommendation, upgrade landscaping and revegetation on both sides of the river, provide park furniture (e.g. tables and seats) at key points along the trail.

$ 30,000 B & E


DSEGHCMA

CoM

Planning scheme amendments. 156 Investigate and rectify possible planning scheme anomalies. Within existing budgets

E GSC - Planning

Dept.

IssueRec #.


Recreation Reserve/Tennis Club

HEYWOOD

Heywood Recreation Reserve

Fitzroy River Open Space Corridor

TYRENDARRA

Tyrendarra Recreation Reserve

BOLWARRA



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

Development of a Concept Plan for the River Foreshore Reserve.

157

Council continue to work with the community in an advocacy role to identify opportunities and strategically plan for the development needs of the community.Ensure the plan considers;Installation of shade structures over the picnic tables near the boat ramp,Improved access to the fishing platform for people with mobility impairments,Improved accessibility (mobility) to the picnic shelter, public toilets and playground.


D & E GSC - Rec Services & Planning Dept.

Demand for a community hall. 158

Investigate the feasibility (i.e. level of demand and facility options) of establishing a new community hall in Nelson. Investigations should ensure consultation with key government agencies (e.g. DSE, DVC, CFA, Parks Vic) and other public service providers (e.g. health and community services) to explore opportunities for the development of a single integrated public facility that services corporate and community needs.


D & E GSC - Planning

Dept., DSE, PV, CFA,DVC & PV

159Consult with reserve users to identify if any of the existing buildings and structures are disused and can be removed.


E DSE CoM

160Reseal the netball courts in accordance with the results of the proposed Hard Surface Facilities Audit (Shire-Wide recommendation), ensuring all courts meet minimum size requirements.

To be determined

B DSE CoM

161

Consider options to facilitate improved capacity of the club to collect attendance revenue and safety of users adjacent to the road (if fencing is required around the entire reserve, ensure it is designed to minimise visual impact e.g. black mesh not galvanised. It would be reasonable to expect the club to contribute substantially to the cost of any solution, repayment/contribution options would need to be negotiated with Council).

To be determined

B & C DSE CoM

162 Reseal/grade all internal roads and establish pedestrian paths (gravel) between key destination points. To be

determined B DSE CoM

Dartmoor Bowling Club 163Council to consult with the Dartmoor Bowling Club and Hall Committee to investigate the most appropriate future provision of toilet facilities.


E GSC - Engineering

Services

Informal park opposite the hotel ("Village Green")

164 DSE to improve pedestrian access through installation of appropriate path connections. $ 10,000 B DSE

Fort O'Hare picnic area. 165Work with Vic Rads to improve signage/notification of 'dead-end' leading to Fort O'Hare in order to prevent damage from vehicles turning around.


E GSC - Rec Services

& Vic Roads



NELSON

DARTMOOR

Dartmoor Recreation Reserve



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

166Establish a network of formal walking paths and trails throughout the park, including along the river, consistent with the Kelpie Trail concept.

$ 80,000 B GSC - Rec Services

167Investigate options to introduce training lights to the second oval to help alleviate over-use of the main oval.


168Encourage the Lions Club to maintain/repair the pedestrian bridge connection to the adjacent Lions Club Memorial Park.

To be determined

B GSC - Rec Services

169Improve regular and preventative maintenance of buildings within the reserve, including public toilets and the shelter/BBQ area behind the goals at the main oval.

B GSC - Works Dept.

170 Resurface tennis and netball courts as funds become available. To be

determined B GSC - Rec Services

171Review vegetation management, ensure trees are appropriately trimmed from around playing areas, car parking and buildings.

B GSC - Works Dept.

172 Install additional park seating at key locations e.g. tennis and netball courts and along the river. $ 10,000 B GSC - Rec Services

173Ensure ground levels surrounding tennis and netball courts are not higher than the court surfaces (drainage issue).


B GSC - Works Dept.

174 Reshape centre wicket area on the main oval to provide a more even (level) surface. $ 25,000 B GSC - Rec Services

175Consider suppling electricity to the pavilion on the second oval, install an undercover verandah area and hard surface base.


176Review maintenance practices to ensure grass cutting is timed appropriately for sporting use, particularly cricket.


B & E GSC - Works Dept.

177 Consider installation of sub-surface irrigation to both ovals. To be

determined B & E GSC - Rec Services

178 Ensure both ovals are top dressed and reseeded periodically. B GSC - Works Dept.

IssueRec #.


Island Park Recreation Reserve




CASTERTON



1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

Skate Park 179 Install a skate park and ½ court basketball facilities in Possum Park. $ 160,000 A & B GSC - Rec Services

Bryan Park 180 Undertake a risk assessment of the reserve fencing to ensure adequate public safety. Within existing budgets


Goodman Park 181Protect the native vegetation and manage the park for its conservation and landscape values. Consider opportunities for other compatible uses as/if they arise.


Polocross Reserve 182In addition to implementing the VRA recommendations, meet with the Polo Cross club to determine levels and frequency of use and key improvement or development priorities, including an agreed ongoing maintenance program.



183 Meet with the Rifle Club to determine levels and frequency of use. Within existing budgets


184Consult with the Club and DSE to consider undertaking a public safety audit of the building to determine if it is still appropriate for public use. Depending on the outcomes of the audit, and levels of community use and community interest, upgrade/improve the building or demolish it.


E GSC - Rec Services,

DSE & Club

185Ensure the playground is included on Council routine inspections program to monitor ongoing compliance with Australian Standards.


E GSC - Works Dept.

186Consult with the Rotary Club regarding the level of demand for and possible removal of the existing open wood fire BBQ.



Casterton Kelpie Walking Trail / Round the town Walking Trail

187Investigate the options and feasibility (and costs) of establishing a continuous walking loop around the town (as described in the body of the report).


A & B GSC - Rec Services

Casterton Railway Precinct 188Council to maintain an active interest in the area (i.e. re-lease) for community public open space benefit pending resolution of potential public safety issues with the PTC.


A & B GSC - Rec Services

Ess Lagoon 189Council to continue an active role in the future management of Ess Lagoon, in consultation with other agencies, for broad community benefit.


190Consider the need to reseal the netball and tennis courts in accordance with the results of the proposed Hard Surface Facilities Audit.

To be determined

B CoM

191 Discuss with the CoM the need to repair or replace the existing tennis shelter. $ 15,000 E & B CoM



SANDFORD

Sandford Recreation Reserve


Small Bore Rifle Club

Rotary Rest Point Park (Tyers St).




1-3 yrs 4-6 yrs 7-10 yrs 10+yrs

192

Meet with the community to further clarify the current levels of use, activities and core facility requirements for the reserve. Once the core facility requirements have been identified, maintain these facilities to a base acceptable standard. Demolish and remove all other structures, including thetennis and netball courts, playground and disused buildings as detailed in Council's Asset Management Plan.

$ 50,000 C, D & E GSC - Rec Services

193Consider formalising/improving pedestrian connections to the pool and to/from the town centre (e.g. unsealed path).



Digby Springs Reserve 194Approach DSE to clean up and maintain the reserve, including consideration of a walking track and park seating.


B & D GSC - Rec Services

& DSE CoM

195Continue to support the Hall Committees efforts to attract external funding for the installation of a playground and resealing of the tennis courts.


C GSC - Rec Services

196Support (i.e. assist with external funding applications, including to DSE) community efforts to renovate the Mechanics Hall adjacent to the Community Hall.


C GSC - Rec Services

197 DSE CoM to inspect the existing playground and upgrade/replace if non-compliant. To be


198 Consider opportunities to reseal the old netball court so that it can be used as a warm up area. To be


$ 560,000 $ 841,500 $ 710,000 $ -

$ 905,000 $ 911,500 $ 710,000 $ -

* NB: Indicative costs only, estimates do not include consideration of likely Officer time required to implement the recommendations.

IssueRec #.


Sub Total - Township Specific Recommendations

TOTAL - ALL RECOMMENDATIONS

DIGBY

Digby Memorial Park/Community Hall

HEATHMERE

Heathmere Recreation Reserve

MERINO

Merino Recreation Reserve



1.14. CONCLUSIONS

This report has been developed to research and clarify the recreation and open space needs of the community and to articulate suitable recommendations to address the identified needs. The planning process has involved an extensive review of background material, industry trends, demographic data, population projections and community engagement. The project has benefited from a range of consultation techniques including telephone surveys, face to face surveys, community meetings, workshops and key stakeholder surveys.

The research and consultation results led to the identification of a number of key issues and opportunities for the Shire as a whole and for specific townships and individual sites. These have been presented in Main Report (Sections 8 and 9). The outcomes present a number of key challenges for Council, not least of which involves responding to the changing demographic and population profile of the community. Other key challenges include managing the existing stock of ageing sport and recreation infrastructure so that it remains relevant and useable by the community, as well as supporting the overall sustainability of ‘non-built’ (i.e. community infrastructure) that supports sport and recreation across the region.

Hence the sustainability of communities as a whole becomes an important issue for Glenelg Shire. The importance of sport, recreation and open space should not be underestimated within this context. Sport and recreation clubs and facilities provide opportunities for community interaction - preventing social isolation - and contribute to the economic and social prosperity of individual townships. Therefore sport, recreation and open space, along with the community committees that are involved in their management and development, play an integral role in contributing to community life, community identify and the character of individual townships.

Implementation of the recommendations also presents a challenge for Council in terms of adequate resources. Significantly, the estimated costs for each action do not provide an allowance for additional Council staff resources that are likely to be needed to implement the recommendations. A large proportion of the recommendations relate to service improvements or initiatives that Council can implement or absorb within existing budgets though a review of current work priorities and practices. That is, the recommendations outlined in this report can form the basis of an annual works plans for Council’s Recreation Officer and other relevant Council staff.

However it is recognised that Council currently only has one full time staff person responsible for sport, recreation and open space, therefore it is strongly recommended that a review of the priorities and work practices of this position be undertaken with a view to identifying opportunities for service improvement (in line with the recommendations contained in this report) and a realistic assessment of the capacity of this one role to fulfil these recommendations be undertaken.

It is anticipated that additional staff resources will be required to implement the recommendations and to achieve the desired level of service improvement demanded by the community as evidenced through the research and consultation results. Therefore opportunities to create a Recreation Liaison Officer or Recreation Development Officer role (or similar) should be explored, including consideration of traineeships or other Government subsidised employment options (full or part time). If additional human resources are not made available the capacity of Council to implement the recommendations within the suggested timeframes is likely to be significantly constrained.



It is recommended that this report be reviewed annually by Council officers and a progress report/update presented to Council. The strategy should undergo a comprehensive review, including community consultation, after five years to determine if the outstanding recommendations and priorities remain appropriate.

recreation and open space strategy...glenelg shire council recreation and open space strategy...

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