the city of newcastle

The City of NewcastleParkland and Recreation Strategy

www.newcastle.nsw.gov.au

Production Parkland and Recreation Strategy – Volume One Adopted March 2014 Review by December 2017

Prepared by the Future City Group of The City of Newcastle

Published by The City of Newcastle PO Box 489, Newcastle NSW 2300 Ph: 4974 2000 Fax: 4974 2222 Email: [email protected] Web: www.newcastle.nsw.gov.au

March 2014 © 2014 The City of Newcastle

Table of ContentsExecutive Summary .................................................................................................................... 1

Glossary ...................................................................................................................................... 3

1. Introduction ............................................................................................................................. 5

2. Background ............................................................................................................................. 62.1 What are parkland and recreation facilities and why are they important? ...................... 6

2.2 Council managed parkland and recreation facilities ....................................................... 6

2.3 The importance of recreation .......................................................................................... 7

2.4 Why plan for parkland and recreational facilities? .......................................................... 7

2.5 Council’s parkland and recreational facility responsibilities ............................................ 8

3. Strategic Context ................................................................................................................. 103.1 State ............................................................................................................................. 10

3.2 Regional ....................................................................................................................... 10

3.3 Local .............................................................................................................................. 10

4. Vision, Strategic Objectives and Outcomes ...................................................................... 154.1 Vision ............................................................................................................................. 15

4.2 Strategic objectives and outcomes ............................................................................... 15

5. Desired Levels of Provision ................................................................................................. 185.1 Ensuring equitable provision of recreation facilities ...................................................... 18

5.2 How does this strategy measure desired levels of provision? ...................................... 18

6. Parkland and Recreation Supply......................................................................................... 226.1 Existing supply of parkland and recreation facilities ..................................................... 22

6.2 Parkland inventory ....................................................................................................... 23

6.3 Recreation facilities inventory ....................................................................................... 23

7. Parkland and Recreation Demand ...................................................................................... 277.1 Drivers of demand ........................................................................................................ 27

7.2 Demand for parkland, sport and recreation facilities .................................................... 28

8. Challenges and Opportunities ............................................................................................. 318.1 Challenges ..................................................................................................................... 31

8.2 Opportunities ................................................................................................................. 32

9. Parkland and Recreation Assessment ............................................................................... 33

10. Key Directions .................................................................................................................... 4610.1 Planning and development of facilities ....................................................................... 46

10.2 Management of facilities ............................................................................................. 47

10.3 Partnership development ............................................................................................ 47

10.4 Promotion of facilities and opportunities .................................................................... 48

11. Action Plan .......................................................................................................................... 5011.1 Strategic objectives and priorities ............................................................................... 50

12. Monitoring ........................................................................................................................... 60

1 Parkland and Recreation Strategy

Executive SummaryThe Parkland and Recreation Strategy has been developed to guide the sustainable provision of parkland and recreation facilities for current and future communities. It brings together a body of work that included an examination of existing and projected demographic data; an assessment of current supply and future demand; and the identification of opportunities and initiatives for future parkland and recreational facilities and services.

Consultation with the community and key stakeholders identified the importance and value the community places on access to open spaces, parkland, beaches and other active and passive recreation opportunities. Parkland, the beach foreshore, bicycle and walking trails were extremely popular whilst local parks were the most used recreation facility within suburbs. As residential growth continues, the provision of a range of recreation spaces and facilities to meet community needs will become increasingly important.

Council invests significant resources annually into the provision, development and management of parkland and recreation facilities and services. This is evident by the wide range of opportunities available within the Local Government Area (LGA). However, a number of gaps exist that impact on both passive and active recreation participation within Newcastle.

Not all of these gaps can be addressed by Council alone, given significant budgetary constraints and the wide ranging responsibilities that devolve onto local government. The establishment of greater partnerships with the community and private sector will be essential.

The key initiatives to address the identified challenges and gaps are:

Planning and development of facilities

• The development of quality district parks containing a range of active and passive infrastructure as key focus areas to mitigate against the limited opportunities within many local parks.

• Improved connections to other open space opportunities for residents living further than 500m from local parkland.

• The upgrade and adaptation of existing recreational facilities to accommodate additional uses and changing needs.

• The adoption of new technologies to increase capacity of existing sports fields whilst providing opportunities for commercial use and revenue streams.

• The continued provision of pathways, bicycle lanes, fitness equipment, sports fields, bicycle paths and swimming pools to cater for population changes and community demand.

• The development of a regional aquatic centre.

• The continued planning of parkland and recreation facilities, particularly within the western planning corridor, to maximise opportunities, partnerships and funding.

• The development of clear criteria to prioritise the development/upgrade of facilities.

• The review of small parks and their role in the open space network.

Management of facilities

• The development of clear service levels which are aligned with facility roles.

• The investigation of opportunities for partnerships and the external management of parkland and sporting facilities as a method to reduce Council’s maintenance expenditure.

• The development of clear responsibilities and financial requirements for the external management of recreation facilities to improve the sustainability and performance of recreation facilities.

• The provision of support and training to community organisations managing recreation facilities on behalf of Council.

• The investigation of opportunities for greater commercial use, activities and advertising within parkland, recreation facilities and services as a method of generating revenue.

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Partnership Development

• The development of formal partnerships with the NSW Department of Education for increased community access and usage of sportsgrounds by sporting clubs.

• The development of a formal partnership with Xstrata Coal for the dedication of land in Wallsend for a future district sporting complex.

• The inclusion of key stakeholders in the planning, decision making and prioritisation of parkland and recreation projects.

• The development of strategic partnerships and financial investment with sporting associations, clubs and key stakeholders.

• Supporting the initiatives of other recreation facility and program providers through providing access to council managed land.

• The establishment of a trust which encourages and facilitates benevolent acts to finance and/or subsidise recreational initiatives which benefit residents within the Newcastle LGA.

Promotion of facilities and opportunities

• The development of promotion and marketing strategies to highlight existing recreation opportunities, encourage participation and attract people to the city of Newcastle.

• The development of a comprehensive parkland and recreation directory on Council’s website.

• Supporting the initiatives of other recreation facility and program providers through inclusion within relevant recreation promotion and marketing activities.

• The continued support and attraction of state, national and international events to the city of Newcastle.

The key initiatives are articulated within this strategies action plan which identifies short, medium and long term planning actions and priorities. The actions are proposed to be delivered over a ten year time frame and included within Council’s four year delivery program.

Executive Summary“Public places which enable and encourage people to get out and do things in public are a good thing. These add to people’s pride in a community: in their desire to take care of it and to show it off to visitors.”


Amenity reserves Small parks, gardens that provide physical and visual relief from the built form.

Beach and dunal systems Beaches and reserves for coastal conservation and dune management, beach access and foreshore recreation.

Community garden An area of shared land in which members of a community participate in the cultivation of food and other plants.

Community Land Land vested in Council that has been classified, under a local environmental plan or a resolution of Council, as “Community Land” because it that has been identified that it should be kept for the use of the general public (the community).

District facilities Well developed spaces of substantial size that offer a broad range of quality recreation opportunities. They attract visitors from across a number of suburbs, however they do not have the level of infrastructure that a regional facility has.

Dog exercise area Spaces where dogs are permitted to exercise. Categories include on lead areas, off lead areas and restricted off leash areas.

Dual use reserves Land reserved for service infrastructure but supports passive community recreation.

Drainage reserves Reserves used for the treatment of surface and subsurface water. These reserves can sometimes have secondary amenity or parkland functions.

Environment reserves Reserves for the long term protection and conservation of our ecosystems and biodiversity.

Linear and linkage corridors Reserves created to enhance habitat movement, the continuity of ecological processes and/or for providing connectivity.

Local facilities Defined spaces which primarily serve a local population. They provide a limited range of facilities to support recreational pursuits.

Open space Space which includes natural areas such as National Parks, wetlands, riparian corridors, bushland and environmental reserves to the more developed spaces such as parks and sportsgrounds.

Park Committee A group of people appointed by Council to assist in the care, maintenance, management and development of a specific Council park or reserve, as outlined in Section 355 of the Local Government Act 1993.

Parkland Lands which have had their physical character and/or vegetation modified to support community recreation. Used by the community for social, recreational and cultural activities which provide complementary landscape and amenity values including civic spaces.

Plan of Management A planning document prepared in accordance with Section 36 of the Local Government Act 1993, or the Crown Lands Act 1989, that, together with any relevant law, governs the use and management of community land.

Recreation facility Infrastructure specifically provided to facilitate social and physical activities.

Regional facilities Attract visitors from across the LGA and beyond. They tend to cater for large numbers of people or teams due to their uniqueness, opportunity offered or the scale of events that may be staged.

Riparian corridors Linear areas provided and managed for the protection and conservation of the waterways and adjoining land, biodiversity, provision of access and recreational activity.

Shared pathway Off-road widened footpaths which can be shared by pedestrians and cyclists. Often located in parks, sportsgrounds and along foreshore areas.

Sports fields Facilities for sporting and active recreation activities, includes playing fields, ovals, courts and circuits.

Specific purpose sportsgrounds Spaces for specialised activities that, by their nature, preclude other uses (e.g. rifle range, motocross).

Urban public space/Public domain Street and road reserves, lanes and town plazas and squares which accommodate walking, cycling, social gatherings and outdoor dining.

Waterways Rivers, creeks, lakes, dams and canals that support biodiversity, water quality, transportation, recreation and/or visual amenity.

Glossary

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1. IntroductionThe City of Newcastle (TCoN) is responsible for managing a range of parkland and recreation facilities, including recreation parks, sportsgrounds, swimming pools, ocean baths, beaches, bicycle and shared pathways, netball, tennis and basketball courts, skate parks, playgrounds, dog exercise areas and community gardens. Our culture and lifestyle are inextricably linked to and revolve around these community assets.

As the City continues to grow, an integrated approach to the implementation of the strategies within the Newcastle 2030 Community Strategic Plan and the sustainable management of recreation spaces and facilities to meet community needs is required.

The Parkland and Recreation Strategy has been developed to guide the provision of parkland and recreation facilities for current and future communities.

The Strategy:

• outlines the current supply of parkland and recreation facilities in the Newcastle LGA;

• outlines the current and future demand of parkland and recreation facilities in the Newcastle LGA;

• describes the key challenges and opportunities that impact on Council’s provision of parkland and recreation facilities;

• defines Council’s desired levels of provision of parkland and recreation facilities; and

• provides a ten year management action plan for Council’s parkland and recreation facilities.

The Parkland and Recreation Strategy contains two components.

The Strategy is focused on providing a clear statement of the issues, objectives and actions required to achieve the vision for parkland and recreation in Newcastle. The strategy is the key component of the Parkland and Recreation Strategy and can be read as a stand alone document.

The Background and Appendices contains the supporting information that was used to prepare the strategy and includes:

• population and demographic data for the Newcastle LGA;

• methodology and results of community input into the strategy’s development;

• benchmarking against other Council’s and comparisons of provision rates with industry standards; and

• maps of geographical distribution of parkland and recreation facilities.

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2. Background2.1 What are parkland and recreation facilities and why are they important?Open space incorporates all space of public value that has a social, recreational, cultural, nature conservation, environmental, scenic, health or economic benefit for a community. Open space in Newcastle is widespread and diverse, ranging from large natural areas such as National Parks, wetlands, riparian corridors, bushland and environmental reserves to the more developed spaces within urban settings such as parks, sportsgrounds and shared pathways.

For the purposes of this strategy, parkland refers to land that has been reserved for the purpose of formal and informal recreation activities. It is commonly referred to as ‘parks’ or ‘reserves’ and is one type of setting that falls under the broader category of open space.

Recreation facilities refers to spaces specifically developed for active and passive recreation activities and includes infrastructure such as sportsgrounds, courts, skate parks, swimming pools, indoor recreation centres, playgrounds, shared pathways and fitness stations.

The focus of the strategy is parkland, recreation facilities, dual use and drainage reserves.

Other open space, such as wetlands, riparian corridors, bushland and environmental reserves, waterways, drainage reserves and education facilities are highly valued and contribute to the spectrum of open space within our community. These areas are managed by multiple local, state and federal government agencies primarily for the purpose of water management, environmental protection and education.

The strategy does not specifically plan for these other open spaces, but recognises their valuable contribution to broader recreation experiences available within the city. The planning, development and management of those spaces is addressed in other council documents.

The focus of this strategy is council managed parkland and recreation facilities. The strategy does not address privately owned open space or open space managed by the State or Federal Governments. However, these spaces have been considered in the development of this strategy.

2.2 Council managed parkland and recreation facilitiesAcross the local government area, Council is responsible for maintaining the following parkland and recreational assets:

• 27km of coastline and river foreshore;

• 250 recreation parks;

• 124 sports fields;

• 5 inland swimming pools;

• 2 ocean baths;

• 206 playgrounds;

• 70 tennis courts;

• 51 netball courts;

• 10 skate parks;

• 9 basketball courts;

• 17 off leash dog exercise area;

• 1 golf course; and

• 60 kilometres of shared pathways.

Parkland and recreation services undertaken by Council include:

• maintenance of 260 hectares of sports turf, parks and gardens;

• lifeguard patrols, water safety and beach education;

• bookings of parks, reserves and sportsgrounds;

• facility and events management;

• capital development and project management;

• strategic planning; and

• asset maintenance, replacement and renewal.

In 2012/13, the budget for the operation and maintenance of all parks, reserves, sport and recreation facilities, ocean baths and inland aquatic facilities was $19.5 million. In 2013/14 this budget will be reduced by approximately 10% in line with Council’s debt reduction plans.


2.3 The importance of recreationThe benefits attributed to the provision of recreational spaces and facilities and their contribution to community wellbeing are well documented.

SocialParkland and recreation play a major

role in improving human health, both

mental and physical.

It makes neighbourhoods desirable,

healthy and attractive places to live.

It contributes to building social

capital and equity.

EnvironmentalParkland and recreation is known to improve

the wellbeing of individuals and communities

and significantly contributes to the character

and biodiversity of the city, and the health

and lifestyle of its community.

Open space contributes to a sense of

place and belonging and is a basis for

environmental local protection.

EconomicQuality parkland and recreational

facilities provide significant

economic opportunities,

stimulates economic growth and

even boosts property values.

2.4 Why plan for parkland and recreational facilities?Given the importance of parkland and recreational facilities to the Newcastle community and the significant pressures anticipated by residential growth, visitor use and financial constraints, it is a priority for Council that a strategic and integrated approach to recreation planning is undertaken. Evidence based recreation planning provides a policy direction and framework that reflects community values and legislative requirements. In this way, Council will respond to key challenges and opportunities, determine suitable standards and improve financial viability.

The Parkland and Recreation Strategy provides a long term approach, enabling Council to plan for ongoing and adequate provision of parkland and recreation facilities. It will also be used as a decision making tool for Council to dispose of land and to negotiate and acquire suitable open space for future communities.

Effective long term strategic planning will enable Council to develop open and collaborative leadership, enabling accountable planning decisions to be undertaken. Without this planning there is a risk that decisions and allocation of resources will be made in an ad hoc and ineffective manner.

Figure 1: The benefits of recreational spaces

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2.5 Council’s parkland and recreational facility responsibilitiesUnder the terms of the Local Government Act (1993) Council is responsible for the management of a significant amount of land and infrastructure, both owned directly by Council and/or land that has been placed in Council’s care and control by the State.

Land owned by Council can be classified as either operational or community land. Operational Land ordinarily comprises of land held as an investment or which facilitates Council carrying out its functions e.g. works depot or a council garage. Operational land is generally not available for community use.

Community Land is intended for public benefit and must be managed in accordance to the requirements of the Local Government Act (1993). Council is required to prepare and maintain Plans of Management for community land under its management control.

Land owned by Council

Operational land

Natural areas

Area of cultural significance

Sports ground Parks General

community use

Community land

Crown land

Land under Council’s care, control and management

Master plans are often developed as part of a site specific Plans of Management (e.g. Foreshore Park, Blackbutt Reserve) and provide detailed guidance for the use and development of community land.

Community land can be further divided into a number of categories that focus on the essential intent of the land. These categories include natural areas, sportsgrounds, parks, areas of cultural significance and general community use. All community land is managed through a Plan of Management that describes the purpose of the land, designated activities, maintenance levels and actions.

In addition to Council owned land, Council is also responsible for managing certain parcels of Crown Land in accordance to the Crown Lands Act 1989. Crown land commonly incorporates but is not limited to sportsgrounds, foreshore parks, bushland reserves and areas of ‘cultural significance’.

Figure 2: Land use classification categories within Council’s care and control

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3. Strategic Context3.1 State The NSW State Plan

NSW 2021: A Plan to make NSW Number One is the principal strategic plan for delivering the vision for NSW. Relevant goals for recreation facilities include:

• Goal 24 Make it easier for people to be involved in their communities;

• Goal 27 Enhance cultural, creative, sporting and recreation opportunities.

3.2 Regional The Lower Hunter Regional Strategy

The Lower Hunter Regional Strategy: 2006-2031 (LHRS) is the strategic land use planning framework to guide the sustainable growth of the Lower Hunter over the next 25 years. This strategy is currently being reviewed by the NSW State Government. The LHRS Discussion Paper (2013) identifies Newcastle as Australia’s seventh largest urban settlement and will guide future planning decisions covering, housing; economic development and jobs; open space; transport, jobs; education; and recreation facilities.

The Lower Hunter has seen growth of 22,500 people over the past Census period (2006-2011). It should be noted that a third of this growth was in Newcastle (an increase of 6,778 persons from 141,753 to 148,531). Key population trends for the Lower Hunter include significant overall population growth and an ageing population with 24% to be 65 years or older by 2031.

3.3 LocalIntegrated planning and reporting

Under changes to the Local Government Act 1993 and Local Government (General) Regulation 2005 in 2010, Integrated Planning and Reporting (IP&R) was implemented in NSW. This aims to provide a quadruple bottom line framework (across economic, social, environmental and governance areas) for longer term strategic planning by councils in collaboration with their communities, by encouraging consultation regarding funding, service levels and overall sustainability for their local government area.

Key council documents required to be developed and maintained within the IP&R framework include:

• Newcastle 2030 Community Strategic Plan;

• A four year Delivery and one year Operational Plan;

• A long term Financial Plan;

• Asset Management Strategy; and

• A Workforce Management Plan.

The aforementioned planning documents have been considered in the preparation of this strategy.

Newcastle 2030 Community Strategic Plan

Newcastle 2030 is Council’s key strategic planning document under the Integrated Planning and Reporting Legislation (2009). It was first developed by the community in 2011 and reviewed in 2013, as a guide to inform policies and actions throughout the city for the next 20 years. This vision sets the direction for the growth of the city and represents what the community values and what they want improved.

The community’s vision for Newcastle is for a ‘smart, liveable and sustainable city’. The Newcastle 2030 Community Strategic Plan (revised 2013) contains seven strategic directions. Supporting these directions are 23 objectives to be achieved over the next 10 years and strategies to achieve them (Table 1).

The Parkland and Recreation Strategy is one of eight core strategic documents being prepared by council to align its actions with the strategic directions of the Community Strategic Plan (CSP). The Parkland and Recreation Strategy will be instrumental in achieving the following strategic objectives identified within the CSP.

• Objective 3.1 Public places that provide for diverse activity and strengthen our social connections.

• Objective 3.3 Safe and activated places that are used by people day and night.

• Objective 4.1 A welcoming community that cares and looks after each other, and

• Objective 4.2 Active and healthy communities with physical, mental and spiritual wellbeing.


Council has responsibility for actioning a number of strategies identified within the Community Strategic Plan. These include:

Objective 3.1 Public places that provide for diverse activity and strengthen our social connections

• 3.1a Encourage community engagement with public space through place making projects and local initiatives that bring individuals and groups together.

• 3.1b Increase opportunities for active and passive recreational use of the city’s parks, inland pools and Blackbutt Reserve through the provision of attractive, safe and accessible spaces and amenities.

• 3.1c Work collaboratively to improve and revitalise our beaches, coastal areas and foreshores for everyone to enjoy.

• 3.1d Create welcoming and accessible community facilities that support opportunities for people to meet and connect with one another.

Objective 3.3 Safe and activated places that are used by people day and night

• 3.3a Plan for and appropriately regulate the night time economy to encourage a more diverse mix of activities in the city centre and other commercial centres.

• 3.3b Support the renewal of the city centre and the strengthening of other commercial and urban centres.

• 3.3c Create streetscapes and public places that are clean and attractive, where people feel safe.

• 3.3d Create streetscapes and public places that are clean and attractive, where people feel safe.

• 3.3e Provide welcoming facilities and open space that provide for a range of ages and combination of uses and can be easily adapted to suit the changing need of community over time.

Figure 3: Council’s integrated planning and reporting framework

ResourcingStrategies

Long Term Financial Plan

Workforce Mangement Plan

Asset Management Strategy

Newcastle 2030 Community

Strategic Plan10 Year

The City of Newcastle Delivery

Plan4 Year

(Including one year Operational Plan)

Monitoringand

reporting

Community Engagement

Newcastle Transport Strategy

Newcastle EnvironmentalManagement Strategy

Parkland and Recreation Strategy

Community Facilities Strategy

Community Strategy

Local Planning Strategy

Economic Development Strategy

Corporate Plan

Objective 4.1 A welcoming community that cares and looks after each other

• 4.1b Support local community initiatives that encourage citizens to engage collectively for the benefit of their communities, builds community capacity and fosters connectedness.

Objective 4.2 Active and healthy communities with physical, mental and spiritual wellbeing

• 4.2e Provide events to encourage use of open space and facilities and participation in activities.

• 4.2f Upgrade the city’s library services to better meet community needs and incorporate new technologies to support community learning, leisure and knowledge.

Initiatives identified in section 11.0 Action Plan contribute to achieving the aforementioned strategic objectives.

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Strategic direction for Newcastle CSP Strategic objectives

Connected City

Transport networks and services will be well connected and convenient. Walking, cycling and public transport will be viable options for the majority of our trips.

1.1 Effective and integrated public transport.

1.2 Linked networks of cycle and pedestrian paths.

1.3 A transport network that encourages energy and resource efficiency.

Protected and Enhanced Environment

Our unique environment will be understood, maintained and protected.

2.1 Greater efficiency in the use of resources.

2.2 Our unique natural environment is maintained, enhanced and connected.

2.3 Environment and climate change risks and impacts are understood and managed.

Vibrant and Activated Public Places

A city of great public places and neighbourhoods promoting people’s health, happiness and wellbeing.

3.1 Public places that provide for diverse activity and strengthen our social connections.

3.2 Culture, heritage and place are valued, shared and celebrated.

3.3 Safe and activated places that are used by people day and night.

A Caring and Inclusive Community

A thriving community where diversity is embraced, everyone is valued and has the opportunity to contribute and belong.

4.1 A welcoming community that cares and looks after each other.

4.2 Active and healthy communities with physical, mental and spiritual wellbeing.

4.3 A creative, culturally rich and vibrant community.

Liveable and Distinctive Built Environment

An attractive city that is built around people and reflects our sense of identity.

5.1 A built environment that maintains and enhances our sense of identity.

5.2 Mixed-use urban villages supported by integrated transport networks.

5.3 Greater diversity of quality housing for current and future community needs.

5.4 Best practice energy and water efficient buildings and infrastructure.

Smart and Innovative City

A leader in smart innovations with a healthy, diverse and resilient economy.

6.1 A vibrant diverse and resilient green economy built on educational excellence and research.

6.2 A culture that supports and encourages innovation and creativity at all levels.

6.3 A thriving city that attracts people to live, work, invest and visit.

Open and Collaborative Leadership

A strong local democracy with an actively engaged community and effective partnerships.

7.1 Integrated, sustainable long-term planning for Newcastle and the Region.

7.2 Considered decision-making based on collaborative, transparent and accountable leadership.

7.3 Active citizen engagement in local planning and decision-making processes and a shared responsibility for achieving our goals.

7.4 The City of Newcastle: a local government organisation of excellence.

Table 1: Newcastle 2030 Community Strategic Plan: Direction and Objectives


Previous studies and other council plans

A number of other Council studies and reports have already identified a range of challenges for The City of Newcastle and have implications for the provision and development of Parkland and Recreation facilities. These include:

• The Newcastle Report – Issues for Sustainability (2007) undertaken by Percy Allan noted that significant funding needed to be invested in infrastructure renewal over the next 20 years, that the total infrastructure stock would need expanding to adequately to meet residential and business growth, and that services be developed in line with population growth and changing community needs.

• The Newcastle Sustainability Review (Part 1) 2009 identified that Council will struggle to provide quality services to ratepayers out of buildings and facilities that are rundown, poorly designed or inaccessible and recommended fewer but new multipurpose and well located facilities. This would require the sale of assets where appropriate and the sale of land surplus to requirements to be a key component of this funding.

• The Newcastle Open Space Review (2010) was an outcome of the TCoN Sustainability Review (2009) to undertake an audit of local parks. This study audited a selection of Council’s open space assets and included a number of key recommendations:

• The need to develop principles to guide the provision, development, management and maintenance of open space.

Status: commenced via the Parkland and Recreation Strategy; Community Asset and Open Space Policy - adopted December (2012).

• The need to clarify the role and responsibility of open space planning with Council.

Status: commenced via the Parkland and Recreation Strategy.

• The need to explore partnerships with State Government for the development and maintenance of school sporting facilities and with the private sector for the provision of ancillary commercial facilities (e.g. cafes) within recreation spaces.

Status: commenced via the Parkland and Recreation Strategy, and

• The need to prepare an Asset Rationalisation and Redevelopment Strategy for non-required open space.

Status: Pocket parks review completed. Land parcels identified for potential rationalisation referred to ARIP.

• The Newcastle Recreation Plan 2006-2016 was adopted by Council in 2006. The Plan identifies a number of actions, informed by community consultation, for the future direction of parks and other Council managed recreation facilities. Many of the key recommendations of that Strategy have now been implemented, or are out of date, hence the need for an updated strategy. A summary of the key outcomes that have been achieved are identified in the Background and Appendices, Appedix D.

• Council’s Community Asset and Open Space Policy (CAOS), adopted by Council in 2012, outlines principles of provision for community and recreation assets that include:

• accessibility and connectedness;

• equity and opportunity;

• safety and security; and

• sense of place and well being.

The CAOS Policy introduces a hierarchy of community, parkland and recreation facilities which are further developed within the Parkland and Recreation Strategy.

• The Newcastle Pool Services Delivery Model (PSDM) was adopted by Council in 2007. It provides a strategic framework for the development of Council managed swimming pools located within the Newcastle LGA. The PSDM identifies the redevelopment of the Lambton Swimming Centre into a regional aquatic facility as the priority aquatic project. Future development proposals for other swimming centres are identified and will be reviewed and subjected to detailed feasibility analysis following the completion of the aquatic and leisure centre development at Lambton.

• The Newcastle Bicycle Strategy, adopted in 2012, establishes a network of cycle routes linking beaches, shopping centres, recreation and other facilities throughout Newcastle LGA through bicycle lanes, as well as shared pathways.

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• Newcastle Coastal Revitalisation Strategy (2010) provides a strategic framework for the use and development of the 11km coastline located within the Newcastle LGA. A number of broad strategies aimed at enhancing access, safety and vibrancy within key activity nodes are identified in addition to design principles for master plan concepts for each activity precinct. Enhancing open space opportunities and facilities within the precincts is a key objective of this strategy.

• The Western Corridor Section 94 Plan Background Paper (2013) provides a strategic context for the levying of developer contributions for the provision of community and recreation facilities for future residential development within the Western Planning Corridor.

• In accordance with the Local Government Act (1993), Council has developed a number of Plans of Management for community land under its management control. These generic Plans of Management (Bushland, Playgrounds, Sportslands, Neighbourhood Parks) in addition to a number of site specific plans (e.g. Foreshore Park, Blackbutt Reserve, National Park, Fort Scratchy). These plans provide detailed guidance for the use and development of community land and often include detailed master plans.

“Effective long term strategic planning will enable Council to develop open and collaborative leadership, enabling accountable planning decisions to be undertaken.”


“The top priorities for future development were cycle paths/walking trails/foreshore promenade, local parks, beach/ foreshore and playgrounds.”

4. Vision, Strategic Objectives and Outcomes4.1 VisionThe Parkland and Recreation Strategy is an integral component of Council’s strategic approach in achieving the community’s vision of a ‘smart, liveable and sustainable city’.

A proposed vision for parkland and recreation, which represents the culmination of consultation with sports groups, management committees, council staff, industry experts and the wider community is:

The City of Newcastle will provide, promote and support a range of facilities, events and programs aimed at:

• Meeting the diverse parkland and recreational needs and interests of residents, visitors, students and workers;

• Creating vibrant, activated and sustainable public places; and

• Promoting health, happiness, community connections and wellbeing.

4.2 Strategic objectives and outcomesTo guide Council in the achievement of the vision, strategic directions and outcomes for parkland and recreation have been developed. These objectives and outcomes align with the strategic actions and outcomes within the Newcastle 2030 Community Strategic Plan (revised 2013).

The strategic actions and outcomes of the Parkland and Recreation Strategy incorporate the principles and outcomes of: accessibility and connectedness; equity and opportunity; safety and security and sense of place and wellbeing articulated within Council’s Community and Open Space Policy (2012).

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Strategic Objectives Strategic Outcomes

Equitable Provision and Development of Facilities

Quality parkland and recreation facilities that are diverse, accessible and responsive to changing needs and will provide positive experiences for current and future residents and visitors. A clear decision making framework is essential to guide development and sustainable provision.

• A variety of parkland and recreational facilities which are available, accessible and distributed equitably across Newcastle;

• Recreation facilities which provide opportunities for the full range of age groups and abilities;

• Public places that provide for diverse activity and strengthen our social connections;

• Multi-functional recreation facilities that are adaptable to changing needs;

• Recreation facilities which are utilised to their maximal potential.

Efficient Management of Facilities

Parkland and recreational facilities are sound investment for our community, playing a major role in improving human health, both mental and physical. Ensuring recreation facilities are well governed, financially sustainable and responsive to emerging challenges and opportunities are fundamental to efficient management and positive community experiences.

• Parkland and recreation facilities which are managed and maintained at a level suitable to sustain high usage;

• Improved financial performance and viability of recreation facilities;

• Sustainable public and private sector partnerships which maximise recreation opportunities.

Partnership Development

Actively encouraging and fostering strategic partnerships with community organisations, other levels of government and the private sector to strengthen the range of opportunities available to the Newcastle community is vital.

Supporting the initiatives of other stakeholders and engaging the community in decision making fosters inclusion, strengthens partnerships and is instrumental in the provision of opportunities and the creation of active and vibrant places.

• Active engagement with other providers of parkland and recreation facilities and services within the city;

• Safe and activated places that are used by people day and night;

• Partnerships for the provision of parkland, recreation facilities, programs and events;

• Support and encouragement for the provision of recreation programs and events by community groups, not for profit and other private providers;

• External funding for the provision and management of parkland and recreation facilities, in line with priorities;

• Increased corporate involvement in parkland and recreation facility improvement;

• A welcoming community that cares and looks after each other;

• Active and healthy communities with physical, mental and spiritual wellbeing.

Promotion of Facilities

Initiatives which inform residents and visitors on the range of opportunities for people to recreate and spend their leisure time is essential to support healthy lifestyles and attracting people to the city.

• Accessible information on the range of parkland and recreation opportunities to residents and visitors which facilitates participation in healthy lifestyle activities;

• High levels of use of parkland and recreation facilities.

Table 2: Strategic objectives and outcomes

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5. Desired Levels of Provision5.1 Ensuring equitable provision of recreation facilitiesEnsuring equitable levels and standard of provision for recreation facilities across the LGA is a key objective of the Parkland and Recreation Strategy. Setting desired standards of provision can help achieve a fair and equitable approach and guide infrastructure development, allocation and prioritisation of funding.

The concept of desired standards of provision and service has been used for many years as a recreation planning tool and communicates to the community the range, proximity and type of infrastructure Council will aim to provide in association with community, business and government partners throughout Newcastle’s LGA.

The provision of adequate levels of parkland and recreation facilities is a challenge faced by local governments Australia – wide. The questions of “how much?”, “how big”, “how should it be distributed” and “what type of facilities and where” do not have simple answers. Needs and expectations vary with different communities, with households and with individuals throughout each LGA.

A range of approaches have been formulated over many years as a basis for assessment of the adequacy of existing provision and to guide levels of provision. These include:

• area or number of facilities per head of population;

• allocation of a percentage of development area to recreation;

• distance from residents to open space/recreation facilities; and

• expressed community demand.

In NSW there are no specific guidelines for the standard of provision for specific types of recreation facilities. Most standards have been developed by individual councils as part of Developer Contribution Plans and Voluntary Planning Agreements (VPA), or through comparison of similar local government authorities through benchmarking exercises.

Parks and Leisure Australia, the peak industry body, in association with government and industry partners, has developed draft benchmarks for the provision of community and recreation infrastructure within existing and new development areas. Whilst not prescriptive, the provision rates aim to provide an indication of the extent of community infrastructure which will need to be considered and potentially provided, irrespective of population density. Further details are provided in Section 16.0 of the Background and Appendices.

5.2 How does this strategy measure desired levels of provision?The Parkland and Recreation Strategy proposes desired standards of provision for both parkland and recreation facilities within the Newcastle LGA. These desired standards have been developed following an assessment of current level of infrastructure provision, expressed community demand, comparison with other similar sized local government areas and a comparison with draft leisure industry benchmarks.

Best practice in recreation planning supports the provision of parkland and recreation infrastructure based on both quantitative and qualitative criteria including; industry benchmarks, minimum sizes, distance and accessibility by residents, proximity of other recreation opportunities, local demand, profile of local community and various design criteria. Thus ensuring a quantitative standard of provision unique to each locality can be developed.

Table 3 and 4 identifies proposed standards of provision for existing and future sport and recreation facilities within the LGA.

These standards are not intended to be prescriptive, but rather to act as a tool to guide equitable provision whilst providing for diversity and the meeting of specific needs within local communities. The desired standards aim to guide the type facilities and the triggers for future sport and recreation facility development within the LGA.


Park Category Role Accessibility Desirable Size Characteristics likely

to findDesired Provision

Regional Defined spaces that attract visitors from across the city and beyond due to their uniqueness, opportunity offered or the scale of events that may be staged.

Expectation is that people will drive to these spaces.

10 + hectares.

Size will reflect location, natural setting and special features of individual sites.

Quality landscaping, public art, interpretative signage, appropriate supporting amenities and user facilities.

Excellent access for people of all ages and abilities and excellent vehicles access with a substantial frontage to a major road.

Highly visible and preferably adjacent to a local town centre.

One per 250,000 people.

District A park area of substantial size, well developed, offering a broad range of quality recreation opportunities.

Central to populations of approximately 15,000 – 25,000.

Not necessarily within walking distance.

Expectation is that people will drive to these spaces

1.5 -10 hectares.

It should be generally regular in shape, preferably not less than 50m wide.

A range of facilities to cater for a variety of users and recreational activities, including: quality landscaping, signage, playground equipment for toddlers, juniors and older children, seating, shade, paths, toilets, BBQ facilities, and lighting.

May support community gardens and/or off leash dog exercise areas in larger sized parks.

One per 15,000 – 25,000 people.

Local Defined spaces primarily serving a local population.

Positioned in a visible location for safety.

300- 500 m/5-10 minutes walking time to majority of households.

No busy road crossings to access.

0.5 – 1.5 hectares.

Recommended minimum of 0.2 ha for existing parkland unless it adjoins other open space.

A limited range of facilities to support recreational activities including: minor landscaping reflecting existing vegetation, signage, some playground equipment, limited seating, shade and limited paths to enhance play opportunities.

May support community gardens and/or off leash dog exercise areas in larger sized parks.

Ideally within 500 meters of residents.

Table 3: Proposed parkland standards of provision

To ensure the sustainable provision of sport and recreation facilities, partnerships with community, the business sector and/or government bodies will be essential. Opportunities to attract external funding and develop partnerships will be important in the delivery of higher quality district and regional standard facilities.

The adoption of desired standards of provision will allow for the definition of parkland roles, preparation of service levels and the ongoing capital development of these valuable spaces in line with their intended role within the community.

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Table 3: Proposed parkland standards of provision

Table 4: Proposed recreation standards of provision

Recreation Infrastructure Regional Facility District Facility Local Facility

Playgrounds One per 150,000 peopleOne per 15,000 - 25,000 people

One per 1,500 people

Sports fields In partnership with and in accordance with local and state sporting association facility guidelines.

One per 1,250 people

Specialised sports fields

In partnership with and in accordance with local and state sporting association facility guidelines. -

Outdoor netball courts In partnership with and in accordance with local and state sporting association facility guidelines.

One per 3,000 - 4,000 people

Outdoor basketball courts - - One per 5,000 people

Tennis courts One per 60,000 people - One per 3,000 - 4,000 people

Skate/BMX facilities One per 150,000 people One per 25,000 peopleOne per 10,000 - 15,000

people

Swimming pools One per 150,000 people One per 35,000 – 75,000 people -

Indoor multi – purpose sport centres

One per 250,000 peopleOne per 50,000 – 100,000 people -

Community gardens - - In partnership with community and expressed demand.

Dog exercise areas - - One per 5,000 - 10,000 people

Golf course One per 30,000 people In partnership with commercial sector. -

Service levels Highest level of service Second level of service Third level of service

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6. Parkland and Recreation Supply6.1 Existing supply of parkland and recreation facilitiesThere are a range of a sport, leisure and recreation facilities within Newcastles LGA . The Parkland and Recreation Strategy broadly considers the provision of parkland and recreation facilities including sportsgrounds, parks, courts, indoor recreation centre and swimming pools. Ancillary items supporting recreational use of parks and sportsgrounds such as lighting, toilets, shelters, seating, bins, BBQs and signage, although very important and contribute greatly to the community’s enjoyment of these spaces, have not been included in this analysis.

The strategy includes a detailed inventory of parkland and recreation facilities within the LGA. The inventory includes land owned by Council, land managed by Council on behalf of the NSW Department of Primary Industries (Crown land) in addition to land parcels considered to perform a parkland function, but not formally zoned as public open space or proposed public open space. Private and educational recreation facilities not managed by Council are also included, as they contribute to recreational opportunities available to residents and visitors in the LGA.

Information was drawn from Council records, sporting and recreational groups and from various websites. Whilst every effort has been made to ensure that the inventory is accurate and complete, there will inevitably be some facilities that have not been listed in the inventory. They can be added as implementation of the strategies moves forward.

To assist in the identification and assessment of parkland and recreation facilities, it is common practice to define facilities under a facility classification hierarchy. A commonly used hierarchy is to classify facilities in one of the following three classes: Regional, District and Local. The definitions of these classifications are provided below:

Regional facilities attract visitors from across the LGA and beyond. They tend to cater for large numbers of people or teams due to their uniqueness, opportunity offered or the scale of events that may be staged. They are of a high standard and receive the highest levels of service. Foreshore Park is an example of a regional park. Newcastle No. 1 and No.2 sportsgrounds are an example of a regional recreation facility.

District facilities are well developed spaces of substantial size that offer a broad range of quality recreation opportunities. They attract visitors from across a number of suburbs, however they do not have the level of infrastructure that a regional facility has. These spaces receive the second highest level of service. Dixon Park is an example of a district park. Adamstown Sportsground No. 1 is an example of a district recreation facility.

Local facilities are defined spaces which primarily serve a local population. They provide a limited range of facilities to support recreational pursuits and receive the third highest level of service. Vera Wilson Park is an example of a local park. Lindsay Memorial sportsground is a example of a local recreation facility.

It is important to note that a facility may cross over several classifications, in this instance it will be considered as the higher classification, for example if a sporting complex is capable of hosting district competitions but is also used for regular local sporting fixtures then it will be classified as District not Local.

The large majority of facilities provided within the Newcastle LGA are of a local standard.


6.2 Parkland inventory

Parkland General

There are approximately 250 parks and reserves throughout Newcastle’s LGA. Parkland range in size from 0.1 hectares (ha) (pocket parks) through to regionally significant parks such as Foreshore Park which are in excess of 10ha and cater to local residents, students and overseas visitors.

Approximately 132 parks (53%) are smaller than the industry benchmark of 0.5 ha for a local park. Approximately 58 parks (23%) are 0.2 ha or smaller in size.

The majority of parks are categorised as ‘community’ land and are included in the Local Parks Plan of Management. Other categories include sportsground, bushland, general community use, natural areas and cultural significance.

Local Parks

Approximately 240 parks within the Newcastle LGA are considered local parks. Local parks range in size from 0.1 ha to 2.0ha. Approximately 53% (132 parks) are smaller than the industry benchmark of 0.5 ha for a local park. The type, quality and quantity of infrastructure located within local parks vary significantly.

District Parks

Eight parks are generally considered as Districts Parks within the Newcastle LGA:

• Centennial Park, Cooks Hill;

• Civic Park - Newcastle;

• Gregson Park - Hamilton;

• Islington Park - Islington;

• Jesmond Park - Lambton;

• Lambton Park - Lambton;

• King Edward Park - Newcastle; and

• Empire Park - Bar Beach.

These Parks are 1.5ha or larger in size, contain higher quality infrastructure than local parks and receive higher levels of maintenance. Whilst not all of these parks contain the same level of infrastructure, they have been developed to the standards which are in excess of local parkland.

Regional Parks

Foreshore Park and Blackbutt Reserve are considered regional parks within the Newcastle LGA.

Foreshore Park is 11ha parkland linking the city centre, Honeysuckle precinct, the harbour, Nobby’s Beach and a number of historically significant sites. The quality of facilities and location make Foreshore Park a popular destination for local residents and international visitors alike.

Blackbutt Reserve is a 170 hectare bushland reserve located within the heart of Newcastle. Carnley and Richley recreation reserve areas, located within Blackbutt reserve, provide high quality infrastructure and experiences and caters to local residents, students and overseas visitors.

Glenrock State Recreation Area and Blue Gum Hills Regional Parks (owned and managed by NSW National Parks and Wildlife Service) are considered regional bushland reserves.

National Park sportsgrounds No. 1 and No.2 are regional level sportsgrounds.

6.3 Recreation facilities inventory

Playground facilities

There are 117 playground facilities in the Newcastle LGA. 106 playground facilities are situated in publicly accessible localities throughout the City. A further 11 are located within inland swimming pools and childcare centres.

Sports fields

There are 124 Council sports fields located throughout the Newcastle’s LGA. These consist of:

• 120 senior sized fields;

• 5 junior sized fields.

Sports fields have been developed to a range of standards including:

• 130 local standard;

• 9 district standard; and

• 2 of regional standard.

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Sports fields are allocated and used as per the following:

• Soccer – 77 fields;

• Cricket – 74 ovals;

• Rugby League – 19 fields;

• Touch Football/Oztag – 12 fields;

• Rugby Union - 10 fields;

• Athletics – 6 fields;

• Softball – 2 fields;

• AFL – 2 ovals;

• Baseball – 1 field.

61(49%) of sports fields are managed by Community Park Committee’s on behalf of Council.

Other provider of sports fields include:

• Department of Education – 15 senior fields;

• University of Newcastle – 5 senior fields;

• TAFE NSW – 2 senior fields;

• Xstrata Coal – 2 senior fields (Bill Potts Oval).

Specialised sports fields

Baseball

Two specialised baseball diamonds are provided at Stephenson Park. This facility accommodates three baseball clubs and is utilised twelve months of the year. All baseball competition within Newcastle is conducted from this facility.

Hockey

Three water based synthetic fields are located at the Newcastle International Hockey Complex, which is leased and managed by Newcastle Hockey Inc. The Newcastle International Hockey Complex is a regional level facility. All hockey competition within Newcastle is conducted from this facility. The quality of this hockey facility is high.

Softball

Two specialised softball diamonds are provided at Stephenson Park. Five additional temporary diamonds are provided on the outer fields, which are utilised by other codes during the winter season.

One specialised softball diamond is provided at The University of Newcastle.

Netball courts

There are 51 Council operated outdoor netball courts located throughout Newcastle.

They are located within nine facilities, including:

• Dalby Oval, Stockton;

• Grange Ave Oval, Maryland;

• Kentish Park, New Lambton;

• National Park, Newcastle West;

• Nesbit Park, Kotara;

• Sanctuary Oval, Fletcher;

• Tarro Oval, Tarro;

• Tuxford Park, Shortland;

• Upper Reserve, Wallsend.

All facilities contain two asphalt courts, except for Upper Reserve (3) Kentish (6) and National Park (32).

National Park is a regional level facility. All competition within Newcastle is conducted from this facility.

There are approximately 22 netball courts located within primary and secondary schools throughout Newcastle.

Basketball courts

There are nine Council managed outdoor basketball courts located throughout the City. They consist of four full sized courts and five half courts. These facilities include:

• Beresfield (full court);

• Fletcher (full court);

• Maryland (full court);

• Stockton (full court);

• Islington (half court);

• Kotara (half court);

• Maryland (half court);

• New Lambton (half court); and

• Warabrook (half court).


Tennis courts

Seventeen tennis facilities are located throughout Newcastle. These include:

• Adamstown Tennis Courts;

• Beresfield Tennis Court;

• Carrington Tennis Courts;

• Centennial Park Tennis Courts;

• District Park Tennis Centre;

• Empire Park Tennis Courts;

• Hamilton Park Tennis;

• Hillcrest Tennis Courts;

• Kotara Park Tennis Courts;

• Lambton Park Tennis;

• Learmonth Park Tennis Courts;

• Mereweather High School Courts;

• Minmi Tennis Court;

• Newcastle City Tennis Centre;

• Newcastle Hill Tennis Courts;

• Santuary Tennis Courts;, and

• Stockton Tennis Courts.

Thirteen tennis courts are council owned facilities. The largest tennis complex within the LGA is District Park, Broadmeadow. It contains 29 courts and is managed by Broadmeadow Tennis Club under a lease with NSW Department of Lands. Broadmeadow is a regional level facility.

Merewether High School has four synthetic tennis courts.

These seventeen facilities contain 79 courts; 68 are synthetic, 9 are asphalt and 2 are grass.

Bat ball courts

There are three Bat Ball courts in the Newcastle LGA. They are located at Empire Park, Bar Beach.

Skate/BMX facilities

There are 10 skate/BMX facilities in the Newcastle LGA. These include:

• Bar Beach/Empire Park;

• Birmingham Gardens;

• Islington;

• Elermore Vale;

• Mayfield;

• Maryland;

• New Lambton;

• South Newcastle Beach;

• Stockton; and

• Wallsend.

These facilities accommodate BMX, skate and in-line activities. Bar Beach and Wallsend are district level facilities. All other facilities are classified as local.

Golf courses

There are three golf courses in Newcastle. These include:

• Beresfield Golf Club (11 holes);

• Merewether Golf Club (18 holes); and

• Shortland Waters Golf Club (18 holes).

The Beresfield golf facility is owned and operated by Council. Merewether and Shortland are privately owned and managed. Two other 18 hole golf courses boarder the Newcastle LGA, located at Fern Bay (Newcastle Golf Course) and West Wallsend (Sugar Valley). A golf driving range is located at Shortland.

Swimming pools

Outdoor Pools

There are five public outdoor swimming complexes in Newcastle. These include:

• Beresfield - 50m, learners and toddlers pool, spectator grandstand, playground, giant inflatable, BBQ;

• Stockton - 50m and learners pool, playground, giant inflatable, BBQ;

• Mayfield - 50m and learners, playground, giant inflatable, BBQ;

• Lambton - 50m, learners + toddlers pool, aquatic playground, water slide, water polo, diving pool and tower, spectator grandstand.

• Wallsend - 50m, learners + toddlers pool, spectator grandstand, playground, giant inflatable, beach volleyball court, BBQ.

A 30m private pool is located at the Crown Plaza Hotel, Honeysuckle. Limited public access is available via membership.

Ocean Baths

There are two ocean baths located at Newcastle and Merewether.

Indoor Pools

There are three privately owned and operated indoor swimming pools.

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These include:

• The Forum University of Newcastle (Callahan), 50m heated;

• Viking Health Club, Elermore Vale, 25m indoor heated; and

• Arnolds swim centre, The Junction, 25m indoor heated.

Indoor sport centres

Howzat Newcastle Indoor Sports

This facility contains eight synthetic multi-use courts. It accommodates a variety of indoor sports such as indoor cricket, soccer, netball, beach volleyball and futsal.

Broadmeadow PCYC

The facility contains one basketball court, gymnastics area, weight room and offers a range of sporting, cultural and youth orientated activities.

Newcastle Basketball Stadium

The facility contains a six-court complex and is the home of basketball in the Hunter region. The facility accommodates a variety of indoor sports such as basketball, volleyball, floor ball, netball and futsal.

The Forum, Newcastle University (Callaghan Campus)

The facility contains two multi–purpose courts, indoor climbing wall, 50m indoor heated pool, cardio studio and gym. The multi-purpose courts accommodate activities such as basketball, volleyball, netball and badminton.

Sport stadiums

Hunter Stadium is an international standard facility, managed by the state government through Venues NSW. This facility provides a home venue for the National Rugby League’s Newcastle Knights and Football Federation League’s Newcastle Jets teams. The facility also accommodates other national and international sporting events, concerts and functions.

Trails, footpaths, shared paths and bicycle lanes

There is approximately 260km of footpaths and 60km of dedicated shared pathway/bicycle trails throughout Newcastle’s LGA. An extensive network of mountain bike and walking trails is located in Glenrock State Conservation Area. Blackbutt Reserve contains over 10km of dedicated walking nature trails.

Other sport specific facilitiesThe Newcastle LGA contains other sport and recreation facilities which provide a range of opportunities, including gyms, fitness centres, squash courts etc. A number of recreational activities such as dance, martial arts, gymnastics, yoga, tai chi etc are staged within community halls, surf clubs and other spaces which have not been catalogued in this strategy. Sport specific facilities include:

• Petanque & Croquet courts (Cooks Hill, Elermore Vale, Newcastle)

• Pistol, Rifle and Archery range (Waratah West)

• Lawn bowling greens (17 facilities / 41 greens)

Dog exercise areasThere are 17 dog off the leash areas throughout Newcastle. These include:

• West End Park, Adamstown;

• Elizabeth St Reserve, Carrington;

• Elermore Vale Park, Elermore Vale;

• Islington Park, Islington;

• Michael Street Reserve, Lambton;

• Maryland Drive Reserve, Maryland;

• Purdue Park, Mayfield;

• Dixon Park Reserve, Merewether;

• Nesca Park, Newcastle;

• King Edward Park, Newcastle;

• Horseshoe Beach, Newcastle East;

• Acacia Ave Reserve, Lambton;

• Ballast Ground, Stockton;

• Pitt Street Reserve, Stockton;

• Tarro Recreation Area, Tarro;

• Upper Reserve, Wallsend; and

• Braye Park, Waratah.

Community gardensThere are eight community gardens located throughout Newcastle.

These include:

• Ernie Hughes Memorial Garden, Mayfield;

• Figtree Garden, Wickham;

• Hamilton Garden, Hamilton South;

• Kooragang City Farm, Ash Island;

• Lambton Multicultural Garden;

• Silsoe Street Garden, Mayfield,

• March Street Gardens, Kotara; and

• Sandhill Garden, Newcastle.


7. Parkland and Recreation Demand7.1 Drivers of demand

Population increases and demographic change

Future population growth will result in an additional 14,000 residents by 2026. By 2036, the population is forecast to be 180,643, an increase of 25,760 persons (16.6%).

The proportion of children and older adults residing in Newcastle is projected to significantly increase over the coming years. Whilst this will affect certain suburbs more than others, there will be significantly different patterns of use and demand for recreation facilities and services.

Increases in the number of children and young people will progressively place pressure on active recreation facilities. For example, demand for sportsgrounds, specialised recreation facilities such as skate parks, netball courts, pools and activity opportunities including parks and playgrounds is likely to be high in these areas.

Conversely, increasing numbers of older people will progressively place pressure on passive recreation spaces and facilities. The demand for non-contact activities such as walking, golf, lawn bowls, swimming, group exercise and contemplative pursuits in parkland areas is likely to be sustained or increased.

The provision of additional facilities and/or increasing the capacity of existing parkland and recreation facilities for future residents will be required, and will be a significant challenge for Council.

Section 13.0 within the Background and Appendices provides more information on demographic trends and forecasts.

Density increases

The development of medium to high density dwelling areas within urban renewal corridors represents a major component of projected population growth within the city. Private open space within medium to high density dwellings is often limited to smaller yards, decks and balconies. Accordingly, population intensification is likely to increase pressure on existing parkland and recreation facilities, particularly where existing space is already limited.

Sporting pursuits and healthy lifestyles

Sport and recreation is an important feature of the Australian lifestyle and plays a large part in the lives of many Australians. Successful performances on the international stage, the fun of participation, increased awareness of the benefits of physical activity in preventing many chronic diseases and treating mental health disorders, providing opportunities for social interaction, developing healthy bodies and assisting older people in maintaining quality of life and independence continues to generate demand for a range of facilities.

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7.2 Demand for parkland, sport and recreation facilitiesTo gain a broad understanding of potential demand for parkland, recreation and sporting related facilities, a number of factors were considered, including:

• National and NSW participation figures;

• Local participation figures and growth rates;

• Facility allocations and utilisation rates; and

• Expressed community demand and preferences.

The following section provides a summary of national and local factors affecting community demand for parkland, sport and recreation facilities in the Newcastle LGA. A more detailed analysis is provided in Section 14.0 of the Background and Appendices.

National recreation trends and demand

• Walking, aerobics/fitness, swimming, cycling and running continue to experience the highest rates of participation for people aged 15 years+ throughout Australia.

• Aerobics/fitness, golf, outdoor soccer, netball, and Australian rules football are the most popular organised sports and physical activities.

• Of non-organised sports and physical activities, participation is highest in walking, aerobics/fitness activities, swimming, cycling and running.

• Walking experiences the highest total participation rate for both females and males. Almost all participation in walking is non-organised.

• For children aged 5 to 14 years, swimming/diving, netball, Australian Rules football and dancing are the most participated in organised physical activity outside of school hours.

• The three most popular sports for girls are dancing, swimming/diving and netball, whilst for boys outdoor soccer, swimming/diving and Australian rules football are the most participated in organised physical activity.

• Data identifies the continued shift towards unorganised and unstructured recreation pursuits for adults.

Local recreation trends and demand

• Running/jogging/walking, visiting parks/gardens/community gardens, enjoying picnics and BBQs, swimming and cycling were the most participated in leisure or recreation activities.

• The beach foreshore, cycle/walking trails and local parks are the most regularly used leisure and recreation areas/facilities.

• Local parks were the most used recreation facility within suburbs.

• The parks most visited include Foreshore Park, King Edward Park, Blackbutt Reserve, Jesmond Park and Islington Park.

• The convenient location/proximity to home/work are the most popular reason a park or reserve is used.

• The provision of more personal time was identified as the most important factor that would encourage people to undertake more recreational activities.

• The top priorities for future development were cycle paths/walking trails/foreshore promenade, local parks, beach/foreshore and playgrounds.

• Increased/better/cheaper parking, additional cycle ways/bike paths and increase/better facilities were identified as the key actions that would make recreation or leisure experiences more enjoyable.

• Use of sportsgrounds for organised sporting competition is high. Demand for access to sportsgrounds is high.

• Participation rates for organised sporting activities have increased over the past 5 years.

• Participation growth is forecast to continue due to a range of factors including; increased residential population, popularity of code and the development of new sport formats e.g. midweek competitions.

• Sporting codes have restricted membership due to the inability to access additional and/or adequately developed sportsgrounds.

• Access to and the use of school facilities by community sporting groups for training/competition is limited.


Source: Newcastle Sports Associations survey, 2013

Note: Not all sports have a central governing association. In those instances, participation numbers from a number of individual clubs have been combined.

‘Newcastle Athletics’ includes participation numbers from Adamstown - New Lambton, Wallsend and Newcastle Veteran’s Athletics club. ‘Newcastle Water

Polo’ includes Newcastle and Central Newcastle Water Polo clubs. ‘Newcastle Cricket’ includes Newcastle Junior Cricket, Newcastle District Cricket and

Newcastle City and Suburban Cricket. ‘Newcastle Touch Footbal’ includes Wallsend, District Park, Beresfield and Newcaslte competitions.

Figure 4: Newcastle Sports Association 2011/ 2012 participation numbers

Local sporting trends and demand

As part of the development of the Parkland and Recreation Strategy, sporting associations, tennis clubs and park committees responsible for managing Council sport grounds provided information regarding participation and growth rates of each sporting user. Current participation numbers, past and forecast growth rates and expected driver of future participation growth are discussed in Section 15.0 of the Background and Appendices.

The key findings in relation to participation and growth for organised sports included:

• 78% of Newcastle sporting associations experienced increased growth in participation over the previous 5 years;

• 68% of Newcastle sporting associations projected increased growth in participation over the forthcoming 5 years; and

• Only 21% of Newcastle sporting associations projected slight increase in growth in participation over the forthcoming 5 years.

Figure 4 identifies the number of participants registered with each major Newcastle Sports Association throughout the 2011/ 2012 summer and 2012 winter season. This data highlights the following:

• The numbers of participants involved in outdoor football (soccer) is almost double that of any other sport;

• The increasing popularity of touch football and Oz Tag; and

• The continued popularity of netball as the major winter sport for females.

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Source: The City of Newcastle, 2013 Source: The City of Newcastle, 2013

A number of factors identified Newcastle Sports Association as likely drivers of future participation growth.

These included:

• Increased residential population growth throughout LGA;

• Popularity of sporting code; and

• Increased attraction and access to the sport through the development of new sport formats e.g. women’s competitions in traditionally male only sports, mid-week competitions, short duration and social competitions (8 weeks) etc.

Local sports field allocations

A further indication of local demand is the annual allocation and use of sportsgrounds by local Newcastle sporting associations. Appendix C of the

Figure 6: Winter 2012 sportsground allocations

Figure 5: Summer 2011/12 sportsground allocation

Background and Appendices provides a detailed account of sportsground allocations for the 20011/12 summer season and 2012 winter season. Figures 5 and 6 provide the following key insights:

• Cricket (70%) and Football (66%) ulitilise the highest number of turf sports fields annually.

• For many codes, the traditional 6 month winter/summer season is evolving into 12 month operations. This has increased demand for facilities and the pressure for the re-allocation of sportsgrounds to non – traditional seasonal users e.g. from cricket to football during the summer season.

• A number of sportsgrounds are not utilised throughout the summer and winter seasons annually. With appropriate infrastructure, they may have the potential to meet the high level of demand that exists for sports grounds.


8. Challenges and Opportunities8.1 Challenges

Financial sustainability

Council’s throughout NSW are facing significant challenges in terms of providing financially sustainable services to the community. Council has responded to these challenges by delivering a series of strategic documents to identify clear priorities and efficiency improvements.

Tighter council budgets challenged by a significant asset portfolio, infrastructure backlog and increasing costs associated with the provision and maintenance of the range of services requested by the community will continue to be a significant challenge.

The allocation of Federal and State government grants, improved financial performance of community assets, in addition to partnerships with business and the wider community, will be essential in delivering quality and sustainable parkland and recreation facilities.

Sustainable facility management and community organisations

Over the past decade, the coordination of sporting clubs and the management of recreation facilities by community organisations has become increasingly complex.

Additional Work Health and Safety (WHS) legislative requirements, increasing operational and maintenance costs, greater financial accountability, increasing expectations from participants and parents, changing patterns of sport participation, the decrease in volunteers and the need for facilities to become more financially sustainable have all contributed to this challenge.

To ensure the efficient management of recreation facilities within the community, it will be essential that facility managers/committees have clear governance structures, business planning, financial management skills and adequate training and support from Council.

Ensuring sporting clubs have appropriate support will be vital to the ongoing sustainability of these volunteer organisations and continuing the important service they provide to the community.

Managing community expectations

The Newcastle community is socially diverse with residents expressing high expectations for quality facilities and services. Balancing the desired standard of service and maintenance expected by the community and visitors with the need to be financially responsible, affordable, and sustainable will be a critical issue for Council in managing recreation infrastructure. A clear framework to guide investment, development and management is important.

Biodiversity protection

Parkland protects and support a number of significant biodiversity values including natural landscapes, significant flora and fauna and various ecosystems. Population growth, urban development, habitat loss and fragmentation, conflicting use and unsustainable land management practices are placing significant pressure on the city’s biodiversity reserves. The protection and enhancement of these biodiversity values within parkland will be critical for the sustainability of the Newcastle ecology.

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8.2 Opportunities

Partnerships with education sector

Public and private schools contain varying levels of recreational facilities. Expanding and improving access to these existing facilities for community use outside of school hours, particularly sports field, has the potential to meet the significant demand that exists within the community.

Improved capacity of facilities

Council provides a range of a sport, leisure and recreation facilities. Whilst this portfolio contains a number of quality facilities, most recreation facilities have only been developed to a local standard.

Improving the quality of infrastructure through upgrades and the adoption of new technologies, such as synthetic playing surfaces, will increase facility capacity, allow for increased levels of use, the generation of new revenue streams and may contribute to lower operational costs.

Reduction of service levels

Decreasing the mowing and maintenance of parkland and recreation facilities provides an opportunity to achieve costs savings. Furthermore, through defining the function of each open space parcel more clearly and aligning the maintenance level to the role, potential service levels can be reduced for parcels whose main function is not recreation e.g. stormwater management.

Disposal of excess parkland

The disposal of un-required parkland, has the ability to reduce operational costs and create a capital development funding source.

Leasing of parkland and recreation facilities

The leasing or licensing of parkland and recreation facilities may allow Council to transfer a proportion of the maintenance responsibilities to external providers and subsequently reduce maintenance costs. In return external providers benefit from a higher level of autonomy in the management and operation of the facility.

Recreation facilities that have been developed for a specific use (e.g. tennis court) and/or have a limited number of users as compared to a facility which is utilised by multiple groups (winter and summer sporting codes etc) provides opportunities for potential costs savings through leasing and licensing.

While this management approach can minimise Council’s management costs, it must not be considered a method of reducing council’s responsibility.

Increase awareness of facilities

Comprehensive and accessible information on what is available within Newcastle’s LGA would assist to connect both residents and visitors to facilities. Ongoing promotion and marketing of parkland and recreation facilities and the many benefits of healthy lifestyles would also help to raise awareness of these opportunities and encourage participation.

Sponsorship

Opportunities exist for Council to attract external revenue through sponsorship. Signage at parkland and recreation facilities, on uniforms and recreation equipment, in addition, to sponsorship of grant programs and events may generate new revenue streams.

Community trusts

The establishment of a trust which encourages and facilitates benevolent acts from community members and business to finance and/or subsidise recreational initiatives provides opportunities for the generation of new revenue streams. Donations to the Trusts provide an opportunity for people to give something back to their community, with tax deductions also possible, in accordance with the provisions of the Income Tax Act.

9. Parkland and Recreation AssessmentThis section provides a summary of parkland and recreation facility supply, demand, trends, participation data, community consultation and feedback received throughout the development if the strategy. The analysis identifies the key issues discovered and provides recommendations aimed at informing actions and priorities for the Parkland and Recreation Strategy. See Section 18.0 within the Background and Appendices for more details.


Faci

lity

Sup

ply

Dem

and

Ana

lysi

sR

eco

mm

end

atio

n

Par

klan

dTh

ere

are

app

roxi

mat

ely

250

par

ks in

th

e N

ewca

stle

LG

A. T

he s

ize

of p

arks

ra

nge

from

0.1

ha

to o

ver

170h

a.

Fore

shor

e P

ark

and

Bla

ckb

utt

Res

erve

are

con

sid

ered

reg

iona

l p

arks

.

Gle

nroc

k S

tate

Rec

reat

ion

Are

a an

d B

lue

Gum

Hill

s R

egio

nal P

arks

ar

e co

nsid

ered

reg

iona

l bus

hlan

d

rese

rves

.

Eig

ht p

arks

are

gen

eral

ly c

onsi

der

ed

as d

istr

ict

par

ks. T

hese

par

ks a

re 1

.5

ha o

r la

rger

in s

ize,

con

tain

hig

her

qua

lity

infr

astr

uctu

re.

Mos

t p

arks

are

gen

eral

ly c

onsi

der

ed

loca

l par

ks.

Par

ks a

re lo

cate

d in

a v

arie

ty o

f sp

aces

incl

udin

g; d

edic

ated

pub

lic

rese

rves

, sp

orts

fiel

ds,

roa

d r

eser

ves

and

dra

inag

e re

serv

es.

Ap

pro

xim

atel

y 13

2 p

arks

(53%

) are

sm

alle

r th

an t

he in

dus

try

ben

chm

ark

of 0

.5 h

a fo

r a

loca

l par

k.

Ap

pro

xim

atel

y 58

par

ks (2

3%) a

re

0.2

ha o

r sm

alle

r in

siz

e.

Use

of p

arkl

and

is h

igh.

Com

mun

ity s

urve

y re

sults

ind

icat

e:

• hi

gh fr

eque

ncy

of

use

and

valu

e fo

r lo

cal p

arks

,

• hi

gh fr

eque

ncy

of

use

and

popu

larit

y of

dis

tric

t and

re

gion

al p

arks

.

Ther

e is

hig

h d

eman

d

for

acce

ss t

o q

ualit

y p

arkl

and

whi

ch

cont

ains

a w

ide

rang

e an

d s

tand

ard

of

faci

litie

s to

allo

w

for

varie

ty o

f use

e.g

. p

layg

roun

ds,

sea

ting,

sh

ade

and

exe

rcis

e eq

uip

men

t.

Res

earc

h id

entifi

ed

the

mos

t p

opul

ar

and

util

ised

par

ks

wer

e d

istr

ict

par

ks,

whi

ch a

re la

rger

in

siz

e, c

onta

in a

ra

nge

of r

ecre

atio

nal

infr

astr

uctu

re a

nd

pro

vid

e fo

r a

grea

ter

rang

e of

exp

erie

nces

.

Par

klan

d is

gen

eral

ly w

ell d

istr

ibut

ed

thro

ugho

ut t

he L

GA

. Mos

t re

sid

ents

are

w

ithin

500

m o

f som

e fo

rm o

f par

klan

d,

how

ever

the

re a

re s

ome

area

s w

ithin

the

LG

A w

here

thi

s d

ista

nce

is c

onsi

der

ably

gr

eate

r.

A n

umb

er o

f fac

tors

suc

h as

gra

die

nt,

railw

ay li

nes,

maj

or r

oad

s, c

reek

s an

d

stor

m w

ater

cha

nnel

s p

rovi

de

bar

riers

to

par

klan

d a

cces

s.

The

amou

nt o

f par

klan

d p

rovi

ded

var

ies

sign

ifica

ntly

thr

ough

out

each

pla

nnin

g ar

eas.

Man

y p

lann

ing

area

s ha

ve lo

w

leve

l of p

arkl

and

per

per

son.

The

size

of l

ocal

par

klan

d w

ithin

the

LG

A

is g

ener

ally

sm

all.

Ove

r 50

% o

f par

ks a

re

smal

ler

than

the

rec

omm

end

ed in

dus

try

ben

chm

ark

for

a lo

cal p

ark

(0.5

ha)

. Op

en

spac

e p

lann

ing

sugg

ests

tha

t p

arkl

and

sh

ould

be

at le

ast

0.2h

a in

siz

e to

be

able

to

pro

vid

e su

ffici

ent

spac

e fo

r a

rang

e of

re

crea

tiona

l act

iviti

es.

The

qua

lity

of lo

cal p

arkl

and

, inc

lud

ing

the

amou

nt a

nd le

vel o

f inf

rast

ruct

ure

pro

vid

ed v

arie

s si

gnifi

cant

ly. T

his

app

ears

to

be

affe

cted

by

a nu

mb

er o

f con

stra

ints

in

clud

ing

top

ogra

phy

, gra

die

nt, fl

ood

ing,

an

d s

ize.

To s

upp

ort

need

s of

the

com

mun

ity,

cont

inue

d im

pro

vem

ents

to

exis

ting

par

klan

d is

req

uire

d.

Op

por

tuni

ties

for

the

upgr

adin

g an

d

dev

elop

men

t of

a n

umb

er o

f loc

al p

arks

ar

e lim

ited

in m

any

area

s d

ue t

o p

hysi

cal

cons

trai

nts.

The

dev

elop

men

t of

hig

her

qua

lity

dis

tric

t p

arks

whi

ch p

rovi

de

a ra

nge

of a

ctiv

e an

d

pas

sive

infr

astr

uctu

re w

ill b

e ne

cess

ary

to

mee

t co

mm

unity

nee

ds

and

miti

gate

loca

l d

efici

enci

es.

Imp

rovi

ng c

onne

ctio

ns t

o ot

her

open

sp

ace

opp

ortu

nitie

s fo

r re

sid

ents

livi

ng

furt

her

than

500

m fr

om lo

cal p

arkl

and

will

b

e es

sent

ial t

o m

inim

ise

acce

ss b

arrie

rs.

Dev

elop

new

and

revi

ew e

xist

ing

mas

ter

pla

ns to

gui

de

the

upgr

ade

of lo

cal

and

dist

rict p

arks

into

qua

lity

dis

tric

t par

ks to

mee

t cha

ngin

g ne

eds.

Iden

tify

a si

te fo

r th

e d

evel

opm

ent o

f a d

istr

ict p

ark

with

in M

aryl

and

, S

hort

land

and

Wal

lsen

d p

lann

ing

area

s.

Con

tinue

to p

lan

for

the

pro

visi

on o

f a r

ange

of p

arkl

and

recr

eatio

n fa

cilit

ies

for

the

futu

re p

opul

atio

n w

ithin

the

Wes

tern

Pla

nnin

g C

orrid

or.

Impr

ove

conn

ectio

ns to

oth

er o

pen

sp

ace

opp

ortu

nitie

s fo

r re

sid

ents

livi

ng

furt

her

than

500

m fr

om lo

cal p

arkl

and

.

Rev

iew

the

futu

re ro

le o

f loc

al p

arks

less

than

0.2

hec

tare

s in

siz

e an

d re

fer

to

Cou

ncil’

s A

sset

Rev

iew

and

Imp

lem

enta

tion

Pla

n (A

RIP

).

Dev

elop

par

klan

d a

nd re

crea

tion

faci

lity

serv

ice

leve

ls w

hich

are

alig

ned

with

fa

cilit

y ro

les

and

pro

vid

e op

erat

iona

l effi

cien

cies

.

Whe

re C

ounc

il ch

oses

not

to s

ell u

n-re

qui

red

par

klan

d, u

nder

take

an

expr

essi

on o

f int

eres

t for

the

exte

rnal

man

agem

ent o

f und

ersi

zed

par

klan

d b

y co

mm

unity

gro

ups

for

com

mun

ity g

ard

ens

as a

met

hod

to re

duc

e C

ounc

il’s

mai

nten

ance

exp

end

iture

whi

lst e

ncou

ragi

ng P

lace

Mak

ing

initi

ativ

es.

Inve

stig

ate

oppo

rtun

ities

for

grea

ter

com

mer

cial

use

and

ad

vert

isin

g w

ithin

pa

rkla

nd, r

ecre

atio

n fa

cilit

ies

and

ser

vice

s.

Rev

iew

and

am

end

the

New

cast

le L

ocal

Env

ironm

enta

l Pla

n 20

12 a

nd

New

cast

le D

evel

opm

ent C

ontr

ol P

lan

2012

to a

llow

for

grea

ter

com

mer

cial

us

e an

d ad

vert

isin

g w

ithin

par

klan

d a

nd re

crea

tion

faci

litie

s.

Dev

elop

a c

omm

erci

al fi

tnes

s op

erat

ors

pol

icy

and

lice

nce

to m

anag

e an

d

faci

litat

e co

mm

erci

al u

se o

f pub

lic s

pac

e.

Rev

iew

the

TCoN

Sp

orts

, Par

ks B

ooki

ng a

nd F

ores

hore

Usa

ge P

olic

ies.

Dev

elop

par

tner

ship

s w

ith re

sid

ent g

roup

s an

d c

omm

unity

org

anis

atio

ns th

at

supp

ort v

olun

teer

invo

lvem

ent i

n p

arkl

and

mai

nten

ance

.

Inve

stig

ate

oppo

rtun

ities

to e

ncou

rage

priv

ate

sect

or/c

omm

erci

al o

per

ator

s to

pro

vide

low

cos

t fitn

ess

activ

ities

in p

ublic

sp

aces

.

Dev

elop

a c

ompr

ehen

sive

pro

mot

ion

and

mar

ketin

g p

lan

aim

ed a

t pro

mot

ing

the

bene

fits

of h

ealth

y lif

esty

les

and

the

avai

lab

ility

of r

ecre

atio

n fa

cilit

ies

and

op

port

uniti

es w

ithin

com

mun

ity.

Dev

elop

a c

ompr

ehen

sive

par

klan

d a

nd re

crea

tion

dire

ctor

y on

cou

ncil’

s w

ebsi

te to

impr

ove

acce

ss a

nd a

war

enes

s of

op

por

tuni

ties.

Con

tinue

to s

uppo

rt a

nd a

ttra

ct th

e st

agin

g of

Sta

te, N

atio

nal a

nd

Inte

rnat

iona

l eve

nts

with

in N

ewca

stle

s LG

A.

Est

ablis

h a

Trus

t whi

ch e

ncou

rage

s an

d fa

cilit

ates

ben

evol

ent d

onat

ions

from

co

mm

unity

and

bus

ines

s to

fina

nce

and

/or

sub

sid

ise

recr

eatio

nal i

nitia

tives

.

Dev

elop

par

tner

ship

s w

ith c

omm

unity

org

anis

atio

ns m

anag

ing

spec

ialis

ed

spor

ting

faci

litie

s to

sup

por

t the

ong

oing

pro

visi

on o

f the

se fa

cilit

ies.

Tab

le 5

: Par

klan

d a

nd R

ecre

atio

n A

sses

smen

t

Faci

lity

Sup

ply

Dem

and

Ana

lysi

sR

eco

mm

end

atio

n

Pla

ygro

und

faci

litie

s

Ther

e ar

e 11

7 p

layg

roun

d fa

cilit

ies

in

the

New

cast

le L

GA

.

106

pla

ygro

und

faci

litie

s ar

e si

tuat

ed

in p

ublic

ly a

cces

sib

le lo

calit

ies

thro

ugho

ut t

he C

ity.

A fu

rthe

r 11

are

lo

cate

d w

ithin

inla

nd s

wim

min

g p

ools

an

d c

hild

care

cen

tres

.

Pla

y eq

uip

men

t ca

n co

nsis

t of

1, 2

or

3 p

iece

s of

ind

ivid

ual p

iece

s of

eq

uip

men

t, o

ne p

layg

roun

d u

nit

or a

co

mb

inat

ion

of t

he t

wo.

Man

y fa

cilit

ies

are

sim

ilar

in d

esig

n.

Ther

e ar

e fe

w p

layg

roun

ds

that

cat

er

for

peo

ple

with

a d

isab

ility

and

old

er

child

ren.

Pla

ygro

und

pro

visi

on r

epre

sent

s on

e p

layg

roun

d p

er 1

,469

peo

ple

.

Use

of p

layg

roun

ds

is

high

.

Com

mun

ity s

urve

y re

sults

ind

icat

e:

• hi

gh fr

eque

ncy

of u

se

and

valu

e of

loca

l pl

aygr

ound

s,

• hi

gh fr

eque

ncy

of

use

and

popu

larit

y of

di

stric

t and

regi

onal

pa

rks.

Ther

e is

hig

h d

eman

d

for

imp

rove

men

ts t

o p

layg

roun

d fa

cilit

ies

to a

llow

for

div

ersi

ty

and

gre

ater

leve

ls

of c

halle

nge

and

st

imul

atio

n.

Dem

and

for

pla

ygro

und

fa

cilit

ies

is p

rote

cted

to

rem

ain

high

as

the

pop

ulat

ion

of y

oung

ch

ildre

n co

ntin

ues

to

incr

ease

with

in n

ew a

nd

exis

ting

resi

den

tial a

reas

.

Pla

y eq

uip

men

t is

rea

sona

bly

wel

l dis

trib

uted

thr

ough

out

the

LGA

.

The

qua

lity

and

siz

e of

pla

y eq

uip

men

t va

ries

thro

ugho

ut

pla

nnin

g ar

eas.

Som

e lo

catio

ns h

ave

bee

n p

rovi

ded

with

p

layg

roun

d u

nits

whi

le o

ther

s ha

ve a

num

ber

of s

mal

l and

se

par

ate

pie

ces

of p

lay

equi

pm

ent.

The

re d

oes

not

app

ear

to b

e a

curr

ent

hier

arch

y gu

idin

g th

e co

nsis

tent

leve

l of

pro

visi

on o

r st

and

ard

of p

layg

roun

d d

evel

opm

ent.

Man

y fa

cilit

ies

are

sim

ilar

in d

esig

n an

d t

here

are

few

tha

t ca

ter

for

peo

ple

with

a d

isab

ility

and

chi

ldre

n ol

der

tha

n 10

ye

ars.

The

exis

ting

dis

tric

t le

vel p

layg

roun

ds

are

very

sm

all i

n co

mp

aris

on t

o ot

her

coun

cils

.

Whi

lst

the

pla

ygro

und

s lo

cate

d w

ith d

istr

ict

and

reg

iona

l p

arks

are

of h

ighe

r st

and

ard

tha

n lo

cal p

layg

roun

ds,

the

se

pla

ygro

und

s, w

ith t

he e

xcep

tion

of B

lack

but

t R

eser

ve, h

ave

not

bee

n d

evel

oped

to

a d

istr

ict

or r

egio

nal s

tand

ard

.

The

dev

elop

men

t of

a r

egio

nal p

layg

roun

d t

o se

rve

the

LGA

, in

ad

diti

on t

o d

istr

ict

pla

ygro

und

s w

ithin

eac

h p

lann

ing

area

, w

hich

inco

rpor

ate

opp

ortu

nitie

s fo

r p

eop

le w

ith a

dis

abili

ty,

will

be

imp

orta

nt t

o p

rovi

din

g q

ualit

y p

lay

exp

erie

nces

and

m

eetin

g co

mm

unity

dem

and

.

Com

par

ison

to

ind

ustr

y b

ench

mar

ks s

ugge

sts

the

curr

ent

pro

visi

on r

ate

for

the

pop

ulat

ion

is lo

w.

Dev

elop

a r

egio

nal p

layg

roun

d a

t Fo

resh

ore

Par

k.

Up

grad

e p

layg

roun

ds

with

in id

entifi

ed d

istr

ict

par

ks t

o a

dis

tric

t st

and

ard

. Inc

orp

orat

e op

por

tuni

ties

for

peo

ple

of

all

abili

ties.

Dev

elop

a lo

cal p

layg

roun

d a

ctio

n p

lan

to g

uid

e p

lann

ing

and

pro

visi

on o

f loc

al p

lay

equi

pm

ent.

Faci

lity

Sup

ply

Dem

and

Ana

lysi

sR

eco

mm

end

atio

n

Sp

orts

fie

lds

Ther

e ar

e 12

4 C

ounc

il sp

orts

fie

lds

loca

ted

thr

ough

out

the

City

of N

ewca

stle

.

61 (4

9%) o

f sp

orts

fiel

ds

are

man

aged

by

Com

mun

ity P

ark

Com

mitt

ee’s

on

beh

alf o

f C

ounc

il.

Oth

er p

rovi

der

of s

por

ts fi

eld

s in

clud

e;

• D

epar

tmen

t of E

duca

tion

• U

nive

rsity

of N

ewca

stle

• TA

FE N

SW

• X

stra

ta C

oal (

Bill

Pot

ts

Ova

l).

Sp

orts

grou

nd p

rovi

sion

, ex

clud

ing

educ

atio

n an

d

priv

ate

faci

litie

s re

pre

sent

s on

e fie

ld p

er 1

,256

peo

ple

.

Sp

orts

grou

nd p

rovi

sion

, in

clud

ing

educ

atio

n an

d

priv

ate

faci

litie

s re

pre

sent

s on

e fie

ld p

er 1

,066

peo

ple

.

Par

ticip

atio

n in

org

anis

ed

spor

ts c

ontin

ues

to in

crea

se.

A n

umb

er o

f sp

orts

grou

nds

exp

erie

nce

high

leve

ls o

f us

e, p

oten

tially

ove

r-us

e. T

he

poo

r q

ualit

y of

a n

umb

er o

f lo

cal s

por

ts fi

eld

s lim

its t

heir

leve

l of u

se, e

spec

ially

dur

ing

wet

wea

ther

.

Ther

e is

dem

and

for

imp

rove

d fa

cilit

ies

to

allo

w fo

r m

axim

um u

se

of g

roun

ds

e.g.

dra

inag

e,

flood

light

s, a

men

ities

.The

re

is a

bac

klog

of i

nfra

stru

ctur

e im

pro

vem

ents

.

Ther

e is

a d

eman

d fo

r th

e d

evel

opm

ent

of d

istr

ict

– le

vel f

acili

ties

from

a n

umb

er

of s

por

ts e

.g. r

ugb

y le

ague

, ne

tbal

l, A

FL.

Dem

and

is li

kely

to

rem

ain

stro

ng a

s p

opul

atio

n co

ntin

ues

to in

crea

se, b

oth

with

in n

ew r

esid

entia

l est

ates

an

d u

rban

gro

wth

cor

ridor

s.

Gre

ater

par

ticip

atio

n in

the

p

lann

ing,

dec

isio

n m

akin

g an

d p

riorit

isat

ion

of s

por

ts

field

imp

rove

men

t p

roje

cts

was

req

uest

ed b

y sp

ortin

g co

des

.

The

dis

trib

utio

n of

key

s,

wet

wea

ther

pol

icy

and

the

re

qui

rem

ents

gui

din

g th

e up

grad

ing

of C

ounc

il fa

cilit

ies

by

com

mun

ity g

roup

s w

ere

iden

tified

as

key

issu

es t

hat

need

to

be

revi

ewed

.

Incr

ease

d c

omm

unic

atio

n b

etw

een

Cou

ncil

and

the

sp

ortin

g co

mm

unity

was

re

que

sted

by

spor

ting

cod

es.

Dem

and

for

use

of s

por

ts fi

eld

s is

hig

h.

Par

ticip

atio

n ha

s in

crea

sed

and

maj

ority

of

cod

es p

roje

ct c

ontin

ued

gro

wth

in

mem

ber

ship

.

Gro

wth

will

gen

erat

e fu

rthe

r p

ress

ure

to im

pro

ve t

he q

ualit

y of

exi

stin

g sp

orts

fie

lds

and

the

dev

elop

men

t of

new

fa

cilit

ies

to a

ccom

mod

ate

new

clu

bs.

The

esta

blis

hmen

t of

par

tner

ship

s w

ith

the

NS

W E

duc

atio

n D

epar

tmen

t an

d

loca

l sch

ools

will

be

esse

ntia

l in

mee

ting

futu

re d

eman

d. T

he u

tilis

atio

n of

new

te

chno

logi

es w

hich

incr

ease

cap

acity

of

exis

ting

spor

ts fi

eld

s w

ill a

lso

be

a ke

y st

rate

gic

app

roac

h to

mee

ting

activ

e sp

orts

nee

ds

The

dev

elop

men

t of

crit

eria

for

the

prio

ritis

atio

n of

cap

ital p

roje

cts

wou

ld

sign

ifica

ntly

imp

rove

dec

isio

n m

akin

g tr

ansp

aren

cy.

Incl

udin

g ke

y st

akeh

old

ers

in t

he

pla

nnin

g, d

ecis

ion

mak

ing

and

p

riorit

isat

ion

of s

por

ts fi

eld

imp

rove

men

t p

roje

cts

may

enc

oura

ge p

artn

ersh

ips

and

pot

entia

lly in

crea

se t

he le

vel o

f fu

ndin

g fr

om s

por

ting

orga

nisa

tions

and

go

vern

men

t.

Ther

e ar

e a

num

ber

of d

iffer

ence

s in

C

ounc

il m

anag

ed a

nd c

omm

unity

m

anag

ed fi

eld

s. T

his

has

crea

ted

co

nfus

ion

and

ineq

uitie

s am

ongs

t sp

ortin

g co

des

. Th

e al

ignm

ent

of

man

agem

ent

pro

ced

ures

is n

eces

sary

to

rem

ove

inco

nsis

tenc

ies

and

con

fusi

on.

Cou

ncils

Rec

reat

ion

Faci

litie

s P

rogr

am

whi

ch p

rovi

des

dol

lar

for

dol

lar

fund

ing

to s

por

ting

grou

ps

for

min

or c

apita

l p

roje

cts

is a

goo

d e

xam

ple

of s

ucce

ssfu

l p

artn

ersh

ips.

Con

tinue

to p

lan

for

the

pro

visi

on o

f a r

ange

of p

arkl

and

recr

eatio

n fa

cilit

ies

for

the

futu

re p

opul

atio

n w

ithin

the

Wes

tern

Pla

nnin

g C

orrid

or

Dev

elop

a d

istr

ict s

por

ts fa

cilit

y p

lan

to g

uid

e th

e co

ord

inat

ed p

lann

ing

and

de

velo

pmen

t of d

istr

ict s

por

ting

faci

litie

s.

Est

ablis

h a

part

ners

hip

with

Xst

rata

Coa

l for

land

at C

reek

Roa

d, M

aryl

and

for

the

deve

lopm

ent o

f dis

tric

t rec

reat

ion

com

ple

x to

ser

ve th

e fu

ture

pop

ulat

ion.

Com

men

ce d

etai

led

des

ign

of a

dis

tric

t rec

reat

ion

com

ple

x at

Cre

ek R

oad

, W

alls

end.

Inve

stig

ate

the

utili

satio

n of

new

tech

nolo

gies

to in

crea

se c

apac

ity o

f exi

stin

g sp

orts

fiel

ds.

Rev

iew

and

upd

ate

TCoN

sp

orts

grou

nd h

iera

rchy

to re

flect

the

chan

ging

nee

ds

of th

e sp

ortin

g co

mm

unity

.

Dev

elop

an

asse

ssm

ent c

riter

ia to

gui

de

the

prio

ritis

atio

n of

pro

pos

ed c

apita

l pr

ojec

ts, i

n pa

rtic

ular

sp

orts

fiel

d im

pro

vem

ent p

roje

cts

Rev

iew

gui

delin

es fo

r th

e m

anag

emen

t of r

ecre

atio

n fa

cilit

ies

by

com

mun

ity

park

com

mitt

ees.

Up

dat

e gu

idel

ines

to re

flect

the

obje

ctiv

es o

f gre

ater

fina

ncia

l su

stai

nabi

lity,

util

isat

ion

and

per

form

ance

of C

ounc

il fa

cilit

ies.

Est

ablis

h fo

rmal

par

tner

ship

s th

e N

SW

Ed

ucat

ion

Dep

artm

ent/

loca

l sch

ools

to

incr

ease

com

mun

ity a

cces

s to

recr

eatio

n fa

cilit

ies

to m

eet f

utur

e d

eman

d.

Est

ablis

h a

form

al n

etw

ork/

foru

m w

ith N

ewca

stle

sp

ortin

g as

soci

atio

ns to

st

reng

then

rela

tions

hip

s an

d p

artn

ersh

ip d

evel

opm

ent.

Incl

ude

key

stak

ehol

der

s in

the

pla

nnin

g, d

ecis

ion

mak

ing

and

prio

ritis

atio

n of

pr

ojec

ts.

Ent

er in

to fi

nanc

ial p

artn

ersh

ips

with

regi

onal

and

sta

te s

por

ting

orga

nisa

tions

, th

e bu

sine

ss c

omm

unity

and

gov

ernm

ent f

or re

crea

tion

faci

lity

dev

elop

men

t.

Iden

tify

recr

eatio

n fa

cilit

ies

that

hav

e th

e p

oten

tial t

o b

e ex

tern

ally

man

aged

as

a m

etho

d to

redu

ce C

ounc

il’s

mai

nten

ance

exp

end

iture

whi

lst e

ncou

ragi

ng

addi

tiona

l priv

ate

inve

stm

ent.

Dev

elop

a fa

cilit

y le

asin

g p

olic

y an

d g

uid

elin

es to

faci

litat

e th

e le

asin

g of

dis

tric

t sp

ortin

g fa

cilit

ies,

whi

ch a

re e

nclo

sed

or

whe

re th

ere

is a

pre

dom

inan

t use

or

sing

le u

ser.

Rev

iew

and

upd

ate

Cou

ncil’

s S

por

ts P

olic

y, P

arks

Boo

king

Pol

icy

and

Fo

resh

ore

Usa

ge P

olic

y.

Dev

elop

a c

ompr

ehen

sive

pro

mot

ion

and

mar

ketin

g p

lan

aim

ed a

t pro

mot

ing

the

bene

fits

of h

ealth

y lif

esty

les

and

the

avai

lab

ility

of r

ecre

atio

n fa

cilit

ies

and

op

port

uniti

es w

ithin

com

mun

ity.

Iden

tify

opp

ortu

nitie

s of

fere

d b

y al

l rec

reat

ion

prov

ider

s w

ithin

pro

mot

iona

l ini

tiativ

es.

Exp

and

Cou

ncil’

s P

lace

Mak

ing

Pro

gram

to p

rom

ote

gran

ts fo

r th

e p

rovi

sion

of

phys

ical

exe

rcis

e pr

ogra

ms

to th

e co

mm

unity

.

Est

ablis

h a

Trus

t whi

ch e

ncou

rage

s an

d fa

cilit

ates

ben

evol

ent d

onat

ions

from

co

mm

unity

and

bus

ines

s to

fina

nce

and

/or

sub

sid

ise

recr

eatio

nal i

nitia

tives

.

Faci

lity

Sup

ply

Dem

and

Ana

lysi

sR

eco

mm

end

atio

n

Sp

ecia

lised

sp

orts

fie

lds

Bas

ebal

l

2 sp

ecia

lised

bas

ebal

l d

iam

ond

s ar

e p

rovi

ded

at

Ste

phe

nson

Par

k.

This

faci

lity

acco

mm

odat

es 3

b

aseb

all c

lub

s an

d is

util

ised

12

mon

ths

of t

he y

ear.

Par

ticip

atio

n ha

s in

crea

sed

in r

ecen

t ye

ars.

Ther

e is

dem

and

for

imp

rove

men

ts t

o th

e fa

cilit

y to

allo

w fo

r m

axim

um u

se.

Ther

e is

dem

and

for

the

allo

catio

n of

a

spor

tsgr

ound

for

a ‘h

omel

ess’

clu

b w

hich

is

cur

rent

ly u

tilis

ing

Ste

phe

nson

Par

k.

The

club

was

pre

viou

sly

utili

sing

a p

rivat

e sp

orts

grou

nd w

hich

has

sub

seq

uent

ly

bee

n so

ld a

nd r

edev

elop

ed.

The

qua

lity

of t

he fa

cilit

ies

is lo

w.

Dia

mon

ds

cont

ain

bac

k ne

ts a

nd o

uter

-fie

ld fe

ncin

g, b

ut a

re n

ot fl

ood

light

to

per

mit

com

pet

ition

mat

ches

.

Ther

e is

a r

easo

nab

le le

vel o

f bas

ebal

l fac

ility

pro

visi

on w

ithin

th

e LG

A.

The

bas

ebal

l dia

mon

ds

loca

ted

at

Ste

phe

nson

Par

k ar

e of

a

good

sta

ndar

d.

To s

upp

ort

the

need

s of

bas

ebal

l with

in t

he r

egio

n, c

ontin

ued

im

pro

vem

ents

of e

xist

ing

faci

lity

is r

equi

red

. The

inst

alla

tion

of

flood

light

s at

thi

s ve

nue

allo

win

g ni

ght

com

pet

ition

mat

ches

and

th

e p

rovi

sion

of a

sp

orts

grou

nd fo

r a

‘hom

eles

s cl

ub”

are

the

key

imp

rove

men

ts t

hat

wou

ld b

enefi

t th

e sp

ort.

Dev

elop

a s

por

ts fa

cilit

y im

pro

vem

ent

pla

n w

hich

iden

tifies

op

por

tuni

ties

for

the

upgr

ade

and

ad

apta

tion

of e

xist

ing

recr

eatio

nal f

acili

ties

to a

ccom

mod

ate

add

ition

al c

odes

, use

rs a

nd t

he c

hang

ing

need

s of

the

com

mun

ity.

Hoc

key

3 w

ater

– b

ased

syn

thet

ic

field

s ar

e lo

cate

d a

t N

ewca

stle

Inte

rnat

iona

l H

ocke

y C

omp

lex.

New

cast

le In

tern

atio

nal

Hoc

key

Com

ple

x is

a r

egio

nal

leve

l fac

ility

. All

hock

ey

com

pet

ition

with

in N

ewca

stle

is

con

duc

ted

from

thi

s fa

cilit

y.

The

qua

lity

of t

he h

ocke

y fa

cilit

y is

hig

h.

Par

ticip

atio

n in

Hoc

key

has

cont

inue

d t

o in

crea

se in

rec

ent

year

s.

The

faci

lity

exp

erie

nce

high

leve

ls o

f us

e, a

nd a

ccom

mod

ated

a r

ange

of

com

pet

ition

incl

udin

g lo

cal,

regi

onal

and

st

ate.

Dem

and

is li

kely

to

rem

ain

stro

ng d

ue t

o an

incr

easi

ng p

opul

atio

n, a

nd in

crea

ses

in t

he p

opul

arity

of h

ocke

y as

a r

esul

t of

H

ocke

y N

SW

initi

ativ

es.

Ther

e is

a g

ood

leve

l of p

rovi

sion

of h

ocke

y fie

lds

with

in t

he

LGA

.

This

faci

lity

has

bee

n d

evel

oped

on

Cro

wn

land

by

New

cast

le

Hoc

key

Inc.

a c

omm

unity

org

anis

atio

n, w

hom

are

res

pon

sib

le fo

r th

e m

anag

emen

t, m

aint

enan

ce a

nd c

apita

l im

pro

vem

ents

.

This

faci

lity

has

the

cap

acity

to

acco

mm

odat

e ad

diti

onal

use

ho

wev

er t

his

will

gen

erat

e ad

diti

onal

wea

r re

duc

ing

long

evity

of

synt

hetic

sur

face

s.

The

imp

act

of s

hort

– t

erm

gro

wth

will

nee

d

to b

e ca

refu

lly m

onito

red

.

Cap

ital i

mp

rove

men

ts a

re u

nder

take

n an

d fu

nded

by

hock

ey

mem

ber

s. T

he c

osts

to

rep

lace

syn

thet

ic s

urfa

ces

are

high

. No

finan

cial

or

in-k

ind

sup

por

t is

pro

vid

ed b

y C

ounc

il.

Fina

ncia

l sup

por

t fr

om C

ounc

il to

ass

ist

with

the

ong

oing

p

rovi

sion

of t

his

faci

lity

is t

he k

ey im

pro

vem

ent

that

wou

ld

ben

efit

the

spor

t.

Inve

stig

ate

opp

ortu

nitie

s to

pro

vid

e gr

eate

r su

pp

ort

to o

ther

com

mun

ity

recr

eatio

n fa

cilit

y p

rovi

der

s w

ithin

the

LG

A

to s

tren

gthe

n th

e ra

nge

of o

pp

ortu

nitie

s av

aila

ble

to

the

New

cast

le c

omm

unity

.

Sof

tbal

l

2 sp

ecia

lised

Sof

tbal

l d

iam

ond

s ar

e p

rovi

ded

at

Ste

phe

nson

Par

k.

5 ad

diti

onal

tem

por

ary

dia

mon

ds

are

pro

vid

ed o

n th

e ou

ter

field

s, w

hich

are

util

ised

b

y ot

her

cod

es d

urin

g th

e w

inte

r se

ason

.

Par

ticip

atio

n ha

s in

crea

sed

mod

erat

ely

in

rec

ent

year

s.

Ther

e is

dem

and

for

Ste

phe

nson

Par

k to

b

e ac

cess

ible

to

Sof

tbal

l 12

mon

ths

of

the

year

.

Ther

e is

dem

and

for

imp

rove

d fa

cilit

ies

to a

llow

for

max

imum

use

of f

acili

ty,

esp

ecia

lly fl

ood

light

s.

Futu

re d

eman

d is

pro

ject

ed t

o re

mai

n st

able

.

Ste

phe

nson

Pak

ser

ves

as a

dis

tric

t /

regi

onal

leve

l fac

ility

, b

ut t

he s

oftb

all i

nfra

stru

ctur

e ha

s no

t b

een

dev

elop

ed t

o th

is

stan

dar

d.

To s

upp

ort

the

need

s of

sof

tbal

l with

in t

he r

egio

n, t

he in

stal

latio

n of

floo

dlig

hts

allo

win

g ni

ght

com

pet

ition

mat

ches

, an

upgr

ade

of

bac

ksto

p n

ets

and

gre

ater

acc

ess

to o

utsi

de

field

s fo

r m

atch

es

is r

equi

red

. The

se c

apita

l im

pro

vem

ents

are

pro

ject

ed t

o m

eet

futu

re d

eman

d.

Dev

elop

a s

por

ts fa

cilit

y im

pro

vem

ent

pla

n w

hich

iden

tifies

op

por

tuni

ties

for

the

upgr

ade

and

ad

apta

tion

of e

xist

ing

recr

eatio

nal f

acili

ties

to a

ccom

mod

ate

add

ition

al c

odes

, use

rs a

nd t

he c

hang

ing

need

s of

the

com

mun

ity.

Faci

lity

Sup

ply

Dem

and

Ana

lysi

sR

eco

mm

end

atio

n

Net

bal

l co

urts

Ther

e ar

e 51

Cou

ncil

oper

ated

ou

tdoo

r ne

tbal

l cou

rts

loca

ted

th

roug

hout

New

cast

le.

They

are

loca

ted

with

in 9

faci

litie

s.

All

faci

litie

s co

ntai

n 2

asp

halt

cour

ts,

exce

pt

for

Up

per

Res

erve

(3) K

entis

h (6

) and

Nat

iona

l Par

k (3

2).

Nat

iona

l Par

k is

a r

egio

nal l

evel

fa

cilit

y. A

ll co

mp

etiti

on w

ithin

N

ewca

stle

is c

ond

ucte

d fr

om t

his

faci

lity.

Ther

e ar

e ap

pro

xim

atel

y 22

net

bal

l co

urts

loca

ted

with

in P

rimar

y an

d

Sec

ond

ary

scho

ols

thro

ugho

ut

New

cast

le.

Net

bal

l cou

rt p

rovi

sion

rep

rese

nts

one

cour

t p

er 3

,053

peo

ple

.

Par

ticip

atio

n ha

s in

crea

sed

in r

ecen

t ye

ars.

Ther

e is

dem

and

for

imp

rove

men

ts

to t

he e

xist

ing

faci

lity

to a

llow

for

max

imum

use

.

The

Nat

iona

l Par

k P

lan

of M

anag

emen

t al

low

s th

e d

evel

opm

ent

of a

n ad

diti

onal

3

cour

ts t

o m

eet

futu

re g

row

th.

Ther

e is

dem

and

for

a d

istr

ict

leve

l ne

tbal

l fac

ility

to

be

dev

elop

ed in

the

w

este

rn g

row

th c

orrid

or t

o m

eet

the

need

s of

the

futu

re p

opul

atio

n.

Ther

e is

dem

and

for

the

pro

visi

on o

f a

no -

inte

rest

loan

for

the

dev

elop

men

t an

ind

oor

netb

all f

acili

ty t

o ac

com

mod

ate

high

er le

vel c

omp

etiti

on

and

wet

wea

ther

tra

inin

g ne

eds.

Dem

and

for

netb

all c

ourt

s is

like

ly t

o re

mai

n st

rong

as

pop

ulat

ion

cont

inue

s to

incr

ease

, bot

h w

ithin

new

res

iden

tial

esta

tes

and

urb

an g

row

th c

orrid

ors.

The

conc

entr

atio

n of

cou

rts

at N

atio

nal P

ark

to

faci

litat

e w

eeke

nd c

omp

etiti

on h

as r

esul

ted

in t

he

ineq

uita

ble

dis

trib

utio

n of

loca

l cou

rts

thro

ugho

ut

the

LGA

.

As

a re

sult

recr

eatio

nal n

etb

all d

oes

not

app

ear

to

be

adeq

uate

ly p

rovi

ded

for

thro

ugho

ut t

he L

GA

.

Com

par

ison

to

ind

ustr

y b

ench

mar

ks s

ugge

sts

the

tota

l pro

visi

on r

ate

for

the

pop

ulat

ion

is a

deq

uate

.

The

qua

lity

of t

he n

etb

all f

acili

ties

at N

atio

nal P

ark

is h

igh,

but

con

sid

ered

gen

eral

ly p

oor

in t

he o

ther

lo

catio

ns.

The

loca

tion

of s

ome

cour

ts d

o no

t en

cour

age

com

mun

ity u

se d

ue t

o la

ck o

f pas

sive

su

rvei

llanc

e, p

erip

hera

l lig

htin

g.

Ther

e is

som

e co

mm

unity

use

of s

choo

l cou

rts.

The

pro

visi

on o

f har

d c

ourt

s to

allo

w fo

r re

crea

tiona

l net

bal

l op

por

tuni

ties.

with

in n

ew r

esid

entia

l est

ates

and

urb

an g

row

th

corr

idor

s in

ad

diti

on t

o th

e ex

istin

g co

mm

uniti

es

will

be

nece

ssar

y to

mee

t th

e ne

eds

of t

he

pop

ulat

ion.

Pro

vid

e p

athw

ays,

bic

ycle

lane

s, fi

tnes

s eq

uip

men

t an

d c

ourt

s to

enc

oura

ge in

form

al a

nd u

nstr

uctu

red

re

crea

tion

par

ticip

atio

n.

Dev

elop

a s

por

ts fa

cilit

y im

pro

vem

ent

pla

n w

hich

id

entifi

es o

pp

ortu

nitie

s fo

r th

e up

grad

e an

d

adap

tatio

n of

exi

stin

g re

crea

tiona

l fac

ilitie

s to

ac

com

mod

ate

add

ition

al c

odes

, use

rs a

nd t

he

chan

ging

nee

ds

of t

he c

omm

unity

.

Dev

elop

a d

istr

ict

spor

ts fa

cilit

y p

lan

to g

uid

e th

e co

ord

inat

ed a

pp

roac

h, p

lann

ing

and

dev

elop

men

t of

dis

tric

t sp

ortin

g fa

cilit

ies.

Dev

elop

ass

essm

ent

crite

ria t

o gu

ide

the

prio

ritis

atio

n of

pro

pos

ed c

apita

l pro

ject

s, in

p

artic

ular

sp

orts

fiel

d im

pro

vem

ent

pro

ject

s.

Bas

ketb

all

cour

tsTh

ere

are

nine

Cou

ncil

man

aged

ou

tdoo

r b

aske

tbal

l cou

rts

loca

ted

th

roug

hout

New

cast

les

LGA

.

They

con

sist

of f

our

full-

size

d c

ourt

s an

d fi

ve h

alf-

cour

ts.

Bas

ketb

all c

ourt

pro

visi

on r

epre

sent

s on

e co

urt

per

28,

310

peo

ple

.

Ane

cdot

al e

vid

ence

sug

gest

s so

cial

us

e of

bas

ketb

all f

acili

ties

is r

elat

ivel

y hi

gh.

Ther

e is

like

ly t

o b

e a

dem

and

for

loca

l re

crea

tiona

l lev

el b

aske

tbal

l cou

rts

to

mee

t th

e ne

eds

of t

he in

crea

sing

futu

re

pop

ulat

ion,

par

ticul

arly

you

ng p

eop

le.

Com

par

ison

to

ind

ustr

y b

ench

mar

ks s

ugge

sts

the

tota

l pro

visi

on r

ate

for

the

pop

ulat

ion

is

inad

equa

te. T

he lo

catio

n of

som

e co

urts

do

not

enco

urag

e co

mm

unity

use

due

to

lack

of p

assi

ve

surv

eilla

nce

and

/or

per

iphe

ral l

ight

ing.

The

pro

visi

on o

f har

d c

ourt

s to

allo

w fo

r re

crea

tiona

l bas

ketb

all o

pp

ortu

nitie

s w

ithin

new

re

sid

entia

l est

ates

and

urb

an g

row

th c

orrid

ors

in a

dd

ition

to

the

exis

ting

com

mun

ities

will

be

nece

ssar

y.

The

dev

elop

men

t of

cou

rts

with

in d

istr

ict

par

ks

and

oth

er h

igh

use

recr

eatio

n p

reci

ncts

pro

vid

e an

op

por

tuni

ty t

o co

-loc

ate

with

oth

er y

outh

or

ient

ated

faci

litie

s.

Ret

rofit

ting

exis

ting

recr

eatio

nal n

etb

all c

ourt

s w

ith d

ual–

use

bas

ketb

all/n

etb

all g

oal p

osts

and

lin

e m

arki

ng m

ay p

rovi

de

a re

lativ

ely

inex

pen

sive

w

ay o

f filli

ng e

xist

ing

gap

s in

pro

visi

on.

Con

tinue

to

pla

n fo

r th

e p

rovi

sion

of a

ran

ge

of p

arkl

and

rec

reat

ion

faci

litie

s fo

r th

e fu

ture

p

opul

atio

n w

ithin

the

Wes

tern

Pla

nnin

g C

orrid

or.

Pro

vid

e p

athw

ays,

bic

ycle

lane

s, fi

tnes

s eq

uip

men

t an

d c

ourt

s to

enc

oura

ge in

form

al a

nd u

nstr

uctu

red

re

crea

tion

par

ticip

atio

n.

Dev

elop

a s

por

ts fa

cilit

y im

pro

vem

ent

pla

n w

hich

id

entifi

es o

pp

ortu

nitie

s fo

r th

e up

grad

e an

d

adap

tatio

n of

exi

stin

g re

crea

tiona

l fac

ilitie

s to

ac

com

mod

ate

add

ition

al c

odes

, use

rs a

nd t

he

chan

ging

nee

ds

of t

he c

omm

unity

.

Pre

par

e a

yout

h fa

cilit

ies

stra

tegy

, whi

ch p

rovi

des

st

rate

gic

dire

ctio

n on

the

dev

elop

men

t of

you

th

faci

litie

s, in

clud

ing

cour

ts.

Faci

lity

Sup

ply

Dem

and

Ana

lysi

sR

eco

mm

end

atio

n

Tenn

is

cour

ts17

ten

nis

faci

litie

s ar

e lo

cate

d

thro

ugho

ut N

ewca

stle

.

13 t

enni

s co

urts

are

Cou

ncil

owne

d

faci

litie

s.

The

larg

est

tenn

is c

omp

lex

is D

istr

ict

Par

k, B

road

mea

dow

. Bro

adm

ead

ow

is a

reg

iona

l lev

el fa

cilit

y.

Thes

e 17

faci

litie

s co

ntai

n 79

cou

rts,

68

are

syn

thet

ic, 9

are

asp

halt

and

2

are

gras

s.

Tota

l ten

nis

cour

t p

rovi

sion

re

pre

sent

s on

e co

urt

per

1,9

71

peo

ple

.

Sp

ecifi

c vi

sita

tion/

use

stat

istic

s on

co

urt

use

and

hire

is n

ot c

urre

ntly

co

llect

ed a

nd m

emb

ersh

ip o

f a c

lub

or

with

Ten

nis

NS

W is

not

req

uire

d t

o hi

re c

ourt

s. A

necd

otal

info

rmat

ion

from

m

anag

emen

t co

mm

ittee

ind

icat

es u

se

of t

enni

s co

urts

is h

igh.

Nat

iona

lly, p

artic

ipat

ion

has

stea

dily

d

eclin

ed o

ver

the

pas

t 10

yea

rs,

but

ten

nis

still

att

ract

s hi

gh le

vels

of

par

ticip

atio

n in

chi

ldre

n an

d a

dul

ts

whe

n co

mp

ared

to

othe

r sp

orts

.

Ther

e is

dem

and

for

imp

rove

d fa

cilit

ies

to a

llow

for

max

imum

use

.

Ther

e is

a b

ackl

og o

f inf

rast

ruct

ure

imp

rove

men

ts.

The

qua

lity

of t

enni

s fa

cilit

ies

varie

s th

roug

hout

th

e LG

A.

All

Cou

ncil

tenn

is fa

cilit

ies

are

man

aged

by

355

com

mitt

ees

or v

ia d

irect

leas

es. A

num

ber

of

faci

lity

leas

es a

re e

xpire

d.

Feed

bac

k in

dic

ates

in

cons

iste

ncie

s in

ann

ual l

ease

fees

, hire

fees

and

m

aint

enan

ce r

esp

onsi

bili

ties.

Con

cern

has

bee

n ra

ised

tha

t d

elay

s in

leas

e re

new

als

are

hold

ing

up p

oten

tial i

nves

tmen

t an

d u

pgr

ades

to

tenn

is

faci

litie

s.

Cap

ital i

mp

rove

men

t an

d m

aint

enan

ce a

re

del

egat

ed t

o le

ssee

s in

lieu

of h

ire r

enta

l fee

s,

how

ever

no

spec

ific

sche

dul

e of

wor

ks a

pp

ear

to

have

bee

n d

evel

oped

.

Fina

ncia

l per

form

ance

of f

acili

ties,

pat

rona

ge o

f co

urts

and

the

leve

l of i

nves

tmen

t re

qui

red

or

pro

pos

ed fo

r te

nnis

faci

litie

s in

unk

now

n.

The

pro

visi

on o

f ten

nis

cour

ts is

con

sid

ered

ad

equa

te. T

he p

rovi

sion

rat

e is

one

cou

rt p

er

1,97

1 p

eop

le, s

imila

r to

the

ind

ustr

y b

ench

mar

k of

on

e p

er 1

,875

peo

ple

.

Ther

e is

a n

eed

to

revi

ew t

he le

asin

g ar

rang

emen

ts, r

esp

onsi

bili

ties

and

rep

ortin

g re

qui

rem

ents

of o

rgan

isat

ions

man

agin

g C

ounc

il ow

ned

ten

nis

faci

litie

s. S

uch

actio

n is

nec

essa

ry

to e

nsur

e m

axim

um p

ublic

use

, per

form

ance

an

d t

he o

ngoi

ng fi

nanc

ial s

usta

inab

ility

of t

hese

co

mm

unity

ass

ets.

Dev

elop

a t

enni

s d

eliv

ery

pla

n to

gui

de

the

dev

elop

men

t an

d p

rovi

sion

of t

enni

s fa

cilit

ies.

Rev

iew

gui

del

ines

for

the

man

agem

ent

of

orga

nisa

tion

leas

ing/

man

agin

g te

nnis

cou

rts

on

beh

alf o

f Cou

ncil.

Dev

elop

cle

ar g

uid

elin

es t

o im

pro

ve s

usta

inab

ility

and

per

form

ance

.

Bat

bal

l co

urts

Ther

e ar

e th

ree

bat

bal

l cou

rts

with

in

New

cast

les

LGA

. Th

ey a

re lo

cate

d

at E

mp

ire P

ark,

Bar

Bea

ch.

Ane

cdot

al in

form

atio

n in

dic

ates

hig

h le

vels

of d

eman

d fo

r b

at b

all c

ourt

s w

ith p

eop

le t

rave

lling

from

out

sid

e th

e re

gion

to

acce

ss t

he c

ourt

s.

Ther

e is

like

ly t

o b

e a

dem

and

for

fa

cilit

ies

that

cat

er t

o m

ultip

le u

sers

an

d a

bili

ties

in a

dd

ition

to

the

need

s of

the

incr

easi

ng fu

ture

pop

ulat

ion,

p

artic

ular

ly y

oung

peo

ple

.

Bat

bal

l cou

rts

pro

vid

e in

exp

ensi

ve o

pp

ortu

nitie

s fo

r a

rang

e of

age

s an

d a

bili

ties.

The

pro

visi

on o

f ad

diti

onal

faci

litie

s to

allo

w fo

r un

stru

ctur

ed r

ecre

atio

nal o

pp

ortu

nitie

s w

ithin

new

re

sid

entia

l est

ates

and

urb

an g

row

th c

orrid

ors

in a

dd

ition

to

the

exis

ting

com

mun

ities

will

be

nece

ssar

y.

Pro

vid

e p

athw

ays,

bic

ycle

lane

s, c

ourt

s an

d fi

tnes

s eq

uip

men

t to

enc

oura

ge in

form

al a

nd u

nstr

uctu

red

re

crea

tion

par

ticip

atio

n.

Faci

lity

Sup

ply

Dem

and

Ana

lysi

sR

eco

mm

end

atio

n

Ska

te/B

MX

fa

cilit

ies

Ther

e ar

e 10

ska

te/B

MX

fa

cilit

ies

in t

he N

ewca

stle

LG

A.

Thes

e fa

cilit

ies

acco

mm

odat

e B

MX

, ska

te a

nd in

-lin

e ac

tiviti

es.

Bar

Bea

ch a

nd W

alls

end

are

d

istr

ict

leve

l fac

ilitie

s.

All

othe

r fa

cilit

ies

are

clas

sifie

d

as lo

cal.

Loca

l ska

te/B

MX

pro

visi

on

rep

rese

nts

one

faci

lity

per

22

,698

peo

ple

.

Ther

e is

con

tinue

d h

igh

dem

and

for

acce

ss t

o sk

ate

faci

litie

s.

Res

earc

h un

der

take

n b

y C

ounc

il d

urin

g 20

09 id

entifi

ed h

igh

leve

ls o

f us

e, e

spec

ially

the

Bar

Bea

ch s

kate

p

ark

whi

ch is

reg

ard

ing

as a

one

of

Aus

tral

ia’s

pre

mie

r b

owls

, att

ract

ing

peo

ple

from

out

sid

e th

e re

gion

.

Ther

e is

str

ong

dem

and

for

high

er

qua

lity

faci

litie

s th

at c

ater

for

mul

tiple

us

ers

and

ab

ilitie

s.

It is

pro

ject

ed t

he d

eman

d fo

r sk

ate/

BM

X fa

cilit

ies

to m

eet

the

need

s of

the

in

crea

sing

futu

re p

opul

atio

n, p

artic

ular

ly

youn

g p

eop

le, w

ill b

e st

rong

.

Acc

ord

ingl

y, t

he p

rovi

sion

of a

dd

ition

al

faci

litie

s to

allo

w fo

r re

crea

tiona

l op

por

tuni

ties

with

in n

ew r

esid

entia

l es

tate

s an

d u

rban

gro

wth

cor

ridor

s in

ad

diti

on t

o th

e ex

istin

g co

mm

uniti

es w

ill

be

nece

ssar

y.

The

qua

lity

of s

kate

/BM

X fa

cilit

ies

varie

s si

gnifi

cant

ly t

hrou

ghou

t th

e LG

A. D

istr

ict

faci

litie

s ar

e of

a h

igh

qua

lity

whi

lst

the

loca

l fa

cilit

ies

are

bas

ic.

The

curr

ent

pro

visi

on r

ate

is a

pp

roxi

mat

ely

one

per

20,

000

peo

ple

, con

sid

erab

ly u

nder

the

ind

ustr

y p

rovi

sion

rat

es o

f one

p

er 1

0,00

0 p

eop

le.

Anc

illar

y fa

cilit

ies

incl

udin

g sh

elte

r an

d w

ater

and

sea

ting

are

lack

ing

at m

any

loca

tions

.

The

dev

elop

men

t of

a r

egio

nal s

kate

/BM

X fa

cilit

y to

ser

ve t

he

LGA

, in

add

ition

to

faci

litie

s to

ser

vice

the

gro

win

g co

mm

unity

w

ithin

the

wes

tern

gro

wth

cor

ridor

will

be

req

uire

d.

The

dev

elop

men

t of

ska

te/B

MX

faci

litie

s w

ithin

dis

tric

t p

arks

and

ot

her

high

use

rec

reat

ion

pre

cinc

ts p

rovi

de

an o

pp

ortu

nity

to

co-

loca

te w

ith o

ther

you

th o

rient

ated

faci

litie

s.

The

dev

elop

men

t of

few

er q

ualit

y d

istr

ict

stan

dar

d fa

cilit

ies

as

com

par

ed t

o a

larg

er n

umb

er o

f sm

alle

r lo

cal s

kate

par

ks s

houl

d

be

cons

ider

ed. D

istr

ict

par

ks h

ave

the

cap

acity

to

pro

vid

e fo

r a

num

ber

of s

tyle

s (s

tree

t, r

amp

, tra

nsiti

on),

abili

ties

and

age

s ra

nges

are

pro

vid

e gr

eate

r op

por

tuni

ties

for

skill

dev

elop

men

t.

Con

tinue

to

pla

n fo

r th

e p

rovi

sion

of

a ra

nge

of s

kate

/BM

X fa

cilit

ies

for

the

futu

re p

opul

atio

n w

ithin

the

Wes

tern

P

lann

ing

Cor

ridor

Rev

iew

and

up

dat

e C

ounc

il’s

stra

tegi

c ap

pro

ach

to s

kate

/BM

X fa

cilit

ies

dev

elop

men

t.

Gol

f co

urse

sTh

ere

are

thre

e go

lf co

urse

s in

N

ewca

stle

.

The

Ber

esfie

ld G

olf C

ours

e is

ow

ned

and

op

erat

ed b

y C

ounc

il. M

erew

ethe

r an

d

Sho

rtla

nd a

re p

rivat

ely

owne

d

and

man

aged

.

Two

othe

r 18

-hol

e go

lf co

urse

b

oard

ers

the

New

cast

le L

GA

, lo

cate

d a

t Fe

rn B

ay a

nd W

est

Wal

lsen

d a

nd a

re p

rivat

ely

man

aged

.

A g

olf d

rivin

g ra

nge

is lo

cate

d

at S

hort

land

.

Ane

cdot

al e

vid

ence

sug

gest

s us

e of

gol

f fa

cilit

ies

is r

elat

ivel

y hi

gh.

Nat

iona

lly, p

artic

ipat

ion

has

rem

aine

d

high

ove

r th

e p

ast

10 y

ears

, and

stil

l at

trac

ts h

igh

leve

ls o

f par

ticip

atio

n in

ad

ults

whe

n co

mp

ared

to

othe

r sp

orts

.

Ber

esfie

ld G

olf C

lub

, ow

ned

and

m

anag

ed b

y C

ounc

il, r

ecei

ved

ap

pro

xim

atel

y 30

,000

vis

its p

er a

nnum

d

urin

g 20

10/1

1, 2

011/

12 a

nd 2

012/

13

resp

ectiv

ely.

Com

par

ison

of e

xist

ing

sup

ply

to

ind

ustr

y b

ench

mar

ks s

ugge

sts

the

curr

ent

pro

visi

on r

ate

for

the

pop

ulat

ion

is in

adeq

uate

. H

owev

er, b

ased

on

the

pro

xim

ity o

f the

New

cast

le a

nd W

est

Wal

lsen

d fa

cilit

ies,

thi

s ‘s

hort

fall’

is c

onsi

der

ed t

o ha

ve b

een

met

.

The

annu

al c

osts

of m

anag

ing

Ber

esfie

ld G

olf C

ours

e ar

e si

gnifi

cant

. The

faci

lity

incu

rs a

n op

erat

ing

defi

cit

of

app

roxi

mat

ely

$200

,000

pa.

The

finan

cial

per

form

ance

of t

he fa

cilit

y is

con

sid

ered

un

sust

aina

ble

. Cou

ncil

has

rece

ntly

res

olve

d t

o se

ek e

xpre

ssio

ns

of in

tere

st fo

r th

e ex

tern

al m

anag

emen

t of

the

faci

lity

as a

m

etho

d t

o re

duc

e th

e co

st o

f pro

visi

on.

Ber

esfie

ld G

olf C

ours

e p

rovi

des

an

imp

orta

nt r

ecre

atio

n an

d

soci

al r

ole

with

in t

he lo

cal c

omm

unity

. Its

ong

oing

pro

visi

on

is c

onsi

der

ed im

por

tant

to

pro

vid

ing

a ra

nge

of a

fford

able

an

d a

cces

sib

le r

ecre

atio

n op

por

tuni

ties

for

this

soc

ially

d

isad

vant

aged

and

isol

ated

com

mun

ity.

Exa

min

e op

por

tuni

ties

to im

pro

ve

the

finan

cial

sus

tain

abili

ty o

f the

gol

f co

urse

whi

lst

mai

ntai

ning

thi

s im

por

tant

co

mm

unity

faci

lity.

41Faci

lity

Sup

ply

Dem

and

Ana

lysi

sR

eco

mm

end

atio

n

Sw

imm

ing

poo

lsTh

ere

are

five

pub

lic 5

0m

outd

oor

swim

min

g co

mp

lexe

s in

New

cast

le.

Ther

e ar

e th

ree

priv

atel

y ow

ned

an

d o

per

ated

ind

oor

swim

min

g p

ools

.

Thes

e in

clud

e:

The

Foru

m U

nive

rsity

of

New

cast

le -

50m

hea

ted

;

Vik

ing

Hea

lth C

lub

- 2

5 m

in

doo

r he

ated

;

Arn

old

s sw

im c

entr

e- 2

5m

ind

oor

heat

ed;

Cro

wn

Pla

za H

otel

- 3

0m

outd

oor.

Ther

e ar

e 2

ocea

n b

aths

loca

ted

at

New

cast

le a

nd M

erew

ethe

r.

Dem

and

for

aqua

tic fa

cilit

ies

is h

igh

and

is

pro

ject

ed t

o co

ntin

ue in

to

the

futu

re.

Com

mun

ity s

urve

y re

sults

und

erta

ken

dur

ing

2011

iden

tified

hig

h fr

eque

ncy

of u

se a

nd v

alue

of s

wim

min

g p

ools

. S

wim

min

g w

as id

entifi

ed a

s on

e of

the

m

ost

pop

ular

rec

reat

iona

l act

iviti

es

und

erta

ken

on a

reg

ular

bas

is w

ithin

N

ewca

stle

.

Vis

itatio

n ha

s flu

ctua

ted

ove

r th

e p

ast

15 y

ears

. Fa

ctor

s im

pac

ting

on

atte

ndan

ce in

clud

e co

ol/w

et s

umm

er

and

incr

easi

ng e

ntry

fee.

Nat

iona

lly, p

artic

ipat

ion

has

rem

aine

d

high

ove

r th

e p

ast

10 y

ears

, and

stil

l at

trac

ts h

igh

leve

ls o

f par

ticip

atio

n in

ad

ults

and

chi

ldre

n w

hen

com

par

ed

to o

ther

sp

orts

. A

BS

dat

a id

entifi

es

swim

min

g am

ongs

t th

e ac

tiviti

es

that

exp

erie

nce

the

high

est

rate

s of

p

artic

ipat

ion,

bot

h or

gani

sed

and

un

orga

nise

d, f

or c

hild

ren

and

ad

ults

th

roug

hout

Aus

tral

ia.

Dem

and

is e

xpec

ted

to

cont

inue

as

the

pop

ulat

ion

ages

and

incr

easi

ng

num

ber

s of

old

er p

eop

le s

eek

acce

ss t

o no

n-co

ntac

t re

crea

tion

activ

ities

. Oth

er

driv

ers

of d

eman

d in

clud

e th

e in

crea

sing

nu

mb

er o

f chi

ldre

n w

ithin

the

LG

A a

nd

the

des

ire fo

r un

stru

ctur

ed a

ctiv

ities

to

acco

mm

odat

e d

ecre

ased

leis

ure

time,

ch

angi

ng p

atte

rns

of p

artic

ipat

ion

and

re

crea

tion

tren

ds.

Sw

imm

ing

poo

ls a

re w

ell p

rovi

ded

for

in N

ewca

stle

. Fac

ilitie

s ar

e w

ell d

istr

ibut

ed w

ith m

ost

resi

den

ts lo

cate

d w

ithin

5km

of a

poo

l.

Ther

e is

ap

pro

xim

atel

y on

e 50

m p

ool p

er 2

6,00

0 p

eop

le. I

ndus

try

pro

visi

on r

ates

for

50m

poo

ls v

ary

cons

ider

ably

, fro

m o

ne p

er

35,0

00 p

eop

le t

o on

e p

er 7

5,00

0 p

eop

le, s

ugge

stin

g N

ewca

stle

m

ay b

e ov

ersu

pp

lied

.

The

geog

rap

hic

isol

atio

n of

Sto

ckto

n an

d B

eres

field

and

the

p

opul

arity

of s

wim

min

g m

ay e

xpla

in t

he r

easo

n b

ehin

d t

he

exis

ting

high

er p

rovi

sion

rat

e.

The

Foru

m is

the

onl

y in

doo

r he

ated

aq

uatic

faci

lity

avai

lab

le 1

2 m

onth

s of

the

yea

r.

Cou

ncil’

s P

ool S

ervi

ce D

eliv

ery

Mod

el (P

SD

M) i

den

tifies

the

re

dev

elop

men

t of

Lam

bto

n P

ool i

nto

a re

gion

al a

qua

tic a

nd

leis

ure

cent

re a

s a

prio

rity.

Fun

din

g fo

r th

is p

roje

ct h

as b

een

secu

red

thr

ough

a s

pec

ial r

ate

varia

tion.

The

red

evel

opm

ent

of L

amb

ton

Poo

l is

antic

ipat

ed t

o ha

ve a

n im

pac

t on

the

op

erat

ions

of t

he o

ther

four

cen

tres

. The

nee

d a

nd

viab

ility

of t

he r

emai

ning

four

sw

imm

ing

cent

res

iden

tified

will

ne

ed t

o b

e re

view

ed fo

llow

ing

the

Lam

bto

n re

dev

elop

men

t.

Man

agem

ent

of t

he in

land

poo

ls is

bec

omin

g in

crea

sing

ly

com

ple

x d

ue t

o d

eclin

ing

pat

rona

ge, t

he s

igni

fican

t su

bsi

die

s an

d t

he a

ge o

f the

faci

litie

s.

The

cost

to

pro

vid

e in

land

poo

ls is

sig

nific

ant

and

op

por

tuni

ties

to r

educ

e co

sts

whi

lst

cont

inui

ng t

o p

rovi

de

this

ser

vice

req

uire

in

vest

igat

ion.

Dev

elop

a r

egio

nal a

qua

tic c

entr

e at

La

mb

ton.

Up

on c

omp

letio

n of

the

Lam

bto

n re

dev

elop

men

t, u

nder

take

a r

evie

w o

f th

e P

SD

M a

nd t

he s

trat

egic

dire

ctio

n fo

r aq

uatic

pro

visi

on w

ithin

New

cast

le.

Inve

stig

ate

opp

ortu

nitie

s to

imp

rove

th

e fin

anci

al s

usta

inab

ility

of i

nlan

d

swim

min

g p

ools

.

March 2014 42

Faci

lity

Sup

ply

Dem

and

Ana

lysi

sR

eco

mm

end

atio

n

Ind

oor

Sp

ort

Cen

tres

Ther

e ar

e 4

ind

oor

spor

t ce

ntre

co

mp

lexe

s in

New

cast

le.

How

zat

Ind

oor

Sp

orts

Cen

tre

is a

9 c

ourt

in

doo

r m

ulti

- p

urp

ose

faci

lity

pro

vid

ing

pro

gram

s an

d c

omp

etiti

ons

acro

ss a

ra

nge

of s

por

ts.

New

cast

le B

aske

tbal

l Sta

diu

m, a

6

cour

t fa

cilit

y, c

urre

ntly

acc

omm

odat

es

bas

ketb

all,

volle

ybal

l and

futs

al a

ctiv

ities

.

The

Foru

m, (

The

Uni

vers

ity o

f New

cast

le

Cal

laha

n C

amp

us) i

s a

two

cour

t fa

cilit

y w

hich

org

anis

es in

doo

r sp

ort

com

pet

ition

s p

rimar

ily t

arge

ting

its

stud

ents

.

Bro

adm

ead

ow P

CY

C is

a 1

cou

rt fa

cilit

y,

cont

aini

ng g

ymna

stic

and

wei

ght

trai

ning

ar

eas,

whi

ch d

eliv

ers

a nu

mb

er o

f p

rogr

ams

focu

sed

mos

tly t

owar

ds

yout

h.

Eac

h of

the

faci

litie

s ar

e p

rivat

ely

owne

d,

dev

elop

ed a

nd o

per

ated

.

Use

of i

ndoo

r re

crea

tion

faci

litie

s is

hig

h.

Nat

iona

lly, p

artic

ipat

ion

in

bas

ketb

all,

netb

all,

gym

nast

ics,

d

ance

and

oth

er in

doo

r sp

orts

re

mai

ns s

tead

y.

Dem

and

for

ind

oor

spac

e is

p

roje

cted

to

incr

ease

inlin

e w

ith

pop

ulat

ion

grow

th w

ithin

the

w

este

rn c

orrid

or

An

exam

inat

ion

of e

xist

ing

Ind

oor

Sp

ort

Cen

ter’s

sug

gest

s th

e su

pp

ly o

f exi

stin

g fa

cilit

ies

may

not

be

adeq

uate

to

mee

t fu

ture

ne

eds

of t

he c

omm

unity

.

New

cast

le B

aske

tbal

l Sta

diu

m h

as b

een

dev

elop

ed s

pec

ifica

lly

for

bas

ketb

all c

omp

etiti

on. O

ther

rec

reat

ion

activ

ities

are

on

ly a

ccom

mod

ated

dur

ing

the

off-

seas

on. T

he c

ontin

ued

d

evel

opm

ent

of b

aske

tbal

l with

in t

he r

egio

n m

ay fu

rthe

r lim

it th

e ab

ility

of t

his

faci

lity

in a

ccom

mod

atin

g ot

her

activ

ities

and

ser

ving

a

mul

ti –

pur

pos

e fa

cilit

y ro

le.

How

zat

Ind

oor

Sp

orts

Cen

tre

is t

he o

nly

know

n in

doo

r m

ulti

- p

urp

ose

ind

oor

spor

t ce

ntre

with

the

LG

A t

hat

pro

vid

es p

rogr

ams

and

com

pet

ition

s ac

ross

a r

ange

of s

por

ts. W

hils

t th

is fa

cilit

y cu

rren

tly h

as t

he c

apac

ity t

o ac

com

mod

ate

add

ition

al m

emb

ers,

its

ab

ility

to

acco

mm

odat

e th

e d

eman

ds

of t

he g

row

ing

pop

ulat

ion

with

in b

oth

the

inne

r ci

ty a

nd w

este

rn g

row

th c

orrid

ors

is u

nlik

ely.

The

abili

ty o

f The

For

um a

nd P

CY

C (w

hich

con

tain

less

tha

n th

ree

mul

ti-p

urp

ose

cour

ts) t

o ca

ter

to t

he b

road

er m

ulti

pur

pos

e re

crea

tiona

l nee

ds

of t

he g

row

ing

New

cast

le c

omm

unity

will

be

limite

d.

All

exis

ting

ind

oor

spor

t ce

ntre

com

ple

xes

are

priv

atel

y ow

ned

. Th

e on

goin

g us

e of

thi

s la

nd fo

r re

crea

tiona

l pur

pos

es is

sub

ject

to

cha

nge.

Exi

stin

g fa

cilit

ies

are

conc

entr

ated

pre

dom

inat

ely

in t

he e

ast

and

cen

tre

of t

he L

GA

. Fut

ure

dem

and

is li

kely

to

incr

ease

p

red

omin

atel

y w

ithin

the

wes

tern

gro

wth

cor

ridor

.

Und

erta

ke fu

rthe

r in

vest

igat

ion

into

th

e ne

ed o

f a m

ulti

– p

urp

ose

ind

oor

spor

t fa

cilit

y, p

artic

ular

ly t

o se

rvic

e th

e fu

ture

pop

ulat

ion

with

in t

he

wes

tern

pla

nnin

g co

rrid

or.

Inve

stig

ate

opp

ortu

nitie

s to

p

rovi

de

grea

ter

sup

por

t to

oth

er

recr

eatio

n p

rogr

am p

rovi

der

s w

ithin

th

e LG

A t

o st

reng

then

the

ran

ge

of o

pp

ortu

nitie

s av

aila

ble

to

the

New

cast

le c

omm

unity

.

Faci

lity

Sup

ply

Dem

and

Ana

lysi

sR

eco

mm

end

atio

n

Foot

pat

hs,

shar

ed

pat

hs a

nd

bic

ycle

la

nes

Ther

e is

ap

pro

xim

atel

y 26

0km

of

foot

pat

hs, 6

0km

of d

edic

ated

sha

red

p

athw

ay/b

icyc

le t

rails

thr

ough

out

the

New

cast

le L

GA

.

An

exte

nsiv

e ne

twor

k of

mou

ntai

n b

ike

and

wal

king

tra

ils is

loca

ted

in G

lenr

ock

Sta

te C

onse

rvat

ion

Are

a.

Bla

ckb

utt

Res

erve

con

tain

s ov

er 1

0km

of

ded

icat

ed w

alki

ng n

atur

e tr

ails

.

Dem

and

and

use

of s

hare

d p

aths

, bic

ycle

lane

s,

foot

pat

hs a

nd t

rails

is h

igh

and

als

o p

roje

cted

to

cont

inue

in t

o th

e fu

ture

.

Com

mun

ity s

urve

y re

sults

ind

icat

e, h

igh

freq

uenc

y of

use

and

val

ue o

f tra

ils. T

he b

each

fo

resh

ore

and

cyc

le/w

alki

ng t

rails

wer

e id

entifi

ed

as t

wo

of t

he t

hree

mos

t re

gula

rly u

sed

leis

ure

and

rec

reat

ion

area

s/fa

cilit

ies

with

in N

ewca

stle

.

Hig

h d

eman

d fo

r ad

diti

onal

pat

hway

s/tr

ails

, es

pec

ially

alo

ng c

oast

al a

reas

and

con

nect

ing

open

sp

aces

.

AB

S d

ata

iden

tifies

wal

king

, cyc

ling

and

run

ning

ar

e am

ongs

t th

e ac

tiviti

es t

hat

exp

erie

nce

the

high

est

rate

s of

par

ticip

atio

n fo

r p

eop

le a

ged

15

year

s+ t

hrou

ghou

t A

ustr

alia

.

Str

ong

dem

and

for

add

ition

al m

ount

ain

bik

e tr

ails

was

exp

ress

ed t

hrou

ghou

t th

e d

evel

opm

ent

of t

he C

yclin

g S

trat

egy.

Dem

and

is e

xpec

ted

to

cont

inue

as

the

pop

ulat

ion

ages

and

the

com

mun

ity w

ish

to le

ad

activ

e an

d h

ealth

y lif

esty

les,

the

mod

al s

hift

from

ca

rs a

nd t

he r

equi

rem

ent

for

activ

ities

tha

t ca

n b

e un

der

take

ind

ivid

ually

, at

any

time

of t

he d

ay.

The

qua

lity

and

div

ersi

ty o

f tra

ils w

ithin

New

cast

le is

co

nsid

erab

le.

The

Fern

leig

h Tr

ack,

Cen

tral

Coa

st c

ycle

way

rou

te a

nd

Gre

at N

orth

Wal

k ar

e w

ell u

tilis

ed r

egio

nal l

evel

tra

ils.

Cou

ncil

has

secu

red

$50

M t

hrou

gh a

sp

ecia

l rat

e to

d

evel

op a

num

ber

of t

rails

iden

tified

in t

he N

ewca

stle

B

icyc

le S

trat

egy

and

New

cast

le C

oast

al R

evita

lisat

ion

Str

ateg

y va

riatio

n ov

er t

he n

ext

10 y

ears

.

This

incl

udes

the

Bat

her’s

Way

pro

ject

whi

ch w

ill p

rovi

de

a co

ntin

uous

fore

shor

e p

athw

ay fr

om M

erew

ethe

r to

N

obb

y’s

bea

ch. T

his

will

gre

atly

enh

ance

acc

ess,

saf

ety

and

op

por

tuni

ties

for

wal

king

and

cyc

ling.

The

cont

inue

d d

evel

opm

ent

a ne

twor

k tr

ials

link

ing

bea

ches

, sho

pp

ing

cent

res,

rec

reat

ion

and

oth

er fa

cilit

ies

thro

ugho

ut t

he lo

cal g

over

nmen

t w

ill b

e im

por

tant

to

imp

rove

acc

ess

and

sup

por

t in

cid

enta

l exe

rcis

e an

d

heal

thy

lifes

tyle

s.

Pro

vid

e p

athw

ays,

bic

ycle

la

nes

and

fitn

ess

equi

pm

ent

to e

ncou

rage

info

rmal

and

un

stru

ctur

ed r

ecre

atio

n p

artic

ipat

ion.

Imp

rove

con

nect

ions

to

othe

r op

en s

pac

e op

por

tuni

ties

for

resi

den

ts li

ving

furt

her

than

50

0m fr

om lo

cal p

arkl

and

.

Oth

er s

por

t sp

ecifi

c fa

cilit

ies

Arc

hery

New

cast

le c

onta

ins

one

spec

ialis

t A

rche

ry c

omp

lex,

loca

ted

in W

arat

ah

Wes

t.

Pis

tol S

hoot

ing

New

cast

le c

onta

ins

one

spec

ialis

t P

isto

l S

hoot

ing

com

ple

x, lo

cate

d in

War

atah

W

est.

Par

ticip

atio

n in

Arc

hery

and

Pis

tol s

hoot

ing

is

high

.

Sp

orts

sur

vey

resu

lts in

dic

ate;

• hi

gh le

vel o

f use

of f

acili

ties

• S

igni

fican

t gro

wth

in m

embe

rshi

p

• In

abili

ty to

acc

omm

odat

e ne

w m

embe

rs

• W

aitin

g lis

ts fo

r m

embe

rshi

p

Ther

e is

dem

and

for

imp

rove

d a

nd e

xpan

ded

fa

cilit

ies

to a

llow

for

add

ition

al u

se.

The

War

atah

Arc

hery

and

Pis

tol f

acili

ties

serv

e as

reg

iona

l le

vel f

acili

ties.

The

two

faci

litie

s ha

ve b

een

dev

elop

ed o

n C

row

n la

nd b

y a

com

mun

ity o

rgan

isat

ions

, who

m a

re r

esp

onsi

ble

for

the

man

agem

ent,

mai

nten

ance

and

cap

ital i

mp

rove

men

ts

No

finan

cial

or

in-k

ind

sup

por

t s

pro

vid

ed b

y C

ounc

il.

With

out

furt

her

dev

elop

men

t, t

hese

faci

litie

s w

ill b

e un

able

to

mee

t fu

ture

dem

and

.

Fina

ncia

l sup

por

t fr

om C

ounc

il to

ass

ist

with

the

ong

oing

p

rovi

sion

of t

hese

faci

lity

is t

he k

ey im

pro

vem

ent

that

w

ould

ben

efit

the

spor

t.

Inve

stig

ate

opp

ortu

nitie

s to

p

rovi

de

grea

ter

sup

por

t to

ot

her

com

mun

ity r

ecre

atio

n fa

cilit

y p

rovi

der

s w

ithin

the

LG

A t

o st

reng

then

the

ran

ge

of o

pp

ortu

nitie

s av

aila

ble

to

the

New

cast

le c

omm

unity

. C

onsi

der

che

aper

acc

ess

to

coun

cil m

anag

ed la

nd.

March 2014 44Faci

lity

Sup

ply

Dem

and

Ana

lysi

sR

eco

mm

end

atio

n

Dog

E

xerc

ise

Are

as

Ther

e ar

e nu

mer

ous

dog

exe

rcis

e fa

cilit

ies

loca

ted

thr

ough

out

the

LGA

.

Ther

e ar

e 17

sp

ecifi

c d

ogs

off t

he

leas

h ar

eas

thro

ugho

ut N

ewca

stle

in

ad

diti

on t

o th

e b

alan

ce o

f pub

lic

area

s, w

here

dog

s ar

e p

erm

itted

w

hen

on a

lead

.

Four

off

the

leas

h ar

eas

have

tim

e re

stric

tions

.

Ther

e ar

e ov

er 2

5,00

0 re

gist

ered

dog

s in

New

cast

le

In 2

003,

the

re w

ere

alm

ost

25,0

00 d

ogs

regi

ster

ed

with

Cou

ncil

whi

ch e

qua

tes

to a

pp

roxi

mat

ely

one

in

thre

e ho

useh

old

s ac

ross

the

loca

l gov

ernm

ent

area

. Th

is n

umb

er is

est

imat

ed t

o ha

ve in

crea

sed

ove

r th

e p

ast

dec

ade.

Com

mun

ity s

urve

y re

sults

und

erta

ken

dur

ing

2011

id

entifi

ed, h

igh

freq

uenc

y of

use

and

val

ue o

f dog

ex

erci

se a

reas

, dem

and

for

add

ition

al le

ash

– fr

ee

area

s es

pec

ially

alo

ng c

oast

al a

reas

/wat

erw

ays,

st

rong

dem

and

for

imp

rove

men

ts t

o cu

rren

t fa

cilit

ies,

an

d d

eman

d fo

r ed

ucat

ion

cam

pai

gns

to in

crea

se

awar

enes

s of

dog

ow

ner’s

res

pon

sib

ilitie

s.

The

mos

t p

opul

ar/v

isite

d le

ash

free

are

as w

ere:

• H

orse

shoe

Bea

ch, N

ewca

stle

Eas

t

• K

ing

Edw

ard

Par

k, N

ewca

stle

• D

ixon

Par

k R

eser

ve, M

erew

ethe

r

The

incr

easi

ng p

rop

ortio

n of

old

er a

dul

ts a

nd

high

er d

ensi

ty d

wel

lings

is e

xpec

ted

to

sign

ifica

ntly

in

crea

se t

he n

umb

er o

f com

pan

ion

anim

als,

dem

and

fo

r fe

nced

/co

ntro

lled

are

as a

nd a

dd

ition

al o

ff th

e le

ash

area

s ov

er t

he c

omin

g ye

ars.

Dog

exe

rcis

e ar

eas

are

reas

onab

ly w

ell

pro

vid

ed fo

r th

roug

hout

the

LG

A.

Des

igna

ted

off

leas

h ar

eas

red

uce

the

pot

entia

l for

con

flict

bet

wee

n ow

ners

, p

ets

and

oth

er p

ark

user

s.

Hor

sesh

oe B

each

, whi

ch is

man

aged

by

New

cast

le P

ort

Cor

por

atio

n, is

cur

rent

ly

the

only

coa

stal

leas

h fr

ee a

rea.

A n

umb

er o

f exi

stin

g le

ash

free

are

as

app

ear

to e

xper

ienc

e m

inim

al u

se.

Non

e of

the

exi

stin

g fa

cilit

ies

are

fenc

ed.

Mos

t fa

cilit

ies

lack

sea

ting,

sha

de

and

w

ater

.

Exi

stin

g le

ash

free

are

as a

re n

ot e

venl

y d

istr

uste

d t

hrou

ghou

t th

e LG

A, w

ith a

nu

mb

er o

f pla

ning

are

as w

ithou

t a

faci

lity.

The

pro

visi

on o

f suc

h ar

eas

with

in n

ew

resi

den

tial e

stat

es a

nd e

xist

ing

urb

an

area

s w

ill b

e ne

cess

ary.

Und

erta

ke a

rev

iew

of e

xist

ing

leas

h fr

ee a

reas

in

ad

diti

on t

o fu

rthe

r an

alys

is in

to t

he n

eed

fo

r ad

diti

onal

loca

tions

, inc

lud

ing

sup

por

ting

faci

litie

s an

d e

duc

atio

nal p

rogr

ams.

Com

mun

ity

gard

ens

Ther

e ar

e ei

ght

com

mun

ity g

ard

ens

loca

ted

thr

ough

out

New

cast

le.

Use

of c

omm

unity

gar

den

s ap

pea

rs h

igh.

Com

mun

ity s

urve

y re

sults

ind

icat

e:

• hi

gh fr

eque

ncy

of v

isita

tion

and

use

of lo

cal p

arks

/co

mm

unity

gar

dens

,

• hi

gh le

vel o

f val

ue o

f loc

al p

arks

/com

mun

ity

gard

ens.

Cou

ncil

cont

inue

s to

rec

eive

req

uest

s fo

r ac

cess

to

pub

lic la

nd fo

r co

mm

unity

gar

den

s.

Com

mun

ity g

ard

ens

pro

vid

e op

por

tuni

ties

for

loca

l com

mun

ities

to

enga

ge c

olle

ctiv

ely

for

the

ben

efit

of t

he

who

le c

omm

unity

bui

ld c

apac

ity a

nd

par

ticip

ate

in c

omm

unity

life

.

Und

ersi

zed

par

klan

d m

ay p

rovi

de

an

opp

ortu

nity

for

the

dev

elop

men

t an

d

man

agem

ent

of n

ew c

omm

unity

gar

den

s b

y co

mm

unity

gro

ups.

Imp

lem

ent

and

sup

por

t th

e C

omm

unity

G

ard

ens

Tool

kit

Und

erta

ke a

n ex

pre

ssio

n of

inte

rest

(EO

I) fo

r th

e ex

tern

al m

anag

emen

t of

und

ersi

zed

p

arkl

and

by

com

mun

ity g

roup

s fo

r co

mm

unity

ga

rden

s as

a m

etho

d t

o re

duc

e C

ounc

il’s

mai

nten

ance

exp

end

iture

whi

lst

enco

urag

ing

Pla

ce M

akin

g in

itiat

ives

.

March 2014 46

10. Key DirectionsThe key directions provide strategic context for the future parkland and recreation initiatives to be undertaken by Council.

They provide a summary of the:

• key findings;

• consultations;

• investigations; and

• assessments undertaken throughout the development of the Parkland and Recreation Strategy.

The key directions provide broad recommendations on how identified challenges and gaps can be addressed and will inform the strategic actions identified in the action plan.

10.1 Planning and development of facilitiesCouncil needs to plan strategically to ensure provision is equitable, accessible and relevant to the needs of the current and future population.

Opportunities for the upgrading and development of a number of local parks are limited in many areas due to physical constraints. The development of higher quality district parks which provide a range of active and passive infrastructure will be key in meeting parkland needs and helping to mitigate local deficiencies. Similarly, improving connections to other open space opportunities for residents living further than 500m from local parkland will be essential to minimise access barriers. The development of regional and district playground facilities, which also incorporate opportunities for people with a disability, will be important to providing quality play experiences.

The provision of recreation facilities including pathways, bicycle lanes, fitness equipment, bicycle paths and swimming pools will be important to cater for the aging population, the continued increase in unstructured recreation participation and broader community demand.

The development of the proposed regional aquatic centre at Lambton will provide an important recreation facility and meet a longstanding community need.

The continued planning of parkland and recreation facilities to meet the needs of the growing population is required. To ensure the provision of meaningful parkland and recreation facilities for the future population within the Western Planning Corridor, planning will need to carefully address the spatial constraints whilst maximising funding provided by developers. An opportunity exist for the development of district recreation complex in Wallsend to serve this future population, however a partnerships with private land owners, such as Xstrata Coal will be essential to realise this. A further investigation into the need for an indoor sports complex for this future population is also required.

A coordinated approach to the planning and development of district sporting facilities is needed. A number of sporting associations have expressed a desire to develop sport specific facilities and a strategic approach is required to maximise opportunities, funding and to ensure ongoing sustainable provision.

The adoption and utilisation of new technologies such as synthetic grass, which increase capacity of existing sports fields whilst providing opportunities for commercial use and the generation of new revenue streams, will be a key strategic approach to meeting active sports needs. The upgrade and adaptation of existing recreational facilities to accommodate additional uses and changing needs provides similar opportunities.

The development of criteria for the prioritisation of capital projects, in particular sports field projects, is key to improve decision making transparency, relationships with community stakeholders and to attract funding from sporting organisations and government.


10.2 Management of facilitiesImproving the management and financial performance of parkland and recreation facilities and services is essential to support sustainable provision.

Developing clear service levels which are aligned with facility roles will assist with maintenance programming and budget management.

The investigation of opportunities for partnerships allowing the external management of sporting facilities, particularly district sporting complexes where there is a predominant use or single user, may reduce Council’s maintenance expenditure whilst encouraging additional private investment. Furthermore, the management of undersized parkland by community groups for community gardens may further reduce costs.

The development of clear responsibilities and financial requirements whilst providing necessary support, training and oversight to private and community organisations managing recreation facilities on behalf of Council will be key in improving the sustainability and performance of recreation facilities.

Providing opportunities for greater commercial use, activities and advertising within parkland, recreation facilities and services and the generation of new revenue will be key to improving the sustainability of recreation facilities. Opportunities including the development of cafes, the temporary installation of recreation facilities in parkland on weekend/school holidays such rock climbing walls, ice skating rinks and corporate sponsorship of facilities and specific capital projects should be explored.

District and regional facilities, which attract high levels of use and visitation, should be examined as priority sites.

10.3 Partnership developmentTo meet community demand for parkland and recreation facilities, strategic partnerships with community organisations, other levels of government and the private sector will be essential.

The establishment of formal partnerships between Council, the NSW Education Department and local schools for community access to sports fields will be essential in meeting future demand. Whilst upgrading Council sports fields will increase capacity, the number of existing and future sports fields is not expected to be sufficient to meet the growing demand for organised sport.

The limited amount of flat, unencumbered land within the Western Planning Corridor is expected to significantly affect the provision of future sports fields. Partnerships with large land owners, such as Coal and Allied and Xstrata, will be important to ensure the provision of accessible sports fields, particularly district sports fields which require larger footprints.

Including key stakeholders in the planning, decision making and prioritisation of parkland and recreation projects is essential to developing strategic partnerships. Furthermore, this coordinated approach has the potential to attract financial investment from regional and state sporting organisations, the business community and governments for facility development.

Supporting the initiatives of recreation program providers such as the NSW Office of Sport and Recreation, personal trainers, gyms and other community groups through providing access to council managed land and promotions will be instrumental in strengthen the range of opportunities available to the Newcastle community.

Similarly, developing partnerships and supporting community organisations managing specialised sporting facilities will be essential to maintain the provision and viability of these facilities.

The establishment of a trust which encourages and facilitates benevolent acts from community members and business to finance and/or subsidise recreational initiatives provides opportunities for the generation of new revenue streams. Donations to the Trusts provide an opportunity for people to give something back to their community, with tax deductions also possible, in accordance with the provisions of the Income Tax Act.

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10.4 Promotion of facilities and opportunitiesAn extensive range of parkland and recreation facilities are available within the Newcastle LGA. While there are a number of sources of information about recreation opportunities, obtaining comprehensive and easily accessible information on what is available within Newcastle can be challenging.

The need for more information about parkland and recreation opportunities was a key issue raised during community consultations. Details on what is available, locations, opportunities offered and contact details for greater information is required to better connect residents and visitors to facilities. The development of a comprehensive parkland and recreation directory on council’s website will be key in improving awareness of these opportunities.

The ongoing promotion and marketing of parkland and recreation facilities and the many benefits of healthy lifestyles will also be important in raising awareness of existing opportunities. Identifying the opportunities offered by all recreation providers within these promotional and marketing activities will be important in meeting the varying needs and interests of the community.

The continued support and attraction of state, national and international events will be a key strategy in promoting recreation opportunities and healthy lifestyles within the city of Newcastle.

“The Council is currently doing a good job in maintaining the parklands throughout most of Newcastle but more efficient and cost effective thought needs to be put into changes before they are made.”

11. Action Plan11.1 Strategic objectives and prioritiesTo achieve the policy direction identified in The Parkland and Recreation vision, a range of actions have been identified. These actions build upon the current initiatives and projects and will guide future priorities and actions in recreation planning and management.

The actions are presented under four strategic directions and objectives, although a number of actions will meet more than one strategic objective. The four strategic directions include:

• Equitable Provision and Development of Facilities;

• Efficient Management of Facilities;

• Partnership Development; and

• Promotion of Facilities.

Each action contains a timeframe for implementation, based on priority and achievability. The actions are proposed to be delivered over a ten year time frame and included within Council’s four year delivery program. The time frames are:

• High - within 2 years (June 2014 - 2016);

• Medium - within 6 years (June 2014 June 2020);

• Long - within 10 years (June 2014 - 2024); and

The Parkland and Recreation Strategy will be a key document in delivering the vision identified in the CSP. Accordingly, each action identifies the specific CSP strategic direction and objective it will implement.

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Strategic Direction 1 – Equitable Provision and Development of FacilitiesQuality parkland and recreation facilities that are diverse, accessible and responsive to changing needs and will provide positive experiences for current and future residents and visitors. A clear decision making framework is essential to guide development and sustainable provision.

Strategic Objectives

• To ensure that a variety of parkland and recreational facilities are provided, accessible and distributed equitably across Newcastle.

• To ensure that recreation facilities provide opportunities for the full range of age groups and abilities.

• To ensure spaces and facilities are multi-functional and adaptable to changing needs.

• To maximise use of existing facilities.

No. ActionResponsible Unit and Key Partners

Priority Deliverables CSP link

1.1 Review relevant Plans of Management (POM) and Master plans.

Develop new POM and Master plans to guide the upgrade of local and district parks into quality district parks to meet the changing need of the community.

Priority sites include;

• Gregson Park,

• Jesmond Park,

• Lambton Park,

• Warabrook Wetlands Reserve,

• Centennial Park,

• King Edward Park,

• Taro Recreation Area

• Griffith Reserve.

Facilities & Recreation Services

Strategic Land Use

Infrastructure Planning

Medium Detailed and costed master plans which provide for a range of active and passive recreational opportunities.


Objectives 3.1 & 3.3

1.2 Identify a site for the development of a district park within the following planning areas:

• Adamstown - Kotara;

• Shortland - Jesmond;

• Maryland - Fletcher - Minmi;

• Wallsend - Elermore Vale;

• Lambton - North Lambton.

Consider Wallsend Brickworks Park, Wal Heard Oval, Wallsend Park, Waratah Park and Braye Park as potential sites.

Develop master plans for each site.


Strategic Land Use


Medium Identify a site within each planning area capable of being developed into a district park.

Detailed and costed master plans which provide for a range of active and passive recreational opportunities.



1.3 Continue to plan for the provision of a range of parkland recreation facilities for the future population within the Western Planning Corridor.


Strategic Land Use


Medium A range of parkland recreation facilities within the Western Planning Corridor.



Table 6: Action Plan

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1.4 Establish a partnership with Xstrata Coal for land at Creek Road, Maryland for the development of district recreation complex to serve the future population.


Commercial Property

Parks and Recreation Services

High A signed agreement. Vibrant and Activated Public Places


1.5 Commence detailed design of a district recreation complex at Creek Road, Wallsend.


Medium Detailed design plans and estimates.



1.6 Undertake further investigation into the need for an indoor sports complex for the future population within the Western Planning Corridor.


Strategic Land Use

Long Investigation report. Vibrant and Activated Public Places


1.7 Develop a regional aquatic centre at Lambton.

Upon completion of the Lambton redevelopment, undertake a review of the PSDM.


Medium A regional aquatic centre.



1.8 Upgrade playgrounds within identified district parks to a district standard. Incorporate opportunities for people with a disability.



Medium A district playground within each planning area.



1.9 Develop a regional playground at Foreshore Park.


Strategic Land Use

Medium A regional playground. Vibrant and Activated Public Places


1.10 Develop a district sports facility plan to guide the coordinated approach, planning and development of district sporting facilities.


Strategic Land Use

Newcastle Sporting Associations

Medium A development proposal articulating opportunities, benefits, cost and proposed investment strategy.



1.11 Investigate the utilisation of new technologies to increase capacity of existing sports fields to meet sporting needs of the community. Consider benefits including multi – code use, reduced maintenance, commercial use and income generation.


Medium An investigation report which details the benefits of new technologies in addressing sports fields needs.



1.12 Develop a sports facility improvement plan which identifies opportunities for the upgrade and adaptation of existing recreational facilities to accommodate additional codes, users and the changing needs of the community.


Strategic Land Use


Medium A development proposal articulating opportunities, benefits, cost and proposed investment strategy.






1.13 Review and update TCoN sportsground hierarchy to reflect the changing needs of the sporting community.


Medium An update hierarchy which reflect the needs of the sporting community.



1.14 Develop assessment criteria to guide the prioritisation of proposed capital projects, in particular sports field improvement projects.



High A clear and transparent assessment and investment framework.

A 4 year prioritised capital works program.




Objective 7.2

1.15 Develop a local playground action plan to guide planning and provision of local play equipment.


Medium Improved equitable provision of parkland throughout LGA.



1.16 Provide pathways, bicycle lanes, courts and fitness equipment to encourage informal and unstructured recreation participation.


Strategic Land Use


Medium A range of accessible opportunities catering to various age groups and abilities.



1.17 Improve connections to other open space opportunities for residents living further than 500m from local parkland.


Strategic Land Use


Medium A range of accessible opportunities catering to various age groups and abilities.



1.18 Review existing and investigate the establishment of additional dog leash-free areas.


Regulatory Services

Long A development proposal articulating opportunities, benefits, cost and proposed investment strategy.



1.19 Review the future role of local parks less than 0.2 hectares in size and refer to Council’s Asset Review and Implementation Plan (ARIP).


Strategic Land Use

Commercial Property

High Clearly defined roles for small sized parks.


Objectives 3.1

1.20 Review and update Council’s strategic approach to skate/BMX facility development.


Medium A Skate/BMX strategy. Vibrant and Activated Public Places


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Strategic Direction 2 – Efficient Management of Facilities

Parkland and recreational facilities are sound investment for our community, playing a major role in improving human health, both mental and physical. Ensuring recreation facilities are well governed, financially sustainable and responsive to emerging challenges and opportunities are fundamental to efficient management and positive community experiences.


• To ensure recreation and sport facilities managed by Council are maintained at a level suitable to sustain high usage.

• To improve the long-term financial viability of community and recreation facilities.

• To develop and sustain public and private sector partnerships to maximise delivery opportunities



2.1 Develop parkland and recreation facility service levels which are aligned with facility roles and provide operational efficiencies.


High Clearly defined service levels.


Objectives 3.1

2.2 Investigate opportunities to improve the financial sustainability of swimming pools and golf courses.


High A report identifying opportunities, benefits, costs and proposed implementation plan.


Objective 3.1

2.3 Identify recreation facilities that have the potential to be externally managed as a method to reduce Council’s maintenance expenditure whilst encouraging additional private investment.


Medium A prioritised list of facilities.


Objective 3.1

2.4 Develop a facility leasing policy and guidelines to facilitate the leasing of district sporting facilities, which are enclosed or where there is a predominant use or single user.


Long A policy and guidelines which facilitates the external management and investment of district facilities.



2.5 Where Council choses not to sell un-required parkland, undertake an expression of interest for the external management of undersized parkland by community groups for community gardens as a method to reduce Council’s maintenance expenditure whilst encouraging Place Making initiatives.


Commercial Property

Medium A report identifying the results of a EOI process.



2.6 Review guidelines for the management of recreation facilities by community park committees. Updated guidelines to reflect the objectives of greater financial sustainability, utilisation and performance of Council facilities.


Strategic Land Use

Medium Updated guidelines. Vibrant and Activated Public Places


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2.7 Review guidelines for the management of organisation leasing / managing tennis courts on behalf of Council. Develop clear guidelines to improve sustainability and performance.


Strategic Land Use

Council Services

Tennis NSW

Newcastle Tennis Lessees

Medium Updated guidelines/ tennis facility leasing policy.



2.8 Investigate opportunities for greater commercial use and advertising within parkland, recreation facilities and services. Consider the development of cafes, temporary use of spaces, corporate sponsorship of facilities and capital projects. District and regional facilities, which attract high levels of use and visitation, should be examined as priority sites.


Strategic Land Use

Long A prioritised list of opportunities for greater commercial use, activities and advertising within parkland, recreation facilities and services.



2.9 Review and amend the Newcastle Local Environmental Plan 2012 and Newcastle Development Control Plan 2012 to allow for greater commercial use and advertising within parkland and recreation facilities.

Strategic Land Use


Long An amended LEP and DCP which provides for greater commercial use within parkland and recreation facilities.



2.10 Develop a commercial fitness operators policy and licence to manage and facilitate commercial use of public space.


Council Services

Medium A commercial fitness operators policy and licence.



Caring and Inclusive Community

Objective 4.2

2.11 Review and update the TCoN Sports Policy, Parks Booking Policy and Foreshore Usage Policy.


Medium Updated policies which provide accurate guidance for the management and use of facilities




Strategic Direction 3 - Partnership DevelopmentWhile Council is a major driver for the advancement of recreation in the city, actively encouraging and fostering strategic partnerships with community organisations, other levels of government and the private sector to strengthen the range of opportunities available to the Newcastle community is vital. Supporting the initiatives of other stakeholders and engaging the community in decision making fosters inclusion, strengthens partnerships and is instrumental in the provision of opportunities and the creation of active and vibrant places.


• To actively engage with other providers of sports and recreation facilities and services within the city.

• To forge partnerships for the provision of parkland, recreation and sport facilities, programs and events.

• To support and encourage the provision of recreation programs and events by community groups, not for profit and other private providers

• To maximise external funding opportunities for the provision and management of parkland, recreation and sport facilities, in line with priorities.

• Increase corporate involvement in parkland and recreation facility improvement.



3.1 Establish formal partnerships the NSW Education Department, local schools and sporting associations to increase community access to recreation facilities to meet future demand.


Strategic Land Use

Medium Partnerships which facilitates the community use of facilities.



3.2 Strengthen partnerships and develop opportunities with Newcastle sporting associations for information sharing and participation in the planning, decision making and prioritisation of recreation projects.


Strategic Land Use

Hunter Academy of Sport

NSW Communities - Sport and Recreation


High A sporting association network.


Objective 4.1


Objective 7.3

3.3 Develop partnerships with local resident groups and community organisations that support volunteer involvement in parkland maintenance. Eg. ‘Adopt a Park’ program.


Strategic Land Use

Long Partnerships which facilitates greater community use and management of facilities.

Caring and inclusive community

Objective 4.2

3.4 Expand Council’s Place Making Program to promote grants for the provision of physical exercise programs to the community.

Strategic Land Use


Medium A range of physical exercise programs within public spaces provided by other key stakeholders.




Objective 4.2

3.5 Establish a Trust which encourages and facilitates benevolent donations from community and business to finance and/or subsidise recreational initiatives.


Council Services

Long A Recreation Trust. Vibrant and Activated Public Places


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3.6 Enter into financial partnerships with regional and state sporting organisations, the business community and government for recreation facility development.


Council Services

High Increased external funding for recreation facility development.



3.7 Develop partnerships with community organisations managing specialised sporting facilities to support the ongoing provision and viability of these facilities.


Medium The sustainable provision of specialised sporting facilities.



3.8 Investigate opportunities to provide greater support to other recreation program providers within the LGA to strengthen the range of opportunities available to the Newcastle community.


Medium A range of recreation opportunities available to the Newcastle community.



3.9 Investigate opportunities to encourage private sector/commercial operators to provide low cost fitness activities in public spaces targeting at risk community groups.


Strategic Land Use

Medium Low cost fitness activities in public spaces targeting at risk community groups.



3.10 Implement and support the Community Gardens Toolkit.

Strategic Land Use


High Community Gardens Toolkit




Strategic Direction 4 – Promotion of Facilities and OpportunitiesThe City of Newcastle provides an array of venues for people to recreate and play sport. The Parkland and Recreation Strategy proposes a range of promotion and marketing strategies to capitalise on its unique features and maximise the benefits of attracting people to the city to spend their leisure time.


• To provide residents and visitors with information on the range of existing recreation and sport opportunities within the City to enable participation in healthy lifestyle activities.

• To support and encourage use of recreation and sport opportunities.



4.1 Develop a comprehensive promotion and marketing plan aimed at promoting the benefits of healthy lifestyles and the availability of recreation facilities and opportunities within community.

Identify opportunities offered by all recreation providers within promotional initiatives.

Customer Service


Medium A marketing plan. Vibrant and Activated Public Places


4.2 Develop a comprehensive parkland and recreation directory on council’s website to improve access and awareness of opportunities.

Customer Service


High A parkland and recreation directory on council’s website.



4.3 Continue to support and attract the staging of State, National and International events within Newcastles LGA.

Strategic Land Use


Medium A range of high quality events held annually within Newcastle which positively contributes socially, culturally and economically.



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12. MonitoringMonitoring of the strategy’s implementation will be crucial to its success. An annual review of the progress of implementation will provide advice on the achievements to date, changes in Council’s strategic direction and barriers to implementing the actions. In order to review the progress of the implementation of the Parkland and Recreation Strategy actions, a number of community indicators and measures have been adopted (Table 7).

Measuring our progress towards equitable provision and development of facilities

Community Indicator Measure Source

Adequacy of good quality parks and recreation areas

Percentage of residents who agree there are enough good quality parks and recreation areas.

Council’s Community Survey

Adequacy of natural areas for pursuit of leisure time activities

Percentage of residents who agree there are adequate natural environments to pursue leisure time activities.

Hunter Valley Research Foundation Wellbeing Research Program

Measuring our progress towards the efficient management of facilities

Financial performance of parkland and recreation facilities

Percentage of parkland and recreation facilities operating within allocated budgets / meeting financial designated targets.

Council

External funding Amount of external funding received for recreation programs and capital development.

Council

Measuring our progress towards partnership development

Partnerships with residents, community groups, sporting associations and business sector. recreation.

Percentage of residents and stakeholders who are satisfied with level of involvement, partnerships and communication with Council on recreation projects/issues.

Council’s Community Survey

Measuring our progress towards the promotion of facilities

Increased awareness of parkland and recreation opportunities.

Number of visits to Council parkland and recreation directory website.

Council

Attraction of large sporting and cultural events.

Number of state, national and international events held annually within Newcastle.

Council

L!vesites

Table 7: Parkland and Recreation Strategy performance assessment criteria

The actions within the Parkland and Recreation Strategy are proposed to be delivered over a ten year time frame and included within Council’s four year delivery program. The implementation of the actions within the identified timeframes will be subject to budget allocation, resource availability and Council priorities. It is recommended that a full review of strategic actions be undertaken by 2017.


For more information visit:www.newcastle.nsw.gov.au

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