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Leisure Strategy May 2003

Community Support Group

Leisure Strategy

How the council is going to improve leisure options for local residents

CITY OF GREATER DANDENONG PAGE I

CONTENTS

1 INTRODUCTION & BACKGROUND ....................................................... 1

1.1 Corporate Vision............................................................................. 2

1.2 Service Guarantees........................................................................ 2

1.3 Linkages to Melbourne 2030 Strategy.......................................... 3

1.4 Current state of leisure facilities in Dandenong.......................... 4

1.5 Commercial opportunities for leisure........................................... 5

1.6 Development process in arriving at this leisure strategy........... 6

1.7 Project Methodology and Consultation........................................ 6

1.8 Leisure defined............................................................................... 6

1.9 Top Ten Leisure Activities............................................................. 7

2 LEISURE STRATEGY FRAMEWORK..................................................... 8

2.1 Our Vision for Leisure.................................................................... 8

2.2 Guiding Principles.......................................................................... 8

2.3 Four Keys Strategic Directions..................................................... 9

2.4 20 Year Milestone examples........................................................ 11

3 LINKAGES .............................................................................................. 13

3.1 Ten Keys to the implementation of the strategy........................ 13

3.2 Facility planning principles ......................................................... 14

3.3 Linkages to other Strategies ....................................................... 15

3.4 Linkages to our Cultural Pillars......... Error! Bookmark not defined.

3.5 Review........................................................................................... 16

3.6 Financial Implications.................................................................. 16

3.7 Key performance indicators........................................................ 16

3.8 Technology ................................................................................... 17

4. STRATEGIC ACTIONS IN DETAIL........................................................ 18

4.1 Acknowledgements...................................................................... 25

CITY OF GREATER DANDENONG PAGE II

Leisure Strategy How the council is going to improve leisure options for local residents

1 INTRODUCTION & BACKGROUND

This Leisure Strategy is the culmination of a period of intensive research and an extensive consultation process undertaken with members of our diverse community and council officers. The strategy aims to put forward “Council’s Vision” for the future direction for the provision of leisure opportunities and facilities within the City of Greater Dandenong for the next ten years.

This Vision for the City is centred on the need for:

Greater community participation and engagement

Provision of quality facilities

Increased health and well being of our community

Capturing a core of notable first class sporting competitions as a means of boosting community pride.

This Leisure Strategy demonstrates the City of Greater Dandenong’s commitment to the provision of quality leisure and recreation opportunities, and recognises the value of accessibility and participation to enhance the quality of life for the individual and the community.

To ensure our vision is successfully implemented, Council is committed to sound leisure planning as an integral part of its role to ensure that opportunities remain relevant to people’s needs and make a contribution to the well being of the community. Provision of high quality leisure opportunities contributes to ensuring the city is a vibrant and interesting place to reside and visit.

This document gives an overview of the study area before moving on to discuss the aims, objectives and the methodology used to assemble the strategy. Council’s role and corporate vision is also outlined.

This Strategy discusses in depth “Council’s Vision” for Leisure within the city for the next 10 to 20 years, with reference to the objectives and actions required to make the Vision become a reality.

CITY OF GREATER DANDENONG PAGE 1

LEISURE STRATEGY

1.1 Corporate Vision

The City of Greater Dandenong Five-year Corporate Plan (2002-2007) provides the framework for the future and an action plan for the first year of that period. The Corporate Plan recognises the City of Greater Dandenong as …“Melbourne’s 2nd City”. The Vision of the City of Greater Dandenong is:

…” To be recognised and acknowledged by the residents and others as Melbourne’s 2nd City in all aspects of the life of the City”.

With Greater Dandenong’s vision to be positioned as “Melbourne’s 2nd City”, it is important that its services reflect a standard and quality that are better or at least comparable with other municipalities.

1.2 Service Guarantees

The five strategies for success contained within the Council Plan 2002-2007 and listed below specifically mention the key directions within the leisure strategy:

People Focused Customer Service; to provide services that reflect community needs and preferences. In particular, to actively promote leisure activities that encourages participation and a strengthened community identity.

Planning for a Better Future; to ensure the city is one in which planned growth and diversified employment growth provide an attractive, efficient, productive and healthy environment with a high quality of life. In particular, to increase leisure opportunities, encourage participation and promote improved quality of life through effective planning and use of the city’s parklands, gardens, sport and recreational facilities, bushland and other open space. Also, to heighten awareness and pride in Greater Dandenong as Melbourne’s 2nd City through promotion and partnerships with business, community groups, sporting associations, leisure providers and local, state, commonwealth governments.

A Safe City for You; to create a city in which all people can feel safe in all aspects of their lives. (That Council’s parks and leisure facilities are developed and maintained with safety as a major consideration).

Working together to improve your Environment; by acting locally to improve air quality, reduce litter, waste and energy consumption to enhance your environment. In particular, to improve the energy efficiency of new and existing properties in the city, including Council buildings. Ensure any decision to use facilities or land owned by other agencies is socially, environmentally and economically beneficial to the community.

Managing Your City’s Assets; to ensure they are usable, accessible and safe. In particular, to improve leisure, sporting facilities and bicycle networks in the city through timely management, maintenance and renewal programs. Also, to maximise the return on investment of the Council’s assets.


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1.3 Alignment to Melbourne 2030 Strategy

The Melbourne 2030 Strategy is a State Government initiative and has been prepared to manage growth and change across Metropolitan Melbourne and specifically mentions Greater Dandenong as part of the strategy. This Leisure Strategy is consistent with the philosophies and directions of the 2030 Strategy, specifically:

Key Activity Centres

The Melbourne 2030 Strategy highlights Dandenong, Springvale and Parkmore as key Activity Centres within the City. These sites are consistent with developing leisure facilities that are strategically located ensuring public transport, pedestrian and cycling linkages are established.

Dandenong: linkages to Greaves Reserve, Dandenong Park, Hemmings Park, Dandenong Floodpains and Tirhatuan Park.

Springvale: linkages to Springvale Reserve, Warner Reserve, Erickson Gardens, Sandown Park and Burden Park

Parkmore: linkages to Wachter Reserve, Keysborough Reserve, Tatterson Park and the National Water Sports Centre

Regional Context

Consistent within the strategic regional approach within Melbourne 2030 Strategy the Leisure Strategy recognises that significant leisure resources exist within the South-Eastern region and incorporates a key planning principle, to ensure future leisure facility developments are considered within a regional context after extensive investigation and discussions with neighbouring municipalities to prevent duplication.

Existing regional leisure resources include:

Braeside Park

Jells Park

Dandenong Creek Regional Trail (forms part of the Bay to Ranges Trail)

Aquatic Centres – Casey, Kingston and Monash Councils

Monash University

Skate Parks – Monash and Casey Councils

Police Paddocks

Walking

The Melbourne 2030 Strategy specifically seeks to promote excellent neighborhood design to create attractive, walkable, and diverse communities. The research undertaken as part of this strategy has highlighted the importance of walking as a key leisure activity within the City. Subsequently, a key strategic action within the Leisure Strategy is to


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develop a Walking Strategy for the city that recognises walking as providing direct benefits of personal health and well-being and reduced use of cars.

1.4 Current state of leisure facilities in Dandenong

Council allocates resources to a very wide and diverse range of leisure opportunities within the city at various standards and qualities. These include a number of activities which could be considered common to most municipalities throughout Melbourne, along with other activities which are considered unique to our culturally and ethnically diverse community, such as Tai Chi and Bocci. The activities can be broken into two major categories, they are:

Passive

Picnicking or walking in our many parks and public open spaces

Bicycling or walking on our network of bike paths and trails

Reading and internet surfing in libraries

Hobbies and activities in one of our many community or historical centres

Playing on one of our many children’s playgrounds

Watching sport at any one of a host of our sports venues

Enjoying the ambience of shopping at venues such as, the Dandenong Market

Relaxing at our Heritage Hill museum and gallery

Active

Playing team sports on one of our many sports ovals or indoor facilities

Swimming and enjoying other aquatic sports in one of our pools

Table tennis at our state championship level facility

Skate boarding at our renowned skate park

Enjoying a game of tennis or bowls at one of the many clubs scattered throughout the city

Senior state-wide competition in a range of sports including basketball, cricket, football, soccer, table tennis and volleyball is played in Greater Dandenong.

In addition, however, Council’s approach to the delivery of this wide and diverse range of leisure services has been ad hoc for a number of years, which has resulted in the overall standard of the building infrastructure, deteriorating markedly. The deterioration has seen the standard of a number of our facilities fall well below what is considered to be acceptable at the majority of municipalities within Melbourne. The standard of our playing surfaces has had significant improvements in recent years. However a more strategic approach particularly at our showcase venues should be taken.


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A strategically planned approach to the management of leisure facilities has only occurred in recent years with a number of master plans now in place for our parks with others under development. A bicycle strategy has been adopted, the open space strategy is under review as is our playgrounds strategy, with a review of aquatic facilities also underway.

1.5 Commercial opportunities for leisure

It is recognised that private enterprise plays a major role in providing leisure opportunities within the city. In light of this, a significant opportunity exists for Council to meet current and future gaps in leisure provision by working more effectively and collaboratively with private industry (ensuring that leisure opportunities are not duplicated). As a result, Council will support and actively encourage private leisure developments that are consistent and inline with the key directions as set within this strategy. Some examples of how private enterprise and Council could partner future initiatives include:

Restaurants and Cafés in parks

Corporate signage in parks (style, type and use of the park will need careful consideration)

Bicycle hire shops along the Dandenong Creek Regional Trail

Corporate sponsorship of leisure / cycling maps and guides

Calender of events within parks that could include activities such as movies in the park, animal zoos for children and open air theatres.

Some existing commercial leisure facilities in Greater Dandenong include:

A theatre complex in the Dandenong Plaza

A newly reopened drive-in picture facility

A number of internet cafes

Sandown Park Raceway

Sandown Greyhound Racing Club

A host of dining experiences from every imaginable cuisine at restaurants, cafes and clubs

A number of gambling and gaming machine venues associated with various clubs


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1.6 Development process in arriving at this leisure strategy

This Leisure Strategy has been developed from an analysis of the main findings of the research project and recognises that if our leisure strategy is to be Best Value practice and sustainable it must take a long term strategic approach. In particular, the strategy reflects:

Current trends in the provision of leisure (determined from a review of current government practice at the local, state and commonwealth level);

Current trends in leisure participation (nationally, in Victoria and locally determined from Australian Bureau of Statistics data and consultation with residents of the city);

Identified community leisure preferences (from the consultation process); and

Anticipated changes in the composition of the community that may impact on the delivery of leisure.

The comprehensive findings of the process have been detailed in full in Volume Two: The Research.

1.7 Project Methodology and Consultation

The project was guided and overseen by a Project Steering Committee comprising a Councillor and representatives from key leisure related areas within Council, local sport, Disability and Migrant agencies.

The methodology for the strategy included:

A review of all existing information, including a review of all relevant literature and the demographic characteristics of the area.

200 random interviews conducted with residents in strategic locations throughout Greater Dandenong.

A survey distributed to 600 Sport, Recreation, Leisure and Cultural groups throughout the municipality (129 respondents).

A survey distributed to 200 young people in the City (39 respondents).

2 Focus Groups with older adults in the City (70 people).

Interviews with six major sporting peak bodies.

1.8 Leisure defined

For the purpose of this strategy leisure has been defined to include active and passive recreational activities that are undertaken in people’s discretionary time. Leisure is usually freely chosen by individuals and provides significant mental and physical health benefits to participants.


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1.9 Top Ten Leisure Activities

Research carried out during the preparation of this Leisure Strategy highlighted the increasing importance placed on passive leisure activities in our community. In particular, walking and socialising are becoming increasingly vital leisure activities within our community and have significant mental and physical health benefits. These trends underpin the strategic directions and actions detailed in this document.

The top ten leisure activities were:

Activity Number of responses %

Walking 87 22%

Visiting friends/coffee with friends 38 10%

Cinemas 37 9%

Shopping 31 8%

Swimming 16 4%

Restaurant/café 15 4%

Gym 12 3%

Soccer 12 3%

Bike riding 10 3%

Walking the dog 8 2%


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2 LEISURE STRATEGY FRAMEWORK

2.1 Our Vision for Leisure

In the next 10 to 20 years the City of Greater Dandenong will consist of a thriving multi-cultural population at the centre of a regional hub for the people of Melbourne’s South East, linked by extensive public transport and freeway networks including the newly completed Mitcham-Frankston freeway.

The City of Greater Dandenong will provide a diverse range of exceptionally designed, functional, quality, passive and active recreational facilities and opportunities that are accessible to all members of the community and that improve the community’s perception of itself and engender pride in our city.

2.2 Guiding Principles

The following principles have been drawn from the body of the research and are designed to guide the implementation of our vision for leisure over the next ten years.

Greater community participation and engagement in recreation and sporting activities should be encouraged and promoted as beneficial to the physical, mental and social well being of the community and take account of our aging community.

Leisure opportunities should be relevant to community needs and recognize the value of accessibility and participation in enhancing the quality of life for individuals and the community.

Resources should be equitably distributed across all recreation activities including passive recreation and hobbies for the provision of quality facilities and opportunities for the community.

Resources available for recreation and sporting activities should increase in line with sustainable demand, with user pay/joint projects and shared/multi-purpose facilities supporting the funding of facilities.

The community should be involved in the planning and provision of leisure programs, facilities and open space.

A number of notable first class sporting competitions and elite sports people across our community should be encouraged and supported as a means of enhancing our corporate vision and growing perceptions of pride in our community.

High quality leisure activities and facilities that contribute to ensuring that our city is a vibrant and interesting place both to reside in and to visit should become standard.

Commercial leisure activities, particularly those with a special regional or cultural focus reflecting our city’s diversity should be encouraged.

Future leisure facilities developments need to be considered within a regional context after extensive investigation and discussions with neighbouring municipalities to prevent duplication.


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2.3 Four Keys Strategic Directions

This leisure strategy involves implementing activities in four key areas:

1) Increased community participation, engagement and pride

Over the next 10 to 20 years there will be opportunities for council to take a significant leadership role in the community by forming strategic partnerships with all levels of government, community groups and other agencies (private or public) in delivering a range of leisure opportunities. These leisure opportunities will be focused on passive, informal and structured activities where sustainable demand from the community can be demonstrated.

Improved communication, training, education and assistance with funding opportunities will enable clubs and community groups to broaden their appeal and increase access for all members of the community. Council will ensure this increased demand is well catered for by the forward planning of facilities to meet these needs.

2) Enhanced community health & well being

The City of Greater Dandenong has long recognised the benefits in terms of health and well being, which quality leisure and recreation opportunities provide to members of our community. Greater Dandenong enjoys a unique position amongst Local Government authorities within Victoria with the diverse nature of our population and in particularly the multi-cultural aspect.

The challenge for council over the next 10 to 20 years will be to provide our diverse community with the opportunity to participate in leisure that reflects their needs and embraces the good health message.

To meet this challenge Council will take a strategic leadership role and form partnerships with the relevant agencies operating in the city to ensure greater access to leisure activities for all. Council and its partners will ensure the opportunities delivered are appropriate to the needs of our diverse community and are understood, tailored and flexible.

Council also recognises that for the benefits of a healthy lifestyle to be enjoyed by members of the community, information available on the numerous leisure opportunities within Greater Dandenong needs to be improved. Council is committed over the next ten years to providing members of the community with up-to-date and accurate information using the latest technology available.

3) Increasingly well designed multi-purpose facilities

The city is privileged to host a number of sporting clubs and associations within our city that cater for varying levels of participation, from the social sports, through to the elite sports people looking to pursue their dream of representing Victoria or Australia.

Council recognises that whilst we are able to offer our residents a wide range of choice and diversity in their leisure and sporting pursuits, many our facilities are poorly designed, ageing, inflexible and will be unable to meet the demands and expectations of the community in the future.


LEISURE STRATEGY

In order to meet the future leisure and sporting expectations, of the members of our community, Council will adopt a defined set of planning principles to guide and direct the renovation of existing and construction of new facilities within the city over the next 10 to 20 years. Above all these principles will extol the need for the facilities to be of exceptional design quality and must be multi-purpose to cater for a wide range of activities.

This will enable Council to achieve its vision of providing multi-purpose facilities of exceptional design that meet community expectations and respond to their changing needs.

4) Notable Sporting Venues worthy of ‘Second City’ status

The City of Greater Dandenong by way of its geographic location sits at the centre of one of the fastest growing population corridors within Melbourne and is considered by many sporting organisations as a hub or regional centre for sport within the South East of Melbourne.

Our city already hosts premier ladies and men’s cricket, VFL & TAC Cup football teams and numerous state league soccer sides. These teams provide many members of the community with the opportunity to participate and watch elite level sport being played within the city. However despite having a number of State and National sports men and women, such as Australian Ladies Test Captain Belinda Clark, playing and training in Greater Dandenong, many of our sports venues fall well below the required standard. In fact only Dandenong Basketball Stadium, Springers Leisure Centre and Shepley Oval are considered to be of an acceptable standard for elite sport within Greater Dandenong.

Our vision is to provide a number of notable sporting venues worthy of our status as Melbourne’s Second City, in which our elite athletes are able train and play in order to achieve their desired sporting goals. These venues will be well designed multi-purpose leisure facilities in order to satisfy current and future demand, but also to attract other elite athletes to Dandenong to enjoy the benefits the city has to offer.


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2.4 20 Year Milestone examples

The following milestones are indicative and are examples of the style and scope of projects and initiatives which will deliver our vision for leisure.

The State Volleyball Centre has opened in Dandenong. The new centre is the breeding ground for five Olympic gold medal volleyball players. The Dandenong Rangers Basketball Club progress to the national league and attract over 10,000 spectators to each game, with the stadium hosting NBL grand final.

The new Women’s Cricket Facility and the Cycling Facility have opened in the new look Greaves Reserve. Walking / Cycling paths connect Greaves Reserve to the new saleyards development and CBD and the upgraded natural looking Dandenong Creek.

Tatterson Park featuring a range of passive leisure options has opened to community acclaim. Tatterson Park attracts more visitors each weekend than Jells Park.

Numerous walking groups coordinated by volunteers are active within City.

Touch screen leisure information booths installed at shopping centres and libraries.

A state of the art regional Aquatic Centre has opened that boasts a 50 metre lap swimming pool, wave pool, gymnasium, sauna, spa and an indoor surfing venue and is supported by satellite facilities focusing on hydrotherapy for the aged.

The first Cambodian background player in the AFL (who progressed from the Noble Park Juniors to the Dandenong Stingrays to the Springvale Football Club) kicks the winning point for St Kilda in a Grand Final.

Shepley Oval is renamed the ‘Shepley Peace Dome’ and is considered the premier outdoor sporting facility within the region, home to the Springvale Football Club and each summer hosts the third test between Australia and the West Indies.

A commercial fun park is built in the City, offering ice-skating, rock climbing and an indoor play centre.

Visitors and residents enjoy a coffee in the newly built internet café and function centre in Dandenong Park, with pedestrian and cycling paths that link into the CBD, saleyards development and the heritage precinct.

A new environmentally friendly multi-purpose, two storey sporting / community complex is operating at Lois Twohig Reserve that accommodates existing groups and is the new home to the Cook Island Polynesian Dancers and the Dandenong Chess Club.

Sumnation and the Dandenong Show join forces and host the internationally renowned Healthy Life / Sport Expo at the Sandown Race Course. With over 50,000 people attracted from Australia and around the world.


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The Dandenong Soccer Club progress to State Level and proudly boasts the new home ground at the Sandown Greyhound Facility. The facility hosts a demonstration match between Manchester United and Liverpool Football Clubs.

The National Waters Sports Centre is renowned as the national water sports capital and regularly hosts the international school rowing competition and the fresh water world coarse angling championships.


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3 LINKAGES

3.1 Ten Keys to the implementation of the strategy

To enable the leisure strategy to be successfully implemented, Council will need to:

1) Ensure that Greater Dandenong has several sports facilities capable of hosting tournaments or regional events of state or national significance especially in the following sports:

Basketball

Cricket

Football

Volleyball

Soccer

Sport cycling

Table tennis

Netball

2) Ensure that each neighbourhood of Greater Dandenong contains at least basic facilities for sport such as a football/cricket oval or soccer pitch as well as access to basic walking paths.

3) Provide recreation and sporting facilities for different age groups and sports standards, with people of all ages and levels of ability involved in their planning. Focusing on providing relevant leisure facilities for toddlers, teenagers and older adults.

4) Develop different types and styles of open space, parks and playground opportunities so people have reason to visit parks across Greater Dandenong. Different sizes of parks will be involved from large regional parks to small green squares acting as neighbourhood meeting places.

5) Encourage joint use of facilities. Ensure that each sporting, recreation and special interest club has access to shared facilities with space to display trophies and photographs and with individual spaces for secure equipment and records storage.

6) Ensure our parks and facilities are accessible by people with all levels of ability.

7) Ensure the standard of maintenance of parks, sports grounds and sports facilities is commensurate with the community need and the level of the activity. Facilitate and support friends groups and club members in maintaining and upgrading parks and open spaces.


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8) Ensure leisure opportunities, information and relevant statistics are marketed and promoted throughout the city and via our web facilities.

9) Develop and implement specific strategies for the community wide planning of sports development, bicycle paths, playgrounds and aquatic facilities in line with community needs and expectations and responsible fiscal management.

10) Encourage and facilitate the establishment of commercial leisure facilities within the city especially where they fit our regional or culturally diverse needs.

3.2 Facility planning principles

The research undertaken during the compilation of the leisure strategy highlighted a number of problems with Council’s approach to the management of its leisure infrastructure. To overcome these problems and to assist with the implementation of our strategy, a comprehensive set of planning principles have been devised to assist with the management of these infrastructure assets. The principles are:

Ensure a diverse array of different leisure settings are provided where possible, within each open space site and indoor leisure facility, between sites and between specific areas in the city, so as to offer a range of experiences and benefits to the community

Ensure planning for facilities responds to changing demographics, particularly where there are new residential and commercial developments.

Take a long-term view to develop less, but better appointed facilities (i.e. one centrally located and multi-use facility with good access/parking and profile that serves a larger area, as opposed to many smaller poor quality facilities).

Seek to develop/ enhance facilities that are well located (i.e. on major transport routes, high profile sites) and have potential for expansion or changed use in response to changing need within community focal areas.

Where possible, seek to co-locate facilities at the one site, with shared infrastructure where appropriate. In addition, explore options for new facilities within preferred local areas through potentially relocating other services and asset disposal.

Ensure development of any new facilities is achieved in line with multi-use principles.

Where there is capacity, maximise the use of existing buildings, before considering development of new facilities.

Ensure any decision to use facilities or land owned by other agencies is socially, environmentally and economically beneficial to the community.

Where possible do not duplicate facilities, services or programs provided elsewhere by other levels of government, the private sector, or other groups and organisations.

Ensure any cost savings made with a reduction of facilities, sites or infrastructure is used to improve sites that are determined to be retained.


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Ensure that any reduction in facility provision across the municipality only occurs if there is compensatory enhancement of other sites to achieve higher quality venues at strategic locations acceptable to the community.

Ensure that decisions to dispose of facilities are made on a commercial viability basis (i.e. sale of asset). Avoid disposal of sites that are still considered to be assets to Council.

Ensure decision-making processes relating to facility acquisition, development or consolidation are fully explained to the community and where possible, be free from undue or inappropriate political interference. Where facility provision is to change, ensure adequate community consultation. Actions to use or change open spaces will only be taken following adequate community consultations

With the planning of new or enhanced facilities, incorporate a cross-departmental project team at the initial planning stage to ensure a better outcome. Maintenance issues are identified and resolved in the early stages of planning.

These planning principles provide a working platform that will identify sites that could be potentially upgraded or redeveloped based on the notion of significant demand demonstrated by the community and sporting user groups. Sites should be able to be developed into multi-purpose and multi-functional sites that can be used by a number of structured users groups, but also provide open access for passive leisure users.

Sites that do not meet these criteria (planning principles) should either be returned to passive public open space, have a changed use or be disposed of via assets sales. The funds generated from maintenance savings or assets sales should be offset against the redevelopment or improvement of the identified sites for upgrading.

Clubs, sporting and leisure groups that currently occupy sites that do not meet the criteria should be encouraged to relocate to one of the multi-functional sites or encouraged to amalgamate with other user groups at these multi-functional sites.

3.3 Linkages to other Strategies

The leisure strategy has links across to the following strategies:

Greater Dandenong Municipal Public Health Plan (Draft)

Open Space Strategy

Urban Design Strategy

Cultural Values in Leisure Choice Study

Environmental Strategy

Building Assets Strategy

A number of plans will flow from the leisure strategy. Including:

Strategy To Increase Participation In Non-Traditional Leisure


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CALD/ Leisure Study

Playground Strategy

Aquatic Studies

Bicycle Strategy

Strategy to Enhance Community Safety and Engagement through Sport

Sports Ground Allocation Policy

3.4 Review

It is envisaged that this strategy will be reviewed every five years. However, changes in circumstances may trigger an earlier review. These triggers could include; government policy changes, new housing developments, major demographic changes and significant leisure trends.

3.5 Financial Implications

The majority of the actions within the Strategy will form part the future work of the Urban and Environmental Planning Team and will enlist support from other departments within Council.

This strategy can be implemented over a flexible time period in relation to other Council priorities and the availability funding. In addition, opportunities are available to seek external funding and to develop strategic partnerships and closer relationships with outside agencies to achieve the vision for leisure. In particular, the State Government has annual funding programs for Sport and Recreation related projects and initiatives.

3.6 Key performance indicators

These are the indicators which will be used to measure the performance of the strategy:

% residents participating in sports and recreation activities within the municipality.

Number of sports clubs and recreational community groups active in the community.

Number of players participating in active team sports within the city

% resident satisfaction with local parks and with local recreation facilities


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3.7 Technology

The last decade has seen a dramatic increase in technology based leisure including the popularity of home based entertainment such as surfing the internet, playing computer games, home theatres, watching television, DVD’s (Digital Video Disks) or videos, handheld computers, multifunctional mobile phones, web cams, music, internet cafés, shopping on-line, LAN (Local Area Network) parties and surfing the internet.

The leisure strategy recognises the educational, entertainment, social, developmental qualities that these technology based leisure activities can offer and that technology will continue to influence future leisure participation. The milestone actions within the leisure strategy include opportunities such as:

Improve leisure information on Council’s website and develop interactive web based activities and games.

Enhancing leisure databases

Develop touch sensitive leisure information screens

Link into the existing Internet training program


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4. STRATEGIC ACTIONS IN DETAIL

These strategic actions focus on the leisure planning work in the next ten years. Out of this a range of strategies will flow from this document. These actions are:

Goal 1: Participation Increased community participation, engagement and pride Objective Action Timeline Provide Leadership to the community by developing strategic partnerships with relevant organisations

Regular network meetings with: State government, surrounding municipalities, community groups and other agencies (private or public) in delivering a range of leisure opportunities.

Quarterly

Provide for a range of active and structured sporting opportunities, where demand is sufficient

Review and allocate sporting facilities. Collect and analyse data on sports participation in the city.

Bi-Annually Annually

Provide for a range of passive and informal opportunities, where demand is sufficient

Continue to review strategic planning for sectors of the community. Apply for external funds to undertake a Walking and an Older Adults Leisure Strategy. Review and report outcomes of existing strategies. Revise strategies. Make application to CIP to implement existing strategies.

Next Five Years Annually As required Annually

Assist the development of leisure clubs and community groups through training and education

Complete the Community Safety through Sport Development Strategy. Update and review the Sports Information Kit. Work with the Community Planning Department to provide at least 6

By June 2003

Annually Annually


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education topics for Leisure and Community Groups. Continue to promote the Good Sports Program to Sport and Recreation Clubs. Review Sporting Club Fees and Charges Policy.

Promotional flyers sent to all clubs annually Every four years

Advocate for funding for leisure projects through Council and other funding sources.

Compile and maintain a database of funding sources Work with leisure groups to submit projects to Council’s City Improvement Program and Council’s Community Grants Program. Submit 5 leisure projects to the Sport and Recreation – Minor Facilities Funding Program. Submit a maximum of two projects to the Major Facility Funding Program. Submit a maximum of two projects to the Sport and Recreation Planning Category. Notify leisure groups by letter or email of these funding sources.

Update Annually

Annually

Annually Annually Annually As required

Encourage community based organisations to increase participation by young people, women, older adults, people with disabilities, and people from culturally and linguistically diverse backgrounds

During the course of the Sports Development Strategy, ensure an assessment of clubs and their ability to encourage participation by young people, women, older adults, people with disabilities, and people from culturally and linguistically diverse backgrounds. Develop a training program specifically targeted to the needs of clubs and community groups in how to increase participation of young people, women, older adults, people with disabilities, and people from culturally and linguistically diverse backgrounds.

June 2003

Annually


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Goal 2: Promotion Enhanced Community Health and Well Being Objective Action Timeline Provide up-to-date and accurate information to sell the health benefits of leisure.

Using the latest technology and techniques available: Develop a comprehensive marketing strategy for leisure opportunities in the city. Investigate the provision of touch sensitive information screens that would provide information on Leisure activities and health promotion within the city. The terminals would be located in high public use areas such as Parkmore Shopping Centre and Customer Service Centres.

June 2005. June 2008

Regularly review inventory and data bases

On a weekly basis, update all inventories and databases to ensure that information is up to date and accurate.

Ongoing

Ensure regular leisure related articles in 2nd City news

Develop topical articles about the availability of leisure in the city and ensure inclusion in every edition of 2nd City News.

Ongoing

Improve the website to include increased leisure information, improved links to community groups and other leisure agencies, ability to download information (ie. Leisure Directories, policy documents, club development information etc.)

Develop leisure information to be included in Council’s website (including clubs, community groups and other providers of leisure, contact details etc). This could include GIS information with maps of sites, photographs of facilities, club/ user group details. Promote availability of the Internet in the libraries as a method by which the community can obtain information about leisure in the city.

June 2005 June 2005.


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Link into existing community internet training programs to demonstrate how to access leisure information on the CGD website. Develop interactive web based activities and games that promote active health and well being.

June 2005. June 2008

Advocate on behalf of the community to ensure that leisure facilities, services, programs and opportunities are accessible.

Action the recommendations of the ‘Cultural Values Strategy’ (2000) and ‘Non-traditional Leisure Study’ (2001) and the Diversity Action Plan to increase participation by minority groups. Advocate for the recommendations of the public transport plan (2002) to enhance transport options for the community in accessing leisure opportunities at key sites.

June 2005 June 2005

Encourage physical activity by providing increased leisure opportunities.

Identify and promote existing local walking groups and programs Encourage development of new walking groups where sustainable demand can be demonstrated eg walk and talk groups, shopping mall walks, ‘meeting post’ walking groups and ‘walk with care’ for older people. Produce a map that highlights cycling and walking routes throughout the city. Explore possibilities of creating a leisure map of facilities within Greater Dandenong, for all members of the diverse community.

June 2004 June 2004

June 2003 December 2005


LEISURE STRATEGY

Goal 3: Facilities Increasingly well designed multi-purpose facilities Objective Action Timeline Strategically assess facilities to develop high quality multi-purpose leisure assets.

Identify sites that require upgrading or consolidation, utilising the ‘Facility Planning Principles’, within the review or preparation of future strategies and plans: Sport Development Aquatic Study Playground Bicycle Open Space Masterplans – As required. Asses all proposals for changes to the infrastructure or the use of leisure facilities against the ‘Facility Planning Principles’ contained within the Leisure Strategy.

Ongoing June 2005

Maximise current use through sharing of facilities

Review the availability of pavilions for use by other community groups. For example, a sports club allowing use of the pavilion for passive activities such as a chess club. At least 5 venues identified for passive leisure use. Identify potential for multiple clubs in currently single use facilities. At least one article in 2nd City News promoting the availability of venues to the community Initiate at least one club amalgamation or multi-use arrangement

June 2005

June 2004

Ongoing Annually


LEISURE STRATEGY

Monitor demand levels and leisure trends of the community through effective research to ensure that facilities are responsive.

Attend the Southern Region Recreation Network Meetings WWW search on topics relevant to sport and leisure pursuits offered within CGD Consult with Peak bodies and associations. Analyse leisure participation regarding people from CALD backgrounds and people with disabilities by surveying the Access and Equity Committee Regular meetings with Leisure Link-up regarding disability and leisure trends and policies. Analyse leisure participation regarding Young People by attending and surveying Council youth committees. Analyse leisure participation relating to Older Adults by attending and surveying Council Older Adults committees. Piggyback the CGD Community Survey to seek leisure information. Gather information and analyse data from Council owned leisure, aquatic centre and neighbourhood houses. Report these leisure trend findings Attend sporting club meetings. Undertake data collection on the usage of parks and playgrounds.

Monthly Quarterly Annually Annually

Quarterly Annually Annually

As required

Quarterly

Annually

As required Annually


LEISURE STRATEGY

Focus Council resources on providing and maintaining sites that are consistent with identified leisure trends and standard of use.

Review the Allocation Policy for sporting grounds and buildings. Review the building and ground maintenance schedules. Develop a Club accreditation process for leisure groups. Review leasing, license and rental agreements for leisure groups on Council facilities in line with the standard required for the proposed use of the facility and leisure trends.

June 2003

August 2003

June 2006

June 2007

Goal 4: Elite sport Notable Sporting Venues worthy of our status as Melbourne’s 2nd City. Objective Action Timeline Design and develop future facilities that are multi-purpose, high quality, suited to level of competition or use, meet community expectations, inline with the 2nd City concept and exceptional design.

Identify potential sites and activities for future developments for facilities of regional significance. Explore the development of a Regional Sport Cycling Circuit and the attraction of State / National Sporting Clubs to the city. Liaise with State and National Sporting bodies to ensure all new projects meet the future demands of these particular sporting organisations: Undertake a Site Analysis Study for the Development of an Aquatic Leisure Facility. Explore funding and sponsorship opportunities from the public/private sector to assist with the development of new and the refurbishment of existing sporting facilities. E.g. naming rights

December 2004 December 2003

Meet biannually with peak sports organisations

June 2005 June 2006


LEISURE STRATEGY


Celebrate elite sport and other promotional ventures consistent with 2nd City status.

Compile a list with contact details of notable sporting people, clubs and achievements within the Municipality. This list can potentially be used to celebrate elite sport and other promotional ventures. Maintain a list of notable state wide celebrity sports people for promotional uses. Promote and sponsor State or National Level Sporting teams or athletes that are based in the City, to enhance the profile of Greater Dandenong as Melbourne’s 2nd City and to also promote our sporting facilities. Publish annual sporting calendar that promotes all major sporting activities in the city. Calendar could be sponsored by local businesses.

June 2004

June 2004

December 2005

Commencing

June 2006 Annually

Acknowledgements

The City of Greater Dandenong would like to acknowledge the valuable contribution made by Agile Consultants in the preparation and research undertaken in the development of the Leisure Strategy. Council would also like to thank the following members of our community for their input into the development of the strategy.

Cr Maria Sampey as the nominated councillor;

Stephen Sparrow (Leisure Link-up), Community representative;

Jenny Semple (Migrant Resource Centre), Community representative;

Ray Nicholls (Dandenong and District Cricket Association), Community representative;

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