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
2
3
4.
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
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
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
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.
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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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LEISURE STRATEGY
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 SouthEastern 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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LEISURE STRATEGY
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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LEISURE STRATEGY
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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LEISURE STRATEGY
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:
1.8
„
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.
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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LEISURE STRATEGY
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%
8
2%
Walking the dog
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LEISURE STRATEGY
2
2.1
LEISURE STRATEGY FRAMEWORK
Our Vision for Leisure
In the next 10 to 20 years the City of Greater Dandenong will consist of a thriving multicultural 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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LEISURE STRATEGY
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.
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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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LEISURE STRATEGY
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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LEISURE STRATEGY
„
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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LEISURE STRATEGY
3
3.1
LINKAGES
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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LEISURE STRATEGY
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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LEISURE STRATEGY
„
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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LEISURE STRATEGY
3.4
„
CALD/ Leisure Study
„
Playground Strategy
„
Aquatic Studies
„
Bicycle Strategy
„
Strategy to Enhance Community Safety and Engagement through Sport
„
Sports Ground Allocation Policy
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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LEISURE STRATEGY
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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LEISURE STRATEGY
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
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.
Bi-Annually
Collect and analyse data on sports
participation in the city.
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.
Next Five
Years
Review and report outcomes of
existing strategies.
Annually
Revise strategies.
As required
Make application to CIP to
implement existing strategies.
Annually
Complete the Community Safety
through Sport Development
Strategy.
By June
2003
Update and review the Sports
Information Kit.
Annually
Work with the Community Planning
Department to provide at least 6
Annually
Assist the
development of
leisure clubs and
community
groups through
training and
education
CITY OF GREATER DANDENONG
Timeline
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LEISURE STRATEGY
education topics for Leisure and
Community Groups.
Continue to promote the Good
Sports Program to Sport and
Recreation Clubs.
Advocate for
funding for leisure
projects through
Council and other
funding sources.
Encourage
community based
organisations to
increase
participation by
young people,
women, older
adults, people
with disabilities,
and people from
culturally and
linguistically
diverse
backgrounds
CITY OF GREATER DANDENONG
Review Sporting Club Fees and
Charges Policy.
Promotional
flyers sent
to all clubs
annually
Every four
years
Compile and maintain a database of
funding sources
Update
Annually
Work with leisure groups to submit
projects to Council’s City
Improvement Program and Council’s
Community Grants Program.
Annually
Submit 5 leisure projects to the
Sport and Recreation – Minor
Facilities Funding Program.
Annually
Submit a maximum of two projects
to the Major Facility Funding
Program.
Annually
Submit a maximum of two projects
to the Sport and Recreation
Planning Category.
Annually
Notify leisure groups by letter or
email of these funding sources.
As required
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.
June 2003
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.
Annually
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LEISURE STRATEGY
Goal 2: Promotion
Enhanced Community Health and Well Being
Objective
Action
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.
Timeline
June 2005.
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 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.
June 2005
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.
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LEISURE STRATEGY
Link into existing community
internet training programs to
demonstrate how to access
leisure information on the CGD
website.
June 2005.
Develop interactive web based
activities and games that promote
active health and well being.
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.
June 2005
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
Encourage
physical activity
by providing
increased leisure
opportunities.
Identify and promote existing local
walking groups and programs
June 2004
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.
June 2004
Produce a map that highlights
cycling and walking routes
throughout the city.
June 2003
Explore possibilities of creating a
leisure map of facilities within
Greater Dandenong, for all
members of the diverse
community.
December 2005
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LEISURE STRATEGY
Goal 3: Facilities
Increasingly well designed multi-purpose facilities
Objective
Action
Timeline
Strategically
assess facilities to
develop high
quality multipurpose leisure
assets.
Identify sites that require upgrading
or consolidation, utilising the
‘Facility Planning Principles’, within
the review or preparation of future
strategies and plans:
Ongoing
Sport Development
Aquatic Study
Playground
Bicycle
Open Space
Masterplans – As required.
Maximise current
use through
sharing of facilities
CITY OF GREATER DANDENONG
Asses all proposals for changes to
the infrastructure or the use of
leisure facilities against the ‘Facility
Planning Principles’ contained
within the Leisure Strategy.
June 2005
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.
June 2005
Identify potential for multiple clubs
in currently single use facilities.
June 2004
At least one article in 2nd City
News promoting the availability of
venues to the community
Ongoing
Initiate at least one club
amalgamation or multi-use
arrangement
Annually
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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
Monthly
WWW search on topics relevant to
sport and leisure pursuits offered
within CGD
Quarterly
Consult with Peak bodies and
associations.
Annually
Analyse leisure participation
regarding people from CALD
backgrounds and people with
disabilities by surveying the Access
and Equity Committee
Annually
Regular meetings with Leisure
Link-up regarding disability and
leisure trends and policies.
Quarterly
Analyse leisure participation
regarding Young People by
attending and surveying Council
youth committees.
Annually
Analyse leisure participation
relating to Older Adults by
attending and surveying Council
Older Adults committees.
Annually
Piggyback the CGD Community
Survey to seek leisure information.
As required
Gather information and analyse
data from Council owned leisure,
aquatic centre and neighbourhood
houses.
Quarterly
Report these leisure trend findings
Attend sporting club meetings.
Undertake data collection on the
usage of parks and playgrounds.
CITY OF GREATER DANDENONG
Annually
As required
Annually
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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.
June 2003
Review the building and ground
maintenance schedules.
August 2003
Develop a Club accreditation
process for leisure groups.
June 2006
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 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.
December
2004
Explore the development of a
Regional Sport Cycling Circuit
and the attraction of State /
National Sporting Clubs to the
city.
December
2003
CITY OF GREATER DANDENONG
Liaise with State and National
Sporting bodies to ensure all
new projects meet the future
demands of these particular
sporting organisations:
Meet biannually with peak
sports organisations
Undertake a Site Analysis
Study for the Development of
an Aquatic Leisure Facility.
June 2005
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
June 2006
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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.
June 2004
Maintain a list of notable state
wide celebrity sports people for
promotional uses.
June 2004
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.
December
2005
Publish annual sporting
calendar that promotes all major
sporting activities in the city.
Calendar could be sponsored
by local businesses.
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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PAGE 25