IMPLEMENTATION PLAN - Cairns Regional Council

Parks and Recreation Strategic Plan 2010 - 2015

IMPLEMENTATION PLAN

Final June 2010

Cairns Regional Council - Parks and Recreation Strategic Plan- IMPLEMENTATION PLAN

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Contents Outcome One: Planning to meet current and future recreation needs .......................................................................................................................................... 4

Outcome Two- Sustainable and diverse provision of recreation opportunities ............................................................................................................................ 18

Outcome Three – Supporting Nature Based Recreation ............................................................................................................................................................... 31

Outcome Four - Contributing to the social, physical and economic health of our communities .................................................................................................. 36

Glossary .......................................................................................................................................................................................................................................... 41

Document History

As the Implementation Plan is designed to be a live document and adjust periodically ion responses to reviews and reassessments of priority the following

document control history should be completed to confirm changes and adoption dates.

Doc version Date Checked Adopted Control Officer

Final 110610 11.06.10 ML Louise Jones

Final 160610 16.06.10 ML Louise Jones


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Introduction

This implementation plan has been developed to guide Cairns Regional Council in the implementation of the Parks and Recreation Strategic Plan. The

Strategic Plan represents a significant change for Council in delivery of Parks and Recreation Services and is reliant on the available resources and finances

Council can apply to this plan amongst the myriad priorities and operational responsibilities of Council’s overall business.

The implementation plan proposes a series of actions and tasks in response to the Strategic Plan and suggests priorities and possible resource implications.

It does not represent an adopted set of budget priorities nor does it guarantee implementation of all tasks. The Plan is to be reviewed regularly and tasks

and priorities will be adjusted according to these reviews and changes in available financial and Staff time resources.

In general the plan proposes a year for action and a priority. High priorities should be completed within the proposed year while lesser priorities may or

may not be completed according to available resources. Where a task is not completed it would then move to the subsequent year as a higher priority (e.g.

a medium (m) priority would move to the following year as a high (H)).

The actions and tasks have many links across the strategies which have been detailed under the following outcome areas:

The Implementation Plan should be read with the Strategic Plan which provides background and supporting information for the tasks.

Outcome 1 Planning to meet current and future recreation needs

Outcome 2 Sustainable and diverse provision of recreation opportunities

Outcome 3 Supporting nature based recreation

Outcome 4 Contributing to the social, physical and economic health of our communities


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Outcome One: Planning to meet current and future recreation needs

ACTION TASKS PRIORITY (WITHIN

YEAR)

YEAR (S) RESOURCING LEAD RESPONSIBILITY PARTNERSHIPS SUCCESS CRITERIA

STRATEGY 3.1.1: ENSURE SUFFICIENT LAND IS AVAILABLE FOR THE DEVELOPMENT OF PARKS SPORT AND RECREATION FACILITIES

a) Review the Desired Standards of Service (DSS) for Public Parks and land for Community Facilities (PPLCF) Infrastructure to ensure standards are appropriate for rural and urban communities.

i. Work with Planning Strategies and IM to review the DSS as part of the preparation of the new Priority Infrastructure Plan.

H 2010-2011 Staff time

SRCD, IM PS Revised DSS that identifies different standards for rural and urban communities.

b) Include a minimum standard of shade provision for public parks and sporting fields in the revised DSS

i. Review advice from Cancer Council and other agencies regarding shade provision and develop a new standard which identifies minimum amounts of shade provided either through natural or built shade


SRCD, IM Cancer Council Adoption of a revised standard for that specifies shade as a minimum % of the overall park area or similar measure.

c) Implement the Plan for Trunk Infrastructure (PFTI) for Public Parks and Land for Community Facilities

i. Determine officer responsibility for this role (as suggested in 3.1.4 (g) a full time role should be created)

H 2010-2011 Salary- new position – can be funded via the PFTI revenue

CSCS HR New position appointed or responsibility allocated to existing role

ii. The new officer should establish communication links across council with other officers in similar roles and overall corporate roles for the PIP implementation.

H 2011 Staff time SRCD PS, DA,IM All key roles in DA, PS, Finance and IM aware of the PFTI officer for PPLCF and their role.

iii. Identify priority acquisition sites and start investigation of potential options to proceed or negotiate. Options may include loan funds to be repaid by PFTI income

H ongoing Link to capital budget of PFTI.

Funds for purchases

PFTI officer- Property Services

DA, LS, Property Services

Timely acquisition of key sites. Savings on anticipated purchase price

iv. Undertake regular reviews of the PFTI

Annually Staff time PFTI (Parks and community Land) officer

PS, DA, IM Annual update and adjustment of charges


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d) Actively work with community groups and schools to increase use of school facilities and shared provision responses to facility need.

i. Develop an inventory of school facilities available for use (including those due to be constructed under federal Building Education Revolution funding) for each service region.

H 2010-2011 Staff time SRCD SRS, EQ, Schools Facilities inventory and contact details completed for each service region.

ii. Develop a set of support tools for community use of school facilities including model agreements, and council supported arrangements (such as maintenance contributions).


Budget for in kind support activities ($10,000 p.a.)

SRCD EQ, SRS, individual schools

Budget adopted and initial tools developed

iii. In response to needs for space for activities, assist sport and recreation groups with negotiations with suitable schools identified from the inventory.

H 2011 onwards

Staff time

(Budget for in-kind support as above)

SRCD Schools, Clubs, SRS Increased use of school facilities and fields by sport and recreation groups

STRATEGY 3.1.2: MAINTAINING ACTIVE COMMUNICATION WITH THE COMMUNITY AND RESPONDING TO CHANGE

a) Directly engage with sporting bodies regarding participation trends and future land needs through the establishment of reference networks within the proposed service regions.

i. Links to 3.1.2 (d, e, g) M 2011 Staff time

Relies on officers dedicated to specific “service regions” (3.1.4.e)

SRCD SRS, Sport and Recreation Organisations

Development of local networks and data records for monitoring trends

b) Collect details on membership numbers on an annual basis either via a club survey or the proposed self managed database on the information portal.

i. Undertake benchmarking survey to record new baseline data and compare with survey undertaken for this plan.

M 2011 Staff time

On-line survey


First survey completed with 80% of clubs recorded

ii. Adopt eligibility criteria for all assistance and access to council programs and support that requires clubs to have updated their details within the last 12 months.

H 2011 onwards

Staff time

On-line resources for updating


90% of all records being current to 12 months or less.


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b) Continued iii. Incorporate self managed data base into proposed web site and information portal (see 3.2.5. g)

M 2011-2012 Staff time

On-line resources

SRCD SRS On –line data base established with incentives developed for clubs to update each year

c) Work with Planning Strategies and Development Assessment to engage with the development community on Parks and Recreation Strategic Plan the development of opportunities for new approaches to provision of facilities.

i. Focus on opportunities in larger master planned developments to look for an opportunity to undertake an example approach.

H 2011 ongoing

Staff time SRCD DA. IM, PS, Developers Opportunity identified for a shared provision project.

d) Provide a range of formal and informal ways for the community to engage with Council and officers regarding issues, ideas and concerns.

See:

Communication strategy 3.2.5 (g).

Sport Summits – 3.1.2 (h).

Allocation of officers to service regions -3.1.4 (e).

Establishment of local networks within service regions – 3.1.2 (a).

H 2010- ongoing

Staff time

Communications budget

SRCD CSCS, Corp. Communications

Implementation of individual actions and strategies

e) Develop communication networks within local service regions that provide a consistent point of contact for residents on recreation and sport issues.

Links to 3.1.4 M 2010 ongoing

Staff time SRCD Sport and Recreation Organisations

Sport and recreation organisations and residents able to contact the correct Staff time member.

f) Consider a regular general community survey on parks and recreation issues to gauge performance and identify trends.

i. Review the survey used for this strategy and refine a shorter version that measures performance on key issues and rates of participation


SRCD Corp. Communications

Media partner

New short survey developed which measures participation and activity trends as well performance/ improvement over time in key areas.

ii. Undertake the survey by email or phone on an annual or 2 yearly basis around the same time

M 2011 On-line resources

Advertising and incentives ($5,000)

SRCD Use of survey over several years to measure performance and trends.


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g) Discontinue the Sport and Recreation Reference Group in its current form and implement a more localised consultation network based around the proposed service regions for Sport and Recreation Development (North, South and Central)

i. Advise the SRRG of the decision to replace the single group with groups developed within each service region.

H 2011-12 ongoing

Staff time SRCD

ii. Following adoption of service regions and allocation of officers responsible for that region, establish a network within that region.

H 2011-12 Staff time SRCD Sport and Recreation Organisations

Network list established by invitation or call for interest.

h) Implement annual or six monthly meeting/ summits (north and south) for sport and recreation groups. The summits would provide:

An opportunity to “forum” proposed policy changes or new strategies.

An opportunity for clubs to talk direct with Councillors and officers about specific issues.

A chance for clubs to interact and share ideas and plans.

Possible skill development opportunities.

Exposure of new funding and other resources.

i. Discuss with SRS and Sporting groups the staging of a summit in late 2010 and potential for inclusion of sports or other awards and recognition of sporting volunteers

M 2010 Staff time

Venue, catering and production budget ($ 4-5,000)

SRCD SRS, NQ Sports Foundation, Regional sports bodies, Sponsors

First summit staged in 2010. Decision at that summit for future summit’s content and frequency.

ii. Implement annual or 6 monthly summits for service regions, north and south or whole area based on feedback at 2010 summit.

H 2011+ Staff time

Small budget ($ 4,000) + sponsorship/partnership

SRCD As above Sixth monthly or annual summits held each year.

Feedback to Council on performance and programs.


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STRATEGY 3.1.3: FOCUS ON PROVISION OF MAJOR SPORT AND RECREATION PRECINCTS

a) Commence a staged implementation of the Edmonton Sports Precinct Plan (Walker Rd).

i. Finalise the Feasibility Study for the Edmonton Multi-Purpose Leisure and Aquatic Centre (EMLAC).

H 2009 Staff time SRCD Study adopted by Council (Dec 2009)

ii. Implement the Stage 1 of the EMLAC. (2 MP courts)

H 2010-2011 Staff time and capital funding from BRP and Council $5.6M

SRCD Better Regions Program (BRP) – Federal,

Funding mix refined and majors application developed.

iii. Undertake detailed design for stage 1

H 2010 Capital Budget above

SRCD As/a Detailed design completed before end 2010

iv. If RLCIP application for funding stages 2&5 (Health and fitness and crèche, Multipurpose spaces) successful then adjust detailed design task to include new stages

H 2010 Capital Budget above plus Grant funding rec’d

SRCD RLCIP (federal) funding New detailed design completed by end 2010

v. Construction of Stage 1 (and 2&5 if RLCIP funding successful)

H 2011 As/a SRCD First construction phase completed by end 2011.

vi. If RLCIP unsuccessful then commence seeking funding support for stages 2&5.

H 2012 Capital as per EMLAC

SRCD SRS- Majors

Lessee partnerships

Funding/ part funding secured with view for construction in 2012

vii. Commence planning for implementation of stage 3 of EMLAC with a review of probable costs and any adjustments to concepts

M 2013 if (iv) successful

Otherwise 2014

Staff time

Small design/ QS budget ($5,000)

SRCD EMLAC operator Revised design concept developed and new cost estimate

viii. Seek funding for stage 3 M 2014 (or 2015)

Staff time

Capital commitment from Council

SRCD SRS- Majors

Lessee partnerships

Funding secured with construction in 2016

ix. Review design for stage 4 and commence implementation

M 2017 Staff time and Capital commitment

SRCD SRS- Majors, Lessee partnerships

Construction in 2018


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a) continued x. Following resolution of town planning requirements and masterplanning of Edmonton Town Centre site, call for expressions of interest for field sports wanting to develop at the precinct and select priority applicants based on current need, local catchment and ability to partner in developing.

M 2011 Staff time SRCD Sport and Recreation Organisations, SRS

Initial preferred precinct users identified.

xi. Develop a revised detailed master plan for the precinct which accommodates the EMLAC and preferred users/ tenants as initial user. Update the PFTI with revised costings. And submit Development Application.

L 2011 Staff time

In- house Landscape or fees of $ 8-10,000 (Sourced from PFTI)

SRCD Preferred users, DA New master plan with staged development options and Development Approval received.

xii. Prepare scoping and detailed design for site

H 2012 $80,000 (sourced from PFTI)

SRCD Preferred users Detailed design completed and capital budgets confirmed including contributions from proposed user groups

xiii. Commence development of site based on outcomes of above

H 2012-2013 Capital Budget appx $1-2M (sourced from PFTI, Council and Users)

SRCD SRS Grants

Resident Clubs

Construction works completed and initial users established on site

xiv. Continue to implement the master plan and assist establishment of clubs as demand for space emerges

M 2014 ongoing

Capital from future user groups, council and PFTI

SRCD SRS- Grants Precinct eventually fully utilised for sport and recreation.

xv. If Resolution of Edmonton Town Centre and use of the land delayed consider bringing forward use of additional land acquired for Alley Park Precinct

H 2012 Capital from future user groups, council and PFTI.

See (c) following

SRCD Sport and Recreation Organisations, SRS

Use of Alley Park expansion land bought forward in response to urgent demand and delays at Walker Rd.


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b) Implement the Manunda Sporting Precinct (MSP) Master Plan according to timeframes and stages indicated in the plan and depending on securing funding contributions.

i. Continue to refine the directions for MSP –Endeavour Pk through e detailed design and scoping for the shared Cricket and Soccer precinct

H 2010 Staff time SRCD Sports groups, Agreed vision for this part of the master plan achieved

ii. Establish a Precinct Coordination Group (PCG) for MSP which involves all lessees and users and provides direction on implementation of the Master plan as well as providing for resource sharing, communication and conflict resolution

M 2010-2011 Staff time SRCD User groups and lessees

PCG established

iii. Develop agreed priorities for further development of MSP –Endeavour Park (following completion of the current parking and access works) and seek funding for further stages

M 2012+

Capital

Grants

PFTI contribution

SRCD PCG, User groups contributions

SRS- Grants

Next priority agreed with PCG and progressed subject to grant funding.

iv. Finalise detailed design and scoping for MSP north of Behan St (with assistance of PCG to determine priorities) possible focus additional field capacity, parking and access and consider funding applications for works


$ 60,000

SRCD SRS- Funding

User Groups

Detailed design and scoping for priority elements completed

v. Implement priorities for MSP North

M 2013+ Capital contribution in 2013-14

Upgrade funding could be sourced in part from PFTI

SRCD SRS funding

Users groups

Agreed works priority and capital funding allocated

vi. Following completion of detailed design and scoping for MSP (both sectors) update the PFTI schedule to reflect revised costs.

H 2011-12 Updating PFTI is important to ensure charges reflect costs

SRCD, IM New cost estimates included in PFTI


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c) Implement the Alley Park Master Plan according to plan stages and increasing demand. The priority would be to provide additional field capacity and address ageing built infrastructure issues.

i. Resolve tenure and leasing issues following the review of NFP tenure (4.2.5 a) and establish the recommended Precinct Coordination Group (PCG).

L 2011 Staff time SRCD users New tenure structures implemented and PCG established.

ii. Confirm priorities with the PCG and agree on elements of first stage (additional field capacity and spectator amenities)

H 2012 Staff time SRCD PCG Funding application drafted/ agreed

iii. Undertake detailed design and scoping study for implementation stages of master plan (excluding development of the new western parcel)

M 2012 $ 150,000

Funding contribution from PFTI

SRCD PCG Design completed and detailed costs developed

iv. Seek funding for the first stage involving additional field capacity at Alley Park and new spectator amenities

H 2013-14 Capital total appx $2M

Part funding (fields) from PFTI

SRCD-

SRS Grants,

Other grants,

PCG/users

Funding secured for 2014-2015 year (some from PFTI)

v. Implement first stage of development

H 2014-15 Capital $2M sourced from Council, PFTI and Grants

SRCD SRS Grants,

Other grants,

PCG/users

Completion by end 2014-2015 financial year

vi. Continue to monitor emerging demand for outdoor field and court space and when sufficient demand is evident or a major user seeks space commence implementation of stages associated with the new western land acquired for the precinct.

L 2015 onwards

Capital $ 1.5M

Funding from PFTI

Grants and potential users

SRCD SRS Grants,

Other grants,

PCG/users

High School

New user established in western area of precinct

vii. Should implementation of the Walker Rd sporting precinct be delayed significantly it may be necessary to bring forward use of the western area

H 2012-13 Transfer of funding committed to Walker rd to facilitate development here.

SRCD User groups Alternative location developed for urgent need for field sport or outdoor court location.


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d) Continue with the staged implementation of the Smithfield sports precinct Master Plan. Development of staged elements and improvements in the plan should be undertaken in the priority sequence specified.

i. Finalise the feasibility study for the Smithfield Leisure and Aquatic Centre (SLAC)

Underway 2010 Funded in current budget

SRCD Users Groups Underway – completion by August 2010.

ii. Review results of feasibility and recommendations for preferred approach to management and leasing of the precinct. Do not proceed with any long term leasing or management solutions until the recommended review of pools and indoor management has been undertaken (3.2.2 f)

H 2010 Staff time SRCD Current user groups Recommendations communicated to stakeholders and information included in review.

iii. Revise the Masterplan following completion of the SLAC feasibility and to include other changes such as incorporation of SLSQ (NQ) headquarters in the precinct

H 2012 Staff time

In house Landscape or $3000.

SRCD Revised master plan to allow for implementation

iv. Consider the need for establishment of a PCG (Precinct Coordination Group) to provide better communication with users/ lessees and to agree on priorities for implementation of the master plan

M 2011-2012 Staff time SRCD Users, Lessees, Community

Decision made on need for group depending on response from precinct groups to the idea.

v. Commence Implementation of SLAC according to the feasibility recommendations. With the likely priority to be additional indoor court space.


Capital contributions from Council, Potential Lessee and Grants

SRCD Grants (SRS)

Potential Lessees

Depends on outcome of feasibility.

Implementation program agreed and budget elements identified.


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d) continued vi. Implement other stages of the Master plan associated with development of public park facilities, a youth space, pathways, active recreation and play facilities

M 2014-15

and future years

Capital from PFTI and Council

$ 1.5M (est.)

SRCD- IM,

Possible grant funding for elements

SRS Grants,

Preventive health grants

Development of active recreation and informal facilities for surrounding community

e) Prepare a revised plan for the continued development of the Redlynch Community Sports Facility precinct based on expansion of the existing site.

i. Work with St Andrews Catholic College and existing users to develop a plan for expansion of the precinct and identify if land north or south would be more appropriate. Incorporate any changed requirements into the PFTI (PPCL) if needed.


Landscape Architects ($5,000)

SRCD St Andrews, Users New plan developed and incorporated into the PFTI

ii. Opportunities for acquisition of additional land pursued through PFTI implementation

M 2014 Acquisition funds from PFTI

SRCD and PFTI Officer St Andrews CC,

Land acquired within 2- years of target date unless early acquisition opportunity provides significant saving.

iii. Develop a detailed master plan for development of expanded precinct

H 2015-16 $60,000

(PFTI funded)

SRCD St Andrews CC Master plan completed within 2 years of acquisition.

iv. Install field lighting H 2014-15 $250,000 (part funded from PFTI)

SRCD St Andrews CC

Grant funding

Lighting to junior playing standard and training use installed

f) Continue investigations for a regional motor sports precinct including the potential for a joint facility on the Tablelands servicing both Council areas.

i. Discuss potential with Tablelands Regional Council (TRC) and if responsive establish a Regional Motor Sports Task Force to pursue the proposal

M 2012 Staff time SRCD TRC., Motor Sports Groups, SRS

Regional Motor Sports Task Force (RMSTF) established.

ii. Encourage Motor Sports groups to take the lead in the RMTSF and “drive” the development of a proposal/ feasibility for the regional facility.

M 2012-2013 Contribution to preparation of feasibility

$ 20,000

RMSTF CRC, TRC, SRS Feasibility completed by end 2013


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g) Ensure that information is provided that supports the feasibility of proposals for development of elite level training facilities, sports performance centres or other similar infrastructure, before any Council commitments are made to support proposals.

i. Advise all proponents of such facilities to undertake feasibility work and provide them with a guideline for testing feasibility and proving sustainability of proposed facilities

H-M 2010-2011 Staff time SRCD SRS, Sport Bodies Short guideline developed to assist groups to “demonstrate” feasibility completed.

No support or funds committed from Council without feasibility testing of proposals.

ii. Establish a reference group of key officers with Council (Planning, Business, Legal, Economic Development) that can be used to assess proposals on an as needs basis and to develop integrated advice to Council when considering requests for support.

H 2011 Staff time SRCD- Community Economy Role

External advice for this could be sought from State Sport Bodies, Tourism, and SRS,

Officer group established

h) Work with the Cairns Show Society (CSS) to develop a master plan for the future development of the Showgrounds.

i. Make contact with CSS and discuss timing for master planning. Consider expansion of master planning to cover whole precinct (i.e. Barlow park)

M 2013 Staff time

Possible Contribution to Master Plan

$30,000

SRCD PS, Show Society, Precinct Users, Stakeholder groups, State Government. (DERM and SRS)

Development of an integrated master plan which includes potential for additional facilities and integrates the recommendations of Rectangular Stadium Feasibility.

i) Undertake a feasibility study for a new rectangular stadium.

i. Undertake discussions with key stakeholders (Union, League, Soccer, Tourism) on the proposal and scoping of a feasibility study.

L 2012 Staff time SRCD Sports associations.

SRS

Scope/ brief agreed and financial contributions agreed

ii. Prepare a detailed feasibility on the proposal that investigates site options, management and financial implications.

M 2013 Staff time

Total budget $50-60,000 shared with stakeholders

SRCD Sports associations.

SRS

Feasibility prepared


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j) Review planned capital expenditure for Barlow Park and only undertake work required for safety and operating efficiency until the Rectangular Stadium Feasibility is completed.

i. Current listed capital works should be deferred unless they are required for patron safety or to improve current operating efficiencies. Commitments that are part of grant and partner funding should also be progressed

H 2010-11 Capital budget

Potential pausing of Lighting upgrades $1.5M and Carpark works $1.1M

SRCD Identified items paused

ii. Following completion of the Feasibility Study review the need for major works such lighting upgrades and carpark upgrades in light of the recommendation for progressing a rectangular stadium

H 2013-14 Capital budget

$2.6M

SRCD Revised capital works program

iii. Continue , in the longer term, staged development of the Regional Tennis Facility in partnership with Tennis Queensland

L 2016-17 Shared funding with TQ and the Facility

SRCD TQ

Possible Grant Funding

Additional development according priorities reassessed in 2015.

STRATEGY 3.1.4: REFINING COUNCIL’S ROLE AND DEVELOPING AN APPROPRIATE ORGANISATIONAL STRUCTURE

a) Adopt the new definition of Council’s role according to the vision in this strategy.

i. Have this Strategic Plan adopted by Council

H 2010 Staff time SRCD Council adoption

b) Develop a new recreation and sport policy that articulates the new role for Council and the Vision articulated in this strategy.

i. Draft a new policy for approval and adoption by Council

H 2010 Staff time SRCD Council adoption


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c) The internal management structure should be modified to remove the fragmentation of open space planning and management and fragmentation of facility management. A more integrated approach which will use Staff time resources more effectively and reflect the new role definition is recommended.

i. Review appendix 5.5 in the Strategic Plan for consideration of possible structure and undertake an internal workshop with stakeholder Staff time and managers to develop a new structure

M 2010 Staff time SRCD , Human Resources Other GMs, Affected Staff time,

Proposed structure agreed including implications for existing and proposed positions

ii. Revised structure developed as part of 3.1.4, c-(i) and proposed to EMT.

M 2010-2011 Staff time GM, CSCS EMT, Other GMs Approval of new structure.

iii. Implementation of new structure and role revisions


Salary with new positions potential funding under SRS programs

GM, CSCS SRS- Local Sport and Recreation Jobs Plan

New role statements developed and positions re-allocated according to new structure

d) The following main activity areas should be adopted when developing the new structure:

Open Space Planning and Management

Facilities Planning and Management

Community Sport and Recreation Development

Community Economy (Funding, Grants and Event Development)

i. Refine the proposed organisational structure, service region approach and Staff timing in consultation with other sections and EMT. (Links to 3.1.4c)

H 2010-11 Staff time SRCD- GM CSCS IM, PS, other GMs New structure approved by CEO

ii. Implement the new operational approach

2010-2011 Staff time

SRCD EMT, Other GMs Service regions and officers working with those communities established.


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e) New “Service” regions should be defined to more closely link a dedicated officer position to program delivery in a local region. Consideration should be given to the following regions:

North (Former Douglas Shire)

South (Edmonton and South)

Central (either 1 or 2 regions to service Northern Beaches and city).

i. Integrates with above actions and links to 3.1.4(c)

H 2011 Salary costs- potential additional position

$ 50,000+

Funding under SRS program

SRCD SRS- Local Sport and Recreation Jobs Plan

As above

f) The following program areas are recommended for Community Sport and Recreation Development:

Active Living Program (Physical Activity – Healthy Communities)

Sport Development Program

Nature Based Recreation Program

Partnerships Program

i. Integrates with above actions and links to 3.1.4(c)

H 2010+ Recurrent program budgets recommended to fund programs and partnerships that deliver on opportunities

SRCD Potential grants to top up program budgets on per program or project basis

Restructuring of program funding and reporting criteria to reflect new structure.

2011-2012 budget changes

g) A dedicated position is needed to manage implementation of the PFTI for Public Parks and land for Community Facilities.(PPCLF)

i. Discuss the placement of this role during discussions and planning involved in 3.1.4 (c)

M 2011 Staff time

Salary funded from PFTI income

$ 60-70,000

SRCD- IM Position approved and employed to match commencement of PFTI

h) The importance of pathways, bikeways and trails to recreational opportunity and healthy communities should be recognised with a full time position dedicated to planning and delivery of strategies in this area.

i. Discuss the definition and placement of this role during discussions and planning involved in 3.1.4 (c)


Existing ½ position in IM should be increased to full time role

Appx $30,000 salary cost

Potential for the Transport Infrastructure Plan (PFTI) to part fund this position should be investigated.

SRCD- IM IM, EMT, Full time role funded and appointed.


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Outcome Two- Sustainable and diverse provision of recreation opportunities

ACTION TASKS PRIORITY YEAR (S) RESOURCING LEAD

RESPONSIBILITY PARTNERSHIPS SUCCESS CRITERIA

STRATEGY 3.2.1: ADOPTING MINIMUM LEVELS OF SERVICE FOR PROVISION AND MAINTENANCE

a) Review the “minimum standards of development” for public parks and sporting fields Desired Standards of Service(DSS) for PFTI (PPCLF)

. Also links to 3.1.1 a) and b)

i. Review the DSS with consideration of changes in community preferences and urban planning objectives (e.g. increased density areas) to ensure that development or “embellishment” is appropriate to changing needs

M 2011 Staff time SRCD, IM PS, IM New DSS Adopted and adjustments to PFTI- Parks.

Separate DSS defined for different urban settings.

ii. Review and refine the “Desired Level of Service for Recreation Opportunity Provision” proposed in appendix 5.2 of the Strategic Plan for urban and rural communities.

M 2011-12 Staff time SRCD IM Opportunity standards adopted and used to assist in decision making on priority projects.

b) Develop a minimum maintenance standard for sporting fields and outdoor courts that ensures playing surfaces are suitable for community use.

i. Review emerging legislation, Australian Standards and Standards from State or national sports bodies to develop standards for Cairns.

M 2012 Staff time SRCD,

Technical support Works

SRS? Clear set of performance standards for playing surfaces developed.


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c) Require community organisations managing fields and courts to meet the minimum maintenance standards.

i. Prepare guidelines for groups managing fields or courts to meet maintenance standards that ensure playing surfaces are safe and suitable.

M 2012 Staff time SRCD Works (technical advice)

SRS, Sporting Groups

Maintenance guidelines developed and distributed.

ii. Include technical and In –Kind assistance for clubs as part of the available support mechanisms for clubs. With an initial budget to help clubs get to standard initially.

H 2012-2013 Staff time,

In-kind ($ 50,000 p.a.)

Upgrading ($ 150,000 p.a.) for 2 years

SRCD IM, Works Budget Items adopted

d) Integrate the minimum standards for fields and playing surfaces with the Tactical Asset Management Plans (TAMPs) and ensure that priorities from the TAMP’s are considered in any facility or master planning for existing facilities.

i. Following completion of 3.2.1 (b) revise any completed TAMPs and ensure new ones adopt standards

H 2012+ Staff time

Budget implications for upgrading to minimum standard

SRCD IM Adopted standards incorporated in to TAMPS and works priorities adjusted to include meeting minimum standard.

e) Further develop the existing club assistance programs to provide in kind assistance and technical advice to clubs on maintenance as part of the overall partnerships program.

i. Formalise the club assistance program as part of the overall Partnerships Program

H 2011 Staff time

SRCD Agreed scope of assistance opportunities

ii. Assistance with mowing and turf maintenance both in terms of labour and technical advice should be provided as an ongoing scheme managed through the officers and not restricted to periodic grant rounds.

H 2011- ongoing

See below SRCD Agreed criteria and priorities for helping clubs. With decision making at Service Region level.

iii. Adopt budget items to fund in-kind and technical assistance to clubs

2011-2012 Staff time

Annual budget of $5000 per service region

SRCD Budget item adopted


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STRATEGY 3.2.2: ENCOURAGING CREATIVE SOLUTIONS IN PARK DESIGN AND FACILITY PROVISION.

a) Implement a People Using Parks (PUP) place making program that develops partnerships with community groups to reclaim local and district parks that are underused or undervalued.

i. Establish program (managed by the Sport and Recreation Development Officers for each Service Region) with a modest budget for seeding funds and define criteria for support.

M 2012-13 and ongoing

Staff time

Budget $10,000 p.a.

SRCD, IM Inner City Facilities

Local community groups,

SRS grants

Priority and eligibility criteria agreed and Budget adopted

ii. Implement initial projects in areas with poor park supply/ parks that are needed but underused.

H 2012-13 As above SCCD Local groups At least 3 projects implemented in 2012-13.

iii. Following the first year apply for finding from SRS/ Other agencies to support and expand the program

M 2013 Staff time SRCD Funding agencies

Health communities initiatives

Funding sourced for expansion.

iv. Identify strong community partners in service regions and work with them to take over the program. Provide assistance to them to obtain Grant funding.

H- M 2014-15 Support budget for groups or in-kind budget

SRCD Community organisation.

Local partners established and responsible for program.

b) Encourage public art projects in parks as a way of defining local identity and creating more diversity in park settings.

i. Ensure all new district or higher level parks have opportunities for public art as part of the design process

M ongoing Staff time IM, SRCD Cultural Services Public art included in new district or regional parks.

ii. Incorporate opportunities for public art into the PUP program 3.2.2 (a). M 2011-12 As per 3.2.2 (a) SRCD, IM Cultural Services

Art expressing local identity including in PUP projects.

c) Responding to needs for indoor facility space for sport and recreation should consider the potential community use of school facilities and other club and community facilities with spare capacity before considering new facilities.

i. Adopt as an operational principle. H 2010 Staff time SRCD

New facilities only considered when existing resources are at capacity.


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d) In the longer term a Regional Facility Needs study should be undertaken which investigates provision of indoor, aquatic, and other regional scale facilities. The study should include:

Indoor Facilities

Aquatic facilities

Difficult to Locate sports (e.g. Recreational Trail Bikes, shooting, model aero)

Non-pool aquatic sports (e.g. rowing)

i. Prepare the brief for the study and define sports/ facilities to be included and secure budget funding. Look for partnership funding with regional sports bodies

M 2014-15 Budget

$80,000

SRCD SRS,

Regional Sports associations

Study commenced in 2014-15 financial year

e) Encourage community involvement in planning the development of individual district parks, sporting precincts and major destination parks.

i. Develop a preferred “local community engagement” process that identifies core tasks to be used for “space planning” studies.

H 2012 ongoing

Staff time SRCD, IM, Community Relations Agreed suite of tools to be used. Monitoring of projects to review local community engagement.

f) Undertake a review of the adopted Pools and Indoor facilities management approach with particular emphasis on patronage and participation impacts and managing performance of Lessees.

i. Review should be an internal process with an external reference groups established from stakeholders. Focus should be on patronage, impacts on resident sports and participation as well as council’s processes for managing performance of lessees.

H 2010-11 Staff time,

Reference group.

SRCD Lessees, User groups. Property Services

Review undertaken and recommendations to address issues identified.

ii. Undertake the review before any further decisions are made on pools and indoor facility management and leasing.

H 2010-11 Staff time SRCD As above New lease or management decisions deferred until review recommendations considered.


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STRATEGY 3.2.3: ENSURING RESOURCES ARE MANAGED SUSTAINABLY

a) Develop Facility Management Plans (FMP) or Master Plans (MP) for multi-use sites and precincts currently needing an integrated vision and clear articulation of priorities.

i. As part of ongoing operations, individual officers should work with groups in their service regions to prepare FMPs or MPs for priority sites identified below

H-M 2010 ongoing

Staff time SRCD Local User groups All multi- user precincts covered by FMP or MP within 5 years

b) Prepare a Facility Management Plan for Mossman Showgrounds Precinct

i. Work with user groups and community stakeholders to establish a Precinct Management Group and work with this group to develop an agreed plan for management that also considers tenure options, maintenance responsibilities and priority infrastructure works.

H 2011 Staff time

In house Landscape/ Drafting

$3,000

SRCD Property Services Agreed plan which resolves current tenure and management issues and identifies next 5 years of priorities for site

ii. Integrate actions into forward works budgets and TAMPs and adjust recurrent budgets accordingly

H 2011-2012 Budget implications

Part funding from PFTI

SRCD User Groups and clubs 2011-2012 budget revised and works schedules adjusted

iii. Implement recommendations for tenure and management.

H 2011-2012 Staff time SRCD Property Services New tenure agreements signed

c) Prepare a Master Plan for Port Douglas Sporting Complex and surrounding reserve.

i. Work with user groups and community to establish a Precinct Management Group and work with this group to develop a master plan which includes consideration of Waterfront Master Plan.


Project Budget $40,000

SRCD Resident clubs, Property Services, Neighbourhood Centre

Master plan adopted by Council

ii. Commence staged implementation of Master Plan

2012-2013 Capital Budget

Part funding from PFTI

SRCD Grants.(Health SRS)

Clubs and user groups

Incorporation of elements into future budgets and agreed shared projects with external agencies or user groups.


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d) Prepare a Master Plan for Centrals Sporting Reserve at Trinity Beach.

i. Establish a Precinct Coordination Group (PCG) with all user groups & local community stakeholders and work with these groups to guide preparation of a master plan for the future development and management of the precinct.


$40,000

SRCD Precinct users Plan prepared and completed

Precinct Management Group established

ii. Implement the master plan in

partnership with the PCG and resident clubs according to the agreed priorities in the plan.

M 2013 + Staff time

Capital from PFTI and Grant funding and Club contributions

SRCD Grant funds (SRS, Health)

PCG

PCG taking responsibility for implementation in partnership with CRC.

Implementation incorporated into budget

e) Prepare a Facility Management Plan (FMP) for Diwan Reserve.

i. Work with the local community and existing informal management group to establish a formal Precinct Coordination Groups to prepare an FMP that identifies priority improvements and additions and resolves management and tenure issues.

M 2012 Staff time

Internal budget Landscape ($3,000)

SRCD Community Devel Far North,

Qld Health

FMP completed and actions agreed. Budget items for any urgent work identified.

ii. Support the PCG to apply for funding

for implementation of the plan. Consider budget contributions.

H 2013 Budget Possible PFTI contributions

SRCD, PCG Local M’ment Group. Successful funding for improvements.

f) Prepare a Facility Management Plan for Martyn St Sports Precinct

i. Work with Netball, Baseball, Softball and precinct neighbours to prepare a plan for the future development & management of the precinct.

L 2011 Staff time SRCD Resident Clubs and other stakeholders

Plan completed.

Precinct Management Group established.

ii. Encourage the PCG to implement the

FMP with Council as partners and seeking grant funding for priority projects

H 2012-13 + Capital (from PFTI).

Grant funding

SRCD, PCG PCG- Resident Clubs

Grant Funds

Adjacent caravan/ camping Reserve

Implementation plan adopted and progressed

g) Prepare a Facility Management Plan for Aeroglen Sports fields

i. Work with the existing users and local community to develop an FMP which addresses future expansion of use and current management arrangements

M 2011 Staff time

Internal budget Landscape ($3,000)

SRCD, PCG- Resident Clubs Plan prepared and completed

Precinct Management Group established


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ii. Encourage the PCG to implement the

FMP with Council as partners and seeking grant funding for priority projects

M 2012-13+ Capital (from PFTI).

Grant funding

SRCD, PCG PCG- Resident Clubs

Grant Funds

Tenure Issues and responsibilities resolved. Implementation progressed.

h) Undertake a review of Mann St fields in conjunction with Junior League and prepare a draft precinct plan which considers the importance of the fields to sporting land supply and the possible future expansion of the fields as well as possible future management models.

i. Liaise with Junior League to refine objectives for the precinct plan which considers key issues such as tenure, future expansion, access and circulation, possible management models. A steering group involving all users of the site should be established


Internal budget for Landscape ($3,000)

SRCD, CDJRL CDJRL, SRS, Precinct Plan completed which identifies future direction for area and provides direction to Council and CDJRL

ii. Develop an agreed implementation

plan which identifies Council and CDJRL actions to secure the future of Mann St as a key sporting resource

H 2012-13+ Staff time

(Possible PFTI $)

SRCD, CDJRL CDJRL, P.S. (planning scheme implications)

Agreed plan and actions identified

i) Prioritise expenditure based on Program areas and a hierarchy of priorities which assess the best return for investment in terms of Health and Active Living, Social Cohesion and Community Integration and Support of Local Economies.

i. Review the proposed framework and develop final model.

M 2011 Staff time SRCD Model for prioritising adopted before 2011-2012 financial year.

j) Fees and Charges for access to facilities or services should be revised according to the principles described in this plan.

i. Undertake review of fees and charges and agree on restructure following consideration of suggestions in this plan.

H-M 2011 Staff time Finance- SRCD IM, Property Services New schedule in 2011-2012 budget


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k) Prepare Parks and Recreation Local Area Plans (PRLAPs) based on the catchments used for Priority Infrastructure Planning and the proposed Service regions. The plans will integrate parks, trails, recreation, sport and community facilities provision actions to meet existing needs and future demand. They will also provide a localised framework for integrating the actions of the various areas of Council with a stake in parks, recreation and community infrastructure and responses to current management and community issues. The plans should have a 10 year focus

i. Determine catchments or planning area boundaries for the PRLAPs in consultation with Planning Strategies and Infrastructure Management.

The brief for the Plans should be reviewed and should include:

Mapping current supply and community facilities (including schools)

Identifying where opportunity standards are not being met

Identifying where DSS for parks are not being met

Identifying future planning applicable to the area (e.g PFTI )

Determine priority actions to meet current undersupply and other issues

H 2011 Staff time SRCD IM, PS Agreed boundaries and brief for plan outcomes.

ii. The plans should be prepared in consultation with the local community (to ensure current issues are identified). Aim to complete 4+ plans a year. Priority areas include Whiterock-Edmonton, Redlynch, Cairns Beaches, Inner Suburbs, Barron-Smithfield and Port Douglas.

H- M 2011-2013 Staff time

Possible external assistance or temporary project officer

($60-$70,000 per plan if done externally)

SRCD Internal Stakeholders (IM, PS)

All areas completed by start 2014.

iii. Following preparation of plans actions should be integrated into budgets and operational plans and the plans will provide guidance for the Sport and Recreation Development Officers in responding to issues and needs.

H 2014+ Staff time

Budget implications for asset management and capital. Links to PFTI implementation

SRCD, IM Community Groups, Schools

Plans integrated into operational plans and budgets adopted.


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STRATEGY 3.2.4: ENSURE PLANNING IS IMPLEMENTED TO DELIVER OPPORTUNITIES AS NEED ARISES.

a) Resource the implementation of the Plan for Trunk Infrastructure (PFTI) for Public Parks and Land for Community Facilities.

i. See recommendation 3.1.4 (g). H 2011 Staff time

PFTI Capital

SRCD, CSCS IM, PS, DA Position established and acquisition and development programs developed and target sites identified

b) Consider a dedicated “Community Economy” role in Sport, Recreation and Community Development to seek external funding and partnership opportunities.

ii. Proposal for role developed and submitted to GM, CSCS Gen Mgr. and EMT.

M 2012 Salary ($65,000)

Offset by economic returns

SRCD Economic Development Section,

Role appointed

c) Continue the implementation of upgrade plans for Johnson Park, Little Fretwell Park, and Down Park

i. Continue to upgrade Johnson Park as per existing capital works program. Review opportunities to establish a PCG.

2011-2015 program

H 2011+

Capital total $1M

Contribution from PFTI for future years

SRCD Grant Funding

User Groups

Major target is field lighting in 2012-13.

ii. Upgrade Down Park as part of the PUP (see 3.4.3 c) program to improve active recreation opportunities and community sense of place

M 2013-14 Funding from PFTI SRCD IM, local community, resident users

Park upgraded and improved

iii. Upgrade Little Fretwell Park as part of the PUP (see 3.4.3 c) program to improve active recreation opportunities and community sense of place

M 2015-16 Funding from PFTI and Capital budget

SRCD IM, Fretwell Park Users and AFL

Park upgraded and improved


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d) Review the proposal to expand Peterson Park and progress securing additional land for fields from the EQ land.

i. Review options for expanding Peterson Pk and if the outcome provides useful area (at least another senior field) for a reasonable cost and with secure tenure then proceed.- If the outcome is less than optimal consider transferring expenditure to Walker Rd

M 2011-12 Acquisition or lease costs.

Development costs (funded by PFTI)

SRCD EQ Decision made on progressing expansion and land developed by end 2012

e) Undertake regular reviews of this Strategic Plan to adjust priorities and tasks so outcomes are delivered. Reviews should be on an annual basis and could include information from community surveys and sport and recreation organisations.

i. Undertake a full review of plan implementation in December /January each year and a minor review in July (post budget adoption).

H 2011 onwards

Staff time SRCD IM, PS, EMT Reviews undertaken before budget cycle commences and adjustments to implementation plan made following budget adoption each year.

STRATEGY 3.2.5: COLLABORATING WITH AND SUPPORTING COMMUNITY GROUPS AND OTHER PARTNERS IN DELIVERING OPPORTUNITIES.

a) As part of the corporate review of the Not for Profit Tenure Policy, ensure that the importance of community managed sport and recreation facilities to the social and economic health of local communities is recognised.

i. Work with Property Services on the review and incorporation of the recommendations within this report.

H 2010 Staff time

Budget Implications

SRCD- Property Services

New policy and model developed and approved by Council

ii. Following adoption of new policy undertake education and awareness program for all clubs which explains implications and how the new model will be rolled out.

H 2011 Staff time SRCD Property Services 100% of clubs accessing Council land or facilities aware of changes.

iii. Refine a “roll out” program for the new model over the next 3+ years and commence implementation.

Priority actions should focus resolving serious inequities.


Budget implications as determined in review

Property Services SRCD Roll out program adopted and funded.


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b) Further develop the current support programs for sport and recreation groups to consider increased support for maintenance of fields and facilities as well as supporting the organisations to develop sustainable structures and practices.

i. Support Programs should be defined around the following elements:

Financial grants

In- Kind support for facility management

Club administration and skills

Meeting standards program

Developing partnerships in program provision

Accessing facilities or funding to upgrade capacity and diversity.

M 2011+ Various Staff time and budget resource implications depending on adoption of other actions and Community Economy Role

SRCD IM, Industry Groups

Grant Funding agencies (for specific programs)

New program defined and budget items identified and adopted.

c) Ensure that regular user groups who deliver community level sport are represented when developing lease or management options for Major facilities such as pools or indoor centres.

i. Ensure consultation with indoor sports users and Aquatic sports during the feasibility Studies for SLAC and EMLAC (see 3.1.3)

H 2010 Staff time SRCD

Associations, SRS, Sport and Recreation Organisations

Fair consideration of the impacts on sports and sport groups in future development and management planning.

ii. Consider development of a formal policy that ensures consideration of impact on sports is part of assessment and decision processes for leasing and management reviews of all facilities that are proposed for third party management (e.g. Pools and Indoor facilities)

H 2011 Staff time SRCD and Property Services

Assessment of proposals considers impact on sport along with financial and other factors.

d) Review the Sport, Recreation and Community Arts Grants Program to align priorities with the proposed policy framework and to consider increased support mechanisms for maintenance.

i. Develop new program and policy and submit to Council for adoption.

M 2011 Budget implications

2012-2013

SRCD New policy adopted and implemented


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e) Undertake a review of the existing shared provision arrangements with schools to resolve any current issues with the sharing of responsibilities and constraints on community access.

i. Review agreement for Mossman Indoor Centre and resolve current issues before any consideration of expanding the facility.

H-M 2011 Staff time

May have budget implication if council contributes to operating costs

SRCD Mossman High and EQ, SRS, Property Services, Sport and Recreation User Groups

New agreement developed.

ii. Use the review to revise model agreements and other mechanisms proposed to make access to schools easier (see 3.1.1 c)

M 2012 Staff time SRCD EQ Revised mechanisms to make access of school facilities easier.

f) Support clubs in proposals to expand availability of fields or facilities (managed by them) through upgrades and lighting. Support to include assistance in accessing external funds as well as facilitating precinct/ facility plans and partnership agreements with other clubs.

See recommendation 3.2.5 (b)

i. Ensure that policy and program priorities support increasing capacity of existing facilities. And the development of partnerships.

H 2011+ Staff time SRCD Sport and Recreation Organisations

Integration of objective into funding and program priorities

g) Develop and implement a new information and communication strategy based on a “brand” for recreation and sport in the Cairns region.

i. Work with Marketing and Communications and Information Services to develop a strategy and plan for roll out of the technology.


Production budget $10,000

SRCD Marketing and Communications,

Information Services

Plan finalised and funded for 2012 launch

ii. Launch the new “brand” and promote the web site

H 2012 Staff time

Launch $3000

SRCD Media Sponsor.

Could Launch at a Sport Summit

Community and club awareness of new brand and web site.

h) Encourage Regional Sports Bodies and Associations (RSAs) to prepare strategic plans for the development of their sport and facilities to support this development.

i. Engage with RSAs regarding the state of their planning and promote the benefits of them having plans prepared to feed into the Regional Facility Strategy, Sports Tourism Strategy and other initiatives

H 2011-12 Staff time SRCD SRS, RSAs High awareness

among RSAs of the need for them to have plans prepared.


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ii. In partnership with SRS identify supporting resources such as templates and preferred processes.

H 2011-12 Staff time SRCD SRS All RSAs have access

to supporting information and resources

iii. Consider an incentive for the development of plans such as making strategic plans a requirement of eligibility for any in-kind or financial support. And encourage RSA’s to have plans prepared.

H 2012-13 Staff time SRCD SRS, RSAs 80% of RSAs with

strategic plans.


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Outcome Three – Supporting Nature Based Recreation

Action Tasks Priority Year (s) Resourcing Lead Responsibility

Partnerships Success Criteria

STRATEGY 3.3.1: PROVIDE OPPORTUNITIES FOR NATURE BASED RECREATION

a) Investigate options for additional recreational walking and riding (cycle and horse) trails in natural areas and linking open space corridors – Develop a local trails strategy.

i. Develop a design standard for walking, running and riding trails based on available QPWS standards and including Council requirements for sustainable construction, signage and interpretive elements.

M 2012 Staff time

L’scape Arch advice ($10,000)

IM SRCD New standard adopted and used.

ii. Consider a trails upgrade program

which undertakes a trails audit for compliance with standards and upgrades according to priority. A key focus would be a consistent approach to signage and way finding.

M 2013 Staff time, Community employment schemes

Budget ($ 60,000 p.a. x 3 years)

IM Community groups

SRS grants

“Enviro Jobs” funding (e.g. Green Army)

Upgrade program established and funded.

iii. Identify priority areas for trail

development which will enhance recreation opportunity and address lack of active recreation opportunities.

M 2013-14 Staff time, grant funding, capital budget.

IM-SRCD SRS funding New trail opportunities developed in areas with limited outdoor and active recreation options.

iv. Promote upgraded and new trails to encourage use.

L 2013+ Staff time SRCD IM Increased use of trails

v. Develop partnerships with clubs and other agencies to develop or manage local trails.

M 2014+ Staff time

Trail resources signage etc ($10,000)

SRCD- IM Local groups and clubs (e.g. Mountain Bikes, Bushland Care, Horse Clubs

New partnerships established.


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b) Discuss the development of a Regional Trail Strategy in partnership with Tablelands Council, DERM, Tourism Groups, Traditional Owners and other community stakeholders.

i. Approach Tablelands Regional Council to jointly develop a regional strategy focused on providing new tourism infrastructure as well outdoor rec opportunities for residents.

M 2012-13 Project Budget $60,000 (shared)

IM/ SRS SRCD, TRC, SRS, Tourism, Traditional Owners

Strategy developed which identifies workable projects and appropriate marketing strategies.

c) The provision of “safe swimming” services on beaches should continue to be delivered through lifeguard and stinger net services. Council should consider enhancing these services through partnership with SLSQ and expanding the information and awareness campaigns through their own networks.

i. In conjunction with SLSQ NQ refine the existing education and awareness program to include new approaches such as the beach reports and live updates on the web and other new media solutions.

Link to 3.2.5 (g)

M 2011 Staff time

Production costs - design

$4,000

SRCD SLSQ NQ, Tourism Industry, Media Sponsor

A defined program detailing responsibilities for each element and desired performance standards for activities.

d) The lifeguard contract should be revised to be more performance focused and allow the provider greater flexibility in resource deployment in response to demand.

i. Revise the contract/ tender conditions to reflect a performance outcome rather than detailed specification of services by each beach.

H - M 2010 Staff time SRCD Revised contract developed which focuses on provision of safe swimming.

e) A formal decision basis for new stinger net requests should be developed.

i. Develop and finalise formal assessment tool or policy in consultation with SLSQ NQ. Nets should not be provided where daily dragging and inspections cannot be undertaken.

M 2011-12 Staff time SRCD SLSQNQ Operational policy or assessment tool established.

f) Council should continue to encourage Department of Transport (DoT) and DPI to work with Council and the community to prepare a strategic plan for the increased provision of boat ramps and ocean access points that addresses the likely demand for boating and fishing facilities in the next 15 – 20 years.

i. Make a formal request to State Government to undertake the study.


CRC contribution to study

$10,000

DoT, possibly SRS CRC (SRCD and IM)

Fishing Boating groups

GRBMPA, DERM DPI

Ocean Access Facilities Strategy completed by end 2013.


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g) The Copperlode Dam Recreation Management Plan (2001) should be revised with a view to implementation/ revision of the recreation outcomes proposed in the plan and potential implications for management of the activity within Council.

i. Review plan with Cairns Water and revise potential actions for improving recreation outcomes.

Seek agreement for SRCD to coordinate implementation of outcomes

L 2013-14 Staff time SRCD- Cairns Water Potential grant funding for implementation.

Agreed plan for development of additional opportunities.

STRATEGY 3.3.2: PROTECT NATURAL VALUES IN PARKS

a) Riparian vegetation and natural water way corridors adjacent to or in district and higher level destination and sporting parks should be protected by ensuring appropriate use and landscape treatments of public spaces.

i. Develop and adopt a set of preferred treatments and standards. This should include corridor widths, safety (visibility) issues, and preferred uses adjacent to corridors.

H 2012 Staff time IM (Natural areas planning)

PS, SRCD, DA New guidelines developed.

ii. The new guidelines should be incorporated into development assessment process and park planning for new or redeveloped parks and sporting precincts.

H 2011+ Staff time DA, PS, SRCD, IM Improved water quality and riparian corridor vegetation in the public open space network.

b) An audit of all parks and open space corridors should be undertaken to identify spaces with low active recreation value which could have natural value of areas enhanced and maintenance costs reduced

i. Undertake audit and identify areas which do not readily support active recreation and could be revegetated. The focus should be on district parks and sporting precincts to minimise maintenance of marginal land. ( This could be undertaken as part of the PRLAPs (3.2.3 k)

L 2015 Staff time IM, SRCD, PS A reduction in area of low recreation value land being mown regularly.

c) Proposals for trails and nature-based recreation in natural areas should be required to have interpretive elements to ensure the value of areas is communicated to users.

i. Links to 3.3.1 (a)

M 2012-13 Staff time IM, PS, SRCD Interpretive standards developed s part of 3.3.1 a


Final 160610 34



c) continued ii. Liaise with PS, DA and IM to establish

guidelines for any proposed trail networks that ensure they meet the standards proposed in 3.3.1 (a) and for interpretation/ communication (see iii)

M 2012 Staff time DA and IM SRCD Integrated standards applied to all trails developed by council , clubs or developers

iii. Develop interpretive resources and signage layouts for trails that allow for environmental information and encouraging physical activity.

M 2013 Staff time

Design $5000

IM (Natural areas/ Open space planning officer)

Resources established and available.

All trails enhanced with instructional/ interpretive signage.

STRATEGY 3.3.3: ENCOURAGE COMMUNITY PARTNERSHIPS IN NATURAL AREA MANAGEMENT AND PROVISION OF NATURE BASED RECREATION OPPORTUNITIES.

a) Local bushland care and other volunteer groups should continue to be supported as this delivers social and environmental outcomes and helps create a sense of place and value for local communities.

i. Ongoing project.

Consider integrating with 3.3.1 (a,c) and 3.3.3 (b)

H 2010+ Staff time

Existing budget

IM Local groups Expansion of existing group roles to consider opportunity provision.

b) Trial a program which resources community groups to develop local nature based recreation opportunities such as walks.

i. Establish a small seeding fund to support “partnership projects” (see4.2.2 a).

M 2012 Budget

$5000 p.a.

signage and other resources

IM SRCD, SRS

Local groups

New opportunities provided in needs areas in partnership with local groups.

ii. Promote the program as an option under the “People Using Parks” program (3.2.2 a)

Target areas with high needs for active recreation and community activity.

2012 Staff time SRCD IM A minimum of 4 projects established in 2012-13 year.


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c) Develop partnerships with groups such as Mountain Bike Clubs, Orienteering or Horse Riders to adopt particular trail systems or areas and undertake basic track maintenance in exchange for use rights for club and event uses.

i. Links to 3.3.1 (a) and incorporate into 3.2.5.

Consider in review of tenure arrangements 3.2.5 (a).

L 2011+ Staff time SRCD IM, Clubs At least 1 club managed trail established in each service region.

d) Implement Community Garden Projects in district parks where a local community group is willing to undertake the management of the community garden.

i. Develop a policy to cover community gardens in parks which covers preferred management model (i.e. by local group), tenure, and approval process.

M 2011-12 Staff time IM, SCRD, PS, Community Groups

Policy reviewed and agreed by internal stakeholders

ii. Support the development of up to 3 trial programs based on existing proposals.


Minor in-kind support only

,IM Grants (healthy living, SRS, Community), SRCD

3 projects established in response to community based requests.

iii. Review trial programs and current policy and management approach and refine for continued implementation as requests arise.

H 2013-14 Staff time SRCD, IM Community Groups Revised policy and operational framework.


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Outcome Four - Contributing to the social, physical and economic health of our communities



STRATEGY 3.4.1: DEVELOP AND MAINTAIN PARTNERSHIPS THAT DELIVER RECREATION OPPORTUNITIES

a) Expand the current activities supporting the development of sport to include “recreation” and define it as a Sport and Recreation Development Program

Links to 3.2.5 (b)

i. Formalise the program by developing a program outline to be used for discussions and publicity. The Program Outline should identify the following elements

Financial grants

In- Kind support for facility management

Club administration and skills

Meeting standards program

Developing partnerships in program provision

H 2010+ Staff time

In kind and financial assistance.

Budgets formed from existing programs and as identified in this plan.

SRCD Funding Agencies.

SRS, Health

Sport and Recreation Development Program developed and Promoted.

b) Identify service regions and specific officers responsible for sport and recreation development in those regions.

i. As per recommendations in 3.1.4 (e) H 2010-11 Staff time SRCD Service Regions

adopted and integrated into operation approach.

c) Establish an integrated approach with Community Development and other Community and Cultural service agencies to identifying community resources that can be linked with sport and recreation organisations and local communities.

i. Officers responsible for individual Service Regions should establish initial networking and information forums with all local agencies to identify links for facility, program and people resources.

H - M 2011+ Staff time SRCD Local agencies Contacts and resources register for each service region.


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d) Continue to partner with State Government agencies (Sport and Recreation Services and Queensland Health) in the development of facilities and programs that support sport and recreation and active living.

Ongoing action H 2010+ Staff time

Joint funding of projects

SRCD SRS, Health Continued implementation of joint funded projects to deliver on priorities in this plan.

e) Review the situation of critical sporting infrastructure owned privately (club owned) and how best to ensure the use is protected.

i. Identify the critical sites for inclusion in a “desirable protection” list.


Possible implications for PFTI

SRCD PS, Legal Services List of sites developed

ii. Investigate Mechanisms including:

appropriate zoning to protect the use

Reverse amenity or buffer provisions to prevent the use being forced out by residential encroachment

Possible purchase or leasing if the club becomes non-viable and needs to sell the asset to resolve other liabilities.

If Purchase was deemed an appropriate response the site could be included in the Plan for Trunk Infrastructure (Public Parks) as an acquisition target

H 2011 Possible implications for PFTI

SRCD PS, Legal Services, IM Incorporation of provisions in planning scheme.

Possible Strategies developed for review if an issue arises.

STRATEGY 3.4.2: RECOGNISING AND MAXIMISING THE CONTRIBUTION OF COMMUNITY SPORT AND RECREATION TO THE LOCAL ECONOMY

a) Develop a Sports Tourism Working Group (STWG) to guide the development of a Sports Tourism Strategy.

i. Link this action with the Regional Events Strategy being prepared.

M 2010 Staff time SRCD TTNQ Review outcomes of the Regional Events Strategy before establishing the working groups

ii. Establish a working group building on the Events Strategy with a specific focus on Sports Tourism.

M 2011 Staff time SRCD- proposed Community Economy Role

TTNQ, Regional Sports Associations. Major venues

Working group established. And first meeting


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a) Continued iii. Develop strategy objectives and priority actions with the working group.

M 2012 Staff time STWG, SRCD- proposed Community Economy Role

TTNQ, Regional Sports.

Major venues

Brief for Strategy developed

iv. Prepare a Sports Tourism Strategy- led by the STWG. Should not commence until completion of feasibility for Rectangular Stadium

M 2013-14 Shared funding (CRC, TTNQ, Sports Associations)

$75,000

STWG SRCD, TTNQ, Regional Sports Associations, Major Venues, State (Dept of Employment, Economic Development and Innovation)

Strategy Completed by 2015

b) As part of progressing Sports Tourism initiatives develop a preliminary approach to assessing event or facility proposals in terms of Economic and recreation returns to the community

i. Develop the assessment process with the working group.

M 2012 Staff time SRCD- proposed Community Economy Role

TTNQ, Regional Sport Associations

Assessment model developed to help determine priorities for support.

c) Acknowledge in the proposed recreation and sport policy that investment in community sport has significant returns to the local economy.

i. Incorporate into 3.1.4 (b) H

d) In consultation with the tourism industry investigate the importance of short stay camping areas and motor home parking needs with a view to providing additional benefits through increased provision.

i. Encourage the Tourism Industry/ TTNQ to lead this study

L 2014-15 CRC contribution to study costs of $10,000 max

TTNQ/ Tourism Industry

CRC Strategy developed and considered by Council

e) Leasing of council caravan parks and camping grounds should consider their role in providing low cost holiday options for residents and ensure these opportunities are retained at an affordable level.

i. Ensure that any new leasing or management arrangements or review of the facilities incorporates the need to retain low cost holiday options.

H 2010+ Staff time SRCD Property Services, Tourism Industry

Retention of diversity of accommodation options at Bramston, Wonga and Palm Cove


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STRATEGY 3.4.3: ENCOURAGE ACTIVE LIVING AND COMMUNITY USE OF PARKS

a) Develop an Active and Healthy Living Strategy for the Cairns Region.

i. Develop a brief in conjunction with QLD Health

M 2011 Staff time SRCD QLD Health Brief prepared for consideration in 2011-12 budget

ii. Develop the strategy M 2012 Budget

$70,000

SRCD Qld Health Study completed by end 2012

b) Develop a number of fenced dog off-leash areas at a district provision level in communities where linear options such as beaches are not available and demand exists. Preliminary catchments could be considered at around 5-10km

i. Develop “off-leash” areas according to demand. Consider an multi-year program budget to establish areas over a period of years

H - M 2011-12+ Budget

$30,000 p.a.

Potential to part fund through PFTI Parks development.

IM Potential sponsors.

QLD Health

SRS Grants

Fenced Off leash areas established at district level across the city.

ii. Incorporate development of fenced off-leash areas into the DSS for district parks.

M 2011-12 Impact of PFTI (PPLCF)charges

SRCD, IM IM, PS,DA New DSS which include allowance for off-leash facilities in the embellishment costs of district parks.

c) Ensure the proposed PUP(People Using Parks) place making program considers priority actions including:

Reclaiming parks in areas where no other community outdoor space exists.

Visibility and safety

Activities that encourage residents to be physically active.

i. Incorporate into 3.2.2 (a) M 2012 Staff time SRCD IM Priorities reflected in PUP


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STRATEGY 3.4.4: PROVIDING RECREATION OPPORTUNITIES FOR YOUNG PEOPLE

a) Undertake a Youth Space Strategy investigating provision of skate parks, BMX parks and informal activity spaces.

i. Undertake the strategy with a reference group of young people and youth agencies.

H 2010-2011 Budget

$50,000

SRCD, IM, Youth Officers, Youth Agencies,

Strategy developed and supported by young people.

ii. Implement planned upgrades of amenity at Redlynch and Trinity Beach Skate parks

H 2011 $90,000 already budgeted

SRCD IM Shade installed

b) Develop partnerships with local groups to provide more events and activities in parks for young people.

i. Incorporate into 3.2.2 (a). Officers working in Service Regions to implement based on opportunities for partnerships.

M 2012+ Staff time

In-kind support and links with other projects

SRCD Local community groups and organisations

New programs or small events/ activities at a local level delivered by local groups.

c) Consider the development of small outdoor performance venues which are managed by local groups and located as part of youth precincts.

i. Sport and Recreation Development officers to consider this as part of responding to local community needs.

L 2011+ Capital budget implications

SRCD Community Groups 1 New performance space developed in a district parks in each service region.

ii. Consideration of this proposal in Youth Space Strategy 3.4.4 (a)

H As above As above SRCD Cultural Services

Youth arts and music groups

Consideration of small performance areas as part of youth spaces.

d) Identify existing indoor resources or covered spaces such as club meeting rooms that are underused and facilitate use agreements to enable youth programs such as band practice.

i. Officers responsible for individual Service Regions should undertake a resources audit and update annually.

M-L 2011+ Staff time SRCD Community Sport and Recreation Groups, Schools, other Venue Managers, Church groups

First audit completed before 2012


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Glossary

Abbreviation Meaning

ABS Australian Bureau of Statistics

COAG Council of Australian Governments

CRC Cairns Regional Council

CSCS Community Sport and Cultural Services (Cairns Regional Council)

DA Development Assessment (Cairns Regional Council)

DERM Department of Environment and Resource Management (Qld)

DIP Department of Infrastructure and Planning (Qld)

DTL Difficult to Locate (sports such as shooting, motor sports etc)

DSS Desired Standards of Service (used in Infrastructure Planning)

EMLAC Edmonton Multipurpose Leisure and Aquatic Centre

ERASS Exercise Recreation and Sport Survey (Senate Standing Committee on Recreation and Sport)

FNQ Far North Queensland

ICP , ICS Infrastructure Charges Plan, Infrastructure Charges Schedule

IM Infrastructure Management (Cairns Regional Council)

LAP Local Area Plan

LAOSMP Local Area Open Space Management Plan

LOS Level of Service

LS Legal Services (Cairns Regional Council)

MTB Mountain Bike

NFP Not for Profit

PFTI Plan for Trunk Infrastructure

PIP Priority Infrastructure Plan


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PS Planning Strategies (Cairns Regional Council)

PUP People Using Parks (proposed program)

QPWS Queensland Parks and Wildlife Service

RICS Regulated Infrastructure Charges Schedule

SEPAHE Supportive Environments for Physical Activity and Healthy Eating (Qld Health)

SICS Standard Infrastructure Charges Schedule

SLAC Smithfield Leisure and Aquatic Centre

SLSQ Surf Life Saving Queensland

SMS Simple Message Service ( texts on the mobile network)

SRCD Sport Recreation and Community Development (Cairns Regional Council)

SRS Sport and Recreation Services (Dept of Communities – Qld)

TAMP Tactical Asset Management Plan

TRC Tablelands Regional Council

TTNQ Tourism Tropical North Queensland

IMPLEMENTATION PLAN - Cairns Regional Council

Documents

Transcript of IMPLEMENTATION PLAN - Cairns Regional Council