Recreation Strategy 2014-2024: Final Report

Recreation Strategy 2014-2024: Final Report Moyne Shire

© Insight Leisure Planning 2014 | Final Report

December 2014

Recreation Strategy 2014-2024: Final Report

© Insight Leisure Planning 2014 | Final Draft Report


Contents Why is providing for Sport and Recreation important? ...................................................................... 3

Strategic Context ............................................................................................................................... 4

Vision for Recreation in Moyne Shire ................................................................................................. 9

Moyne Shire Recreation Vision: ................................................................................................. 9

Recreation & Community Development Department: ................................................................ 9

Recreation Objectives: ............................................................................................................. 10

Guiding Principles .................................................................................................................... 10

Defining Council's Role .................................................................................................................... 11

Community Priorities ....................................................................................................................... 12

Goal: Assets, Infrastructure and Facilities ........................................................................................ 13

Discussion: ............................................................................................................................... 13

Strategies: ............................................................................................................................... 14

Goal: Programs and Services............................................................................................................ 16

Discussion: ............................................................................................................................... 16

Strategies: ............................................................................................................................... 16

Goal: Policy and Planning................................................................................................................. 19

Discussion: ............................................................................................................................... 19

Strategies: ............................................................................................................................... 19

Goal: Operational Management ...................................................................................................... 21

Discussion: ............................................................................................................................... 21

Strategies: ............................................................................................................................... 21

Implementation Plan ....................................................................................................................... 22

Staging and Prioritisation ............................................................................................................. 22

Implementation Schedule ............................................................................................................ 23

Measures of Success........................................................................................................................ 33

Generic Measures ........................................................................................................................ 33

Levels of Participation.................................................................................................................. 33

Capital Project Monitoring ........................................................................................................... 33

Balancing Resources .................................................................................................................... 33

Recreation Strategy Review ......................................................................................................... 33

Responding to New or Unforseen Requests ..................................................................................... 34

Conclusion ....................................................................................................................................... 35



Why is providing for Sport and Recreation important? Council currently provides and/or facilitates access to a range of sport, recreation and leisure opportunities across the municipality. These add to the culture, lifestyle and character of the region as well as enhance the liveability of the Shire and are therefore recognised as an important part of a well-balanced lifestyle. The benefits associated with participating in sport and physical activity include personal enjoyment, social interaction, physical and mental health, personal achievement, community involvement (‘social capital’), community resilience and opportunities for expression of community pride. The health benefits of participation in regular physical activity have been well documented and include:

Reduced incidence of cardiovascular disease, stroke, obesity and other preventable illnesses.

Increased life expectancy.

Reduced incidence of bowel cancer and certain other cancers.

Reduced incidence of stress, anxiety, depression and improved overall mental health.

Reduced incidence of chronic conditions such as diabetes, arthritis and asthma. Physical activity participation builds self-esteem and positive self-image, enhances life satisfaction and perceived quality of life. Evidence also suggests that regular club based participation can assist in reducing destructive behaviour and negative social activity, build understanding between diverse cultures and reduce isolation, loneliness and alienation. Participation in a broad range of leisure activities has the potential to improve physiological and mental health, contribute to personal development, improve well-being and assist in social learning (e.g. tolerance, respect, cooperation, leadership etc). Participation may also assist in the improvement of educational performance and promote a sense of community belonging. Quality parks and recreation opportunities also provide safe developmental opportunities for children and young people, build social skills and stimulate participation in community life. Recreation facilities are recognised as important physical assets that contribute to providing a social focus and influencing people’s perception of their community. Quality facilities facilitate broad community use, events, tourism and contribute to overall economic sustainability of the communities in which they exist. Therefore sport and recreation facilities contribute to physical health, mental health, community connectedness, general wellbeing and economic sustainability.



Strategic Context Whilst recognising the importance for a localised planning response, it is imperative that the Recreation Strategy align with Federal and State Government sport and recreation policies and strategic directions in order to maximise opportunities for partnerships, funding support and sustainable outcomes. Two key policy documents guide government sport and recreation directions Nationally and within Victoria, specifically:

Federal Government: National Sport and Active Recreation Policy Framework (June 2011).

Victorian State Government: Sport and Recreation Victoria (SRV), Strategic Framework (2013-2015). The following extract is taken from SRV's Strategic Framework (p6) which describes the national context and outlines Victoria's planning response.

The National Sport and Active Recreation Framework was endorsed by the Australian Government and all state and territory governments in February 2011 and will remain in place for the next ten years. This framework is a guide for government activity and resource allocation in the sport and active recreation sector. It provides a mechanism for engaging the whole sport and recreation industry in the achievement of agreed goals for sport and active recreation. The priority areas of the national framework are:

Participation.

International Performance.

National Competitions.

System Sustainability.

System Alignment and Collaboration.

Helping to meet Broader Objectives.

Research and Data Review. SRV has aligned its priorities to the national framework with a small number of changes reflecting the Victorian context. Victoria competes nationally and internationally, so it makes sense from a state perspective to merge the two national priority areas of ‘international performance’ and ‘national competitions’. It is also important to focus on performance systems, as clear pathways are needed for athletes, coaches, officials, administrators and volunteers to progress through their sport to elite level competitions and events. In the Victorian context, all stakeholders and participants in the sport and active recreation system need to collaborate and be in alignment to ensure the greatest success can be achieved. A sustainable system is not possible if the system is not aligned and collaborative in nature. The two national priority areas of ‘system sustainability’ and ‘system alignment and collaboration’ can therefore be considered together. In summary, the directions for Sport and Recreation Victoria are:

Participation.

National/International Performance Systems.

Meeting Broader Objectives of Government.

System Sustainability.

Research and Information Provision. Each of the SRV strategic directions are supported by a range of Strategies, Actions and Indicators of Success. Within a Local Government context, the Council Plan outlines the organisations vision, strategic objectives and key directions. The Moyne Shire Council Plan (2013-2017) identifies the vision for the Shire as follows: Our Vision: Moyne – a safe, vibrant, liveable and prosperous community. Our Purpose: We will manage the opportunities and challenges for Moyne Shire to provide enhanced community wellbeing and a vibrant economy within a sustainable financial framework.



The following graphic highlights the alignment of strategic objectives across all level of government through to the Recreation Strategy.

Sport and Recreation Policy Alignment: Federal, State and Local Government

Federal State Local Local

National Framework Priority Areas

SRV Strategic Framework Directions

Council Plan Recreation Strategy

Objectives

Participation Participation Support an active and healthy community.

Increase participation in physical activities

and recreation in Moyne Shire.

International Performance

National / International

Performance Systems

Encourage and assist communities to adopt a ‘self-help’ approach to local advancement.

Support partnerships to deliver sustainable

asset management and participation

outcomes.

National Competitions National /

International Performance Systems

Support the community to

maintain and enhance community-use

facilities.

Facilitate community access to an

appropriate range of places, settings and

built facilities.

System Sustainability System Sustainability

To achieve “best practice” in

governance and administration in

Moyne.

Support partnerships to deliver sustainable

asset management and participation

outcomes.

System Alignment and Collaboration

System Sustainability To protect, preserve

and improve required assets.

Provide recreational facilities that meet the

changing needs of residents.

Helping to meet Broader Objectives

Meeting Broader Objectives of Government

Enhance the quality of resident’s lives by

facilitating and encouraging healthy

lifestyles.

Inspire all members of the community to

realise the benefits of physical activity

participation.

Research and Data Review

Research and Information Provision

Council services and programs are

responsive to the changing needs and expectations of the

community.

Provide recreational facilities that meet the

changing needs of residents.



In addition to alignment with Federal and State sport and recreation policy, it is important that the Recreation Strategy has regard to a range of other strategic influences within the region. Volume 2: Background Research Report provides an overview of a range of background material, including a selection of relevant reports and documents. Of particular relevance is the recently completed Great South Coast Regional Growth Plan (2014) and Moyne Warrnambool Rural Housing and Settlement Strategy (2009). A selection of key material from these reports is presented below in order to help inform the overall strategic context for the Recreation Strategy.

Great South Coast Regional Growth Plan (2014) The Great South Coast Regional Growth Plan provides a regional approach to land use planning in the Great South Coast region. It covers the municipalities of Corangamite, Glenelg, Moyne, Southern Grampians and Warrnambool. The plan provides the land use planning framework to underpin a prosperous and sustainable future for the region. The plan supports economic and population growth, building on regional strengths and opportunities. It also identifies that infrastructure, services and workforce will be needed to harness the potential and benefits of growth. The plan identifies that in 2011, the population of the region was 101,624 people. This figure is projected to reach 124,798 by 2031 and 131,239 by 2041 (potentially reaching 142,000 people by 2041). Warrnambool is the largest urban centre, with a population of 29,130 in 2011, followed by Portland (9698 people) and Hamilton (9307 people). Approximately 50 per cent of the region’s population lives outside these main population centres. Significant demographic changes are forecast in the region, most notably an ageing of the population. The proportion of people aged over 60 years is forecast to grow from 22.9 per cent in 2011 to 31.3 per cent by 2031. Agriculture is the dominant land use and a significant economic driver and employer in the region. Manufacturing, retail and healthcare sectors are significant contributors to the regional economy and important employers. Education institutions also generate significant employment while adding to the knowledge and research capacity of the region. There is a growing professional and service economy within the region. The region is also a hub for alternative energy production with established geothermal, natural gas, wave and wind energy projects either in operation or with planning approvals. The Great South Coast region has diverse environmental assets and natural resources. Its environmental assets include extensive areas of native vegetation, important rivers and wetlands, and coastal and marine assets. Together they form many significant landscapes, spanning the unique coastline in the south to the Grampians National Park in the north. The region’s environmental assets are a major attraction for the tourism industry as well as critical to sustaining the lifestyle of its residents. The regional city of Warrnambool provides higher order services, such as regional medical (and recreational) facilities, to the whole region, while the regional centres of Portland and Hamilton also have a major service role. The plan contains a 30-year vision for the Great South Coast:

The Great South Coast region will create a thriving, multifaceted and resilient economy, while valuing and managing our natural resources and environment. Our people will be healthy, well educated and have great lifestyle choices. We will work together for a stronger, more prosperous, equitable and liveable Great South Coast.



The following principles have been identified to achieve this vision:

Strengthen the region’s economy through increased industry diversification, innovation and development.

Attract more people to the region.

Enhance our liveability through improved health, education and standards of living.

Build on our network of towns and the roles played by them.

Manage and utilise our strategic assets and support agricultural productivity.

Sustainably manage our natural resources and environmental assets.

Enhance equity of access to infrastructure, facilities and services.

Strengthen connections to other regions.

Ensure that land and infrastructure needed to support growth are identified and appropriately planned. A number of these principles have direct relevance and application to the Moyne Shire Recreation Strategy, particularly enhancing liveability, building on strategic assets, equity of access, connections, relationships and recognising the characteristics and role of individual townships.

Moyne Warrnambool Rural Housing and Settlement Strategy (2009) This document details the recommended strategy for the future management of housing and settlement throughout the rural areas of the Shire of Moyne and the City of Warrnambool. A series of principles, objectives and strategies are presented to help achieve desired outcomes. Importantly, the strategy identifies the recommended future role (hierarchy) of settlements and specifies the recommended relative capacity of settlements to accommodate growth. The table below highlights the growth potential and recommended role of each township. In summary, there is one Regional Centre (i.e. Warrnambool), three District Towns (i.e. Koroit, Mortlake and Port Fairy), two Towns (i.e. Macarthur and Peterborough), fourteen Villages and twenty Hamlets throughout the region. The role of each settlement is therefore a key influence in determining future recreation asset and service provision needs for each community. Council's resource allocation will therefore consider the hierarchy and role of each settlement when determining overall priorities for recreation services and initiatives.

Settlement Growth Potential Future Role

High Mode-rate

Low Deferr-ed

Constrai-ned

Reg. Centre

District Town

Town Village Hamlet

Allansford Bessiebelle

Bushfield

Caramut

Chatsworth

Childers Cove

Crossley

Cudgee

Ellersie Framlingham Township

Framlingham Mission

Garvoc Grassmere

Hawkesdale

Hexham

Illowa East

Illowa West

Killarney

Kirkstall

Koroit Laang

Macarthur

Mailors Flat

Mortlake

Nirranda



Settlement Growth Potential Future Role High Mode

-rate Low Deferr

-ed Constrai-

ned Reg.

Centre District Town

Town Village Hamlet

Nullawarre

Orford

Panmure

Peterborough Port Fairy

Purnim

Rosebrook

Southern Cross

Towilla Way

Warrnambool

Winslow Woolsthorpe

Woorndoo

Yambuk

Yangery

Yarpturk

Settlement Capacity and Role



Vision for Recreation in Moyne Shire Sport and recreation play an integral part of community life within Moyne Shire. Individual townships and communities have a long and proud history of facilitating participation opportunities through local clubs, community groups, events and activities. Community groups and clubs also play a vital role in supporting the sustainability, maintenance and development of community sport and recreation assets through the dedicated efforts of volunteers. Council highly values these partnerships and will continue to support collaboration opportunities with a host of government and non-government agencies, community groups, organisations, clubs and (where appropriate) individuals to assist in the delivery of a range of recreation opportunities for the Shire residents. An ethos of self-help exists, which is supported and encouraged by Council so that individual communities play a lead role in identifying priorities and self determination.

Moyne Shire Recreation Vision: Common characteristics of the visioning to emerge from the consultation activities included:

Increase physical activity participation.

Contribute to community health and wellbeing.

Accessible to all.

Increase activation of open spaces through design and programming.

Recognise the importance of social connection through sport and open space.

Sustainable provision and distribution of facilities and opportunities.

Support community driven initiatives.

Vibrant and sustainable sports clubs and community groups. The vision for Moyne Shire recreation is therefore defined as:

To ensure recreation facilities, programs and services reflect community needs and enable residents of all ages and interests access and opportunity to participate in a range of sport and leisure activities. These will be developed, operated, managed and financed through shared responsibilities and equitable partnerships between the Shire, other levels of government, regional and local organisations, reserve committees, clubs, community groups, and users as appropriate.

Recreation & Community Development Department: Achieving the vision for recreation in Moyne Shire is largely the responsibility of the Recreation & Community Development Department of Council. The department Business Plan supports the vision by aspiring to ensure all people living in Moyne Shire have the opportunity to be active and engaged in dynamic communities. The core purpose of the department has been defined as:

We will work to plan for active, healthy, culturally fulfilled communities. We are key conduits between the community, Council departments and external groups.

The work of the department is guided by the following core values:

Community leadership: o We will work with communities to facilitate and enhance leadership and advocacy opportunities.

Teamwork: o We will work together collaboratively.

Consultation: o We will undertake meaningful engagement and communicate effectively.

Fairness & equity: o Our processes will be informed, fair, transparent and consistent.



Quality: o We will strive for best practice in the delivery of services.

Respect: o We will recognise and respect diversity

Recreation Objectives: The Shire’s involvement in sport and recreation will be driven by the following core objectives: 1. Increase participation in physical activities and recreation in Moyne Shire. 2. Support partnerships with clubs, groups and committees to deliver sustainable asset management and

participation outcomes. 3. Provide recreational facilities that meet the changing needs of residents, including activation of open

space through programming and design. 4. Inspire all members of the community to realise the benefits of sport, recreation and physical activity

participation. 5. Provide and/or facilitate community access to an appropriate range of places, settings and built facilities

that support sport and recreation in the Shire. 6. Adopt a place-based framework for service delivery that provides tailored responses that reflect the

specific needs of individual townships and/or the developmental stage of community clubs, groups or organisation/s.

7. Work in partnership with State and Federal governments and their agencies to attract funding and resources to recreation projects that meet the needs of the residents and visitors to the Shire.

Guiding Principles Having regard to available resources, the following guiding principles underpin Council’s involvement in sport and recreation provision:

Equity of Access: o Having regard to the geographic distribution of townships and settlements across the Shire,

Council recognises that all residents should have access to appropriate sport and recreation opportunities regardless of their socio-economic status, ethnicity, age, gender or ability.

o Council seeks to act equitably across the whole Shire (geographically and regardless of land ownership i.e. Council or DEPI) and will be guided by community led priorities.

Diversity and Choice: o Council encourages and supports a variety of participation options that enable individuals to

make choices based on their needs and interests.

Lifelong Involvement: o Council recognises that whilst individual activities may be structured by defined age categories,

opportunities for lifelong participation in physical activities should not be limited by age.

Hierarchical Approach: o Council supports the provision of an appropriate range of facilities and participation

opportunities consistent with a hierarchical approach that recognises different standards may be required to support different levels of participation and/or catchments (i.e. reflecting the role and capacity of each settlement).

Research and Planning: o Council supports appropriate research and planning that identifies current and future recreation

needs and informs sound decision making.

Sustainability: o Council encourages and supports the development and maintenance of sustainable sport and

recreation environments.



Defining Council's Role Council’s role in sport and recreation provision will vary depending on the issue/s being addressed. Council has historically had a strong focus on supporting a core suite of recreation facilities and infrastructure in each major township and settlement. A key challenge (for Council and individual communities) continues to be effective and sustainable asset maintenance and renewal. Complicating this issue further is a perception by the community that Council is responsible for maintaining facilities leased by clubs from the Department of Environment and Primary Industry. Technically this is not the case, however Council recognises the importance of these facilities in servicing overall community needs and therefore supports community driven initiatives on a case by case basis. Communities are increasingly being asked to prioritise their preferences for asset maintenance and renewal to service local needs and to guide overall resource allocation. Demand for new sport facilities across the Shire is likely to remain relatively low, rather the focus will be on maintaining and improving existing assets. Notwithstanding the challenge associated with ongoing asset maintenance and renewal, there is an opportunity for Council to broaden its role in facilitating community wellbeing through the promotion of active, healthy lifestyles in order to help address wider health objectives and National trends (i.e. obesity, diabetes, heart disease, etc). To help address these wider health issues, there will be an increasing need for Council to facilitate physical activity participation opportunities through activation of facilities and public spaces that moves beyond infrastructure provision. Options to improve Council's focus, initiatives and resourcing to support physical activity facilitation may need to be considered, including refocusing the existing Community Assistance Fund to prioritise physical activity facilitation. Different management approaches and initiatives are likely to be required across the Shire, i.e. based on partnerships with local communities to support tailored participation opportunities. In general, Council's role will fall into one of the following four categories:

Plan:

Facilitate planning, development and renewal of leisure facilities, services and opportunities to address identified (current and future) community needs.

Provide:

Support the provision of leisure facilities, services and programs to meet the needs of the current and future community.

Partner:

Support communities to help themselves by assisting capacity building and community driven initiatives.

Work in partnership with other levels of Government (including neighboring LGA’s, particularly Warrnambool), schools, clubs and community groups to ensure that leisure facilities, programs and services meet the needs of the community.

Advocate & Inform:

Advocate to other levels of Government and relevant stakeholders regarding issues and opportunities that are likely to impact on sport, recreation and leisure facilities or services in Moyne Shire.

Provide information to the community regarding the range of leisure opportunities available to residents, including promotion of the health and wellbeing benefits of physical activity participation.



Community Priorities Feedback and suggestions from the community gathered as part of the consultation activities identified the following key themes and suggestions for recreation priorities. These suggestions have been considered in determining the recreation goals and strategies which form the basis of future actions.

Common priorities suggested for facilities and infrastructure (in no set order) included: o Support the ongoing upgrade and refurbishment of existing facilities. o Concentrate on providing good core facilities in each town. o Rationalise underutilsied facilities. o Enhance walking, cycling, paths, tracks and trails, including connectivity. o Support oval and sport facility maintenance. o Assist with upgrading playing fields. o Enhance the appeal of existing facilities and venues for families and spectators. o Provide play spaces and informal recreation opportunities, particularly for young people. o Upgrade sports lighting. o Develop passive / informal recreation opportunities to enhance existing venues.

Common priorities suggested for programs and services (in no set order) included: o Work with local communities to tailor programs and services. o Provide support to individual clubs on a case by case basis (i.e. depending on what each

individual club needs). o Support establishment and sustainability of walking clubs and informal groups. o Support a broader range of participation opportunities and programs (e.g. Yoga, health and

fitness, etc), not just formal sport. o Support the sustainability of existing clubs and committees. o Assist with coach education and training. o Support informal recreation opportunities, including play spaces. o Support reserve committees and community volunteers. o Establish an incentive / reward program for clubs (e.g. participation in Good Sports etc). o Link similar clubs and groups to help share learning's. o Maintain or increase existing levels of investment. o Focus resources on activities / sports with the highest participation rates. o Provide information and assistance with grants and funding. o Assist clubs with planning and development needs. o Greater promotion and awareness of what is already available. o Health promotion (i.e. benefits of sport and physical activity participation). o Catering for young people (i.e. facilitate a range of youth services and recreation options). o Healthy eating and lifestyle programs. o Cycling awareness, participation and education program.



Goal: Assets, Infrastructure and Facilities To ensure residents have adequate access to a core range of sustainable assets, infrastructure and facilities that support a diversity of sport and recreation participation opportunities.

Discussion: The most popular physical activities undertaken by Shire residents reflect Victorian trends, including a strong preference for informal activities, particularly walking, swimming, cycling, running/jogging, and aerobics/fitness/gymnasium. The most popular activities also demonstrate a broad range of activities, including a mix of nature based pursuits, particularly surf sports, fishing, horse riding/equestrian, hiking and mountain bike riding. Council resource allocation may need to provide a greater emphasis on informal sports, activities and physical activity participation opportunities. A greater focus on walking and cycling in each major town through enhancement of paths, trails and connections is recommended. The most popular organised (e.g. club based) activities include Australian football, netball, cricket, golf, basketball, tennis and lawn bowls. There are adequate existing facilities to cater for these activities, however many require refurbishment and/or replacement of ageing infrastructure. There are opportunities to rationalise underutilised assets / facilities, particularly tennis, netball and community halls. The existing swimming pools are highly valued by the community, however they present significant asset management challenges for the Shire given their age and relatively low levels of use. In the long-term it may be unsustainable to continue to support all four existing pools. The results from a comprehensive audit of existing infrastructure will help determine asset life and ongoing sustainability. In addition, aquatic industry trends reflect declining interest/appeal of traditional rectangle swimming pools in preference for specialist water play facilities and aquatic splash parks to service community leisure needs. Therefore, having regard to the existing facility provision, proximity to alternative aquatic facilities (including ocean beaches), emerging aquatic trends and costs associated with new swimming pools, it is unlikely that development of any new swimming pools will be warranted in the Shire in the foreseeable future. Recreation reserve committees face significant challenges in maintaining existing playing fields and assets within available volunteer and financial resources. Whilst Council continues to encourage an ethos of self determination and accountability within individual communities, supporting the capacity of these groups will be required. The core focus of individual clubs and reserve committees should be on facilitating participation opportunities for the community and therefore strong partnerships with Council (and other stakeholders) to facilitate sustainable asset maintenance will need to be considered. Increasing the level of Council funding to support Reserve Committees will allow them to leverage funding and help address issues associated with maintenance of ageing infrastructure. Sections of the Koroit community have expressed demand for the development of skate facilities. Contemporary trends indicate that the most successful skate facilities are considered and developed within the context of broader youth/family precincts that encourage social gathering, interaction and a range of physical activity options. This may include co-location with other traditional play ground equipment and other facilities such as half-court basketball, BMX jumps and appropriate support amenities, including shade/shelter. Facilities that are incorporated into contemporary urban designs to establish vibrant community precincts are becoming more evident in other municipalities

1.

Council's level of asset management planning is maturing, however future planning needs to consider opportunities for asset renewal beyond basic maintenance requirements, particularly in response to community led improvement initiatives. Furthermore, asset management planning needs to extend beyond core infrastructure (e.g. pavilions, change rooms, and toilet blocks) to encompass a broader suite of asset

1 NB: Refer to Policy and Planning section, recommendation 'A', dot-point #2 (i.e. recommendation #32 in Implementation Plan) in relation to Koroit Skate Park facilities.



classes that are provided at recreation reserves (e.g. turf playing surfaces, park furniture, seating, fencing, car parking, lighting infrastructure, etc).

Strategies: a) Support development and enhancement of facilities that facilitate walking and cycling participation.

o Develop a paths, tracks and trails strategy for the Shire which identifies infrastructure improvement priorities (including consideration of Universal Access principles), gaps in the network, connection opportunities and strategies to promote participation in walking and cycling.

b) Implement asset and infrastructure improvement priorities from previously endorsed community plans and strategies in accordance with Council's 10-year Financial Plan.

o Continue the staged implementation of actions from the Recreation Reserves Strategy (2010) for infrastructure improvement initiatives at each reserve.

o Implement infrastructure priorities identified in each respective Community Plan as resources become available (refer to Volume 2 Background Research for listing of actions).

o Having regard to the previous Tennis Strategy (2009) and Community Meeting Spaces Review (2014), work with local communities to identify / confirm opportunities for rationalisation of underutilised infrastructure, particularly tennis courts, netball courts and community halls (i.e. communities consider for themselves where resources should be prioritised).

c) Improve planning for foreshore recreation infrastructure and facilities. o Work in partnership with relevant agencies (e.g. Victorian Coastal Council, Western Coastal Board

and State Government) to plan for foreshore recreation infrastructure, access and facilities in Moyne Shire (e.g. review the 2001 Moyne Shire Coastal Action Plan and replace with a Moyne Shire Coastal Management Plan).

d) Support community access to appropriate aquatic facilities across the region. o Pending the results from a comprehensive asset condition audit, review the long-term

sustainability of maintaining the existing four swimming pool venues. o Do not support development of new/additional venues for aquatic facilities in the foreseeable

future. o Engage with contractors of the outdoor pools to explore the option of a single seasonal

membership that allows users to access all outdoor swimming pools in the Shire. e) Develop and implement Asset Management Plans in accordance with Local Government best practice,

including consideration of Universal Access principles. o Continue to implement existing Council Asset Management Plans, particularly Buildings and

Recreation Other. o Expand asset management plans to incorporate all classes of assets found in public parks and

recreation reserves. f) Support community groups, reserve committees and clubs in maintaining recreation assets and facilities.

o Work with Reserve Committees to tailor asset maintenance and support services to the needs of each individual group, for example this may include planning/development advice, funding applications or project management. In addition to Officer time, consider opportunities to increase funding support for reserve maintenance activities. A comprehensive review of existing maintenance obligations and funding levels for Reserve Committees should be undertaken. Council funding support should have regard to the maintenance requirements of each group, however not differentiate between Council or DEPI managed reserves. (NB: Reserve Committees may wish to engage Council services for certain maintenance works or external contractors where preferred)

o Continue to fund and resource Council's Community Assistance Fund program. o Council contributions to capital projects will be guided by the same principles applied to the

recent Community Meeting Space Review( 2014) which capped Council contributions to 25% of the total project costs.

g) Review public open space provision. o Undertake a Public Open Space Strategy to review existing provision, identify priorities for

improvement and outline infrastructure design guidelines for each hierarchy/category of reserve. o As part of the proposed Public Open Space Strategy, identify options for possible rationalisation

of surplus assets and reserves. For example, Bessiebelle Recreation Reserve is no longer used by the community for active recreation or public open space. Council should investigate opportunities to hand back the reserve to the community trust/community ownership (as historically existed) and let the local community decide its future. The reserve is surplus to



Council's recreation requirements and presents an unnecessary management obligation which would be best resolved through self determination by the local community.

h) Monitor sport participation trends and respond to infrastructure and service implications as appropriate. o In light of the recent closure of indoor training facilities in Warrnambool, work with Cricket

Victoria and local clubs (specifically Port Fairy and Mortlake) to support the development of indoor cricket training facilities at each location (NB: Council to provide Officer support and assistance rather than any direct funding commitment, unless via the Community Assistance Fund).

o There is an emergence of night football (AFL) games being conducted in some leagues around the State. There are no recreation reserves in Moyne Shire with suitable sports lighting capacity to host night football competition games. The primary objective of sports lighting provision should continue to be for training purposes. Match standard lighting infrastructure will not be supported by Council in the life of this plan (i.e. 10-years).

o There is growing demand for participation in soccer in metropolitan and regional centers throughout Victoria. There is no evidence of any significant participation demand extending to Moyne Shire at this stage. Warrnambool City provides a number of soccer pitches and facilities. Football Federation Victoria have confirmed that Warrnambool will continue to be the focus for development of the sport in the South West Victoria. Development of soccer facilities in Moyne Shire could be considered on a shared use basis (i.e. with Cricket), however facilities are not likely to be required in the life of this plan (i.e. 10 years).

o Work with Tennis Victoria to implement the key recommendations from the previous Tennis Strategy (2009), in particular:

Work in partnership with Tennis Victoria to support reestablishment of the Port Fairy tennis club, delivery of tennis participation programs and staged upgrade of facilities (i.e. up to four courts and lighting) at Southcombe Park, subject to resolution of spatial demands, including possible establishment of indoor cricket facilities and pending access to adequate support funding. Any financial contribution from Council will be capped at 25% of the total project costs in accordance with the adopted community contributions policy. Further court upgrade should only be considered if sustained club and social tennis participation demand can be demonstrated over the medium-long term.

Development of a tennis collective to assist with the management of tennis and tennis facilities in the Shire.

If facilities in Port Fairy prove successful then consider options to introduce similar facilities and participation structures in each major township (e.g. Mortlake, Koroit and Macarthur).

Work with Tennis Victoria and local communities to confirm disused courts for rationalisation and removal.



Goal: Programs and Services To facilitate and support a diverse range of sport, recreation and physical activity participation opportunities for residents and visitors.

Discussion: Results from the community survey conducted as part of this strategy revealed that a high proportion of respondents regularly participate in recreation or sport activities (i.e. 79%). Slightly over half of respondents indicated that current programs and services always, usually or often met their needs. One third (34%) indicated that they seldom or never met their needs. According to the Local Government Community Satisfaction Survey conducted in 2010, Moyne scored an overall satisfaction rate of 69% for “Access to recreational and leisure facilities” and 73% for "Good facilities and services". These are pleasing results, however they remain marginally below the Regional Victoria average scores of 79% and 78% respectively. Possible areas for improvement that were identified in the survey results included:

More/better sporting complexes (excluding pools) 30%.

Better maintenance of sporting facilities (excluding pools) 21%.

More support/funding needed for recreational/sporting facilities 19%.

More/better sporting complexes and/or facilities in smaller towns 12%.

More/better recreational activities/programs 7%.

More facilities/activities for young people/teenagers 5%. Historically Council's role in sport and recreation program and service provision has been dominated by facility and infrastructure planning, provision and management. There has been limited focus on encouraging physical activity participation, health promotion or advocating the benefits of sport and recreation. In more recent times, Local Governments have been required to establish Municipal Public Health Plans which has improved the recognition of the important role that physical activity participation and community sports clubs/groups play in facilitating individual and community well being. Beyond formal sports clubs, small rural communities are often inhibited by skill shortages, lack of suitable venues and limited capacity to directly provide a broader range of recreation programs or activity classes for residents (e.g. Yoga, Pilates, Martial Arts, etc). Council assistance may be required to help address this issue at a strategic level across the Shire. There continues to be strong demand for individualised club support, noting that the existing operational responsiveness of Council officers is highly valued. In addition, requests for assistance with grants / funding and Club strategic planning (i.e. operations and facilities) remain highly sought after. One such example is the Warrnambool and District Drag Racing Association (WADDRA). The Association is attempting to relocate to the old Koroit Racecourse to establish dedicated motor sport facilities. Council support involves working with WADDRA to complete the planning permit application process and facilitating shared use with the Model Aero Club currently located at the site. Council may also support WADDRA funding applications to external partners, however there is no commitment to direct funding from Moyne Shire at this stage. More broadly, areas for possible Council service or program improvement include a greater focus on promotion / marketing of existing sport and recreation opportunities available in the Shire and support for the establishment of a cycle education, safety and awareness campaigns.

Strategies: a) Facilitate appropriate partnerships and collaborations to provide a range of programs and services that

support the sustainability of existing clubs and/or facilitate physical activity participation opportunities for residents.

o Work with relevant State (or Regional) Sporting Associations, particularly AFL, cricket, netball, golf, tennis and lawn bowls to proactively work with local clubs to support sustainability needs, increase participation and provide coach/volunteer education and training.



o Work to educate local clubs on what State Sporting Associations and other service providers (e.g. SWSA) can offer in terms of programs, services, support and assistance.

o Bowls Victoria have indicated that they have case studies, evidence and learning's from other regions to help facilitate increased participation and club sustainability. Facilitate a meeting/workshop with Lawn Bowls Victoria, South West Sports Assembly and local clubs to explore contemporary opportunities to increase participation and membership in Lawn Bowls, including the introduction of modified competition formats (e.g. 40:40 bowls).

o Review recent collaborations between Cricket Victoria and Southern Grampians Shire and consider opportunities for application of similar approaches in Moyne Shire (i.e. collaborative approach to funding, asset renewal and links to club performance goals/targets. Consider suitability of applying the model to a range of sports/activities, not just cricket).

o Meet with the Executive Officer of the South West Sports Assembly (SWSA) to explore opportunities for clubs development and support initiatives in Moyne Shire.

b) Continue to support community driven initiatives for sport, recreation, arts and cultural events, activities and functions across the Shire.

o Work with individual communities (e.g. via Progress Associations and Council's Community Plan planning processes) to encourage collaboration between clubs and organisations in order to identify and confirm overall priorities for individual townships (i.e. foster a collaborative approach amongst local clubs and groups from individual townships).

c) Recognise that individual communities, clubs and sports require tailored programs and services to address the specific needs of each group.

o Facilitate opportunities for State and Regional Sporting Associations to work with local clubs and groups.

o Maintain a high level of officer responsiveness to requests for information and assistance from community sport and recreation clubs and groups.

d) Support the establishment and sustainability of clubs, groups and a broad range of participation opportunities and programs.

o Support the establishment of informal walking clubs and social groups. o Support a broader range of participation opportunities and programs (e.g. Yoga, health and

fitness, etc), not just formal sport. Consider opportunities to refocus the existing Community Assistance Fund to prioritise physical activity facilitation, other initiatives could include facilitating subsidised or free access to Council facilities (e.g. community halls) to initially establish programs, including coverage under Council insurance, as well as assistance with promotion and marketing of participation opportunities.

o Work with communities to explore external funding opportunities that could be used to fund physical activity pilot programs across the Shire.

o Community and stakeholder consultation results suggested there may be opportunities to improve program and service offerings from Belfast Aquatics. Work with Belfast Aquatics to review existing programs with the view to potentially expanding the program range, including consideration of options to deliver lunch-time and off-site programs for other communities.

e) Support informal recreation opportunities and physical activity participation through urban design and infrastructure provision, including play spaces.

o Consider opportunities to incorporate a selection of adult fitness equipment at a high use reserve in Port Fairy as a trial for possible further roll-out (pending a review of the community response and use of facilities). Consider locations for possible installation as part of the proposed Play Space Strategy and Open Space Strategy.

o Develop a Master Plan for Southcombe Park to guide future facility and infrastructure provision, including consideration of additional facilities that support informal recreation, physical activity and social gathering. Potential enhancement of skate facilities at this location should be considered in the context of an overall reserve master plan.

f) Continue to recognise and support the role of reserve committees and community volunteers in providing sport and recreation opportunities.

o Establish an incentive / reward program for clubs that demonstrate good practice (e.g. participation in Good Sports program, etc)and provide a broad range of participation opportunities for residents.

o Facilitate opportunities for clubs, Associations and community groups to share learning's and examples of past successes.



o Maintain or increase existing levels of investment in facilities and infrastructure (in accordance with Council's Strategic Resource Plan), including the continuation of Council's Community Assistance Fund.

o Review the criteria for funding under the Community Assistance Fund to reflect the aim, objectives and key principles outlined in the Recreation Strategy, including focus on increasing physical activity participation.

o Facilitate and/or provide information and assistance in relation to external grants and funding for individual clubs and groups.

o Facilitate and/or provide direct assistance to clubs with planning, operational and development needs.

g) Explore opportunities to improve promotion and awareness of existing sport and recreation opportunities in the Shire.

o Work with Council's Communication Unit to review existing promotional information and suite of communication tools to proactively identify opportunities for improving promotion and awareness of existing sport and recreation opportunities available in the Shire.

o Explore external funding opportunities (e.g. Vic Roads, Bicycle Network Victoria) for the establishment of a cycling awareness, participation and education campaign in the Shire.

h) Continue to implement Council's Municipal Health Plan. o Increase community health promotion messages, including the benefits of sport and physical

activity participation. o Investigate opportunities to establish healthy eating and lifestyle programs across the Shire,

particularly in partnership with Community Houses and/or relevant community organisations. i) Provide a range of programs and services that support youth sport, recreation, physical activity and

community engagement. o Implement the recommendations from the Moyne Shire Youth Strategy (Draft 2014). o Explore opportunities to enhance existing skate and BMX facilities, including an audit (i.e.

condition, safety) of the existing mobile skate equipment. Consider opportunities for additional or replacement equipment and higher rotation throughout the Shire (NB: resolve issues associated with temporary installation so as not to damage surfaces/courts).

o As part of an overall Play Space Strategy, review opportunities to enhance play equipment for older children and teenagers. Incorporate elements of play components that support risk, physical activity and social gathering.



Goal: Policy and Planning To ensure Council's services are guided by appropriate strategic planning and consistent policy frameworks that maximise community recreation outcomes and sustainable resource management.

Discussion: There have been incidences in the past where a lack of effective strategic planning and/or policy guidelines has resulted in ad-hoc facility, infrastructure or service provision, including inconsistencies in the types and levels of support offered to individual clubs, groups, or capital projects. In some cases policy or planning guidelines have existed, however for whatever reason these have been ignored, waived or overlooked. Such instances can lead to potential inequity in provision and difficulties in managing community expectations with any certainty. This Recreation Strategy will provide a valuable resource to help guide future recreation services and priorities in the Shire. In undertaking this project a number of sport and recreation policy and planning gaps have been identified and are outlined as actions to be completed. As mentioned under the Assets, Infrastructure and Facilities section, members of the Koroit community have expressed demand for the development of skate facilities. Contemporary trends indicate that the most successful skate facilities are developed within the context of broader youth/family precincts that encourage social gathering, interaction and a range of physical activity options. This may include co-location with other traditional play ground equipment and other facilities such as half-court basketball, BMX jumps and appropriate support amenities. Facilities that are incorporated into contemporary urban designs to establish vibrant community precincts should be considered. Ongoing population growth in Koroit, including a relatively high proportion of young people, will continue to influence demand for provision of skate facilities and appealing youth activity spaces.

Strategies: a) Ensure Council has adequate sport and recreation strategic planning to guide future resource allocation,

decision making and priorities. o Develop an Open Space Strategy to guide future open space acquisition, ongoing management

and development of existing reserves. In consultation with local communities, ensure consideration is given to possible rationalisation of potentially surplus open space areas in order to enhance overall resource efficiencies.

o Develop a Play Space Strategy2 to guide current and future play ground provision. Explore opportunities to improve the play appeal of existing play grounds, particularly through enhanced contact with nature and improved provision for older children and teenagers. Incorporate a review of existing skate facilities and consider opportunities to enhance the mobile skate program. Ensure explicit consideration (e.g. demand, community support, location) is given to the possible development of skate facilities in Koroit, ideally as part of a broader community activity precinct.

o Complete a comprehensive condition and asset lifecycle audit of existing swimming pools to determine priorities for asset renewal or possible decommissioning. (Consideration may need to be given to facilitating access to alternative aquatic services or facilities (e.g. splash parks) if existing infrastructure is to be decommissioned).

o Develop a paths, tracks and trails strategy for the Shire which identifies infrastructure improvement priorities (including consideration of Universal Access principles), gaps in the network, connection opportunities and strategies to promote participation in walking and cycling.

o In partnership with relevant agencies (e.g. Victorian Coastal Council, Western Coastal Board and State Government), review the 2001 Moyne Shire Coastal Action Plan and replace with a Moyne Shire Coastal Management Plan (or similar) to plan for foreshore recreation infrastructure, access and facilities having regard to predicted impacts from sea level rise and climate change.

o Support development of foreshore Master Plans, particularly for high use activity zones (starting with East Beach, Port Fairy). Plan for, support and encourage recreational uses of the foreshore.

o Expand asset management plans to incorporate all classes of assets found in public parks and recreation reserves.

2 The term ‘play space’ is used, as opposed to ‘play ground’, as it reflects a more holistic view of play experiences at each individual site, rather than focussing solely on the equipment provided.



o Develop a Master Plan for high use recreation reserves to guide future facility and infrastructure provision, including consideration of additional facilities that support informal recreation, physical activity and social gathering. Commence with Southcombe Park/Russell Clark Reserve, including consideration of potential enhancement of skate facilities, followed by DC Farran Oval and other high use reserves.

b) Ensure Council has adequate sport and recreation policies to guide future resource allocation, decision making and priorities.

o Establish a policy to reflect that Council will support reserve committees and groups regardless of land ownership (i.e. DSE/DEPI Committees) in recognition of the community recreation outcomes delivered by these groups, support will include capital and operational assistance as appropriate.

o Review existing S86 Committee policies and governance models to ensure compliance with legislative requirements. Consideration may need to be given to modifying the committee governance structures and operations in order to simplify record keeping and reporting requirements. Consider options to replace S86 Committees with Council appointed Committees of Management that are incorporated and operate under a Term of Reference from Council.

o Review the Funding Levels for Recreation Reserves and Facilities policy to include a clear rationale for funding levels provided, e.g. funding provided to support and encourage physical activity participation and club sustainability, therefore funding amounts should have some relationship to club membership numbers and operational requirements.

o Review and update the Service & Asset Responsibility Assignment within Moyne Shire (2010) as there are a number of anomalies that do not take into account the new organizational structure.

o Review and update the Asset Risk Register as it does not currently address potential risks associated with all recreation assets (e.g. tennis courts, sports pavilions, goals, lighting infrastructure, fencing, park furniture or other recreation assets).



Goal: Operational Management To ensure the effective and efficient governance and administration of recreation services in Moyne Shire.

Discussion: Moyne Shire has undergone a corporate restructure over the last two years. Recreation & Community Development are located under the Physical Services directorate. The revised organisational structure reflects a common approach to local government service provision, whereby core services are grouped under discrete silos that reflect traditional areas of responsibility, for Moyne Shire this means:

Community and Corporate Support: o Core focus on community service outcomes, governance and organisational capacity

(also to include Economic Development from September 2014).

Sustainable Development: o Core focus on statutory and strategic planning, regulatory controls and economic development.

Physical Services: o Core focus on asset and infrastructure maintenance and management.

Mature management practices and a supportive organisational culture is required in order to prevent individual business units from operating in isolation (i.e. within individual silos). This is particularly the case for the Recreation & Community Development department which sits within the Physical Services Directorate. This would imply a core focus on asset maintenance and management, however broader outcomes from this service need to be considered, particularly the contribution of sport and recreation to community health and wellbeing.

Strategies: a) Foster collaboration across the organisation and focus on community recreation outcomes (rather than

service delivery roles within the individual directorates and departments). o Review staff roles and practices within the Recreation and Community Development Unit to

better align with the revised goals, strategies and priorities outlined in this document (e.g. Youth, Rural Access and Grants / Recreation Officer roles to improve focus on integrated outcomes, rather than individual service areas).

o Formalise an appropriate schedule of meetings with relevant staff from other Council areas to ensure an integrated approach to community recreation (e.g. Libraries, Community Transport, Communications, Public Health, Waste Services, Moyne Services, etc - recent positive examples of this approach include the Mailors Flat Community Space and Kirkstall Recreation Reserve).

b) Improve data capture to help inform future decision making and resource allocation. o Establish appropriate procedures and record keeping to capture asset usage information and

annual club membership trends. c) Ensure best practice risk management and compliance for recreation assets.

o Undertake periodic compliance audits of playgrounds e.g. every 5 years, in addition to existing inspection schedules. (NB: Playground assets are overdue for revaluation, last done in 2010).

o Ensure reserve committees understand contemporary risk management requirements and have access to appropriate inspection procedures and recording protocols for selected reserve assets (e.g. sports lighting towers, coaches boxes, playing surfaces, tennis hit-up walls, etc).

d) Continue to document Service Plans to guide key service delivery initiatives. Current Service Plans related to Recreation and Community Development include: Environment, Libraries, Playgrounds, Footpaths, Public Meeting Spaces, Miscellaneous Community Support, Public Toilets and Recreation.

o Review and update the Recreation Service Plan to take into account strategic directions and priorities outlined in the Recreation Strategy (2014).

e) Maximise resource efficiencies by concentrating on assets and services that are used most by the community.

o Establish a proactive engagement process with individual communities to identify and confirm opportunities for rationalisation and removal of underutilised recreation assets, particularly tennis courts, community halls/meeting spaces and to a lesser extent netball courts and miscellaneous structures on recreation reserves. Individual communities will be asked to consider for themselves where resources should be prioritised.



Implementation Plan The following section presents all recommendations within an overall prioritised implementation framework. Capital and planning projects will need to be considered as part of Councils annual budget process. Ultimately funding and timing of implementation will be subject to Councils financial capacity, competing demands, partnership opportunities and availability of external grants. It should also be acknowledged that a large number of recommendations are identified as being implemented within existing staff resources, particularly within the Recreation and Community Development department. This will require careful review of annual staff work plans, priorities and objectives in order to ensure these actions can be progressively enacted over the next ten years.

Staging and Prioritisation The implementation framework is not intended to represent the level of importance of individual actions rather, the framework is intended to provide Council and stakeholders with a guide to assist staged implementation of all recommendations in an order which is likely to provide maximum benefit to the community within realistic operational parameters. Furthermore, certain actions may need to be implemented in a logical order to maximise economic efficiencies and reserve usability. These factors have been considered in determining the recommended order of implementation. The prioritisation categories used are:

Short Term – target implementation within 2-3 years (2015-2018).

Medium Term – implementation within 4-6 years (2019-2022).

Long Term – implementation within 7+ years (2023-2026).

Ongoing – relate to recommendations that should be addressed as part of ongoing operations. This plan should be reviewed annually by Council staff in order to identify key projects for consideration in Councils budget process, with a more formal review occurring every five years in consultation with key stakeholders to ensure outstanding actions remain relevant and appropriate.


© Insight Leisure Planning 2014 | Final Report

Implementation Schedule The following table provides a prioritised implementation schedule for all recommendations.

Ref. #

Goal Strategy Action / Recommendation Priority Short Term, Medium, Long Term

Resource Implications

Primary Responsibility

1. Assets, Infrastructure and Facilities

Implement asset and infrastructure improvement priorities from previously endorsed community plans and strategies in accordance with Council's 10-year Financial Plan.

Continue the staged implementation of actions from the Recreation Reserves Strategy (2010) for infrastructure improvement initiatives at each reserve.

Short As per Recreation Reserves Strategy.

Recreation & Community Development


Support community access to appropriate aquatic facilities across the region.

Engage with contractors of the outdoor pools to explore the option of a single seasonal membership that allows users to access all outdoor swimming pools in the Shire.

Short Within existing staff resources.



Support community groups, reserve committees and clubs in maintaining recreation assets and facilities.

Work with Reserve Committees to tailor asset maintenance and support services to the needs of each individual group, for example this may include planning/development advice, funding applications or project management. In addition to Officer time, consider opportunities to increase funding support for reserve maintenance activities. A comprehensive review of existing maintenance obligations and funding levels for Reserve Committees should be undertaken. Council funding support should have regard to the maintenance requirements of each group, however not differentiate between Council or DEPI managed reserves. (NB: Reserve Committees may wish to engage Council services for certain maintenance works or external contractors where preferred)

Short Allowance for funding increase $50,000 p.a.(pending a review of maintenance obligations and existing funding levels).



Monitor sport participation trends and respond to infrastructure and service implications as appropriate.

In light of the recent closure of indoor training facilities in Warrnambool, work with Cricket Victoria and local clubs (specifically Port Fairy and Mortlake) to support the development of indoor cricket training facilities at each location (NB: Council to provide Officer support and assistance rather than any direct funding commitment, unless via the Community Assistance Fund).





Ref. #






Work with Tennis Victoria to implement the key recommendations from the previous Tennis Strategy (2009), in particular:

o Work in partnership with Tennis Victoria to support reestablishment of the Port Fairy tennis club, delivery of tennis participation programs and staged upgrade of facilities (i.e. up to four courts and lighting) at Southcombe Park, subject to resolution of spatial demands, including possible establishment of indoor cricket facilities and pending access to adequate support funding. Any financial contribution from Council will be capped at 25% of the total project costs in accordance with the adopted community contributions policy. Further court upgrade should only be considered if sustained club and social tennis participation demand can be demonstrated over the medium-long term.

o Development of a tennis collective to assist with the management of tennis and tennis facilities in the Shire.

o If facilities in Port Fairy prove successful then consider options to introduce similar facilities and participation structures in each major township (e.g. Mortlake, Koroit and Macarthur).

o Work with Tennis Victoria and local communities to confirm disused courts for rationalisation and removal.

Short Within existing staff resources. NB: Capital cost implications yet to be determined, including possible new courts at Southcombe Park.


6. Programs and Services

Facilitate appropriate partnerships and collaborations to provide a range of programs and services that support the sustainability of existing clubs and/or facilitate physical activity participation opportunities for residents.

Work with relevant State (or Regional) Sporting Associations, particularly AFL, cricket, netball, golf, tennis and lawn bowls) to proactively work with local clubs to support sustainability needs, increase participation and provide coach/volunteer education and training.





Work to educate local clubs on what State Sporting Associations and other service providers (e.g. SWSA) can offer in terms of programs, services, support and assistance.





Ref. #






Bowls Victoria have indicated that they have case studies, evidence and learning's from other regions to help facilitate increased participation and club sustainability. Facilitate a meeting/workshop with Lawn Bowls Victoria, South West Sports Assembly and local clubs to explore contemporary opportunities to increase participation and membership in Lawn Bowls, including the introduction of modified competition formats (e.g. 40:40 bowls).





Review recent collaborations between Cricket Victoria and Southern Grampians Shire and consider opportunities for application of similar approaches in Moyne Shire (i.e. collaborative approach to funding, asset renewal and links to club performance goals/targets. Consider suitability of applying the model to a range of sports/activities, not just cricket).





Meet with the Executive Officer of the South West Sports Assembly (SWSA) to explore opportunities for clubs development and support initiatives in Moyne Shire.




Support the establishment and sustainability of clubs, groups and a broad range of participation opportunities and programs.

Support the establishment of informal walking clubs and social groups. Short Within existing staff resources.




Community and stakeholder consultation results suggested there may be opportunities to improve program and service offerings from Belfast Aquatics. Work with Belfast Aquatics to review existing programs with the view to potentially expanding the program range, including consideration of options to deliver lunch-time and off-site programs for other communities.




Continue to recognise and support the role of reserve committees and community volunteers in providing sport and recreation opportunities.

Review the criteria for funding under the Community Assistance Fund to reflect the aim, objectives and key principles outlined in the Recreation Strategy, including focus on increasing physical activity participation.





Ref. #





Explore opportunities to improve promotion and awareness of existing sport and recreation opportunities in the Shire.

Work with Council's Communication Unit to review existing promotional information and suite of communication tools to proactively identify opportunities for improving promotion and awareness of existing sport and recreation opportunities available.



15. Policy and Planning Assets, Infrastructure and Facilities

Ensure Council has adequate sport and recreation strategic planning to guide future resource allocation, decision making and priorities. Support community access to appropriate aquatic facilities across the region.

Complete a comprehensive condition and asset lifecycle audit of existing swimming pools to determine priorities for asset renewal or possible decommissioning. (Consideration may need to be given to facilitating access to alternative aquatic services or facilities (e.g. splash parks) if existing infrastructure is to be decommissioned).

Pending the results from a comprehensive asset condition audit, review the long-term sustainability of maintaining the existing four swimming pool venues.

Do not support development of new/additional venues for aquatic facilities in the foreseeable future.

Short Planning allowance $50,000


16. Policy and Planning Programs and Services

Ensure Council has adequate sport and recreation strategic planning to guide future resource allocation, decision making and priorities. Support informal recreation opportunities and physical activity participation through urban design and infrastructure provision, including play spaces.

Develop a Master Plan for high use recreation reserves to guide future facility and infrastructure provision, including consideration of additional facilities that support informal recreation, physical activity and social gathering. Commence with Southcombe Park/Russell Clark Reserve, including consideration of potential enhancement of skate facilities, followed by DC Farran Oval and other high use reserves.

Develop a Master Plan for Southcombe Park to guide future facility and infrastructure provision, including consideration of additional facilities that support informal recreation, physical activity and social gathering. Potential enhancement of skate facilities at this location should be considered in the context of an overall reserve master plan.

Short Planning allowance $30,000 p.a.


17. Policy and Planning

Ensure Council has adequate sport and recreation policies to guide future resource allocation, decision making and priorities.

Establish a policy to reflect that Council will support reserve committees and groups regardless of land ownership (i.e. DSE/DEPI Committees) in recognition of the community recreation outcomes delivered by these groups, support will include capital and operational assistance as appropriate.





Review existing S86 Committee policies and governance models to ensure compliance with legislative requirements. Consideration may need to be given to modifying the committee governance structures and operations in order to simplify record keeping and reporting requirements. Consider options to replace S86 Committees with Council appointed Committees of Management that are incorporated and operate under a Term of Reference from Council.





Ref. #






Review the Funding Levels for Recreation Reserves and Facilities policy to include a clear rationale for funding levels provided, e.g. funding provided to support and encourage physical activity participation and club sustainability, therefore funding amounts should have some relationship to club membership numbers and operational requirements.





Review and update the Service & Asset Responsibility Assignment within Moyne Shire (2010) as there are a number of anomalies that do not take into account the new organizational structure.





Review and update the Asset Risk Register as it does not currently address potential risks associated with all recreation assets (e.g. tennis courts, sports pavilions, goals, lighting infrastructure, fencing, park furniture or other recreation assets).



22. Operational Management

Foster collaboration across the organisation and focus on community recreation outcomes (rather than service delivery roles within the individual directorates and departments).

Review staff roles and practices within the Recreation and Community Development Unit to better align with the revised goals, strategies and priorities outlined in this document (e.g. Youth, Rural Access, Small Towns Community Planning Officer and Grants / Recreation Officer roles to improve focus on integrated outcomes, rather than individual service areas).




Foster collaboration across the organisation and focus on community recreation outcomes (rather than service delivery roles within the individual directorates and departments).

Formalise an appropriate schedule of meetings with relevant staff from other Council areas to ensure an integrated approach to community recreation (e.g. Community Transport, Communications, Public Health, Waste Services, Moyne Services, etc - recent positive examples of this approach include the Mailors Flat Community Space and Kirkstall Recreation Reserve).




Improve data capture to help inform future decision making and resource allocation.

Establish appropriate procedures and record keeping to capture asset usage information and annual club membership trends.




Continue to document Service Plans to guide key service delivery initiatives.

Review and update the Recreation Service Plan to take into account strategic directions and priorities outlined in the Recreation Strategy (2014).





Ref. #




26. Operational Management Assets, Infrastructure and Facilities

Maximise resource efficiencies by concentrating on assets and services that are used most by the community. Implement asset and infrastructure improvement priorities from previously endorsed community plans and strategies in accordance with Council's 10-year Financial Plan.

Having regard to the previous Tennis Strategy (2009) and Community Meeting Spaces Review (2014), work with local communities to identify and confirm opportunities for rationalisation and removal of underutilised recreation assets, particularly tennis courts, community halls/meeting spaces and to a lesser extent netball courts and miscellaneous structures on recreation reserves. Individual communities will be asked to consider for themselves where resources should be prioritised.




Implement asset and infrastructure improvement priorities from previously endorsed community plans and strategies in accordance with Council's 10-year Financial Plan.

Implement infrastructure priorities identified in each respective Community Plan as resources become available (refer to Volume 2 Background Research for listing of actions).

Medium As per each Community Plan.




Support a broader range of participation opportunities and programs (e.g. Yoga, health and fitness, etc), not just formal sport. Consider opportunities to refocus the existing Community Assistance Fund to prioritise physical activity facilitation, other initiatives could include facilitating subsidised or free access to Council facilities (e.g. community halls) to initially establish programs, including coverage under Council insurance, as well as assistance with promotion and marketing of participation opportunities.

Medium Within existing staff resources.



Explore opportunities to improve promotion and awareness of existing sport and recreation opportunities in the Shire.

Explore external funding opportunities (e.g. Vic Roads, Bicycle Network Victoria) for the establishment of a cycling awareness, participation and education campaign in the Shire.




Ensure Council has adequate sport and recreation strategic planning to guide future resource allocation, decision making and priorities. Review public open space provision.

Develop an Open Space Strategy to guide future open space acquisition, ongoing management and development of existing reserves. In consultation with local communities, ensure consideration is given to possible rationalisation of potentially surplus open space areas in order to enhance overall resource efficiencies.

Identify priorities for reserve improvements and outline infrastructure design guidelines for each hierarchy/category of reserve.

Medium Planning allowance $60,000




Ref. #





Review public open space provision. As part of the proposed Public Open Space Strategy, identify options for possible rationalisation of surplus assets and reserves. For example, Bessiebelle Recreation Reserve is no longer used by the community for active recreation or public open space. Council should investigate opportunities to hand back the reserve to the community trust/community ownership (as historically existed) and let the local community decide its future. The reserve is surplus to Council's recreation requirements and presents an unnecessary management obligation which would be best resolved through self determination by the local community.

Medium Included in scope of Open Space Strategy.


32. Policy and Planning Programs and Services Operational Management

Ensure Council has adequate sport and recreation strategic planning to guide future resource allocation, decision making and priorities. Provide a range of programs and services that support youth sport, recreation, physical activity and community engagement. Ensure best practice risk management and compliance for recreation assets.

Develop a Play Space Strategy to guide current and future play ground provision. Explore opportunities to improve the play appeal of existing play grounds, particularly through enhanced contact with nature and improved provision for older children and teenagers. Incorporate a review of existing skate facilities and consider opportunities to enhance the mobile skate program. Ensure explicit consideration (e.g. demand, community support, location) is given to the possible development of skate facilities in Koroit, ideally as part of a broader community activity precinct.

As part of an overall Play Space Strategy, review opportunities to enhance play equipment for older children and teenagers. Incorporate elements of play components that support risk, physical activity and social gathering.

Explore opportunities to enhance existing skate and BMX facilities, including an audit (i.e. condition, safety) of the existing mobile skate equipment. Consider opportunities for additional or replacement equipment and higher rotation throughout the Shire (NB: resolve issues associated with temporary installation so as not to damage surfaces/courts).

Undertake periodic compliance audits of playgrounds e.g. every 5 years, in addition to existing inspection schedules. (NB: Playground assets are overdue for revaluation, last done in 2010).




Ensure Council has adequate sport and recreation strategic planning to guide future resource allocation, decision making and priorities. Improve planning for foreshore recreation infrastructure and facilities.

In partnership with relevant agencies (e.g. Victorian Coastal Council, Western Coastal Board and State Government), review the 2001 Moyne Shire Coastal Action Plan and replace with a Moyne Shire Coastal Management Plan (or similar) to plan for foreshore recreation infrastructure, access and facilities having regard to predicted impacts from sea level rise and climate change.

Medium Planning contribution allowance $30,000

Recreation & Community Development & Environment Mgt.



Ref. #





Ensure Council has adequate sport and recreation strategic planning to guide future resource allocation, decision making and priorities.

Support development of foreshore Master Plans, particularly for high use activity zones (starting with East Beach, Port Fairy). Plan for, support and encourage recreational uses of the foreshore




Ensure best practice risk management and compliance for recreation assets.

Ensure reserve committees understand contemporary risk management requirements and have access to appropriate inspection procedures and recording protocols for selected reserve assets (e.g. sports lighting towers, coaches boxes, playing surfaces, tennis hit-up walls, etc).




Support informal recreation opportunities and physical activity participation through urban design and infrastructure provision, including play spaces.

Consider opportunities to incorporate a selection of adult fitness equipment at a high use reserve in Port Fairy as a trial for possible further roll-out (pending a review of the community response and use of facilities). Consider locations for possible installation as part of the proposed Play Space Strategy and Open Space Strategy.

Long Construction allowance $30,000.




Establish an incentive / reward program for clubs that demonstrate good practice (e.g. participation in Good Sports program, etc) and provide a broad range of participation opportunities for residents.

Long Within existing staff resources.




Facilitate opportunities for clubs, Associations and community groups to share learning's and examples of past successes.




Continue to implement Council's Municipal Health Plan.

Investigate opportunities to establish healthy eating and lifestyle programs across the Shire, particularly in partnership with Community Houses and/or relevant community organisations.




Ensure Council has adequate sport and recreation strategic planning to guide future resource allocation, decision making and priorities. Support development and enhancement of facilities that facilitate walking and cycling participation.

Develop a paths, tracks and trails strategy for the Shire which identifies infrastructure improvement priorities (including consideration of Universal Access principles), gaps in the network, connection opportunities and strategies to promote participation in walking and cycling.

Long Planning allowance $50,000




Ref. #





Ensure Council has adequate sport and recreation strategic planning to guide future resource allocation, decision making and priorities. Develop and implement Asset Management Plans in accordance with Local Government best practice.

Expand asset management plans to incorporate all classes of assets found in public parks and recreation reserves.

Long Planning allowance $25,000.

Engineering.


Develop and implement Asset Management Plans in accordance with Local Government best practice.

Continue to implement existing Council Asset Management Plans, particularly Buildings and Recreation Other.

Ongoing As per 10-year program.

Engineering.



Continue to fund and resource Council's Community Assistance Fund program. Ongoing Existing funding program.




Council contributions to capital projects will be guided by the same principles applied to the recent Community Meeting Space Review( 2014) which capped Council contributions to 25% of the total project costs.

Ongoing N/A Recreation & Community Development



There is an emergence of night football (AFL) games being conducted in some leagues around the State. There are no recreation reserves in Moyne Shire with suitable sports lighting capacity to host night football competition games. The primary objective of sports lighting provision should continue to be for training purposes. Match standard lighting infrastructure will not be supported by Council in the life of this plan (i.e. 10-years).

Ongoing Within existing staff resources.




There is growing demand for participation in soccer in metropolitan and regional centers throughout Victoria. There is no evidence of any significant participation demand extending to Moyne Shire at this stage. Warrnambool City provides a number of soccer pitches and facilities. Football Federation Victoria have confirmed that Warrnambool will continue to be the focus for development of the sport in the South West Victoria. Development of soccer facilities in Moyne Shire could be considered on a shared use basis (i.e. with Cricket), however facilities are not likely to be required in the life of this plan (i.e. 10 years).





Ref. #





Continue to support community driven initiatives for sport, recreation, arts and cultural events, activities and functions across the Shire.

Work with individual communities (e.g. via Progress Associations and Council's Community Plan planning processes) to encourage collaboration between clubs and organisations in order to identify and confirm overall priorities for individual townships (i.e. foster a collaborative approach amongst local groups from individual townships).




Recognise that individual communities, clubs and sports require tailored programs and services to address the specific needs of each group.

Facilitate opportunities for State and Regional Sporting Associations to work with local clubs and groups.




Recognise that individual communities, clubs and sports require tailored programs and services to address the specific needs of each group.

Maintain a high level of officer responsiveness to requests for information and assistance from community sport and recreation clubs and groups.





Work with communities to explore external funding opportunities that could be used to fund physical activity pilot programs across the Shire.





Maintain or increase existing levels of investment in facilities and infrastructure (in accordance with Council's Strategic Resource Plan), including the continuation of Council's Community Assistance Fund.

Ongoing Within Strategic Resource Plan capacity.




Facilitate and/or provide information and assistance in relation to external grants and funding for individual clubs and groups.





Facilitate and/or provide direct assistance to clubs with planning, operational and development needs.




Continue to implement Council's Municipal Health Plan.

Increase community health promotion messages, including the benefits of sport and physical activity participation.




Provide programs and services that support youth sport, recreation, physical activity and community engagement.

Implement the recommendations from the Moyne Shire Youth Strategy (Draft 2014). Ongoing Within existing staff resources.


© Insight Leisure Planning 2014 | Final Draft Report V1


Measures of Success Given the complex nature of recreation, measures of success for Council’s recreation initiatives are also correspondingly multifaceted. For example, construction of a new sports pavilion may be a measure of success in its own right, however a more important consideration may be the level of community benefit that such a facility provides. Levels of community benefit can be an abstract concept which may be difficult to provide quantifiable data. Hence a suite of measures are recommended in order to monitor levels of success and outcomes achieved from implementation of capital projects, service delivery and overall levels of community satisfaction.

Generic Measures Include a number of specific questions in Council’s annual Local Government Community Satisfaction Survey in relation to parks, recreation and open space satisfaction levels. Establish and promote a community feedback/suggestions link from Council’s website (specifically related to recreation services). Report annually on feedback received.

Levels of Participation Develop a template for all sport and recreation clubs/groups to report annual membership levels and community use of facilities. Consider implementing a community sport/recreation participation survey every five years to monitor changes in community participation patterns and trends. Results will provide a valuable benchmark for comparison to State and National trends as well as a sound basis for monitoring local trends and community needs.

Capital Project Monitoring Ensure all major recreation capital projects include a process for assessing levels of community satisfaction and use, pre and post facility development. Using development of a new or renovated sports pavilion as an example, this may involve recording current levels of use and (club/group) satisfaction levels prior to facility development and then again at say 3, 6 and 12 months post development. This could be achieved via surveying or interviewing stakeholder clubs/groups and/or distributing a survey to near-by residents where appropriate (e.g. broad reserve development initiatives such as general park improvements). The results of the capital projects monitoring will allow Council to report on the positive outcomes achieved from infrastructure initiatives (including level/value of external contributions) as well as providing a basis for continuous improvement and learning.

Balancing Resources Provide an annual Sport and Recreation Report which provides commentary on funding (e.g. distribution and activities supported), key achievements, emerging themes, issues and responses, proposed planning and capital initiatives, challenges and opportunities. The report should be presented annually to Council for information purposes and made available to the community via Council’s website.

Recreation Strategy Review It is important that the Recreation Strategy remain relevant and appropriate, reflecting community needs and maintain a capacity to respond to changing circumstances within the municipality. For this reason it is recommended that the recommendations be reviewed annually by Council's recreation staff in order to confirm priorities, monitor implementation and adapt to changes in the community. A more comprehensive review should be undertaken after five years, including additional community engagement and if required, a new (or updated) Recreation Strategy developed.



Responding to New or Unforseen Requests It is foreseeable that there may be recreation issues or capital requests which emerge after this strategy has been adopted by Council. A key consideration in assessing requests for capital improvements or service delivery should be the level of fit (i.e. consistency) with the vision, objectives and principles outlined in this report. The matrix below provides Council with a recommended assessment tool to help determine the relatively priority of requests for capital or operational assistance. In addition to the criteria below, consideration of the overarching level of risk to Council from individual projects should be measured, i.e. does the project present unacceptable social, political, financial, environmental or other practical risks to Council? If yes, a process to mitigate such risks would need to be determined prior to further assessing the relative merits of any project.

Ref # Criteria

Score (1-5

rating)* Weighting Total

Comment (where appropriate comment on the score given).

1 Will the initiative contribute to increasing physical activity participation in the Shire (or build capacity for future participation).

10 NB: Higher score given for initiatives that support participation by a variety of age groups and audiences.

2 Does the initiative reflect identified community needs. 9 Comment on how/where the need has been identified.

3 Does the initiative contribute to achieving a diversity of provision (i.e. facilities, programs, services or participation opportunities).

8

4 Does the project leverage funding from other sources. 7

5 Does the initiative contribute to safety and/or risk management outcomes.

6

6 Is the initiative consistent with the reserve or facility hierarchy (i.e. appropriate standard of development)*.

5

7 Does the initiative involve a strong partnership with existing (or new) clubs, groups or Committees.

4

8 Does the initiative support sustainability outcomes (i.e. environmental, operational or financial).

3

9 Will the initiative support new, additional or enhanced capacity for sport and recreation events in the Shire.

2

10 Is the initiative consistent with other Council strategies, policies or objectives.

1

*NB: Scoring guide: 1 = No fit with the criteria. 2 = Partial fit with the criteria. 3 = Meets basic requirements of the criteria. 4 = Strong fit with the criteria. 5 = Exceeds, or adds value, to the objective of the criteria. *Reserve Hierarchy:

o Please refer to Volume 2: Background Research Report for criteria regarding the proposed reserve/facility hierarchy classifications.



Conclusion Moyne Shire Council recognises the valuable contribution that sport and recreation make to community health and well being. The Recreation Strategy has been developed to help guide the strategic priorities for Council sport and recreation facilities, programs and services over the next ten years. The project has considered the changing demographic profile of the Shire, including population forecasts, consultation results, the capacity of volunteer clubs and organisations, changing physical activity participation trends, emerging health issues and gaps in facility or service provision to provide Council with a strategic framework that can be used to guide future recreation initiatives and priorities. Recreation facilities are recognised as important assets that facilitate physical activity participation, contribute to providing a social focus and influence people's perception of their community. Quality facilities encourage broad community use and contribute to the overall sustainability and wellbeing of the communities in which they exist. The staged implementation of the recommendations contained in this strategy will ultimately enhance the liveability of the Shire and contribute to community health and wellbeing.



Contact us:

Jayson Moran

[email protected]

0413 475 998

Melbourne

Suite 129/199 Toorak Road

South Yarra

VIC 3141

www.insightleisureplanning.com.au

http://www.insightleisureplanning.com.au/

Recreation Strategy 2014-2024: Final Report

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Transcript of Recreation Strategy 2014-2024: Final Report