IMAP Implementation Committee Final Report IMAP Regional ... Agendas/2020 March/Att 6... · 6 March...

6 March 2020 Attachment 6

1 Project Team: D Stewart, CoM (Team Leader); S Jones CoY, P Boyd CoS, P Jess CoMar, A.Traill CoPP, E McElroy IMAP, K Reid SRV, SGS Econmics & Planning – consultant. Report prepared by: Dale Stewart CoM

IMAP Implementation Committee

Final Report

IMAP Regional Active Sport and Recreation Facilities Planning Study project

____________________________________________________________________________________

PURPOSE

1. To present the final draft of the IMAP Regional Active Sport and Recreation Facilities Planning Study project to the IMAP Implementation Committee

BACKGROUND

2. The aim of the project is to assess the future provision of sport and recreation facilities, with the focus on active outdoor sport and recreation facilities and aquatic centres for the IMAP area. SGS Economics and Planning were engaged as the principal consultant in 2018 to deliver the Future Planning stage (Stage 2) of the project.

DISCUSSION

3. Pending feedback from the Implementation Committee, this draft report is being presented as the final report and signifies the completion of this stage of the project.

4. The draft report includes the following “call to action”:

“Inner Melbourne sport facilities are at capacity and demand is set to double over the next 20 years – significant investment, innovation and a fundamentally different approach is essential to avoid a critical shortfall. Without change, people will miss out, impacting community health and wellbeing.”

5. A further provocative statement is also highlighted in the draft report:

“This is a critical sport and recreation challenge.”

6. The draft report calls for a new approach to sport and recreation provision to ensure that local communities are provided with opportunities for participation. It suggests that Councils and key stakeholders will need to “be bold, be brave, think differently and champion new ways to support sustainable and innovative sport and recreation options which equitably balance everyone’s needs across the IMAP area, now and for the future.” The draft report currently identifies the following regional priorities for IMAP:

Establish and provide adequate resourcing for a Regional Solutions Steering Committee; Advocate to the State Government and State Sporting Associations (SSA’s) for changes to

traditional approaches to sport delivery to deal with the growing demand for access to sporting facilities, e.g. modified games, equity of use etc;

Develop a coordinated approach to scheduling of facilities which recognises diversity of demand, supports increased participation in sports by underrepresented groups, and deals with emerging changes to sports participation from informal users;

Develop standardised policies and procedures where relevant to guide facility management, service delivery, user agreements, and fees and charges;

Identify and pursue new investment and funding opportunities, including but not limited

6 March 2020 Attachment 6

2 Project Team: D Stewart, CoM (Team Leader); S Jones CoY, P Boyd CoS, P Jess CoMar, A.Traill CoPP, E McElroy IMAP, K Reid SRV, SGS Econmics & Planning – consultant. Report prepared by: Dale Stewart CoM

to: o Council co-investment, o Co-investment with non-Council partners (cash or other contribution), o Fees and charges, o Philanthropic partnerships, o Partnerships with SSA’s;

Advocate to the State Government, and education institutes for the inclusion of sport and recreation facilities in the development of new education sites, and reciprocal arrangements to benefit education and community use and access to facilities.

Work with State Government departments and agencies and other land managers (e.g. Victrack, Development Victoria, Melbourne Water, Parks Victoria etc.) to identify suitable sites for investigation for new facilities and gain access to underutilised land for community sport and recreation;

Establish partnerships and collaborate with SSA’s and key sporting stakeholders to maximise opportunities for the community to participate in sport and recreation, and ensure efficient, effective and sustainable use of sporting facilities;

Provide sustainable, resilient, multi-use community sport and recreation facilities; and Investigate opportunities for the delivery of new sport and recreation facilities to be

provided as part of urban renewal and significant state infrastructure projects.

RECOMMENDATION

7. That the IMAP Implementation Committee resolves, subject to the consideration of any further feedback and subsequent changes, to:

Endorse the draft final report of the IMAP Regional Active Sport and Recreation Facilities Planning Study project;

Provide guidance as to the endorsement process of the report for each Council; and

Approve the development of a project brief and required funding to consider the resourcing, governance model and terms of reference to establish a sustainable Regional Solutions Steering Committee to commence implementation of the regional priorities contained in the report.

1IMAP REGIONAL SPORT & RECREATION FACILITY STRATEGY

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IMAP Regional Sport

& Recreation Facility

Planning StudyJANUARY 2020

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© SGS Economics and Planning Pty Ltd 2019

This report from Inner Melbourne Action Plan Councils was prepared by SGS Economic and Planning. SGS Economics and Planning has taken all due care in the preparation of this report. However, SGS and its associated consultants are not liable to any person or entity for any damage or loss that has occurred, or may occur, in relation to that person or entity taking or not taking action in respect of any representation, statement, opinion or advice referred to herein.

SGS Economics and Planning Pty Ltd ACN 007 437 729 www.sgsep.com.au Offices in Canberra, Hobart, Melbourne, Sydney

http://www.sgsep.com.au

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CALL TO ACTIONInner Melbourne sport facilities are at

capacity and demand is set to double over the next 20 years - significant investment, innovation and a fundamentally different approach is essential to avoid a critical

shortfall.

Without change, people will miss out, impacting community health and well being.

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Definitions

Walking and cycling trails: A path for people to walk or cycle along in or alongside a park or recreation area. Trails have been considered where appropriate for co-use, particularly in outdoor facilities such as large fields where there are opportunities for walking and cycling trails to connect to broader networks.

Informal recreation facilities: Facilities that are used for informal sport and recreation purposes. In the context of this study, this includes group fitness facilities (eg those intended for yoga, aerobics, pilates etc), hit up walls, outdoor gyms and walking and cycling trails. These are not included in the strategy nor the analysis.

Development contributions: Contributions from developers that are collected by Councils. A series of planning tools can be used to ensure new development projects are making a contribution to local open space and recreation infrastructure. Councils can collect contributions from development as part of development contribution plans (where there is a development contribution overlay), Section 173 Agreements(Voluntary planning agreements between a Council and developer) and through open space contributions, covered by Clause 53.01 of the Planning Scheme. Council can negotiate with developers to make cash contributions, or to provide sport and recreation infrastructure within their development.

Facility Hierarchy: A hierarchy for classifying facilities that recognises that facilities cater to different levels of competition and community need. Facilities that are used for adult semi-professional competition purposes require a higher standard of facility than facilities that are used for junior training purposes. This is often tied to competition standards. A facility hierarchy links each facility with a specific standard of maintenance, condition and surface quality.

Service delivery standards: A standard of maintenance, condition and surface quality that Council has committed to provide to a specific facility. This is closely linked the facility hierarchy, as facilities that are higher in the hierarchy require a higher service delivery standard.

Active recreation: Active recreation is leisure time physical activity undertaken outside of structured, competition sport. It is a set of activities within the wider range of physical activity options that also include active living, active transport and sport.

Informal sport: Team sports that are informally organisaed, and occur outside of formal structured competitions and State Sporting Assocations. Eg. Where a group of friends meet up for a game of 3 on 3 basketball.

Passive recreation: Recreation activities that are not about physical movement or activitiy. Eg. Being in nature, reading, having a picnic or spending time with familiy and friends.

Education Institutions: All schools (Government, catholic, independent etc) and tertiary instituions such as Universities and TAFES.

FAC I L I T I E SLarge field: Large ovals that are used for Australian Rules Football (AFL) or cricket. In some instances, a large field can cater for multiple games of a variety of sports or modified sports that can be played on smaller fields. Traditional AFL and cricket are not able to be played on any other facility.

Small field: Small fields that are used for a variety of sports, including but not limited to baseball, football (soccer), hockey, lacrosse, rugby (both codes), softball and a variety of modified sports, e.g. touch rugby.

Indoor facility: Indoor facilities that are typically used for sports such as badminton, basketball, gymnastics, netball, table tennis and volleyball.

Outdoor court: Outdoor hard surfaced courts used for lawn bowls, netball or tennis. Outdoor courts may also be used for basketball.

Athletics field: Outdoor facilities that are used for athletics, including sprinting, relay runs, long jump, high jump, and shot put.

Skatepark: Outdoor areas designated and equipped for skateboarding, inline skating, scooters and/or BMX bike riding.

Golf course: A grass course on which golf is played. Golf courses are not included in the strategy nor the analysis but are considered where appropriate.

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Contents

01 Introduction 9

02 Shared challenges 12

03 Vision 17

04 Principles 19

05 What we need to do differently 22

06 Working together - IMAP sport & recreation facilities priorities 34

07 IMAP Council respective current priorities 37

Appendices 39 1. Principles Checklist

2. The IMAP region

3. Data Analysis

4. Case Studies

a. FC Birrarung Junior Soccer Club (CoM)

b. Yarra Primary School Joint Use Agreement (C.Y)

c. Maribyrnong Secondary College Joint Use Agreements (CoMar)

d. South Melbourne Primary School Joint Use Agreement (CoPP)

e. The Albert Park Hockey and Tennis Centre (CoPP)

f. Fairfield Park Oval Upgrade (CoY)

g. Alma Park Upgrade (CoPP)

h. Scovell Reserve Upgrade (CoMar)

i. Construction of Cricket and Soccer Grounds at Princes Park (CoM)


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Executive summary

Our current facilities are already at capacity and demand is going to double over the next 20 years. If no action is taken, we are facing a crisis situation in sport and recreation with a negative impact on community health and wellbeing in the IMAP region.

Highly efficient and innovative facilities and solutions which balance the growing sporting needs of all of the community will need to become standard practice. This will require the IMAP Councils to act now, think regional, and be pro-active in driving this new approach across the diverse range of stakeholders involved. If this is not done, existing sporting facilities will be unable to cope with demand and people will simply miss out on playing sport.

‘POPULAR CARNEGIE CHARGERS BASKETBALL CLUB CANT FIND ENOUGH COURTS TO TRAINAND PLAY’

Herald Sun, March 9, 2019

‘LACK OF FEMALE FOOTBALL FACILITIES THREATENS DEVELOPMENT OF NEXT WAVEOF MATILDAS PLAYERS’:

The lack of football infrastructure in Victoria is at a crisis point and will not be able to cope with the demand created by the Matildas’ successful World Cup campaign, the chief executive of Football Victoria (FV) has warned.

(ABC, 21 June, 2019)

MELBOURNE MUST USE CITY TOWERROOFTOPS FOR SPORT, REPORT FINDS:

Sports events could be held on the rooftops of inner city towers amid a shortage of traditional facilities caused by rapid population growth.

Herald Sun, August 29, 2018

V I S I O N

The IMAP Councils collectively have a clear vision for the region which incorporates sport and recreational facilities:

“ C o m m u n i t y i n f ra st r u c t u re , o p e n s p a c e , re g i o n a l s p o r t i n g a n d re c re at i o n fa c i l i t i e s a n d s e r v i c e s h ave b e e n s u b sta nt i a l l y e n h a n c e d a n d d e ve l o p e d to m e e t t h e n e e d s o f a ra p i d l y g ro w i n g re s i d e nt a n dwo r ke r p o p u l at i o n ” 1

To achieve this vision all IMAP Councils, Clubs, members and users will need to:

B e b rave , t h i n k d i f fe re nt l y a n d c h a m p i o n n e w ways to s u p p o r t s u sta i n a b l e a n d i n n o vat i ve s p o r t a n d re c re at i o n o p t i o n s w h i c h e q u i ta b l y b a l a n c e e ve r yo n e ’s n e e d s a c ro s s t h e I M A P re g i o n n o w a n d fo r t h e f u t u re .

1Source: (, Inner Melbourne Action Plan 2016-2026. p26. http://imap.vic.gov.au/uploads/Strategy%20Documents/Inner%20Melbourne%20Action%20Plan%20FINAL_Website%20version.pdf)

P R I N C I P L E S

The scale of the challenge faced by IMAP Councils means that demonstrated demand only, while necessary, is no longer sufficient when considering future investment options. A clear set of overarching principles to guide planning and investment is critical to ensure all stakeholders share the challenge faced by the region. Every single opportunity for developing sport and recreational infrastructure needs to be assessed against the following four non-negotiable principles in order to meet the vision.

― Participation and demonstrated need: ― Collaboration and sharing: ― Equity and diversity: ― Resilient and well located facilities:

http://imap.vic.gov.au/uploads/Strategy%20Documents/Inner%20Melbourne%20Action%20Plan%20FINAL_Website%20version.pdf


8 IMAP REGIONAL SPORT & RECREATION FACILITY STRATEGY

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The principles reflect the vision and should be applied to all decision making regarding sport and recreation planning now, and, in the future. They have informed the strategic responses outlined in this strategy and will assist in implementing the actions. They can also be applied as decisions are made in the future, and can be used as a checklist for decision making (Refer Appendix 1).

TO P R E G I O N A L P R I O R I T I E S FO R I M A P:The report proposes the development of a Regional Solutions Steering Committee with the following Terms of Reference: 1. Establish and provide adequate resourcing for a Regional Solutions Steering Committee.

2. Advocate to the state government and State Sporting Associations (SSA’s) for changes to traditional approaches to sport delivery to deal with the growing demand for access to sporting facilities, e.g. modified games, equity of use etc.

3. Develop a coordinated approach to scheduling of facilities which recognises diversity of demand, supports increased participation in sport by underrepresented groups, and deals with emerging changes to sport participation from informal users.

4. Develop standardised policies and procedures where relevant to guide facility management, service delivery, user agreements, and fees and charges.

5. Identify and pursue new investment and funding opportunities, including but not limited to: ― Council co- investment, ― co-investment with non Council partners (Eg. through cash or other contribution), ― fees and charges, ― philanthropic partnerships and ― partnerships with State Sporting Associations.

6. Advocate to the state government and education institutions for the provision of suitable and appropriate sport and recreation facilities, and develop reciprocal arrangements to benefit education and community use and access to facilities.

7. Work with state government departments and agencies and other land managers (e.g Victrack, Development Victoria, Melbourne Water, Parks Victoria etc) to identify suitable sites for investigation for new facilities and gain access to underutilised land for community sport and recreation.

8. Establish partnerships and collaborate with State Sporting Associations and key sporting stakeholders to maximise opportunities for the community to participate in sport and recreation, and ensure efficient, effective and sustainable use of sporting facilities.

9. Provide sustainable, resilient and multi use community sport and recreation facilities.

10. Investigate opportunities for the delivery of new sport and recreation facilities to be provided as part of urban renewal and significant state infrastructure projects.


01Introduction

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P R OJ E CT B AC KG R O U N D

The Inner Melbourne Action Plan region covers the Port Phillip, Stonnington, Yarra, Maribyrnong and Melbourne local government areas. It is expected to experience rapid growth in both population and employment. Between 2016 and 2036, the number of people is expected to grow by 300,000, and the number of jobs are expected to grow by more 435,000. Continued strong population and employment growth will place more pressure on existing services and infrastructure across the IMAP region. The region needs to provide sport and recreation facilities to cope with this growth. Existing sports grounds and related assets are already over capacity in their current states, and unable to absorb further demand. The central location and established history of many of the assets means they are utilised by people from across Metropolitan Melbourne.

Sporting and recreational needs are also evolving. For example, recent rapid growth in female participation across many sports results in increased aggregate demand for ovals and the need for female friendly facilities.

Land in the IMAP area is expensive and simply identifying new facilities on new land is an unfeasible solution. This means that traditional approaches to sport and recreation planning will not be enough to meet the community’s needs. While the IMAP region has some of the best regional facilities in the world, Councils still need to service local demand.

Introduction

IMAP Councils recognise that sport provides a big benefit for the community. One of the goals of IMAP is the creation of ‘Diverse, vibrant, healthy and inclusive communities’. One dimension of healthy communities is an active lifestyle. This means providing more people with opportunities to participate in sport both formally and informally in public, private and education facilities.

A more innovative and holistic solution is required which takes a regional approach and considers opportunities to upgrade or better utilise existing assets in combination with targeted new infrastructure investments. Solutions need to balance the entire community’s needs including the role of new or informal sports and passive open space.

This strategy focusses on access to Council supported sport and recreation facilities and meeting local community demand, and, how IMAP Councils can use their collective resources to create the best outcomes for its local community.

The IMAP Regional Sport and Recreation Strategy is a departure from traditional sport and recreation strategies. It recognises that historic approaches will not be enough to meet current and future demand. It sets out an innovative and progressive regional approach to provides clear strategic direction to assist the IMAP Councils.


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K E Y O BJ E CT I V E S

― Identify gaps in sport and recreation provision through an assessment of supply and demand

― Identify a vision and set of principles to guide future planning and development of local sport and recreation assets

― Establish a collaborative and coordinated approach to sport and recreation planning across the IMAP region

― Recommend innovative approaches to managing and increasing use of existing assets and building new assets

― Recommend strategic responses to inform regional sport and recreation planning

― Recommend key opportunities/actions for investment in new and existing sport and recreation assets which are supported by an evidence base.

This strategy provides an overall framework for regional planning, recognising each Council will also consider local opportunities for improvement. The focus as per the original project brief is on meeting demand for formal sport and recreation facilities. It is not intended to replace local council sport and recreation strategies, nor provide specific individual facility planning. As per the original project brief, it does not provide specific guidance for active recreation such as walking, running and cycling.


02Shared challenges

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Shared challenges

There is high demand for sport and recreation facilities in the region, and Councils share a number of challenges in meeting this demand. These challenges also present opportunities to change how sport and creation facilities are planned, and are summarised in the table below.2

More information on the IMAP region is in Appendix 2.

2Participation rates are sourced from the Australian Government, AusPlay Participation data for the sport sector, 2018.

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2.1 SHARED CHALLENGES AND OPPORTUNITIES

CHALLENGES OPPORTUNIT IES Historic patterns of use

Traditional sports dominate the use of many existing facilities, which often reinforces patterns of use. Changing patterns of use can be met with resistance. Inner city sporting facilities often attract use from across metroplitan Melbourne and sometimes beyond. Community sporting facilities often rely on Council funding for development, upgrades and maintenance, and clubs often seek to keep control of the use of the facilities.

Sporting clubs are a vital component of the makeup of any local community, and make an important contribution to community health and wellbeing. Continue to foster, encourage and develop healthy sporting clubs. Consider opportunities for existing facilities to offer expanded programming to engage with new and emerging sport and recreation participation programs.

Evolving needs In recent years there has been a significant increase in female participation across a wide range of sports. Many facilities are quite old and do not cater adequately for women’s participation. The community increasingly expects high quality and flexible facilities to be provided. Increasing use of sport and recreation facilities by informal users, who do not necessarily want to partake via a traditional club training and competition model. Social media and modern technology are enablers of this way of participating.

Existing facilities can be adapted to support female participation in sport but in many instances require capital improvements. Consider opportunities to make better use of existing places including smaller spaces that may be able to cater for modified activities or non traditional activities, catering for informal activity and those not wanting to join organised sports. Single use facilities can be reconfigured to allow for multiple uses.


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Strong competition for land

High land prices and demands for other land uses restricts opportunities to acquire new sites for sport and recreation facilities. There is increasing pressure to provide new sporting facilities which potentially creates local land use conflicts.

Urban renewal precincts, and other significant urban infrastructure projects, such as Fisherman’s Bend and the Maribyrnong Defence site provide a critical opportunity to realise new sporting facilities. These facilities can service the needs of existing IMAP residents and the needs of the new residents who will be accommodated in the precincts. There are opportunities to provide facilities in non traditional locations, e.g. car parks, repurposed road reserves, and rooftops. Facilities may be delivered across multiple levels.

Funding constraints

In an increasingly challenging financial environment (Eg. rate capping), it can be difficult to secure funding to develop, upgrade and maintain facilities. The community and sporting clubs often expect Council to fund facility upgrades to ensure compliance with sporting guidelines and requirements which can be more complex as competition standards increase.

Further consideration of contributions from developers through planning agreements and planning scheme mechanisms to contribute to identified sport and recreation projects. Review the current state in relation to fees and charges and develop a consistent approach aross IMAP that may generate further funding opportunities. Councils work with SSA’s to identify the best use of facilities to accommodate the greatest number of growing participants, with an emphasis on increasing participation

Scheduling & Programming

Curent use of facilities is not always fair or representative of the local community. Increasing demands for traditional training and competition models with current supply limitations, and current requests for use may conflict with the sustainable capacity of existing facilities. Overbooking facilities or use beyond approvals can result in oversue and facility condition deterioration.

Sporting pavilions and other available spaces, e.g. associated car parks, can cater for traditional and non traditional uses. Multi use of all facilities with appropriate complimentary activities should be encouraged. Digital technology can be better utilised to encourage and support participation and informal use of sport facilities. There may be a need to rethink approaches to scheduling and programming of facilities for training and matches to meet increasing demands, and ensure diversity of use for the community, e.g juniors and seniors, males and females, formal and informal activation.


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Underutilised and poor quality facilities

Particpation in some sports has declined over the last 10 years but there as still some dedicated single use facilities that are now underutilised. Many facilities are aging and lack key components that allow for accessible, flexible, multi community use. Sportsfield use can be compromised by the condition of existing asset components, and maintaining the field at an appropriate, resilient and safe level can be difficult.

Repurpose and upgrade single use facilities where use has declined to support greater use by a wider range of users. Council as land managers to take a proactive role in the programming and scheduling of fcailities to ensure the most efficent use. Upgrade facilities to ensure they are fit for purpose for multi community use. This includes, new sports lighting upgrades, pavilion upgrades to ensure gender equity, sportfield upgrades to increase carrying capacity.

Surfaces Approval for and up front capital commitments for the installation of synthetic surfaces can be difficult to secure. Ongoing maintenance costs are generally lower post installation. There are significant differences in the quality of natural turf sportfields across the region. Well constructed and well maintained fields with quality turf cover, irrigation and drainage components can support significantly more use than sportsfields of lower quality.

Synthetic surfaces with sports lighting allow for significantly more use all year round than natural turf fields. A full cost analysis is required over a long term timeframe to determine the comparisons of maintaining a synthetic field and a natural turf field, with consideration of the benefit of significant extra use. Upgrading low quality sportsfields (turf, irrigation and drainage), and ensuring appropriate maintenance specifications are prescribed for all sportfields regardless of surface type will see a significant increase in the carrying capacity of these facilities.

Ensure surfaces are able to support multiple use to support maximising participation.

State Government Departments and Agencies

Traditional funding mechanisms available to Local Government Authorities (LGA’s), e.g. Sport and Recreation Victoria (SRV) annual grant programs, not commensurate with community sport and recreation needs. Other key agencies that facilitate community sport and recreation in the IMAP area may not be as attuned to the sport and recreation needs and accordingly the management and maintenance of sporting assets is not as high a priority as it would be for local government.

Investigate significant land holdings under state government or other key agency control that could be more effectively used to meet community sport and recreation needs. State Government to work with LGA’s on a funding model that supports broader participation outcomes that enhance community health and wellbeing.

Education Institutions

Sport and recreation facilities provided at many education institutions are often not available for regular community use, and many education institutions use Council facilities, often at a very low cost. Education institution use of Council sports grounds (both formal and informal) contributes to the wear and tear on turf surfaces.

High quality facilities often exist in education institutions and opportunties exist for community use of these facilities outside of school use requirements. Planning for new education institutions should include provision for sport and recreation facilities to meet the demands of the facility. Education institutions should contribute funding to sport and recreation facility maitenance and development when accessing non school facilities. Ensure future joint use agreements include reciprocal arrangements to benefit education and community use and access to facilities.


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2.2 T H E CA S E FO R C H A N G E

The size of the gaps between supply and demand coupled with the spatial gaps in the network mean that IMAP Councils must change how sport and recreation facilities are planned and delivered. For some facility types, there is anticipated to be demand for more than double the number of facilities than currently exist. Historic approaches will not be enough to meet current or future demand.

Whether demand grows or contracts, the challenge for Councils to provide facilities is substantial. Refer to Appendix 3 for more detailed information regarding the gap between supply and demand.

The gaps between supply and demand may change due to a number of reasons. These are:

― Participation rates increase or decline in sports

― There is rapid growth in female participation, (as current trends suggest)

― New sports that are currently not catered for increase demand on existing facilities, or require new facilities

― Alternative forms of play are adopted which reduce game times or competition frequencies

― The capacity of facilities is improved which means that more games can be played.

The gap analys is and spat ia l a l ignment conf i rms Counc i ls exper ience that there is a l ready a shor tage in spor t and recreat ion fac i l i t ies , and that they are not ab le to meet ex ist ing demand.

By 2036 the gap between supply and demand is go ing to be far greater, and there is a cr i t i ca l need to star t p lann ing for th isnow.

A new approach to spor t and recreat ion is requ ired to ensure the loca l communi ty has enough opportun i t ies topar t ic ipate .


03Vision

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Vision

The IMAP Councils collectively have a clear vision for the region which incorporates sport and recreational facilities:

“Communi ty in f rastructure , open space , reg ional spor t ing and recreat ion fac i l i t ies and serv ices have been substant ia l ly enhanced and deve loped to meet the needs o f a rap id ly growing res ident and worker populat ion” 3.

To achieve this vision all IMAP Councils, Clubs, members and users will need to:

Be bold , be brave , th ink d i f ferent ly and champion new ways to support susta inable and innovat i ve spor t and recreat ion opt ions which equ i tab ly ba lance everyone ’s needs across the IMAP reg ion now and in the fu ture .

― Innovation is required because, although new facilities and upgrades are important, they will only go so far in meeting demand.

― Sustainable planning recognises that the community’s future demand for sport is uncertain and complex, and planning needs to be future proof. This means focussing on shared, flexible, efficiently planned, modern facilities.

― The 5 IMAP Councils can learn from each other and tackle common challenges to get the most out of each of their own assets.

― The region needs to ‘share the challenge’ with clubs/players and use their passion/heritage/investment to enable more people to play more sport generally.

― ‘IMAP Councils working as one’ can further address each area’s local gaps and ensure a common voice to influence change with external partners and stakeholders.

― All members of the community are entitled to opportunities to participate, regardless of gender, age, culture or ability.

T h i s i s a c r i t i ca l s p o r t a n d re c re a t i o n c h a l le n g e .

Source: (p26, Inner Melbourne Action Plan 2016-2026. http://imap.vic.gov.au/uploads/Strategy%20Documents/Inner%20Melbourne%20Action%20Plan%20FINAL_Website%20version.pdf)




04Principles

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To achieve the vision, the IMAP Councils need to think differently about every sport and recreation opportunity.

The IMAP Councils are already finding it difficult to meet the existing community’s demand for sport, and facilities are over capacity. High forecast population growth means that the IMAP Councils must be pro-active now to ensure there is a robust network of high quality facilities into the future. Without a clear and shared regional commitment, facilities will be unable to cope with demand and people will simply miss out on playing sport.

The scale of the challenge faced by Councils in providing sport and recreation facilities means that clear, robust and non-negotiable principles to guide planning are critical. Every opportunity for developing sport and recreational infrastructure needs to be assessed against the following four non-negotiable principles in order to meet the vision.

The principles are

― PARTICIPATION AND DEMONSTRATED NEED

― COLLABORATION AND SHARING

― EQUITY AND DIVERSITY

― RESILIENCE

The principles reflect the vision and should be applied to all decision making regarding sport and recreation planning now, and, in the future. They have informed the strategic responses outlined in this strategy and will assist in implementing the actions. They can also be applied as decisions are made in the future, and can be used as a checklist for decision making.

A checklist for each of the principles is included in Appendix 1.

Principles


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PA R T I C I PAT I O N A N D

D E M O N S T R AT E D N E E D

All members of the community have the right to participate in sport and do so in different ways. Any planning and investment in sport and recreation facilities needs to respond to a demonstrated need, and must provide more opportunities for the local community to participate in sport.

E Q U I T Y A N D D I V E R S I T Y

Facilities should be flexible to provide opportunities to participate in as many different sport and recreation activities as possible. Facilities and operational models should support increased diversity in participation, particularly for females and other underrepresented groups.

CO L L A B O R AT I O N A N D S H A R I N G

Councils, Clubs, members and all users need to work together and balance individual needs. All local level facilities need to support shared operational and usage models. Joint planning and investment applications should be encouraged and any investment should consider how it supports broad community health and wellbeing outcomes.

R E S I L I E N T A N D W E L L LO CAT E D

FAC I L I T I E S

Facilities need to be sustainable designed, well maintained, efficiently used and support a range of different uses over as wide a range of hours as practically possible. Facilities should be geographically dispersed to ensure local access, while some regional clusters should support higher level competitions and participation.


05What we need to

do differently

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What we need to do differently

The IMAP Counc i ls must support the i r d i verse and growing communi t ies in l i v ing heal thy and act i ve l i festy les by p lann ing a network o f spor t and recreat ion fac i l i t ies that are shared ,reg ional ly focussed and

res i l ient .

Sport and Recreation

Planning to meet community needs

Regional Solutions

Supportive funding and

management models

Flexible and multi-use facilities Resilient facilities

New facilities

Leverage neighbouring

facilities

Innovative management

Planning in the IMAP region needs to change to meet the challenge of meeting growing demand for sport and recreation facilities. This includes working together as a region, sharing knowledge and resources, upgrading facilities to support greater and more varied use, providing people with equitable access, questioning traditional models of management and pursuing new opportunities for funding.

The 7 strategic responses are a departure from traditional ways of planning for sport and recreation facilities. They provide a new pathway for IMAP Councils to respond to the challenge of meeting the community’s needs for sport and recreation facilities. The strategic responses should not be viewed in isolation and are all equally important.

The strategic responses are overlapping and have a direct relationship with the principles. Each of the strategic responses can be undertaken collectively or by individual Councils.

T H E 7 S T R AT E G I C

R E S P O N S E S


DRAFT

TABLE 1: FRAMEWORK TO SOLVE THE EMERGING CRISIS

PRINCIPLESParticipation

and demonstrated

need

Collaboration and sharing

Equity and diversity

Resilient and well located

facilities

STRA

TEG

IC R

ESPO

NSE

S

Working together – establish regional solutionsImplement innovative management approaches

Leverage neighbouring facilities

Support consistent funding and management models

Create flexible and multi-use facilities

Create resilient facilities

Develop new facilities


DRAFT

Regional solutions are a way for the IMAP Councils to work together to most effectively provide sport and recreation facilities in the region.

Regional solutions require commitment and input from a range of stakeholder groups. A formal governance and decision making structure is essential in managing and driving successful project implementation.

The formation of a Regional Solutions Steering Committee will support collaboration and a new way of planning for bold and aspirational sport and recreation service delivery in the IMAP region. It requires a commitment from each Council to share resources and knowledge.

R E G I O N A L S O LU T I O N S S T E E R I N G

CO M M I T T E E ― The steering committee will allocate

responsibilities for undertaking relevant actions contained within this strategy across the IMAP Councils.

― Overall, the steering committee will:

• Provide unified advocacy to the state government and other key stakeholders such as State Sporting Associations

• Identify, pursue, co-invest and deliver new regional sporting facilities as a collective of Councils

• Create shared principles and policies for management of facilities across the region

• Co-ordinate programming and development of existing regional sporting assets for IMAP regional use to maximise the benefit of co-located facilities.

The priorities for the Regional Solutions Steering Committee are listed in Section 6: Working together: IMAP sport and recreation facility priorities.

STRATEGIC RESPONSE:

Working together - Regional solutions


DRAFT

Innovative management requires IMAP Councils to think differently about how facilities are managed and programmed. This includes modifying how sports are played, creating fairer scheduling of facilities, and better programming of facilities.

Case Study: FC Birrarung Junior Soccer Club Case Study (See Appendix 4)

M O D I F I E D GA M E S ― Partner with State Sporting Associations to

influence alternative programming in sports. Eg.

• Change playing time to allow more matches to be played. Eg. junior sports

• Change competition frequencies. Eg. from weekly to fortnightly to allow more people to participate

• Modified size playing spaces• Alternating competition schedules,

including ones where women’s matches rotate with men’s matches on weekends at high quality facilities

• Use non traditional spaces for modified or pop up sport and recreation activities.

S C H E D U L E S ― Develop a consistent approach to scheduling

of facilities which recognises diversity of demand and supports increased women’s participation in sport, underrepresented groups and access for all abilities

― Support community clubs in delivering a broader range of sport and recreation offerings

― Ensure sporting clubs share facilities better with other users through pro-active management and relationship building

― Create action plans for monitoring of facilities to ensure that time allocations are adhered to by sporting clubs, and that summer and winter scheduling encroachment is restricted.

P R O G R A M M I N G ― Create shared and standardised principles

and policies for management of facilities across the region

― Prioritise programming of formal high quality spaces for competitions and increase use of informal spaces for training purposes

― Explore community interest in an early morning league and alternating competition schedules

― Extend operating hours of facilities and promote early morning/ late night competitions

― Implement digital technology such as phone apps to support bookings of sports fields and informal recreation spaces use by casual users

― Ensure that formal sport and recreation strategies align with other strategies designed to promote a healthy lifestyle.

STRATEGIC RESPONSE:

Implement innovative management approaches


DRAFT

Councils need to find more funding for sport and recreation facilities. This includes philanthropic funding opportunities, planning mechanisms, greater contributions from sporting associations, applying service delivery standards and requiring higher fees for use.

P L A N N I N G S C H E M E M E C H A N I S M S ― Consider including new facilities

and upgrades to sporting facilities in development contribution plans and voluntary planning agreements with developers

― Determine the appropriate allocation of funds collected as a public open space contribution from development for use in developing sporting infrastructure and increase alignment with other Councils.

S E R V I C E D E L I V E R Y S TA N DA R D S – ― Develop a shared hierarchy of facilities which

recognises that different levels of service delivery are required

― Apply benchmark levels of service provision to determine level of Council funding of facilities.

F E E S FO R U S E ― Review fees for use and establish benchmark

fees for different types of facilities

― Establish fair and equitable fees for use for booking recreation spaces for sport, including regular bookings by education institutions

― Establish a signage levy for different facilities types as appropriate.

CO N T R I B U T I O N S F R O M S P O R T I N G

A SS O C I AT I O N S, C LU B S A N D

E D U CAT I O N I N S T I T U T I O N S ― Establish and apply consistent benchmark

levels of service provision based on facility type and hierarchy to determine standards for Council service delivery, above which user pays

― Require sporting associations and clubs to make a contribution to maintenance when a standard above benchmark levels of provision is expected or required

― Negotiate with relevant SSA’s for investment in local facilities

― Ensure that capital contributions for sporting facility upgrades from clubs do not equate to guaranteed exclusive or shared use rights and seek capital contributions toward the development of new and upgraded facilities by sporting associations where appropriate

― Require a contribution for upgrades/redvelopments of Council owned facilities by education institutions in exchange for access

― Advocate for education institutions to be required to make a contribution to public open space.

P H I L A N T H R O P I C F U N D I N G ― Identify and pursue opportunities for

philanthropic partnerships

STRATEGIC RESPONSE:

Support consistent funding and management models


S E R V I C E D E L I V E R Y S TA N DA R D S

Agree the level of maintenance and condition of facilities which is tied to the type of facility, and the quality that is required.

It is recognised that Councils are not in a position to provide the same level of service delivery across all facilities, and, different levels of competition require different standards within facilities. Eg. Large fields mainly used by junior leagues do not require the same quality of surface, or of change room facilities as those played by adult State level teams.

A set or hierarchy of service delivery standards would provide guidance on the level of maintenance and the condition that is required across all facilities- where a service delivery standard will be allocated to each facility.

The standard can be used to prioritise upgrades, and to ensure that there is equitable provision of higher quality facilities.

DRAFT


DRAFT

Leverage neighbouring facilities or non-Council owned facilities to improve the offering of sport and recreation facilities to local residents by negotiating access to non Council owned or managed land and facilities. This can be through establishing joint use agreements, negotiating use of facilities within schools and universities, and working with state authorities with significant land assets.

Case Studies: Yarra Primary School, Maribyrnong Secondary College and South Melbourne Primary School Joint Use Agreements (See Appendix 4)

J O I N T U S E AG R E E M E N T S ― Identify opportunities for joint use

agreements in urban renewal areas where sporting facilities are located in new community infrastructure such as schools

― Apply templates developed by Department of Education to guide joint use agreement development

― Negotiate with schools and universities for joint use agreements with their sporting facilities, including aquatic facilities

― Expand remit of joint use agreements to consider reciprocal arrangementss and expanded use of education sport facilties.

L A N D LO CAT E D O N S C H O O L

G R O U N D S A N D W I T H I N

U N I V E R S I T I E S ― Negotiate access to school and university

facilities in exchange for their use of Council owned facilities (including Department of Education and Training owned facilities and Associated Public School (APS) owned facilities)

― Consider making capital contribution for sport and recreation facility upgrades in school developments

― Negotiate with the Department of Education and Training to ensure facilities used by the community meet building and sporting standards

― Negotiate with APS schools for access to sport and recreation facilities in areas where there are gaps in supply

― Advocate for education instititutions to plan their own facilities.

L A N D M A N AG E D B Y S TAT E

A U T H O R I T I E S ― Advocate to State Government and Parks

Victoria for improved facilities and access for users on land they manage

― Consider making contributions to sport and recreation facility upgrades on Parks Victoria Land

― Advocate to Melbourne Water, Development Victoria and Victrack for sport and recreation use of underutilised land holdings.

STRATEGIC RESPONSE:

Leverage neighbouring facilities


DRAFT

Creating flexible and multi use facilities means that Councils are making the most efficient use of Council owned facilities assets. Facilities that support multiple uses also mean that even if people’s appetite for playing different sports change, the facility can be adapted to meet this demand. These strategic responses include providing facilities that are adaptable and flexible, providing pavilions that are fit for purpose, gender inclusive, and able to be used for non sport purposes, programming new and alternate uses of facilities and changing the use of land when it is underutilised.

Case Study: The Albert Park Hockey and Tennis Centre Case Study (See Appendix 4)

A DA P TA B L E A N D F L E X I B L E

FAC I L I T I E S ― Include multiple line markings in all facility

upgrades to support use by a range of different sporting types and consider multi use surface upgrades where appropriate

― Prioritise facilities for repurposing (see LGA summary tables in Appendix 3)

― Provide access for smaller and minor sports and activities

― Where possible add infrastructure to support adaptable and flexible court dividers.

F I T FO R P U R P O S E A N D G E N D E R

I N C LU S I V E PAV I L I O N S ― Prioritise pavilion upgrades so they are

fit for purpose and aligned with a service delivery hierarchy (Service delivery hierarchy to be developed, refer to page 27). Fit for purpose means pavillions are gender and age accessible, Access for All Abilities and access for other underpresented groups. See tables for assets requiring pavilion upgrade in IMAP Sport And Recreation Strategy Technical Report.

― Ensure all facility upgrades apply universal design principles.

P R O G R A M M I N G N E W A N D

A LT E R N AT E U S E S ― Reprogram and/or repurpose existing

facilities to engage with new and emerging sports that are rising in popularity

― Use programming to redirect community use away from sport and recreation activities where there are not enough facilities to meet demand to alternate and equally attractive activities where there are sufficient facilities

― Encourage programming to introduce new people to sporting activities, and include programming for Access for All Abilities, women, older age groups and underrepresented groups.

STRATEGIC RESPONSE:

Create flexible and multi-use facilities


DRAFT

N O N S P O R T U S E O F FAC I L I T I E S

― Work with sporting clubs so sporting club managed facilities are accessible to the broader community

― In partnership with Council venue bookings staff, support programming of sporting pavilions to provide access to community and social groups

― Design facilties for multiple community uses and challenge expectations of storing club specific equipment

― Deliver a community engagement program to introduce people to sport and encourage more people to participate

― Include walking and cycling trails in masterplans and facility upgrades where appropriate

― Better utilise sporting infrastructure for informal uses.

I N FO R M A L R E C R E AT I O N

O P P O R T U N I T I E S ― Review existing single use facilities

for repurposing to multi-use facilities, prioritising those where participation rates are declining

― Identify opportunities for sport and recreation in Council assets such as roads and car parks and negotiate for sport and recreation uses to be considered in road developments and Council owned car parking upgrades.


DRAFT

Resilient facilities are accessible, sustainably designed and can sustain high levels of use. It includes lighting and surface upgrades, and master planning and design.

Case Studies: Fairfield Park Oval upgrade, Alma Park upgrade and Scovell Reserve upgrade. (See Appendix 4)

L I G H T I N G A N D S U R FAC E

U P G R A D E S ― Establish guidelines for synthetic fields across

the IMAP region to increase capacity

― Prioritise outdoor assets for lighting and ground upgrades to extend hours of play (see tables in Section 6)

― For all lighting upgrades further investigation is required to identify the most suitable facilities within the asset for the upgrade, and the level of lighting upgrade required (Eg. Community training and competition standards)

― Prioritise outdoor facilities for resurfacing to synthetic materials and mult use surface upgrades.

M A S T E R P L A N N I N G A N D D E S I G N ― Prioritise assets for master planning where

land use is inefficient and where alternative models of play can be promoted

― Apply universal design principles to all new facilities and facility upgrades

― Apply sustainable design principles to all new facilities and facility upgrades

― In any outdoor facility upgrade, review existing infrastructure and remove where it restricts alternate sports uses (Eg. Fences and scoreboards)

― Monitor scheduling of facilities to ensure their capacity to support formal play is not exceeded

― Incorporate water sensitive design into masterplans to promote local water recycling and reuse.

STRATEGIC RESPONSE:

Create resilient facilities


DRAFT

There are few opportunities for new land to be directly purchased in the IMAP region for new facilities. However, there are opportunities for new facilities to be provided as part of the development of urban renewal precincts and new buildings and on surplus or underutilised land.

Case Study: Construction of Cricket and Soccer Grounds at Princes Park Case Study (See Appendix 4)

U R B A N R E N E WA L P R E C I N CT S ― Negotiate with developers and advocate

with the state government for critical new sporting facilities to be provided in major urban renewal precincts and state infrastructure projects including:

• Fishermans Bend urban renewal precinct • Bradmill redevelopment site in Yarraville• Maribyrnong defence site • Dynon Road • Arden Macauley precinct• Josephs Road precinct

― Ensure individual Councils work internally so that sport and recreation opportunities are considered in strategic planning feedback to the state government

― Prioritise building and advocating for new outdoor facilities in urban renewal precincts

― Investigate providing informal active recreation opportunities such as walking and cycling connections in urban renewal precincts and new developments where formal sports facilities cannot be delivered.

S U R P LU S A N D U N D E R U T I L I S E D

L A N D ― Build new facilities within existing sport

and recreation facilities where land is underutilised as part of an overall masterplan approach

― Identify, pursue, co-invest and deliver new regional sporting facilities

• on land no longer required by the state, or

• on underutilised land along transport corridors or that becomes available in new transport projects.

N E W D E V E LO P M E N T S ― Negotiate with developers to provide

facilities on site instead of providing a cash contribution as part of Clause 53.01 sof the Victorian Planning Scheme. (See also ‘Open Space Contributions’ in Section 173 agreements)

― Aggregate sport and recreation provision in new developments to ensure best outcomes for the community

― Co-ordinate the development of new and different facilities which better cater for high levels of use

― Support development of multi-level indoor sports facilities.

STRATEGIC RESPONSE:

New facilities


06Working together -

IMAP sport & recreation facilities priorities

DRAFT


Working together - IMAP sport & recreation facility priorities

The formation of a Regional Solutions Steering Committee recognises that together, IMAP Councils have a greater voice in influencing urban renewal and state government projects. The steering committee promotes a shared approach to sport and recreation planning, while recognising that each Council will have greater involvement in specific projects in their own area.

The steering committee creates an opportunity to provide support and share knowledge across the IMAP Councils, leading to improved outcomes.

The following priorities provide the terms of reference for the Regional Solutions Steering Committee.

DRAFT


DRAFT

1. Establish and provide adequate resourcing for a Regional Solutions Steering Committee

2. Advocate to the state government and State Sporting Associations (SSAs) for changes to traditional approaches to sport delivery to deal with the growing demand for access to sporting facilities, e.g. modified games, equity of use etc.

3. Develop a coordinated approach to scheduling of facilities which recognises diversity of demand, supports increased participation in sport by underrepresented groups, and deals with emerging changes to sport participation from informal users.

4. Develop standardised policies and procedures where relevant to guide facility management, service delivery, user agreements, and fees and charges.

5. Identify and pursue new investment and funding opportunities, including but not limited to:

• Council co- investment, • co-investment with non Council partners, (Eg. through cash or other contribution),• fees and charges,• philanthropic partnerships, and• partnerships with State Sporting Associations.

6. Advocate to the state government and education institutions for the provision of suitable and appropriate sport and recreation facilities, and develop reciprocal arrangements to benefit education and community use and access to facilities.

7. Work with state government departments and agencies and other land managers (e.g Victrack, Development Victoria, Melbourne Water, Parks Victoria etc) to identify suitable sites for investigation for new facilities and gain access to underutilised land for community sport and recreation.

8. Establish partnerships and collaborate with state sporting associations and key sporting stakeholders to maximise opportunities for the community to participate in sport and recreation, and ensure efficient, effective and sustainable use of sporting facilities.

9. Provide sustainable, resilient and multi use community sport and recreation facilities.

10. Investigate opportunities for the delivery of new sport and recreation facilities to be provided as part of urban renewal and significant state infrastructure projects.

Top regional priorities for IMAP


07IMAP Council respective

current priorities

DRAFT


C I T Y O F M A R I B Y R N O N G ― New Indoor stadium (location TBA).

― Maribyrnong Aquatic Centre upgrade.C I T Y O F M E L B O U R N E ― Redevelopment of Kensington Community Recreation Centre

and North Melbourne Community Centre.

― Multi use synthetic sports turf installations – Princes Park, Edmund Herring Oval.

― New open space opportunities per Open Space Strategy.

― Implement Melbourne City Baths Masterplan.

― Community Sporting Pavilion upgrade works.C I T Y O F P O R T P H I L L I P ― Develop Prohasky Park into a community sports precinct and

construct netball courts at Elder Smith Reserve.

― Investigate opportunities to establish a Parkour course as part of an informal sport and recreation hub.

― Improve carrying capacity at existing sports grounds as required via drainage works and installation of sports lighting.

― Create two new multi-use synthetic surface sport spaces and convert two existing natural turf sport spaces to multi-use synthetic turf.

― Collaborate with Parks Victoria and Albert Park Reserve sporting stakeholders to maximise participation opportunities at the Reserve.

C I T Y O F S TO N N I N GTO N ― Implement the Percy Treyvaud Memorial Park Masterplan.

― Develop Masterplans for Sir Zelman Cowen Park and Central Park with consideration for community sport and recreation use and needs.

― Investigate installation of multi-use synthetic sports surface for Birrell Reserve.

C I T Y O F YA R R A ― Gasworks redevelopment Fitzroy: Construction of new six court multi use indoor stadium.

― Facility redevelopment including boat storage at Panther Pavilion (Ivanhoe Northcote Canoe Club).

― Consideration for a Parks Victoria collaboration.

IMAP Council respective current priorities

DRAFT


DRAFT

Appendices

A P P E N D I X 1: P R I N C I P L E S C H E C K L I S T

When planning for facilities, assess each investment (whether in a program, new facility or facility redevelopment) against the following checklist.

; Participation and demonstrated need

Does this project:

� Ensure there are opportunities for all members of the community regardless of skill level, gender, age, ability, physical capacity or cultural background to participate in sport and recreation

� Ensure there are diverse range of ways to participate in sport, including as an individual, within a small or large team, indoors or outdoors, during winter and summer, and as a child or as an adult

� Program facilities to provide pathways to participation for all members of the IMAP resident and worker community

� Support sporting clubs and recognise their value and contribution to local communities

� Use digital technology to support participation and informal use of sports facilities

� Apply evidence based decision making based on participation rates in different sports to assist in

� scheduling use of facilities � prioritising facility upgrades � prioritising development of new infrastructure

; Collaboration and sharing

Does this project:

� Recognise the IMAP Councils as a unified region where sporting facilities are shared across Council boundaries

� Adopt a regional approach to influencing sports and their programming

� Plan for new regional facilities that are shared across IMAP Councils � Share costs of delivering and managing new regional facilities across

IMAP region � Adopt a consistent approach to managing facilities which prioritises

community benefit. � Ensure opportunities for participation are equitable across sports

and local government areas � Lead negotiations for sharing facilities in schools and university,

private enterprises, underutilised public sites and brownfield sites with the local community when not in use to ensure most efficient outcomes

� Ensure State investment in new facilities recognises and supports local community use

� Consider sharing passive public open spaces with active recreation � Lead negotiations with government agencies who own and manage

land that could be used for sport and recreation purposes � Recognise sports grounds for their role in walking, dog walking,

cycling and jogging path networks � Provide a combination of formal and informal recreation offerings

; Equity and diversity

Does this project:

� Ensure there is equitable programming for underrepresented groups, in particular, women and girls in field sports

� Ensure facilities, including pavilions are gender inclusive and accessible

� Equitably distribute use of facilities across different sporting types � Schedule facilities to ensure the IMAP community has good access

to a range of sport and recreation opportunities � Establish a hierarchy of facility types to meet local and regional

needs � Ensure opportunities to participate in different established sports

(Eg. AFL, soccer, tennis, basketball, netball etc) as well as new and emerging sports are equitable

� Build relationships with State Sporting Associations to foster more efficient and equitable use of facilities

� Ensure pro-active Council involvement or guidance in the management of facilities that have historically been managed by sports clubs or other providers

� Ensure Councils lead the scheduling and programming of all facilities and support State Sporting Associations

� Ensure fees and service delivery standards are equitable across sports and Council areas

; Resilient and well located facilities

Does this project:

� Ensure all new or redeveloped facilities are multi use and also support non sporting use

� Ensure outdoor fields are durable and well lit to support high levels of use

� Provide multiple line markings on outdoor courts to support range of uses

� Apply a consistent hierarchy to determine appropriate standards for each facility type

� Ensure all new or redeveloped facilities reflect a commitment to sustainability and universal design principles in their design

� Ensure local sports facilities are accessible by walking and public transport

� Ensure regional sports facilities are accessible by car, and where possible by public transport

� Support colocation of facilities with informal recreation opportunities, including walking and cycling trails


A P P E N D I X 2 – T H E I M A P R E G I O N

IMAP Context

The IMAP region includes the Cities of Maribyrnong, Melbourne, Port Phillip, Yarra and Stonnington. These are the innermost Councils of Melbourne and share many characteristics.

High intensity urban environment

― The IMAP region is characterised by higher density housing and a greater concentration of employment than any other part of Greater Melbourne – there are many people living and working in the region.

High forecast growth

― The population of Maribyrnong, Melbourne, Port Phillip, Yarra and Stonnington is forecast to exceed 830,000 people by 2036, growing by more than 300,000 people from 2016.

― The number of jobs is expected to exceed 1.2 million by 2036, growing by more than 435,000 jobs from 2016.

― There is forecast to be concentrated growth in urban renewal precincts such as Fishermans Bend, Arden Macauley and the Maribyrnong Defence Site.

― Home to state significant open spaces

• A number of elite sporting precincts such as Melbourne Cricket Ground and Rod Laver Arena exist which are inaccessible to the local community for sporting use.

• Culturally valuable parks and gardens such as Botanic Gardens and Kings Domain are not suited to sport and recreation.

Refer to the IMAP Sport and Recreation Technical Report for a more detailed assessment of the IMAP region.

DRAFT


A P P E N D I X 3: DATA & A N A LY S I S

Understanding demand for sport and recreation facilities

Demand for IMAP’s sport and recreation facilities requires consideration of numerous drivers. Local residents and workers as well as people living outside of the IMAP region place demand on facilities. Facilities also meet demand created by different types of uses. This includes demand from established formal sports (those that have competition and training schedules) and also by people playing informally. Eg. A group of friends using a basketball court in a park for a game of 4 on 4 basketball.

DEMAND FOR SPORT AND

RECREATION FACILITIES IN

IMAP

Established formal sports

Local residentsSport rules and

regulations

Local workers

External users Supporting infrastructure

Private facilities

Spatial alignment

Informal sports/ useNew/ emerging formal

sports

USES:

USE

RS:

Clubs

Demand is further influenced by the requirements of sporting clubs, rules and regulations, the presence or absence of supportive infrastructure, whether there are private facilities meeting demand and whether facilities are suitably located.

DRAFT

INFLU

ENCES:


Understanding supply

Assessing the supply of sport and recreation facilities that the local community can use is also complex. Some of the reasons for this are:

― There are facilities that the community uses that are not managed by Council. Councils often have limited or no control over these, and limited data about the existence and characteristics of facilities. Eg. facilities located at private schools or owned by private clubs.

― Each facility has unique site characteristics which means that how much and what type of use they can sustain varies. Ie. Two games of soccer are able to be played on some AFL fields but not all, and high quality natural fields can support almost twice as much play as poor quality ones.

― Many facilities are used by a number of different sports, who use the facility in different ways: this might include the amount of space they require, and the amount of time they spend.

― Individual sports also have different needs depending on the league. Eg. Junior leagues often use smaller fields, and so several junior matches can occur concurrently on one large field. However only one senior match can be played in the same space.

― Different sporting codes have varying requirements for facilities, including change room facilities and field size.

― Pavilions (change rooms) are often co-located with several facilities and it is not possible to identify which facility they are used by or whether they are shared.

― Specific details of supportive infrastructure is not readily available. Eg. gender accessible change room facilities.

DRAFT


Existing supply of sport and recreation facilities

There are currently almost 500 sport and recreation facilities across the IMAP region. Given that different sports often require similar facilities for play, sports were grouped by facility type for analytical purposes. These are shown in Table 2. (Refer to facilities definitions on page 5)

TABLE 2: SPORTS AND FACILITY TYPES

Sport Facility typeAustralian Rules Football Large FieldCricket Large FieldSoccer Small FieldSoftball Small FieldBaseball Small FieldTouch Football Small FieldHockey Small FieldRugby League Small FieldRugby Union Small FieldLacrosse Small FieldBadminton Indoor FacilityVolleyball Indoor FacilityGymnastics Indoor FacilityTable Tennis Indoor FacilityBasketball Indoor FacilityLawn Bowls Outdoor CourtNetball Outdoor CourtTennis Outdoor CourtRowing PavilionSkateboarding SkateparkInline Skating SkateparkSwimming Pool Swimming PoolAthletics Athletics Facility

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DRAFT

It is acknowledged that individual outdoor facilities have the capacity to sustain different levels of use. This is a result of their surface, and the presence or absence of lighting.

TABLE 3: FACILITIES SUPPLY

Facility supply Melbourne (C)

Yarra (C)

Port Phillip (C)

Stonnington (C)

Maribyrnong (C)

Total

Large Field 33 15 29 15 25 117Small Field 16 10 14 9 10 59Indoor Facility 15 9 19 4 5 52Outdoor Court 96 39 53 53 39 280Rowing Pavilion 8 0 2 2 1 13Skatepark 3 2 2 3 3 13Swimming Pool 9 3 9 10 2 33Athletics Facility 0 1 1 1 0 3Total 180 79 129 96 85 570Source: SGS Economics and Planning 2019

Facilities located on Parks Victoria land

City of Yarra and City of Port Phillip are home to a number of outdoor facilities that are owned and managed by Parks Victoria and are not able to upgrade/ repurpose these facilities. Six of the 15 large fields in the City of Yarra and 22 of the 29 large fields in the City of Port Phillip are owned and managed by Parks Victoria.

Forecast demand for sport and recreation facilities

Future demand for sport and recreation facilities is uncertain. Forecast demand has been estimated for this report based on the demand generated by the residential population of the IMAP region4. It uses AusPlay data to estimate children’s demand for sports facilities and Exercise, Recreation Survey Results (ERASS) from 2010 for adults. These datasets include participation rates for sports in Victoria.

The forecasts outlined are intentionally simple and are useful for understanding demand at the aggregate IMAP region level. It is acknowledged that it is impossible to accurately forecast demand for facilities as it is both complex and uncertain. Taking current trends and projecting them into the future provides a useful benchmark for understanding the scale of growth in demand that is likely to occur in the region.

Table 4 and Table 5 summarise the demand for facilities in 2016 and in 2036. It shows that demand is expected to grow by more than 50 per cent across all facility types by 2036.

4The assessment does not account for anticipated growth in participation in certain sports, such as women and girls participation in traditionally male dominated field sports, nor does it account for decline in participation rates, such as lawn bowls. It also does not account for local variation in participation rates, eg. whether a greater percentage of the population participate in basketball in the City of Melbourne than the Victorian average.


DRAFT

TABLE 4: DEMAND FOR FACILITIES IN 2016


Yarra (C)

Port Phillip (C)

Stonnington (C)

Maribyrnong (C)

Total

Large Field 35 25 29 30 24 143Small Field 27 20 23 25 20 115Indoor Facility 30 23 26 27 23 129Outdoor Court 60 41 49 49 38 238Rowing Pavilion 1 1 1 1 1 5Skatepark 3 2 2 2 2 10Swimming Pool 17 12 14 14 12 69Athletics Facility 2 1 2 2 2 8Total 174 125 145 151 121 716Source: SGS Economics and Planning 2019

TABLE 5: DEMAND FOR FACILITIES IN 2036


Yarra (C)

Port Phillip (C)

Stonnington (C)

Maribyrnong (C)

Total

Large Field 67 35 42 39 40 224Small Field 53 29 34 32 34 182Indoor Facility 59 32 38 36 38 204Outdoor Court 114 58 70 64 64 370Rowing Pavilion 3 1 2 1 1 9Skatepark 5 2 3 3 3 16Swimming Pool 32 17 20 19 19 108Athletics Facility 3 2 2 2 3 12Total 337 177 211 197 202 1,125Source: SGS Economics and Planning 2019


Gaps in meeting demand

The gap analysis compares the supply of facilities in the region, with the demand generated by residents in the region5.

The gaps in sport and recreation facilities provision are identified by comparing the existing demand and supply for sport and recreation facilities.

5It does not incorporate use of private facilities, such as those located in private schools, public schools or private clubs, nor does it account for people using other locations for participation. Eg. People who swim regularly may do so only in their private pools, or, in the ocean. It assumes that each facility is able to support average levels of play.

TABLE 6: GAPS IN SUPPLY

Facility 2016 2036Large Field 26 107Small Field 56 123Indoor Facility 77 152Outdoor Court -42 90Rowing Pavilion -8 -4Skatepark -3 1Swimming Pool 36 75Athletics Facility 5 9Total 225 634Source: SGS Economics and Planning 2019

CASE STUDY: LOSS OF SPORTS FIELDS

Land use pressures and competing needs has led to a reduction of sports fields and some facilities in the City of Melbourne’s portfolio since at least the mid 1980’s. Changes to the functions and management structure of the part of Yarra Park that is currently managed by the Melbourne & Olympic Park Trust has seen sporting ovals and other sporting facilities removed, e.g. Old Scotch and Old Xavier Ovals, and other areas reallocated primarily as training venues for elite sporting teams, e.g. 2 ovals at the area known as Gosch’s Paddock. These areas are no longer available for community sports and recreation and no replacement facilities have been provided.

Similarly in Royal Park, other developments has also led to the loss of several ovals: an oval off Manningham Street due to the Wetlands project, one Flemington Rd Oval due to the new Royal Children’s Hospital, LC Mills Field & a turf cricket ground as a result of the State Netball and Hockey Facility. Other facilities have also been lost over time, for example a turf cricket facility adjacent to Macarthur Road, and many synthetic cricket pitches in Royal Park, Princes Park and Fawkner Park; these largely due to risk management issues and the requirement to meet the relevant sport guidelines for the provision of playing facilities. The cumulative impact of the loss of sports playing spaces, with no alternate spaces created, has made it increasingly difficult for Council to meet the growing demands for organised sport and recreation and places increased pressure on other ovals to meet this demand.

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Spatial gaps

The gaps in the network are also looked at spatially. Ie. what parts of the IMAP region do not have access to a facility type within 2 kilometres. These can be explored using the online mapping platform: https://www.sgsep.com.au/maps/2020/melbourne-imap-sporting-facilities. The information for each facility can also be looked at by hovering over the facility.

FIGURE 1: FACILITIES INFORMATION

Source: SGS Economics and Planning

Figure 1 - Figure 4 illustrate the catchments for various types of facilities. There are gaps in the indoor facilities catchments in Kingsville, Maribyrnong and St Kilda. There are also a number of gaps in the swimming pool catchments, with the largest gaps in Maribyrnong and Port Melbourne where Fishermans Bend is located.

The coverage of large fields show no major gaps in the network, however the concentration of facilities in Albert Park Precinct, Fawkner Park and Royal Park is clear.

Refer to the IMAP Sport and Recreation Strategy Technical Report for detailed data analysis documentation.

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https://www.sgsep.com.au/maps/2020/melbourne-imap-sporting-facilities


FIGURE 2: INDOOR FACILITY CATCHMENTS

FIGURE 3: SWIMMING POOL CATCHMENTS

FIGURE 4: LARGE FIELD CATCHMENTS

Source: SGS Economics and Planning 2019

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A P P E N D I X 4: CA S E S T U D I E S

CASE STUDY: FC BIRRARUNG JUNIOR SOCCER CLUB

The establishment and growth of FC Birrarung Soccer Club provides an example of the kinds of growth the City of Melbourne is facing in terms of participation in organised sport. Formed in 2007, the club first trained and played with one team in 2008. This grew to 5 teams in 2011, 11 teams in 2012 and by 2018 the club was fielding 27 teams. These 27 teams represent 375 junior soccer players (300 male, 75 female). Training at Princes Park in Parkville, the club runs training sessions 4 nights a week with games also played on Sundays. The Upgrade of the facilities in Princes Park, including the lighting which allows for training in the evening during the week, have supported this growth.

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CASE STUDY: YARRA PRIMARY SCHOOL JOINT USE AGREEMENT

The play area at Yarra Primary School was ready for an upgrade and the school was barely able to maintain the ageing facility when Council approached them with a view to entering into a joint use agreement (JUA) with the Department of Education and Training and the School Council.

The JUA led to a $380,000 improvement to the school’s play area, with Council contributing $290,000 and the school, $90,000.

In return for Council’s investment, the JUA guarantees community access to the facility outside school hours for an initial term of 25 years, with an option for a further 10 year term.

Upon completing the landscape works at the school which included additional play features, BBQ and picnic facilities, a turf playing area and table tennis table, Council accepted selected maintenance services at the site, while the school continues to carry other services.

While no capital works occurred on the basketball court, the playing area is covered by the JUA and the facility is well used by the broader community.

The JUA also identifies asset replacement responsibilities over the life of the agreement.

Having previously investigated the acquisition of new land in Richmond at approximately $5M (plus improvements) the investment at Yarra Primary adds to the local network of recreational facilities at a fraction of the cost.

YARRA PRIMARY 2016 YARRA PRIMARY 2018

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CASE STUDY: MARIBYRNONG SECONDARY COLLEGE JOINT USE AGREEMENTS

Maribyrnong Secondary College has 2 indoor courts which are currently used after school hours mostly by sporting clubs from other municipalities. The City of Maribyrnong in partnership with MSC is currently working on a joint use agreement to ensure access to these courts for local users. While the initial beneficiary of the joint use agreements will be local basketball clubs the College also has facilities for hockey, soccer (synthetic pitch), tennis, netball and a gymnasium. Council owned land adjacent to the College is being redeveloped to create a high quality oval. The joint use agreement will optimize shared use between the College and Council with regards to sports fields, indoor courts, and an aquatic and wellbeing centre creating a sports hub within the municipality.

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CASE STUDY: SOUTH MELBOURNE PRIMARY SCHOOL JOINT USE AGREEMENT

The City of Port Phillip (CoPP) and Department of Education and Training delivered a new primary school and intergraded community facilities at the Ferrars Street Education and Community Facility. This is a catalyst project in the Fishermans Bend urban renewal area and Council is committed to support the emerging community as a family-friendly precinct. Councils aim is to create an environment that provides excellent, wide-ranging services for both the school and surrounding local community. The sports facilities at the School include two multipurpose sports courts (one indoor and one outdoor). The school uses these facilities during school hours with CoPP being responsible for managing / booking the courts outside of school hours via a joint use agreement with the School.

City of Port Phillip also manage two community multipurpose rooms, a Kindergarten and Maternal Child Health and Allied health consulting rooms at the school.

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CASE STUDY: THE ALBERT PARK HOCKEY AND TENNIS CENTRE

― The Albert Park Hockey and Tennis Centre in Melbourne operates as a tennis club during the summer months and as a hockey pitch, available for hire, during the winter season. The venue is a purpose-built, premium artificial grass facility, jointly operated by the City of Port Phillip and Wesley College.

― The APTHC is the only hockey facility in Port Phillip and is optimised by it becoming casual tennis courts which are publicly accessible (in that hirers are not required to become members of a club) during the summer season. The tennis operator offers casual court hire and professional tennis lessons.

― During the summer season Wesley College uses the facility during school hours, with community access available before and after school hours and throughout the school holidays. During the winter season the usage made up of club hockey and Wesley College with the balance being casual hire or the facility not being used.

― The management arrangements for the facility have proven to be an effective and efficient means of providing community sport opportunities that Council could not otherwise offer

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Costs to Council: oval and lights: $780,000, pavilion and parking: $1.7M

FAIRFIELD PARK OVAL 2011 FAIRFIELD PARK OVAL 2018

CASE STUDY: FAIRFIELD PARK OVAL UPGRADE

Originally designed as an Australian Rules Football oval, Fairfield Park in the City of Yarra had been used as a soccer facility for many years and was in poor condition.

Though the playing surface measured 15,176m2 for cricket, the oval shape, the available lighting and the slope away from the oval meant that only one soccer pitch (7,500m2) was usable in winter, reflecting an underutilised facility.

During the renovation of the oval in 2013 the playing surface was regraded to 13,000m2 to accommodate one full size (7,500m2) and one junior soccer pitch (5,500m2), effectively doubling the hours of use.

Both ovals are fully floodlit and the cricket net facility was moved off the playing field to minimise the impact on the oval. The oval continues to be used for cricket in summer.A pavilion upgrade followed in 2015 when the 1960s building was demolished and a new building was constructed with four change rooms, a kitchen and social area to ensure the facility is fit for purpose for decades to come.

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CASE STUDY: ALMA PARK UPGRADE

Alma Park is a valued outdoor space for schools, sporting groups and the community that the City of Port Phillip has improved through a suite of upgrades. Stage 1 of these upgrades included a new sports pavilion, playground, turf and garden works which were complete in 2017.

Stage 2 of the Alma Park upgrade commenced at the end of February 2018, and is now nearing completion, the works include a new fitness station, multipurpose cricket nets and a stormwater harvesting scheme.

Saving valuable drinking water is a high priority for the City of Port Phillip as we look to a sustainable future. The scheme will capture and treat stormwater from the Alma Stormwater drain, store it under the Alma Park sports field and then use it to irrigate the sports field and adjacent park areas. Up to 18 megalitres of stormwater will be captured and reused by the scheme each year. This will significantly reduce the need to irrigate the park area with drinking water. It will also provide an alternative source of water for our open spaces and will increase our water security, particularly in drier times, and improve the quality of water entering the bay.

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CASE STUDY: SCOVELL RESERVE UPGRADE

When the 3 existing buildings at Scovell Reserve in Maidstone were listed for replacement it was initially expected that they would be replaced by a new pavilion in the same location on the site. The reserve had 1 compliant soccer pitch and 1 non-compliant senior cricket oval. By combining the club needs into a single building and locating that building on a different part of the reserve (the north of the site) Maribyrnong City Council was able to deliver a compliant senior cricket oval by repositioning the turf wicket to the centre of the open space along with 2 full size senior soccer pitches either side of the turf wicket area. Council investment of approximately $2.5M.

SCOVELL RESERVE (ABOVE EXISTING SURFACE, BELOW, PROPOSED CHANGES)

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SUMMER CONFIGURATION (LEFT) 2 turf cricket grounds with 65 metre radius boundary – Premier Cricket

2 synthetic cricket grounds – community cricket (not to be used at same time as Premier Cricket)

WINTER CONFIGURATION (RIGHT)

6 full size soccer pitches

Turf tables protected with growth mats

Synthetic wickets covered with a “winter” cricket pitch cover

CASE STUDY: CONSTRUCTION OF CRICKET AND SOCCER GROUNDS AT PRINCES PARK

Identified by Melbourne City Council in their 2012 Princes Park Master Plan approved by Council this project was funded by the Victorian Government in 2013. Responding to increased demand in community sport and recreation it provides maximum flexibility for use and upgraded a large area of the park previously used for parking when AFL matches were held at the Carlton Recreation Ground.

Maintaining the open character of this parkland was an important consideration when developing the Master Plan.

The upgrade involved:

― Reconstruction of 70,000 m2 of natural turf. The turf used in the area is Village Green Kikuyu, a drought tolerant species that remains green all year round.

― Installation of 2 turf tables for Premier Cricket and 2 synthetic cricket wickets (summer season configuration) and 6 x rectangular pitches (winter season configuration). The new turf tables (Santa Ana couch) are 18m x 25m. The new synthetic wickets are both 2.7m x 25m, covered by a “winter” synthetic pitch cover during the winter months

― Sports lighting was provided for the whole area to maximize use, particularly in winter months when community sport clubs need lighting for midweek training. Lighting to entire area is at 50 lux; or a combination of 100 lux and 50 lux for parts of the area.

The provision of two new synthetic wickets provides the opportunity for community cricket use during the week, Saturdays mornings and Sundays as Premier Cricket only needs the wickets for play on Saturday afternoons.

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IMAP Implementation Committee Final Report IMAP Regional ... Agendas/2020 March/Att 6... · 6 March...

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