Table of Contents
1
2
3
4
5
6
EXECUTIVE SUMMARY .......................................................................................... 1
1.1
Benefits of Leisure ........................................................................................... 1
1.2
Overview .......................................................................................................... 1
1.3
Consultation Program Overview ...................................................................... 2
1.4
Key Findings .................................................................................................... 2
1.5
Conclusion ....................................................................................................... 3
RATIONALE .............................................................................................................4
2.1
Purpose of the Plan ........................................................................................4
2.2
Maroondah Leisure and Cultural Strategy 1997-2007 .....................................4
BACKGROUND .......................................................................................................5
3.1
Maroondah Snapshot ......................................................................................5
3.2
Maroondah City Council – What and Why? ............................................... 6 - 8
DEVELOPING THE PLAN .......................................................................................9
4.1
Definitions ........................................................................................................9
4.2
Scope ..............................................................................................................9
4.3
Methodology .................................................................................................. 10
4.4
Consultation Program ............................................................................ 10 - 11
STAGE 1. UNDERSTANDING THE LEISURE CONTEXT ................................... 12
5.1
Relevant Council Plans and Policy ........................................................ 12 - 13
5.2
Leisure Trends - Literature and Policy Review ...................................... 14 - 17
5.3
Other Considerations ............................................................................. 18 - 21
STAGE 2. UNDERSTANDING OF CURRENT COMMUNITY .............................. 22
6.1
Socio-Demographic Profile .....................................................................22 - 24
6.2
Service Mapping ............................................................................................ 25
6.2
Community Consultation .......................................................................... 27-35
6.3
Internal Organisational Consultation ...................................................... 36 - 39
7
KEY FINDINGS ...................................................................................................... 40
8
KEY RECOMMENDATIONS .................................................................................. 43
9
CONCLUSION ...................................................................................................... 43
10
ACKNOWLEDGEMENTS ...................................................................................... 44
11
APPENDICES ........................................................................................................ 50
Appendix 1 – 2009 - 2013 year Action Plan ............................................................ 50
Appendix 2 – Maroondah Leisure Organisations Listing......................................... 56
Appendix 3 – Active Leisure Participation Analysis ................................................ 58
1. Executive Summary
1.1
BENEFITS OF LEISURE
Maroondah City Council recognises that participation in physical activity plays an important role in
ensuring the optimal health and well being of its community. Understanding and focusing on the
benefits of maintaining a physically active lifestyle is an essential part of the leisure planning
process.
Research shows that there are four distinct benefits:
Personal Benefits
incorporate individually focused outcomes such as improved health and physical fitness, developing
leadership skills and meeting new people.
Community Benefits
refer to the positive outcomes, which are achieved through the community participating together.
Outcomes include increased social connectedness and achieving a sense of belonging through
people sharing a common interest, increased community pride, community wellbeing and
engagement.
Economic Benefits
incorporate benefits such as reduced pressure on the overall health care system, reduced medical
expenses, improved employee physical and mental health leading to increased productivity and
reduced absenteeism and employment generation within the leisure industry.
Environmental Benefits
incorporates benefits such as the protection and enjoyment of the natural environment and the
increased utilisation of active transport options such as walking and cycling.
1.2
OVERVIEW
Maroondah City Council’s Leisure Services Strategic Plan has been developed by Council in
partnership with the community, leisure service providers and other key stakeholders. It builds on
the initiatives and accomplishments of the Maroondah Leisure and Cultural Strategy 1997-2007.
Based on consultation with the community, the future direction for Council’s Leisure Services Team
is to create an environment which,
“supports and encourages increased community involvement in physical activity through creating
supportive environments for participation and maximising available choices through advocacy,
information and community support.”
The development of the Plan has been informed by the results of a comprehensive community
consultation program and a service mapping assessment. This was undertaken to gain the specific
data required to develop a clear understanding of the current Maroondah community, determine
community need and service gaps; and to identify where Council should be prioritising resources.
The key findings identified within the Plan will be utilised to inform planning for the provision of
Council’s Leisure Services, however given that Council is about to commence a comprehensive
review of Major Leisure Facilities, specific references to planning for the future of Maroondah Major
Leisure Facilities will not be included within this document.
The purpose of this Plan is:
To identify a clear strategic direction for Maroondah City Council’s leisure planning and
provision of recreational, leisure and sporting services over the next five years. The Plan will
provide a structure to ensure that all actions are derived from a shared organisational and
community vision.
1
1.3
CONSULTATION PROGRAM OVERVIEW
The following processes and tasks were undertaken to gather information and data for this Plan:
Stage 1 - Understanding the Leisure Context
Existing Maroondah City Council plans, relevant State, Federal and Local Government policy
documents, as well as industry literature were reviewed to gauge current trends, issues, strategic
priorities and developments that may impact upon the provision of leisure in Maroondah.
Stage 2 – Understanding the Current Maroondah Community
The primary goal of Stage 2 was to establish a clear understanding of the current situation within
the City of Maroondah. Whilst Stage 1 focused on industry trends, government priorities, legislative
constraints and infrastructure developments, Stage 2 focused on establishing the following:




Who comprises the Maroondah community?
What are their current leisure patterns?
What are the current issues and constraints?
What are the community expectations?
In order to gain input from a wide cross section of residents, organised groups, commercial
providers and sport clubs, a number of different consultation techniques were adopted.
Feedback results from these consultations are reflected in the priorities and strategy
recommendations outlined in this Plan.
Step 3 – Developing a Strategic Approach
Five key thematic areas emerged from the analysis of data collected from Stage 1 and 2 of the
consultation program. Under each theme a number of strategies were prioritised and high-level
actions developed. Over the next five years these strategies will be implemented through Council’s
Leisure Services Team’s annual Service Delivery Plan. The Service Delivery Plan will address each
strategy with clear and measurable key performance indicators and allocated financial and human
resources.
1.4
KEY FINDINGS
The report key findings were grouped according to the following 5 themes:
1 Asset Development & Management - The strategic development and management of
Council owned facilities used for community leisure.
2 Information & Communication – The development of effective systems for the
management of data and the communication of information to and from the community.
3 Strategic Partnerships & Collaborations - The facilitation and /or strengthening of
new and existing relationships with both internal and external service providers and
other relevant organisations.
4 Policy Development and Review - The development and regular review of policies,
processes and planning tools to guide and facilitate the strategic direction of Leisure
Services and to align all future planning to Council’s Strategic Planning Framework.
5 Service Development - The continuous improvement of service that responds to
identified need, industry trends, community need, Council direction and comprehensive
evaluation and is guided by the development of effective planning, processes and
systems.
2
The priorities and strategies and high-level actions developed to guide the implementation of these
key themes are detailed at the end of this document (refer appendix 1).
Further detail including key result areas and performance indicators will be developed each year as
part of the Council’s Annual Service Delivery Planning process.
1.5
CONCLUSION
This Plan follows a systematic approach that will address identified issues and position Council to
take a leadership role in the planning, advocacy, coordination and provision of leisure services. It
will also support individuals and leisure organisations through an enhanced advocacy and
community-strengthening role for Council, its partners and the community.
Council recognises the need to continually improve services and maximise the opportunities on
offer. Council also recognises that it needs to use its limited resources as efficiently and effectively
as possible in order to obtain the best outcomes for the community. It also acknowledges that in
order to achieve the best outcome and ensure sustainable practices, it may be necessary to reevaluate current priorities and provide greater emphasis on certain leisure functions.
Through the development of the Leisure Services Strategic Plan, Council has clarified a primary
role in the planning and delivery of leisure to the Maroondah community to be:
“To support and encourage increased community involvement in physical activity through the
creation of supportive environments for participation and to maximise available choices through
advocacy, information and community support.”
Overall this Plan has identified a number of key issues and considerations that have influenced or
have the potential to influence the provision of leisure within Maroondah.
From these,
recommendations have then been developed which will guide the provision of Council’s Leisure
Services. The five year strategic action plan will guide the further development of new policies,
programs and initiatives which will improve practices, respond to demonstrated need and will
strengthen the capacity of the community to provide a wide range of quality leisure options
encouraging increased participation in physical activity.
3
2. RATIONALE
2.1
PURPOSE OF THE PLAN
The development of this document forms a starting point of a comprehensive planning process to
define a clear strategic direction for Maroondah City Council’s Leisure Services in the planning and
provision of recreational, leisure and sporting services over the next five years. Stage 1 aims to
identify future planning requirements, industry trends, relevant policy and legislation and emerging
issues which may impact leisure service planning and provision in Maroondah. The service
mapping and participation data serves to gain an understanding of Maroondah’s current physical
activity levels and identify the geographic spread of participation rates and their correlation to the
availability of facilities and services.
2.2
THE LEISURE AND CULTURE STRATEGY 1997 - 2007
As part of Council’s goal and commitment to ensure service provision is in line with best practice in
leisure and recreation services, a Leisure and Culture Strategy was developed in 1997 for a tenyear period. The current Plan builds on the significant work and achievements of this initial
Strategy.
It is important to reflect on the achievements of the 1997 – 2007 Leisure and Culture Strategy. This
will ensure continuous improvement as Council, in partnership with stakeholders, work towards a
more focussed, integrated, coordinated and improved leisure planning and provision system for
Maroondah’s Community. The following, are some of the many achievements specific to the
objectives outlined in the Leisure & Culture Strategy.


The creation of a separate Arts and Culture Team within the Leisure Culture and Youth
Department.
The construction and development of Maroondah Federation Estate as a multipurpose
cultural centre.

The continued development and introduction of events –
 Maroondah Festival
 Know your Parks Program
 Carols by Candlelight
 Australia Day Community Celebrations
 Walking to Fitness Program
 Winter Arts Program
 Reconciliation Week activities
 Commonwealth Games Community Celebrations

Policy and Procedure development –

Development of the Sporting Facilities User Guide.

Ground Development Policy,

Use of Open Space Policy,

Dedication Policy,

Fireworks Policy,

Best Value continuous improvement systems.

Successful applications for Sport and Recreation funding, 7 successful applications (2004 –
2007) for a total funding amount of $280,200. Commonwealth Games Community event
funding - ($45,000) Arrabri Community House ($120,000 each year 2004 – 2007) and
various other grants for festivals and programs throughout the duration of the plan. Please
note all funding identified here was only for the period of the Leisure and Culture Strategy.

Development of a leisure database system for seasonal sports ground allocations and
leisure groups’ contact information.
4
3. BACKGROUND
3.1
MAROONDAH SNAPSHOT
Maroondah is derived from the aboriginal word ‘maroon’, meaning ‘leaves’ which symbolises the
municipality’s green environment. It covers a geographical area of 61.4 sq km and is located 25kms
east of the Melbourne CBD. Maroondah includes the suburbs of Ringwood, Ringwood North and
East, Heathmont, Warranwood, Croydon, Croydon North and South, Croydon Hills, Bayswater
North, Kilsyth South and parts of Kilsyth, Wonga Park and Vermont.
The two major retail centres at Ringwood and Croydon, as well a significant industrial area in the
south, dominate the economy of Maroondah. It mainly consists of developed suburbs however
suburbs to the north are semi-rural in parts, set amongst native bushland.
Maroondah is home to 287 recreation organisations and 166 sporting clubs including 20 football
clubs, 16 netball clubs, 15 cricket clubs and 5 soccer clubs. There are 45 Sporting Ovals; 27
pavilions dedicated to these ovals; 3 bowling clubs; 2 community gardens, 2 athletics tracks, a
croquet club; 13 tennis clubs - 82 courts; 10 court outdoor netball centre and 6 multiuse indoor
halls. There are also 3 golf courses, a multiuse stadium, aquatic facilities and a combined aquatic
and fitness centre, which come under the direct management of Council’s Major Leisure facilities.
Maroondah is also home to five Neighbourhood Houses and boasts a comprehensive listing of
community organisations offering varied leisure opportunities for differing interests, ages and
abilities. Maroondah has a significant number of active organisations for retirees and in recent
years has seen an increase in churches offering a range of social and leisure programs to extend
their reach within the community.
Each year Maroondah City Council participates in the Local Government Victoria’s (LGV) Annual
Community Satisfaction Survey. The survey gauges residents’ satisfaction with each Council’s
overall performance, advocacy, responsiveness and community engagement. In 2008 Council’s
overall performance rating was 69%. The community satisfaction indexed rating for overall
performance in the provision and management of recreation facilities was 72%, which represented
a 6% increase from 2007 results. The most recent Community Satisfaction Survey for 2009 shows
this rating has again increased to 78%.
5
MAROONDAH CITY COUNCIL – WHAT AND WHY?
3.2
There are many service areas of Maroondah City Council that provide and / or support the provision
of leisure opportunities within the City. Service areas include Open Space, Parks and Works, Aged
and Disability Services, Children’s Services, Youth Services, Arts and Culture, Community
Development, Major Leisure Facilities and Leisure Services.
The later two areas while similar in title have different roles within Council. Major Leisure Facilities
oversee the management of Council’s six major leisure facilities whilst Leisure Services focuses on
the facility management and allocation of 72 community buildings, staging of special events and
festivals, general community participation, club liaison, sports ground allocation and the strategic
development of leisure through planning and policy making.
Fundamental to the implementation of Council’s roles and responsibilities, is Maroondah’s Strategic
Planning Framework. The framework sets out the relationship and priority order of Council’s
strategic documents that will guide the development and implementation of the Plan. These
documents include:




Maroondah 2025: A Community Planning Together,
City of Maroondah Council Plan 2009-2013
Maroondah Health, Safety and Wellbeing Plan (Municipal Public Health Plan)
Maroondah’s Municipal Strategic Statement
Each year Council undertakes a strategic review of its Council Plan. The Council Plan articulates
the strategic direction and priorities of the Council for the next four years. The Council Plan and
other strategies, plans and policies have informed the development of the Strategic Leisure Plan.
The relationship between Maroondah 2025, the Council Plan and Leisure Services planning are
outlined below:
Maroondah 2025
Long Term Strategic Vision
Council Plan
8 Year Strategic Plan
7 Strategic Objectives
1. Economic
Development
& Employment
2. Community
Literature and
Policy Review
Information and
Communication
3. Leisure &
Culture
4. Urban
Design &
Development
5. Transport
Leisure Services Strategic Plan
2009 – 2013
Policy Development
& Review
Service
Development
Action Plan
Broad actions outlining the key tasks
Leisure Services Annual Service Delivery Plan
Specific measurable actions with allocated
human and financial resources
6
7.
Infrastructure
Community
Consultation
5 Key Themes
Strategic Partnerships
& Collaborations
6. Natural
Environment
Asset Development
& Management
8. Governance
& Corporate
Support
MAROONDAH CITY COUNCIL ORGANISATIONAL STRUCTURE
CEO
Corporate
Solicitor
OPERATIONS &
INFRASTRUCTURE
Facilities &
Building Services
Engineering &
Infrastructure
Services
Operations
Public Affairs
COMMUNITY &
LEISURE SERVICES
CORPORATE
SERVICES
CITY DEVELOPMENT
Community
Services
Finance &
Governance
Planning &
Sustainability
Leisure, Culture &
Youth Services
Resident Services
Major Projects &
Economic
Development
Information
Technology
Major Leisure
Facilities
Human
Resources
Revenue, Property
& Customer
Service
Leisure Services planning and provision occurs across a wide cross section of Maroondah City
Council Departments. The internal key stakeholders are as follows:
 Leisure Culture and Youth Services – Planning and provision of programs, advocacy and
facilitator of community networks, training and support.
 Major Leisure Facilities – Provision of fitness & lifestyle programs within major leisure facilities.
 Public Affairs - Assist in the promotion of programs and events.
 Operations- Responsible for the maintenance of parks and bushland reserves.
 Community Services – Advice and assistance with disability access, seniors’ recreation groups,
community safety and other collaborative projects related to community health and wellbeing.
 Facilities & Building Services - Advice & management of Capital Works Projects &
maintenance of buildings
 Engineering & Infrastructure Services - Advice & management of Capital Works Projects and
strategic planning relating to the ongoing lifecycle management of Council’s assets.
Major Leisure Facilities is the department of Council, which is responsible for the management of
Council’s six major leisure facilities. The department is positioned under Council’s Community and
Leisure Services Directorate, and has its own management structure separate from Council’s
Leisure, Culture and Youth Services Department.
7
Leisure Culture and Youth Services Department Structure
Manager Leisure Culture & Youth Services
Senior Capital Projects Officer
Open Space Coordinator
Team Leader
Arts & Cultural Services
Team Leader
Leisure Services
MAG Gallery Curator
PA/Admin. Officers
Team Leader
Youth Services
Manager
Karralyka Centre
Leisure Services Technical
Admin. Officer
Youth Services Planning &
Policy Officer
Functions & Events
Co-ordinator
Cultural Events & Liaison
Officer
Leisure Services
Planning & Policy
Officer
Youth Programs Worker
Theatre & Events
Co-ordinator
Arts Planning & Policy
Officer
Leisure Services Programs
& Events Officer
MAG Curator’s Assistant
Youth Programs Worker
Executive Chef
Youth Programs Worker
MFE Customer Service
Sports & Community
Liaison Officer
& Admin Officers
Theatre Technician /
Co-ordinator
Youth Programs Worker
Facility Co-ordinator
Wyreena Co-ordinator
Admin.
Customer
Program
Officer
Service
Officers
Officer
Arrabri Community House
Co-ordinator
Admin.
Staff
School Focused Youth
.Service Co-ordinators
Children’s
Services
Box Office Finance
Co-ordinator
Admin & Box Office
Co-ordinator
Leisure Services
Maroondah City Council’s Leisure Services currently supports and / or provides a range of leisure
opportunities to the Maroondah community through:












Casual and Seasonal allocation of sports fields and pavilions
Tenancy agreement development and management
Community House support – 4 centres & direct management of Arrabri Community House
Events and Festivals - direct service provision and community support
Community sporting liaison and advocacy
Capital works project planning and co-ordination
Grants allocation, administration, advice and support
Promotion of participation in physical activity
Information dissemination and direct liaison with leisure groups
Leisure Planning and policy development
Facility management of 72 community buildings
Club development initiatives
The core function of the Leisure Services Team is to support and encourage increased community
involvement in physical activity. This can be achieved in many ways and through both direct and indirect
service provision. Direct service provision includes programs and activities directly provided by Leisure
Services, such as the annual ‘Walking to Fitness’ Program. Indirect service provision is maximising
opportunities for community based physical activity by increasing the skills and resources of others. This
may be achieved by advocacy and lobbying with peak sports bodies and State and Federal Government
for increased funding for community programs and facilities, providing information and skill development to
local clubs and groups, facilitating local networks to encourage partnerships and monitoring industry trend
and participation patterns to ensure local service planning is relevant to community need.
In recent years Government policy and funding programs have encouraged and supported Local
Government to shift their focus from direct service provision to a focus on delivering services in partnership
with community organisations. This approach has been adopted to provide a united and sustainable
approach to creating a more physically active community.
8
4. DEVELOPING THE PLAN
4.1
DEFINITIONS
Leisure
While this Plan recognises that the term ‘leisure’ is open to personal interpretation, for the purposes
of the Plan, leisure is defined as the collective term for sport and recreational activities both formal
and non formal.
Sport
The Australian Sports Commission has a long-established definition and criteria for recognising
which activities are defined as sports. ‘Sport’ is defined as: 'A human activity capable of achieving a
result requiring physical exertion and/or physical skill which, by its nature and organisation, is
competitive and is generally accepted as being a sport’.
Recreation
Recreation is an activity a person chooses to participate in during their discretionary time which
generates an attitude characterised by feelings of enjoyment and satisfaction. Recreation may be
active or passive.
Formal activity
Organised, structured activity that may involve membership.
Non formal activity
Unstructured activity which may be undertaken either individually or with others at any given time.
Key Themes
Opportunities or challenges as identified by the community and stakeholders.
Strategy
A broad statement designed to identify the main tasks and challenges required to address the
priority.
4.2
SCOPE
This plan advocates for a holistic approach to leisure planning which considers all potential
stakeholders throughout all stages of planning and evaluation.
The primary purpose of this Plan is to develop and clear understanding of the current Maroondah
community in terms of demographical information, the current leisure opportunities available and
current participation data. The consultation program will also inform Council of the barriers to
participation specific to Maroondah and the current issues and future needs of Maroondah clubs
and schools. The information collated will be considered against industry trends, relevant planning
and legislative considerations and national statistics.
The purpose of the Plan is not to replace existing core services but to utilise the research findings to
identify gaps and areas for improvement in Council’s leisure services provision. Strategies and
actions will be developed to address these areas and to provide a holistic service aimed at
improving access to, and participation rates in physical activity in Maroondah.
Implications for Council’s Leisure Services planning and delivery will be summarised for each
subsection of the document.
9
4.3
METHODOLOGY
A Steering Committee was established with representation from Council’s Leisure, Culture and
Youth Services Department, Community and Health Services, Parks and Works, Open Space and
Major Leisure Facilities to refine the purpose of the Plan and monitor the progress of the project.
4.4
CONSULTATION PROGRAM
Maroondah City Council’s commitment to community consultation processes that empower and
inform residents has been formalised in the Community Participation Policy endorsed by Council in
April 2000. The principle underpinning this policy is a partnership approach with the community,
which is reliant upon Council empowering the community by consulting on issues that affect
residents.
This Plan is the outcome of a community consultation program; consultation with Council staff,
community groups, sport and recreational clubs, peak industry bodies, churches, not for profit
organisations and schools. The following processes and tasks were undertaken to gather
information and data for the development of this Plan.
Stage 1 - Understanding the Leisure Context



Reviewed relevant Council policies / plans / documents
Reviewed State, National and International leisure trends
Analysed current external considerations relating to local infrastructure development &
changes in legislation such as the building code.
A detailed review was undertaken using the steps outlined above in order to 'review the scene' for
the Plan and gain an understanding of existing strategies and of past research/issues relevant to
leisure within the municipality. Part of this research included examining other strategic planning
models developed for similar municipalities, to identify the positive and negative aspects of their
approaches.
Stage 2 – Understanding the Current Maroondah Community






Undertook a demographic analysis
Analysed 418 Active Leisure Participation in-field surveys
Analysed 137 sport and recreation club surveys
Conducted 8 community consultation sessions
Interviewed 13 key stakeholders (key individuals involved in the provision of aspects of
Council leisure service delivery)
Developed a map identifying the geographical spread of physically active leisure options
available in Maroondah
The primary goal of Stage 2 was to establish a clear understanding of the current situation within
the City of Maroondah. Whilst Stage 1 focused on industry trends, government priorities, legislative
constraints and infrastructure developments, Stage 2 focused on what the community had to say.
In order to gain input from a wide cross section of residents, organised groups, commercial
providers and sport clubs, a number of different consultation techniques were adopted.
10
To collect information on residents’ patterns of participation in physical activity a face-to-face
intercept survey was undertaken at 7 key sites across the municipality. The results of this survey
were supplemented by 8 facilitated community sessions to capture feedback from key groups, who
hold a stake in the provision of leisure services in the municipality. The consultation program also
involved a series of interviews with relevant Council Officers to gauge the key strengths, barriers
and potential opportunities currently known to Council. Stage 2 consultation also involved surveying
sport and recreation clubs from Council’s community database. The Clubs’ Survey was designed to
gauge current constraints for existing clubs and Council.
Feedback results from these consultations are reflected in the priorities and strategy
recommendations outlined in this Plan.
Step 3 – Developing a Strategic Approach





Categorised all information into common themes
Identified five key thematic areas
Developed strategies and priorities for each key theme
Prepared Final Report
Address priorities and strategies through actions in the Leisure Service Team’s annual
Service Delivery Plan
Through a series of internal workshops, five key thematic areas were identified and priorities and
strategies and high-level actions developed. Over the next five years these strategies will be further
actioned through the Council’s Annual Service Delivery Planning process.
This Plan creates the framework for a staged approach to the long-term strategic planning and
provision of Council’s Leisure Services. The priorities identified in this document will require further
detailed research and analysis to fully understand the future needs of the Maroondah community.
Internal and external partnerships will also require further development to be in a strong position to
develop a shared future direction that all partners take ownership and responsibility for.
11
5. Stage 1 - UNDERSTANDING THE LEISURE CONTEXT
The purpose of stage one of the consultation program was to gain a broad understanding of the
context for the Plan. This included the review of existing strategies from all levels of government,
past research into trends and issues and current developments that may influence leisure provision
in Maroondah.
5.1 RELEVANT COUNCIL POLICIES AND PLANS
To fully understand the leisure environment as it relates to Maroondah City Council, the Plan must
highlight the relevant links between current Council policies and plans and leisure service provision.
The Plan must ensure that the recommended future direction correlates and complements these
linking documents and above all reflects Maroondah’s vision, Maroondah 2025.
Maroondah 2025 is the driving force for Maroondah’s Strategic Planning Framework. The vision
that:
Maroondah will be a vibrant city. It will have an active community, a strong local economy
and a diverse cultural life in a prosperous and sustainable environment,
ensures that all strategies and plans developed to achieve this vision continue to respond directly to
the values and aspirations articulated by the community.
The Maroondah 2025 vision covers every aspect of life within the municipality. Seven key themes
were identified to ensure that no part of the vision would be missed. Themes specific to leisure

Maroondah will maximise opportunities for choice, involvement in and access to
quality culture and leisure experiences.

Diversity – Maroondah will ensure that residents of all ages, abilities and backgrounds
have access to a wide and diverse range of passive and active sporting and recreation
opportunities and facilities.

Facilities – Maroondah will provide a wide range of flexible facilities that support
diverse sporting, leisure, cultural and arts activities and are accessible to all members
of the community.
The Council Plan also recognises the importance of leisure opportunities across a number of
strategies including:
Provide and promote accessible, affordable, flexible and where appropriate, integrated
multipurpose facilities and services, catering for the current and changing needs of the
community.
Increase community awareness of and equity of access to leisure and cultural opportunities
and benefits.
12
Other relevant Council Plans and Policies, include
Council Plan / Policy
Key Outcomes Relevant To Leisure Services
Health, Safety & Well-being Plan
* New plan under development
“Through the existing network of leisure facilities, explore
options and promotion of leisure / recreation options for
people of all ages.”
“Implement program of audit and review of local leisure
facilities and develop a plan in relation to upgrading these
facilities.”
Making the Best of Open Space – Tailor open space to our changing times
Open
Space
Strategy
(2005)
Protect local character and biodiversity
Maroondah City Council
Encourage cycling and walking
Cater for social family recreation
Design diversity, sustainability and accessibility
Create the best mix and distribution of open space
Disability Policy and Action Plan
(2008 - 12) Maroondah City Council
Broadly promote the range of services and activities that
Council and other services/groups in Maroondah provide.
Ensure that information regarding accessibility of Council’s
facilities, events and services is provided on all promotional
and information material.
Ensure all Council checklists include the elements needed to
provide disability access and maximum inclusion.
Explore the feasibility of requiring all community events
funded through Council’s Community Grants and Arts and
Cutural Grants Programs to be accessible and inclusive.
Maroondah Healthy Ageing Healthy “To support a range of affordable and accessible
Future Plan (2007) Maroondah City recreational and leisure activities available to older people
Council
which promote healthy lifestyles and positive wellbeing.”
Maroondah Early Years Plan – A “Greater awareness amongst children and their families
Focus for Early Childhood Education, about their wellbeing, and healthy lifestyles.”
Care and Health In Maroondah.
(2005) Maroondah City Council
“Enhance social connectedness within local communities”
Maroondah Leisure Strategic Plan: To assist community sporting clubs and associations in their
2003- 2008
activities as a means to foster community association and
Maroondah Leisure Management
neighbourhood connectedness.
Team
In partnership with our community and stakeholders further
improve and develop the levels of active leisure participation
and the health of the community.
13
Evaluation, planning and development of an ongoing
program of responsive health and wellness initiatives in
partnership with local health providers.
Create better alliances with other Council
departments to improve community outcomes.
Service
Liaise with Council’s Leisure, Culture and Youth Services
Department, to increase usage of ML facilities for their
programs.
Implications for Leisure Planning and Provision in Maroondah
Council must ensure that the Leisure Services Strategic Plan and all future planning is consistent
with, and takes into consideration, the relevant recommendations, strategic directions and policy
positions of endorsed Council Plans and Policies. The Leisure Services Team take the lead in
ensuring ongoing representation on relevant consultative committees to ensure that cross council
action plans with links to leisure planning and provision are consistent with this Plan.
The strategies and plans highlight Council’s focus on the promotion and provision of accessible
services for all ages, interests and abilities.
5.2
LEISURE TRENDS - LITERATURE AND POLICY REVIEW
There have been significant changes in the leisure and recreation interests of the community over
recent years and in the types of leisure and recreation opportunities available to the community.
These changes reflect the following:










higher education levels
increased awareness and use of technology
changed work and business hours
greater community affluence and standards of living
the willingness to pay for high standard experiences
insurance and litigation issues
changed cultural mix of the community
greater expectations of quality and professional service
greater awareness of the benefits of leisure involvement
the ageing of the population.
The broad social, economic and attitudinal changes occurring in society have led to some or all of
the following changes in community leisure behaviour as noted through literature and anecdotal
evidence:

A trend toward participation in non-competitive and passive activities rather than traditional
formal sports

A preference for a more diverse range of flexible leisure pursuits, which offer participants the
option to participate on a casual basis.

Decrease in traditional team sports and equally significant increases in non-competitive but
active pursuits such as cycling, walking and swimming
14

Participation in recreation activities across a wider period of the day and week with a major
move to week day evening sports participation and weekend involvement with non-sporting
pursuits and spectating

Increased demand for personalised leisure services, as evidenced by the growth in the
market for personal trainers, 'boutique' health and fitness providers, fitness videos and home
gyms

The use of natural and wilderness areas for a wide diversity of often conflicting uses. These
include conservation and nature studies, educational activities, bushwalking, skiing, four
wheel driving, BMX and mountain bike off-road cycling.

Increased focus on risk management and escalating public liability premiums are a major
concern for the leisure industry.

A growing trend for families to share leisure activities rather than pursue a wide range of
different activities

Regulation and loss of access to areas for activities that are considered high risk or
damaging to the natural environment.
In response to these behavioural changes, leisure providers are:
 Providing a wider mix of leisure opportunities for the community
 Raising standards of provision and professional management
 Developing a focus on leisure programming, user experiences and long term personal and
community outcomes rather than on facilities provision
 Pursuing opportunities that allow families to participate together or concurrently within the
same location.
International Trends
Over recent years Western statistics have highlighted the need to consider the provision of leisure
services in the community as a priority as the facts and figures associated with obesity and physical
inactivity are of concern. According to the World Health Organisation Global Strategy on Diet,
Physical Activity and Health:




At least 60% of the global population fails to achieve the minimum recommendation of 30
minutes moderate intensity physical activity daily.
Physical inactivity is estimated to cause 2 million deaths worldwide annually. Globally, it is
estimated to cause about 10-16% of cases each of breast cancer, colon cancers, and
diabetes, and about 22% of ischaemic heart disease.
Appropriate regular physical activity is a major component in preventing the growing global
burden of chronic disease.
Globally, there are more than 1 billion overweight adults, at least 300 million of them obese.
The key causes are increased consumption of energy-dense foods high in saturated fats
and sugars, and reduced physical activity.
15
Federal Government
In 2001 The Australian Sports Commission released their new 10 year Federal sports policy Backing Australia’s Sporting Ability – A More Active Australia. While A More Active Australia
focuses on continued achievement in high performance sport, a strong emphasis has also been
placed on increasing grass roots participation in sport for all ages and in particular school aged
children. In response the Government increased funding to encourage participation and introduced
new programs directed at young Australians.
In May 2008 the new incumbent Rudd Government released a paper titled Australian Sport –
emerging challenges, new directions, which prefaces the development of the forthcoming Federal
Sports Policy. The Rudd Government believes that the Australian sports system requires reform
both at an elite and community level and will focus on the two key areas:
 the way we support elite sport
 the manner in which we use sport to boost participation and physical activity to help build a
healthier nation.
The Rudd Government also plans to address the decline in participation in community sport and
local activities by ensuring that the Federal sports policy plays a central role in a preventative health
agenda. The Government has demonstrated this commitment by repositioning Sport into the Health
Portfolio.
State Government
There has not been any significant increase in Victorian’s sports participation over the past 10
years. There has, however, been involvement in a broader range of sport and recreation, placing
significant pressure on traditional sport and recreational opportunities. There has been a general
decrease in participation of some traditional sports that continue to require a participant
commitment over extended time periods. People are becoming more precious in committing their
leisure time.
In 2004, consultation with the sport and recreation sector was undertaken to determine priorities
which will ensure lasting benefits after the 2006 Commonwealth Games.
The consultation provided the basis for the development of Sport and Recreation 2005-2010: A Five
Year Plan for Sport and Recreation Victoria. (2005). The Plan is the Victorian State Government’s
vision to build an inclusive, collaborative and strong sport and recreation sector supporting a more
active Victoria.
The Plan is about:



People being active in their communities
People working together to get the most out of Government investment in sporting facilities
People achieving individually, through supporting family members or their local team, or
through pride in national and state performance.
Local Government
Each local government authority differs slightly in what it provides and how it provides leisure
opportunities for its community. These differences may be based on historical factors, skills of staff,
availability of resources, identified community needs, or infrastructure. Irrespective of this, Local
Government is not the only provider of leisure opportunities in the community. The not-for-profit and
voluntary sector as well as the private sector play a significant role in influencing the types of leisure
opportunities the community can participate in.
Many local government authorities are moving away from the direct service provision approach to a
more strategic planning approach and have placed a greater importance on facilitating and
maintaining improved community partnerships and local networks.
16
During the past decade there has been a significant change in the process of Council policy
development, shifting to a planning framework based on a social model of health. In the past five
years, the State Government has focussed heavily on the recognition that Local Government has a
unique capacity to influence the health, safety and wellbeing of its community particularly through
the four environmental dimensions of health: social, economic, built and natural. The
acknowledgment of these dimensions in the development of the strategic directions, has
contributed to:






Informed strategic planning undertaken by local governments.
Promoted a partnership approach that will enable more effective contributions to other
planning processes.
Prevented duplication of planning efforts at the local level.
Provided the tools for working across a wide range of additional regional and local plans,
including community health plans.
Created the right conditions for improving community health, safety and wellbeing.
Improvements in health, safety and wellbeing are achieved through health promotion
interventions that address the many social, cultural, environmental, biological, political and
economic determinants of health.
Sport and Recreation Victoria’s repositioning under The Department of Planning and Community
Development (DPCD) has seen a cultural shift which has resulted in funding being based on a
community development model with a major focus on partnerships and multiuse facilities. This shift
has promoted collaborative projects between Local Government authorities and government
agencies such as Melbourne Water, Parks Victoria and The Department of Education and Early
Childhood Development.
Local Government authorities are also acknowledging the need to work collaboratively to set long
term planning initiatives on a regional basis. For example Maroondah City Council together with
neighbouring local government areas and the Victorian Football Federation have recently
completed a Regional Soccer Strategy which was funded by State and participating Local
Government authorities.
Implications for Leisure Service Planning and Delivery
In summary current Federal, State and Local Government policy and research is characterised by
these main features:







A recognition of the importance of sport and recreation and the impact which timely
investment can have on the health and well being of our communities
The value of developing localised responses to meet community need
The importance of local partnerships and a collaborative approach
The need to strike an equitable balance of structured sport and unstructured leisure
facilities that cater for a range of interest groups.
A recognition that expectations and needs are continually evolving and changing according
to social and environmental influences.
With increasingly limited discretionary time, participants are seeking flexible leisure options.
Local Government Authorities are recognising the value of collaborative long term planning
initiatives.
Maroondah City Council should ensure that any new developments or upgrades it undertakes in
relation to sport and recreation facilities are multipurpose in nature and provide flexible spaces for a
wide variety of uses. New technology that reduces maintenance costs and allows for more
sustained use of facilities should also be explored.
17
Further, Council’s Leisure Services Team should ensure that sport and recreation clubs are
provided with information about the latest trends in the industry so that they are able to adequately
respond to the changing demands of the community and subsequently remain viable. Council
should also ensure that planning decisions for future program and infrastructure developments are
based on evidence.
The fast paced lives of our current generation has further compounded the issue of defining leisure.
Time constraints have changed people’s perception of what is ‘leisure’. For some, leisure remains
undertaking an organised pursuit whether it is being physically active or passive however for others
leisure can be having time to read a book or the paper, or have a coffee with friends. However, in
regards to Council’s provision of service through the Leisure Services Team, all policies and
services will reflect the primary goal of supporting the community to become more physically active.
5.3
OTHER CONSIDERATIONS
Consultation with key staff from several Council service areas, Open Space, Integrated Planning,
Risk Management, Building Services and Economic Development, identified a number of emerging
issues to be considered in addition to current trends, plans and policies.
Risk Management
The management of risk in all aspects of leisure services provision has seen vast changes in recent
years fueled by increased insurance premiums, increased damages claims and increased
community expectations. The development of extensive compliance requirements, involving routine
internal and external auditing has prompted a focus on the development of risk management
processes and documentation procedures.
The provision of safe leisure facilities extends beyond the shared path, bowling green, tennis,
netball, basketball court or sports oval etc. to also include the provision of safe supporting
infrastucture such as car parking, toilets, shade, seating and adequate lighting. Ensuring safe
infrastructure requires open and effective communication between the community, and Council.
Council’s insurer requires that Council only endorse organised usage of Council’s Open Space to
groups who hold public liability insurance cover. This situation, which relates to all Victorian local
government authorities, has attracted media attention and public debate citing limiting opportunities
to uninsured groups.
Sustainability
The best-known definition of sustainability or sustainable development is the definition by the World
Commission on Environment and Development. This suggests that sustainability is defined as
"forms of progress that meet the needs of the present without compromising the ability of future
generations to meet their needs." Further to this sustainability is the conservative and efficient use
of natural resources and alternate use of renewable resource options.
Leisure Services role in the management of facilities, liaising with and management of community
groups and event management provides significant opportunities to further enhance sustainability in
Maroondah. These include improving the sustainability of its current facilities, ensuring that future
capital works developments contain best practice sustainable design, educating facility users on
sustainable behaviour and ensuring that events incorporate sustainable practices.
18
Water Conservation
Recent water restrictions and their substantial impact on community sport has highlighted the need
for leisure planners to undertake comprehensive long term sustainability planning not just in the
area of water conservation but in all areas of natural resources. Water conservation is a current
issue requiring both short term solutions to address existing restrictions on turf, aquatic, equestrian,
croquet, lawn bowls and tennis facilities; and the development of long term strategies
acknowledging the likelihood that potable water will never again be widely available for use in the
irrigation of sports facilities ie. synthetic surfaces.
Energy Use and Greenhouse Emissions Reduction
Climate change and global warming is recognised to be one of the most serious problems facing
the world. Leisure Services can address this issue through taking actions to reduce greenhouse
gas emissions in its facilities and through promoting more sustainable behavior in its interaction with
the community. This includes:




Ensuring facility upgrades incorporate the use of energy efficient equipment and appliances
and adhere to minimum efficiency standards.
Ensuring any future capital works incorporates sustainable energy use principles in design
and construction
Promoting sustainable energy use to facility users
Promoting the sustainability benefits of leisure activities such as walking and cycling.
Materials Efficiency
Materials efficiency involves the reduction of waste through the application of the waste hierarchy
principles: Avoid, Reduce, Reuse, and Recycle.
Leisure Services consumes resources in the construction and maintenance of its facilities in
addition to promotion, communication and administrative functions. The resources used vary from
the consumption of paper for communications to the use of construction materials in capital works
projects.
Leisure Services can ensure materials efficiency through:




Promoting the efficient use of resources, based on the waste hierarchy, to facility users
Ensuring the application of waste hierarchy principles in the planning of programs and
events
Applying the principles of the waste hierarchy in the day to day activities of the department
Ensuring that capital works programs consider the source of materials, renewability and life
cycle costs
Building Legislation
Recent changes to Victorian building regulations outlined in Building Regulations 2006 detail the
requirements for maintenance of Essential Safety Measures. An Essential Safety Measure is
provided for the safety of people in a building or place of public entertainment, which pertains to all
buildings under the management of Leisure Services. The regulations will ensure that all safety
fittings and equipment, safety features and other specified items be routinely monitored and
maintained to enable them to perform their required functions. Council must audit and update all
buildings to ensure all equipment continues to adhere to the code.
19
It is also necessary that all 72 buildings are audited and upgraded to comply with the current
disability access standard AS14.28.1. All buildings will require substantial structural changes to
comply.
Council has recently committed to adopt water sustainable water use practices in Council owned
facilities and have commenced the process of installing dual flush toilet systems and other
initiatives into all buildings.
Water sustainability upgrades, the Essential Safety Measures program and disability access
compliance will be an enormous undertaking which will involve many areas of Council. It is
essential that there is a cross Council approach to avoid duplication, or the oversight of essential
requirements. Further discussion and integrated planning will also be required to determine an
effective process for undertaking and recording routine maintenance checks, safety measures and
repair work. Special Committees of Management will also need to be educated to understand
relevant safety requirements and fulfill their responsibilities such as keeping clear paths of travel to
exits and ensuring no foreign locks are installed.
The Ringwood Central Activity District Development
Ringwood has been designated as one of six Central Activity Districts (CADS) under the State
Government Melbourne @ 5 Millon policy document. The focus of (CADS) is creating mixed-use
communities, at centres well served, or with the potential to be well served by public transport, at
places located on the Principal Public Transport Network. The project will encourage and support
the development of improved public transport systems, high-density housing, offices and retail
space in central Ringwood. The Master Plan demonstrates a wealth of opportunities for active and
informal leisure particularly focussed in and around the Mullum Mullum Creek Trail. There are plans
to develop several park and playground areas as well as significant surface, signage, linkage and
road underpass improvements along the trail. Recreation areas bordering the Central Activity
District Zone such Ringwood Lake Park and Jubilee Park will also need to accommodate an
increased level of patronage.
The increase in office accommodation and high-density housing will see a change in demographics
and therefore a change in community leisure needs. It is anticipated that the growth in industry and
business in Ringwood will see an emerging 24 hour workforce, which will require services including
leisure options to accommodate shift workers and accommodate the overall increased demand. It is
recommended that Leisure Services should work in conjunction with Council’s Economic
Development service area to highlight gaps in service provision, which may be sourced through the
private sector. Recently Maroondah has lost several large private leisure providers such as the
Ringwood Ice Arena and the AMF Ten Pin Bowling Alley, which were acknowledged as a loss for
Maroondah in the youth consultation for this Plan. Council is working to target businesses such as
these and encourage their investment or reinvestment in Maroondah.
Ringwood has limited open space for active leisure participation and with high density housing set
to substantially increase the population of this area, open space per capita will be even further
stretched. Leisure Services together with other service areas of Council must continue to seek out
opportunities for active leisure and ensure that existing facilities in the general precinct such as
Greenwood and Jubilee Parks are well maintained and accessible.
EastLink
The newly constructed EastLink Freeway has had a positive impact on walking and cycling
infrastructure and participation in Maroondah. As part of the project there was commitment to
construct a dual use walking and cycling path alongside the freeway to provide uninterrupted
pathway from Maroondah through to Manningham and links to the City Centre as well as
connection to the Dandenong Creek Trail system.. Since the opening of this pathway in July 2008
there has a significant increase in the number of walkers and cyclists along the new and existing
sections of the Maroondah’s Mullum Mullum Creek Trail. ConnectEast, EastLink’s owner/operator
also plans to continue to implement major improvements to on-road cycle lanes and cycle links to
the Ringwood train station.
20
It is asserted that the EastLink freeway will also cause an increase in population growth for
Maroondah as CBD workers seek the attraction of outer suburban housing affordability with a
substantially reduced commuting time.
Implications for Leisure Service Planning and Delivery
Council acknowledges the need to undertake further discussions to fully understand the
implications of these and other progressive developments on leisure provision in Maroondah and
continue to monitor and respond to community need.
Leisure Services should provide representation on relevant planning committees both within
Council and out in the community to ensure leisure opportunities are maximised and that potential
implications for leisure provision can be addressed during the planning phases. Particularly in
Activity centres, Council should advocate for the retention of public open space.
Compliance requirements, risk management issues, and changes to OH&S legislation and
standards have resulted in a changing culture in the delivery of leisure services. Council has
particularly noticed the impact on facility management and on the delivery of events and have
identified the need to also assist community organisations and groups to understand such
responsibilities.
The consideration of risk to both the public and employees has become a primary requirement in
the planning of any new service, program or event. These considerations are required to be
developed into tailored risk management plans and documented procedures prior to the delivery of
the program. This requirement is extremely resource intensive and may lead to the abandonment of
projects by community groups due to cost and time implications. For Council, many event
management functions previously managed in-house such as traffic management and safety
management have been outsourced to ensure the responsible staff have the relevant qualifications
and/or expertise to perform the tasks. The reduction in allowable staff working hours has increased
the cost of staffing events as has the costs of additional patron signage, safety equipment, shade
shelters and other personal protection equipment.
Water restrictions and the resulting negative effects on grass coverage and ground hardness has
had a major impact on the provision of safe facilities for tennis, soccer, football and cricket. The
realisation that this issue is not short term has prompted Federal, State and Local Government to
commence dialogue with peak sports bodies and private enterprise to determine long-term
solutions to address this issue. Current initiatives have included altering the dates of seasonal
allocations, promotion of alternative training options, grants for sustainable water collection or
treatment and the ongoing development of sustainable artificial surfaces. The situation will also
require Leisure Services to allocate significant time and financial resources to the assessment of
surfaces, development of policy and management strategies and for the education of clubs and
other services areas of Council to understand and adopt a change in culture.
21
6. Stage 2 UNDERSTANDING THE CURRENT
MAROONDAH COMMUNITY
The purpose of Consultation Program Stage 2 was to understand the current situation
within the City of Maroondah answering the following questions.
 Who comprises the Maroondah Community?
 What are their current leisure patterns?
 What are the current issues and constraints?
 What are the community’s expectations?
6.1
SOCIO-DEMOGRAPHIC PROFILE
The socio-demographic profile for Maroondah typifies the Melbourne Statistical Division (MSD),
although there is a higher proportion of persons born in Australia, and of those who only speak
English.
Age Structure

1

From 2001 to 2006, the 54-64 year age group showed
the greatest growth in proportion of population in
Maroondah. By contrast the 25–54 year age group
showed in the greatest decline in relative size.

In 2006, Maroondah had 41,559 residents of prime
working age, 25-54 years, making up 42% of the
population, a fall of 2 percentage points since 2001. This
proportion is similar to the MSD (44%).

There were 13,296 young adults aged 15–24 years,
constituting 13% of the Maroondah population and
similar to the 14% for the MSD. This age group has
shown little proportional change since 2001.

Another 20% of residents were children, with 6,307
under-fives and 13,074 aged 5-14 years. The number of
children had decreased by 924 since 2001. The underfives constituted 6% and the 5–14 year age group made
up 13% of Maroondah's population (compared with 6%
and 13% in the MSD).

Maroondah also had 11,205 residents aged 55 to 64, the older baby-boomers. They
constituted 11% of the population (10% for the MSD), a proportional growth of 2
percentage points since 2001.

The remaining residents were aged 65 years or more. There were 13,760 persons,
making up 14% of the population (13% in MSD). Their share of the population was up
1 percentage point since 2001.
It is expected to have over 25% of its population over the age of 60 by 2021. Metropolitan
Melbourne expects to have 23% of its population over the age of 60 by 20211; slightly less
than Maroondah’s estimate. The extent and impacts of population ageing are expected to be
quite considerable in Maroondah.
Department of Sustainability & Environment, Victoria in Future 2004 - Overview
22
Birthplaces

Around 76% of Maroondah's residents
were born in Australia, compared with 64%
in the MSD. Since 2001, this proportion
has remained relatively stable. Around
89% of residents were Australian citizens,
just slightly higher than the MSD at 84%.

The main overseas birthplaces of
Maroondah residents were:
• England – 5,371 or 5.4% of residents
• New Zealand – 1,209 or 1.2%
• Scotland – 872 or 0.9%
• Netherlands – 805 or 0.8%.

Of the main birthplaces with comparable
data for 2001 and 2006, the biggest
decrease has been in the proportion born
in Australia
The demographic analysis undertaken as part of this report tells us that within the City of
Maroondah*:

There is an estimated resident population of 102,478 in 2006, which represents an average
annual growth rate of 0.4% over the past five years. Metropolitan Melbourne’s growth rate
during this period was far higher, averaging 1.5% per annum2.

The population is expected to reach 127,993 by 2031 – a net increase of 25,515 persons over
the next 25 years, or just over 1,000 new residents each year for the next 25 years3

There are 26,690 families, 48% of which are couples with children, 35% are couples without
children, 16% are sole parent families and 2% are other family structures.

There is a labour force of 51,353 residents (64% of adults) and a relatively low unemployment
rate of 3.9% (June 2006 figure). This compares with a labour force participation rate in
metropolitan Melbourne of 61% and an unemployment rate of 5.3%.

There is a higher percentage of full-time workers (63%) than part-time workers (31%). In
comparison, metropolitan Melbourne has a slightly higher rate of fulltime workers (65%), but a
lower percentage of part-time workers (29%).

Residents are most likely to work in the manufacturing, retail trade or health and social care
sectors; in professional, administrative or technical/trades positions; and earn a median
household income of $1,160 a week.
Unless otherwise stated, all statistics have been sourced from the Australian Bureau of Statistics, 2006 Census of Population & Housing, Basic
Community Profile
2 Department of Planning & Community Development, “Victorian Population Bulletin 2007”; based on ABS Cat. No. 321.8.0, Regional Population
Growth 1996 to 2006
3 Department of Sustainability & Environment, Victoria in Future 2004 - Overview
*
23
Implications for Leisure Planning and Provision in Maroondah
With an annual population increase of approximately 1,000 people year, coupled with a strong
focus by media and various government agencies on increasing participation in physical activity,
there is likely to be an increased demand placed on existing sport and recreation facilities, and
potentially the demand for expanded or new facilities in the medium to long term. Given that the
average family income is slightly lower than Metropolitan Melbourne’s figures, it is important that
low cost leisure opportunities are provided for residents. Leisure Services must also keep abreast of
the emerging culturally and linguistically diverse (CALD) communities within Maroondah to ensure
that leisure opportunities and information are accessible to these populations. In particular
Maroondah has recently experienced a significant influx of newly arrived refugees settling in
Maroondah particularly from Burma and the Sudan. Leisure Services has commenced dialogue with
the Outer Eastern Migrant Information Centre and community leaders to begin to understand their
aspirations and the current barriers preventing participation in organised community sport.
In five years time, the greatest number of people in Maroondah will be in the 25 to 44 year age
group. Over one quarter of the population will fall within this age grouping, hence consideration
needs to be given now in relation to best meeting the leisure needs of this group, however not at
the expense of other age groups within the community. Activity levels amongst this age group are
traditionally lower than younger age groups, so the challenge will be to ensure that opportunities for
physical activity are available in the community. At the same time, many of the Baby Boomers will
be reaching retirement age. In 2006, around 19% of the Maroondah population was aged 60 years
and over, and by 2011 this is expected to reach 21%. Many people in this age group will retire from
work with reasonable disposable incomes and the desire to take part in a range of stimulating
leisure activities. Council therefore needs to consider as a priority facilitating appropriate leisure
opportunities for those aged 60 and over.
24
6.2
SERVICE MAPPING
A service mapping exercise was undertaken to gain a clear picture of what physically active leisure
opportunities are currently available within Maroondah both in the community and private sector.
With no single listing available, the information was sourced through a wide range of avenues
including internet listings, Council’s 08/09 Community Guide, local papers, Melway, consultation
with Community Houses, Churches and community notice boards and meeting spaces. It is
acknowledged that the service map is not exhaustive of all opportunities in Maroondah however
every attempt has been made to cover the vast majority.
Summary of Leisure Organisations listed as located in Maroondah
The Service Mapping located 259 organisations offering physically active leisure pursuits however
the number of actual opportunities would be far greater than this figure as this only accounts for the
listed organisation and does not cover individual or group activities offered by the facility or service.
Activity
Aerobics/Fitness/ Gym
Athletics
Australian Rules Football
Baseball
Basketball
Bowls – Carpet
Bowls – Lawn
BMX Riding
Calisthenics
Cricket – Indoor
Cricket
Croquet
Dance
Diving
Fishing
Golf
Guides
Gridiron
Gymnastics
Horse Riding/ Equestrian
Hockey
Martial Arts
Motor Cycling Training
Multi Sports
Netball
Rugby Union
Scouts
Skate Board / In –Line Skating
Soccer Indoor
Soccer – Outdoor
Squash
Swimming
Tai Chi
Tennis
Touch Football
Triathlon
Volleyball
Walking Groups
Water Polo
Yoga / Stretching / Pilates
TOTAL
Number of
Org’s *
21
7
27
3
11
3
4
1
2
2
16
1
21
2
1
5
3
1
2
2
1
15
1
6
15
1
8
2
4
5
2
9
9
18
2
1
3
10
1
14
1
14
4,593
6
7,497
1
5,399
65
9,656
22,029
21
82
9,280
4,242
19
15,185
14
22
2
9
3
7,922
3,033
8,449
(Manson Reserve,Wantirna. Maroondah City Council Owned )
Geographical Spread of Organisations*
Total number of Organisations
Community Organisations
Private Business
263*
200
63
* Please refer to Appendix 2 for the full listing breakdown
263
Implications for Leisure Planning and Provision in Maroondah
Due to the restrictions of the General Population Survey being limited to residents 15 years+, the
service mapping exercise has enabled Council to establish a clearer overall picture of participation
across Maroondah. Pursuits such as martial arts, Australian Rules football, cricket and dance all
have a high number services available in Maroondah, indicating participation levels far greater than
the 15+ years data reflects. These results indicate that the high demand for these activities is
derived from junior participation.
25
The geographic mapping highlighted that whilst Ringwood has by far the greatest majority of leisure
opportunities, these services are central to the Ringwood Central Activity District, which through its
Transit City designation will continue to see improved public transport services. The geographical
spread of other suburbs within Maroondah is reflective of the population spread.
The 14 older adult specific programs reflect the industry trend towards the introduction of modified
programs specifically designed and marketed to the older population. Yoga, Pilates and stretching
activities featured prominently in the listing and there were many other organisations acknowledging
masters’ teams and all abilities programming. Consultation highlighted the community perception
that there are limited leisure options for older adults reaffirming the need for Council to work
together with community organisations to improve the marketing of these services to the older
Maroondah community.
26
6.3
COMMUNITY CONSULTATION
Method 1 - Active Leisure Participation Analysis
As part of Stage 2 of the consultation program, a general residents in-field survey was developed in
order to ascertain Maroondah’s physical activity levels and patterns. The survey titled the ‘Active
Leisure Participation Analysis’ was designed to find out what leisure activities residents currently
participate in, those they would like to participate in and reasons for participation or nonparticipation. It was also designed to find out levels of participation based on age, gender and
ethnic background and to draw comparisons to national figures. This survey, together with the
leisure opportunities mapping exercise also ascertain whether there is a correlation between the
geographic location of residents, their proximity to leisure facilities and levels of participation.
The results from the in-field survey were obtained from one-on-one interviews with 418 Maroondah
residents during the period 26th March to 3rd April 2009. The majority of interviews were
administered by staff from Australian Fieldwork Solutions (AFS), an independent market research
company engaged by Simon Leisure Consulting for the project. A small number of surveys were
also administered by Council staff, however, all data collected from both survey sources has been
consolidated into the one set of reports for the project. The questionnaire was designed to achieve
as much compatibility as possible with the ERASS1 survey. By using the same wording for selected
questions in the questionnaire as that used for the ERASS survey, it enabled direct comparisons to
be made between the results from the Maroondah survey and the ERASS 1survey. A full copy of
the ‘Active Leisure Participation Analysis’ project is shown in Appendix 3.
Summary of Key Findings and Themes from the Research
1. 78% of respondents participated in physical activity in the previous 12 months, whilst 22% did not
(compares with 79.7% for all Victorians).
2. Of the 22% who did not participate in physical activity in the previous 12 months, over half
identified that “lack of time (family / work / study commitments)” was the main reason.
3. The most popular physical activities participated in by respondents were ‘walking’ (28.7% of total
sample), followed by ‘aerobics/fitness gym’ (14.8%) and ‘swimming’ (14.4%), and generally, the
rate of participation by Maroondah residents in activities is similar to the rate by all Victorians.
4. In relation to frequency of participation in physical activity, more Maroondah residents participate
“up to once a week” and “1 – 2 times a week“ when compared to all Victorians, with a similar
number participating at the higher frequencies per week.
5. 50.7% of respondents indicated that their participation in their chosen activity(s) was ‘organised’
by a club, association or other group (higher than the Victorian average of 39.3%), whilst 49.3%
of respondents participated in ‘non-organised’ activity(s).
6. 67.9% of all activities participated in are done so within the City of Maroondah, whilst 32.1% are
participated in outside of the municipality. Of those participating outside of Maroondah, the main
reasons are “facilities I need are not available locally” and “I want to participate with friends /
family who are located elsewhere”.
7. “Health & fitness” and “fun / enjoyment” are the main reasons cited why respondents participate
in physical activity.
8. 56% of all respondents nominated an activity(s) that they do not participate in now but would like
to in the future. Swimming was the most popular choice for a future activity, followed by tennis
and aerobics/fitness gym.
1ERASS
= Participation in Exercise, Recreation and Sport Survey.
ERASS is a national participation survey administered annually by the Australian Sports Commission. The survey collects information
about the physical activity patterns of people aged 15 years and over. For the 2007 survey (the survey used as the basis for comparison
of the data collected in this project), 16,400 respondents across Australia were interviewed. ERASS has been collecting information
since the first survey was conducted in 2001.
27
Rate of Participation in Activities
Rate of Participation in Activities (and compared to ERASS)
The top five most popular activities in Maroondah of walking, aerobics/fitness/gym, swimming,
running/jogging and cycling supports the industry trend of a move away from team orientated sports
to more flexible leisure pursuits that are able to be performed by the participant at their own
discretion. The selected activities also support Council’s current infrastructure priority to continue
the ongoing upgrade and expansion of Maroondah’s cycling and walking paths network and the
recent extension and upgrade of Council’s aquatic facilities. The finding that aerobics/fitness/gym is
the second most popular Maroondah activity is also supported by the service mapping exercise
(page 25) which ranks this activity as the second highest activity available in Maroondah with at
least 21 organisations offering an aerobic/fitness or gym program.
In addition to Council’s shared path network, increased participation in running/ jogging has also
been supported by the recent formation of an adult athletic club in Croydon and significant capital
upgrades to both Council’s Town Park and AC Robertson Athletic Facilities.
The rate of participation in ‘basketball’ by Maroondah residents is well above the rate of
participation by all Victorians that is supported by current usage patterns of Council’s Maroondah
Indoor Sports Centre and the recent interest displayed by a number of Maroondah primary and
secondary schools to develop basketball facilities.
Soccer participation data confirms the assertion by the Eastern Regional Soccer Strategy that rates
of participation are continuing to increase in Maroondah and require the upgrade and
redevelopment of soccer facilities to meet current and projected future demand.
28
Frequency of Participation
Frequency of Participation in Activities (and compared to ERASS)
Participants were asked how often they participate in their chosen activity(s) including practice and
training. Results showed that more Maroondah residents participate up to once a week and 1-2
times per week when compared to all Victorians. Other significant findings were that the frequency
of participation of 15 – 24 year olds and 35 – 44 year olds in Maroondah is significantly higher in
the ‘up to once a week’ and ‘1 – 2 times a week’ categories when compared to all Victorians.
Participation by Place of Residence
Participation by Place of Residence
Overall the study did not illustrate that place of residence significantly influences participation.
Areas of interest were Kilsyth South (90%) and Ringwood East (58%) participation in physical
activity. Ringwood East has the highest proportion of older people in Maroondah suggesting that
targeted promotion on older adult opportunities may assist in increasing participation in this suburb.
90% of Kilsyth South residents participate in physical activity. Interestingly in May 2009, 50,000
Australians participated in a National online questionnaire, ‘The Test’ which gauges an individual’s
health and happiness. Kilsyth was rated Australia’s Happiest Suburb.
29
Rationale for Participation or Non- participation
Top Three Reasons for Participation
Top Three Reasons for Non Participation
Health & Fitness
88%
Fun/ Enjoyment
Relaxation/Stress Relief
61%
24%
Lack of Time
(Family/work/study commitments
Nothing – not interested
Lack of Information about where I
can participate
63%
25%
21%
The main reason for non participation was lack of time. While this poses a difficult barrier for
organised sport, the National Physical Activity Guidelines for Australians refer to the minimum levels
of physical activity required for good health to be a combined total of at least 30 minutes of physical
activity on most, preferably all days which can be accumulated throughout the day. These guidelines
enable leisure providers and allied health professionals to target promotion to this cohort of non
participants to increase walking, cycling and incidental activity in order to at least reach minimal
levels of activity for good health.
It is important to note for planning purposes that ‘too expensive’ and ‘facilities not available’ were not
rated as a high priority.
Future Activity(s) for Potential Participation
The total sample of 418 respondents were asked to nominate any activities that they do not
participate in now but would like to in the future. A total 236 respondents (or 56%) identified a
potential future activity, whilst 176 did not offer an activity, and 6 respondents did not answer.
Swimming’ (13.1%) was the most popular choice of those who nominated an activity, followed by
Tennis (6.8%), Aerobics, Fitness Gym (6.4%) and then a large range of activities with equal
popularity.
Council already allocates substantial resources to the provision and general promotion of swimming
facilities and programs and gymnasium facilities however this finding highlights an opportunity for
Council to use the specific demographical information of respondents to target promotion to potential
participants who have a desire to undertake these activities. Leisure Services should also further
explore possible collaborative projects with Maroondah Tennis Clubs assisting with promotion and
club development opportunities.
External Consultation Method 2 - Targeted Consultation
In addition to the Active Leisure Participation Survey, results were supplemented by 3 targeted
community consultation sessions focusing on the specific needs of youth, people with disabilities
and young adults. A further 5 sessions were also held to capture feedback from key groups, who
hold a stake in the provision of Leisure Services in the municipality. The sessions were as follows:
Session Target Group
Participant source
Croydon Community School & Council’s Youth Programs.
Local & Regional Disability Leisure Service Providers.
Internal and external advertisement
Physical Education teachers and Principals from 14 primary and
secondary schools.
Maroondah Community Houses
Coordinators of four of the five Community Houses within Maroondah
Council’s Major Leisure Facilities
Range of staff and management representatives
Council’s Community & Health Range of staff and management representatives
Services
Youth
People with Disabilities
Young Adults 20 – 24yrs
2 x Schools Sessions
30
External Consultation Method 3 - Maroondah General Focus Club Survey
In addition to this method of consultation a club survey was sent to all the leisure organisations on
Leisure Service’s database and those listed in Council’s Community Guide 137 clubs responded to
questions ranging from membership trends and communication methods to defining the most
challenging tasks for Committees and ways in which Council could offer further assistance.
The findings have been collated and grouped together with all external feedback in a summary
table however several notable findings emerged through the club general club survey which are
highlighted below.
Of the 137 clubs who participated in the survey almost all clubs claimed to be increasing in
numbers, which is contrary to the perception and documented trend across Victorian populations,
which shows a dramatic decline in club sport participation. This finding is substantiated by the
Maroondah’s Active Leisure Participation Survey results, which reveal that 50.7% of residents
participate in organised physical activity compared to the national average of 39.3%. These figures
support Council’s continued commitment to the provision of quality sporting facilities and the
provision of assistance and training to Maroondah clubs.
Top five key challenges presently facing
Maroondah Clubs
Key Tasks / Focus for Com m ittees Of
Managem ent
Seeking f unding
3%
Corporat e
governance
7%
Market ing and
promot ion
Maintaining
Facilities
12%
1%
Operat ional
Attracting members
25%
management
Programming
Attracting
volunteers –
umpires / coaches
19%
29%
9%
Financial
responsibilit ies
23%
Risk management
costs
24%
Attracting COM
members
20%
Administ rat ion
28%
Top 5 Suggested ways for Council to support clubs
Information about grants
Facility maintenance and
upgrades were highlighted
by clubs as the top two
ways that Council could
support clubs, illustrating
that clubs regard the
primary role of Council to
be the provision and
maintenance of facilities
and that there is need for
improvement in this area.
19%
Opportunities to promote leisure organisations
through Council avenues
21%
Training for COM volunteers
22%
Provide funding and support with capital works
projects
23%
Maintain facilities used by the organisations
32%
0%
5%
10%
15%
31
20%
25%
30%
35%
EXTERNAL CONSULTATION - KEY ISSUES IDENTIFIED
The following section details the key issues affecting the current and future provision of leisure in
Maroondah as highlighted by both general feedback from the Community and Clubs’ from the
targeted community workshops. Respondents were asked to identify potential areas of
improvement including the role Leisure Services would play, with results as follows:
ISSUE IDENTIFIED
DISCUSSION
IMPROVEMENTS TO EXISTING FACILITIES, PROGRAMS OR SERVICES
Range of Facilities
Overall the community acknowledged that there is a good range of
opportunities for leisure in Maroondah and the response to Council’s
provision of leisure programs and facilities was positive. Council’s Major
Leisure Facilities were considered to be valuable assets for the community;
however, some upgrades were identified as necessary for existing facilities.
Cost of services
The community identified that the cost for use of leisure programs and
facilities was not a concern however there is a need to ensure that fees are
kept reasonable and that subsidies/concessions remain available to
continue to be accessible to people on lower incomes.
Communication &
Promotion
Participants from all consultation forums indicated the need for improved
and targeted promotion to inform the community of available leisure options
in Maroondah. This feedback highlights the need for Leisure Services to
develop a comprehensive communication strategy that includes
implementation of a range of media that are accessible and able to be
regularly updated. Consideration should be given to SMS, website, informal
networks such as word of mouth, preschools, schools, community radio
and other community tools.
Festivals were not identified by the community as a Council initiative,
despite the fact that Council puts considerable resources into this area. If
Council is to continue to invest in community festivals and events a more
effective branding approach is required to ensure that Council receives
acknowledgement and profile.
Leisure Options
The community reaffirmed the industry trend that there is increasing
demand for leisure programs and facilities that have flexible hours in order
to accommodate changing work patterns. Outdoor facilities such as netball
and tennis courts, sporting ovals and open space require increased
provision of lights to maximise late night and winter usage.
It was also identified by schools and youth participants that there was an
increased demand for more out of school hours leisure options for young
people and for family orientated activities where families had the
opportunity to participate together. This highlights the need to link in with
local service providers to advocate for greater access to out of school hours
options for this demographic.
32
Facilities
Participants of the Clubs’ Survey and Clubs’ Workshop noted that the
upgrade and maintenance of Council facilities was a key issue. Council’s
ageing infrastructure will continue to be problematic and the need to
develop a systematic, needs-based approach to the renewal of existing
facilities is required.
Schools
Teachers involved in the two schools’ workshops felt that there was a need
to improve out-of-school-hours access for schools to use Council-owned
sports ovals to allow for parent involvement. With the oversupply of
community teams to available grounds and the emerging need to avoid the
over use of grounds due to water restrictions, Council will need to
undertake further discussions with schools.
Future planning may need to involve the reassessment of school ovals and
investigate opportunities to improve these resources to enable both schools
and community to use these facilities for sport. This will align with current
State Government joint usage policy directions.
New Services
The Active Leisure Participation survey, Clubs’ Survey and targeted
community workshops all highlighted the need for more youth facilities and
services. Participants specifically identified live music venues, drop in /
hang out centres, social friendship opportunities and leadership programs.
Leisure Services need to work in partnership with Council’s Youth Services
Team to investigate gaps in service provision and create strategies to
increase community awareness of existing programs and /or explore future
opportunities.
There was strong emphasis on the creation of more leisure opportunities
for older residents and for recognition of the differing needs within this
sector. With retirement spanning 55 – 90+ years there is a vast difference
in abilities, needs and interests and leisure planning and activity
programming needs to reflect these differences.
Results of the Clubs’ Survey and Community Workshops highlighted the
need for Council to facilitate club development opportunities and, in
particular, development seminars. Potential topics identified included grants
identification and writing submissions, understanding Council local laws;
website development; promotion of club’s activities and services and
understanding risk management.
33
Community Building
New Facilities
Community leisure providers commented that the sector could improve
networks and work more collaboratively. Respondents acknowledged that
there needs to be a shift to a collaborative approach to maximise
resources and opportunities for the community. Leisure Services needs to
investigate strategies to facilitate this shift in approach and to take the lead
in recognising the strengths and opportunities available in the local
community.
Participants from across the consultation program felt there was a need for
additional active leisure facilities. The following were the most commonly
mentioned:






Multi-use facilities, such as a gym/pool and other indoor facilities
Larger / More skate parks and skateboard facilities
Sporting ovals, football and soccer in particular.
Netball and basketball courts for junior sport.
Walking and bicycle tracks particularly in North Croydon
The development, in consultation with young people, of off-road BMX
and mountain biking facilities
It is important to note that since the initial consultation program the
following facilities have been developed or have undergone significant
redevelopment.
 Croydon Leisure & Aquatic Centre
 Staley Gardens Skate Park
Role of Council
When participants were asked to detail their idea of what Council’s role
should be in the support and provision of leisure opportunities in
Maroondah the common responses were as follows:









Information provision and promotion of local clubs activities /services
/facilities
Coordinated approach that involves cross-Council collaboration and
partnerships with local organisations
Facilitate and /or support networks across the community to assist
community leisure providers to see each as partners rather than
competition.
Financial support for local clubs and facility/service development – in
the forms of direct financial assistance, support with funding
applications, seminars about grants applications, and advocacy to other
funding bodies.
Provision of spaces (facilities and environments) for activities
Organisation and coordination of youth activities
Recognise and promote the value of Community Houses
Listen to the local community
Club development
Further investigation will be undertaken to review the above perceived roles
in the context of the results of Stage 1 and 2 of this Plan. The agreed roles
will then need to be reflected in future service planning and policy
development.
34
Implications for Leisure Planning and Provision in Maroondah
The most popular physical activities in the Active Leisure Participation Analysis results - walking,
aerobics/fitness/gym, swimming, jogging and cycling highlight the importance of the provision of
leisure facilities and open space to Maroondah residents. This supports Council’s commitment to
the dedicated provision and management of leisure facilities. the expansion of Maroondah’s cycle
and walking path network and the development and implementation of the 2005 Open Space
Strategy
Of the activities people would like to participate in the selected pursuits reaffirm the global trend
towards flexible, non-competitive leisure pursuits, while the major reason for non-participation was
lack of time. In order for Council and community leisure providers to influence time constraints,
Council must develop strategies in partnership with allied health professionals and the whole
community to push the message that making time for physical activity is important to maintaining
positive health
A number of the issues identified through the consultation program have been addressed during the
development of the Leisure Services Strategic Plan including upgrades to HE Parker Reserve,
Ringwood Aquatic Centre and Croydon Memorial Pool, Ringwood and Croydon Athletics Centres
as well as signage and linkage improvements to Maroondah’s walking path network. However, as
the overall issue of ageing infrastructure is a concern to the community, it is imperative that Council
continues to review and refine its Total Life Cycle Asset Management (TLCAM) program, to provide
enhanced longevity for its asset portfolio. To provide the necessary tools for advanced TLCAM,
Council is currently implementing a corporate and centralised asset management system, known as
Hansen 8.
In addition, in the 2000/2001 financial year, Council introduced a 1% infrastructure rates levy, which
was subsequently increased to 2.5% in the 2001/2002 financial year, to assist with meeting the
growing renewal demands associated with Council’s asset portfolio. This levy provides an
opportunity for Council’s Leisure Services Team to advocate for the renewal of Council’s sports and
leisure facilities.
The issue most referenced by the community was surrounding information and communication.
Leisure Services need to focus on developing strategies to effectively communicate with user
groups and the wider Maroondah community both in the provision of information and in receiving
and responding to feedback and suggestions. Effective methods of supporting community leisure
providers and fostering internal and external partnerships must also be researched and included as
part of a communication strategy.
35
6.4
INTERNAL ORGANISATIONAL CONSULTATION
As a part of Stage 2 of the consultation process, 13 key stakeholder interviews were undertaken
with relevant Council staff. These interviews were supplemented with two facilitated workshops
with Council’s Community Services and Major Leisure Facilities. After the results of Stage 1 and 2
of consultation were tabled, Council held an additional facilitated workshop with the Project Steering
Committee to further explore and interpret the emerging common themes.
Internal consultation identified the following opportunities for leisure services planning and provision:
ISSUE IDENTIFIED
DISCUSSION
Defining ‘leisure’
Participants noted that while there are ‘traditional’ leisure activities within
the Maroondah region such as cricket, football, netball, swimming, cycling
and golf, a broader definition of ‘leisure’ is necessary, incorporating both
‘structured’ and ‘unstructured’ leisure activities. It was noted that
traditionally leisure has been seen largely as sport, but it is now necessary
to have a broader conception of physical activity incorporating nonstructured physical activities such as walking, active play and incidental
activity such as active transport.
Facility Management
Several of Council’s leisure facilities are managed by Committees Of
Management (COM) many of which have members that have served for
many years on the Committees. There is an urgent need for succession
planning to ensure a sustainable future for each of the Committees. Council
needs to assess the needs of these COM, review their current status and
plan strategies to address identified issues. In addition COM need to have
clear roles and responsibilities with accessible administration systems to
support them.
Council should also explore other management models such as three-year
allocations to reduce the planning limitations and labour intensive nature of
the current practice of seasonal allocation.
There is a lack of awareness of responsibilities for facility maintenance
issues. Council needs to educate users groups of their maintenance
responsibilities and effective procedures to request assistance from
Council, such as the feasibility of an online maintenance request system.
36
Facility Planning
Internal consultation also identified the need for further research into
community usage requirements to ensure the current facilities can cope
with changing demands. Single oval sportsgrounds, two-court netball,
basketball or tennis facilities no longer fulfil the needs of user groups. For
example, the notion of the ‘local ground’ is a tradition long surpassed, with
current clubs requiring multiple grounds to accommodate teams and
participants no longer choosing their closest sports club to play at or
support. With limited resources to undertake new developments Council
must look in-depth at the whole space rather than the single facility in order
to develop long term plans that will maximise existing locations and
address the need for more facilities in Maroondah.
It was also noted that clubs with limited or insufficient resources put
significant demands on Council and that the expectations of clubs are much
higher than they were twenty years ago. With the increasingly competitive
nature of community sport with high levels of sponsorship, paid staff and
often paid players, there is an expectation for the provision of high standard
facilities.
There was also concern amongst respondents over the current allocation of
Council resources to certain sectors of community sport and leisure. This
concern highlighted the need to rationalise and prioritise resource allocation
to ensure equity and maximise benefits to the Maroondah community.
Support and
Recognition of
Volunteers
Participants acknowledged that the vast majority of leisure provision in
Maroondah is sustained by the dedication of volunteers. While voluntary
Committees of Management continue to face the challenges of recruitment
and retention of skilled volunteers, Council, together with peak sports and
leisure bodies, should make club development, training and public
recognition initiatives a priority. With increased accountability pressures
placed on Committees the long-term sustainability of organisations hinges
on their ability to recruit and retain skilled position holders and to undertake
future planning.
Events
Discussions with Council staff highlighted that in general there was a
demonstrated need for Leisure Services to improve planning, assessment,
measurement and accountability in the delivery of Council events. Events
need to be community driven rather than Council driven to ensure
community ownership and to maximise community benefit. This will be
achieved through greater community consultation and increased
community partnerships. Participants noted the need for Council to
continue to foster and increase support and advocacy for community
initiatives.
.
37
Risk Management
Participants highlighted the impact of rising litigation and its impact on
leisure provision over the past decade. It was noted that all groups using
Council land must hold public liability insurance cover, which often deters
many potential new initiatives from coming to fruition. Compliance
obligations also puts pressure on community committees, leaders and
coaches and on past occasions has led Council to instigate temporary
ground closures to avoid situations of possible risk. Leisure Services should
work in conjunction with Council’s Risk Management Team to assist
community groups in understanding the responsibilities associated with risk
management through club development initiatives such as training
seminars. Council also has the capacity to work with peak sporting bodies
and insurance companies to develop mutually suitable alternatives.
Environmental
Sustainability
Environmental sustainability issues need to be considered, as well as the
need to balance limited resources with competing demands. It was noted
that leisure activities can also have a positive environmental impact, such
as golf courses undertaking habitat planning and some leisure facilities
utilising waste water. Water resources are a key issue facing turf facilities.
Alternative practices need to be considered (types of grass, synthetic
grass, etc.). It was also noted that there are elements to sustainability and
that preservation of the natural environment including the natural, cultural,
historical and built environments.
Special interest
groups
There was discussion about the various special interest groups that have
an interest in the planning and delivery of leisure facilities and activities
within the City of Maroondah. It was noted that there are both long-standing
interest groups and emerging issues-based groups. Examples of special
interest groups are friends of the bushland and community nurseries such
as Community of Ringwood Indigenous Species of Plant (CRISP) nursery.
Community Capacity
Participants agreed that the Leisure Plan should work to strengthen the
capacity of the community to participate. It was noted that social
connectivity, reducing social isolation and maximising access and
participation are important.
It was agreed that the needs and experiences of groups with special needs
should be understood and taken into account in the development of the
Plan. Groups identified included people with disabilities, the elderly, young
people, families, the socially isolated, and people from culturally and
linguistically diverse backgrounds (CALD).
It was noted that a sense of community and identity, and community
connectedness and involvement, are important elements of leisure activity,
and that barriers to access include poor marketing and communication of
information about programs and facilities to the community.
38
Understanding the
community
Motivations and needs of the community in relation to leisure activity,
including:



Standards and
reporting
requirements
The need to understand the motivations of individuals to be involved in
leisure activities. It was noted that an increasing focus on ‘healthy living’
and other social reasons were in part driving current leisure activity.
The need to understand individuals’ patterns of use of leisure activities.
The need to understand the changing patterns of certain sports and
their ground and facility requirements. It was noted that there is
increasing crossover between seasons (e.g. cricket and football clubs
increasingly want to use grounds all-year-round). The impact of other
‘cyclical’ usage patterns, such as school terms, seasons and sporting
code, also need to be considered.
Participants noted that the management of regulations, safety standards,
liability and risk have a significant impact on the provision of leisure
services. Increasing legislative compliance obligations require considerable
time and resources to implement, maintain and document. Whilst outside of
the control of Council, Leisure Services should encourage and assist
groups to streamline processes and reporting mechanisms to ease the
burden of administering these mandatory requirements.
Implications for Leisure Planning and Provision in Maroondah
The major issues that emerged through the internal consultation were; the importance of support
and training for volunteers, the acknowledgement of voluntary community committees, and
monitoring community need to make informed decisions on the usage, maintenance, and
development of existing assets.
The long-term sustainability of affordable community based leisure provision relies on the presence
of skilled volunteers. While some organisations have the capacity to employ administration staff the
vast majority do not and will continue to rely on volunteers to remain viable. Council must play a
major role in providing and/ or sourcing and promoting opportunities for local organisations to
access training, information and support for volunteers. Committees who feel supported and
appreciated, have effective processes and have sound planning practices in place, have a far
greater chance of recruiting and retaining skilled Committee members and of achieving long term
financial sustainability. Training provision and increased access to support will assist in providing
voluntary committees with the understanding and administrative tools to streamline processes and
paperwork and ease the burden of mandatory reporting requirements facing clubs.
Prior to the redevelopment of Council owned facilities that are utilised for community based leisure
pursuits, Council’s Leisure Services in conjunction with other relevant service areas should
endeavour to develop an understanding the specific motivations and needs of all current and
potential users. The development of a profile detailing who will benefit from the redevelopment and
who may not, will assist in rationalising the allocation of resources and may highlight the need to
consider other options to maximise the usage and overall benefit for the Maroondah Community.
39
7. KEY FINDINGS
Tabled below are the key issues or considerations which have been identified throughout the
consultation program including leisure trends and government policy review, local government
benchmarking analysis and external / internal consultation processes. Issues were grouped into five
thematic areas, which provided the basis for the development of priorities and strategies detailed in
section 7.1.
The 5 themes, which emerged as the key focus for Council’s Leisure Services over the next five
years:
 Asset Development and Management
 Information and Communication
 Policy Development and Review
 Strategic Partnerships and Collaborations
 Service Development
The key issues and considerations below build on the Implications for the provision of Leisure
Services identified throughout Section 6 ‘Understanding the Current Community.’
KEY ISSUES AND CONSIDERATIONS
KEY THEME
Asset Development &
Management
The strategic development and management of Council owned facilities
used for community leisure.









The need to rationalise and prioritise resource allocation to ensure
equity and maximise benefits to the Maroondah community
When developing long term facility master plans Council must
examine future opportunities for the whole space rather than
focusing on the current facility and users occupying that space
Undertake analysis of whether the current range of leisure
facilities will meet future community needs
Environmental sustainability issues need to be considered, as well
as the need to balance limited resources with competing needs.
The impact of seasonal usage on facility planning and the need to
understand the usage patterns of grounds and facilities
All Council–owned buildings are required to be audited and
upgraded to comply with Essential Safety Measures regulations
and the current disability access standard AS14.28.1.
Improve training for facility user groups to understand their
maintenance responsibilities, risk management and liability
requirements and use of maintenance request procedures.
Advocate for continued resources for cycle/ walking paths.
Clarify and document facility maintenance roles and
responsibilities for Community users.
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Information and
Communication
The development of effective systems for the management of data and
the communication of information to and from the community.
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Strategic Partnerships
& Collaborations
Utilise Maroondah’s active participation data to undertake targeted
promotions, campaigns & leisure opportunities.
Inform the community of the role of Leisure Services
Communicate information to clubs regarding industry trends and
the impacts of government policy at a local level.
Promote funding opportunities, both Council and other.
Investigate barriers to access of information including marketing
and communication of information about programs and facilities to
the community.
Improve and target promotion to inform residents of the leisure
opportunities available in Maroondah.
Consider a range of communication and marketing methods that
are accessible and easily updated
Facilitate the continuous provision of information to both service
providers and service users
Increase awareness of programs for older adults and youth.
Assist in the promotion of activities, services and facilities
coordinated by local clubs, associations and allied health services.
Assist community groups in understanding the responsibilities
associated with risk management.
Develop a new data management system with appropriate support
and scope for future development.
Explore a more effective branding approach to Leisure Service’s
events to ensure that Council receives due credit.
Capitalise on the multitude of ‘healthy living’ Government
campaigns to push these messages at a local level and facilitate
links to local opportunities for participation.
The facilitation and /or strengthening of new and existing relationships
with both internal and external service providers and other relevant
organisations.
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Local Government authorities are acknowledging the need to work
collaboratively to set long term planning initiatives on a regional
basis.
Acknowledge that Sport and Recreation Victoria have recently
shifted to funding based on a community development model with
a major focus on partnerships and multiuse facilities.
Develop strategies to facilitate a shift from a competitive to a
collaborative approach to leisure service provision
Investigate opportunities to improve existing school facilities for
shared community usage.
Council, together with peak sports and leisure bodies, should
make club development training and volunteer recognition
initiatives a priority
Assess the needs of Committees of Management and plan and
support strategies to address the identified issues.
Leisure Services should work in conjunction with Council’s
Economic Development service area to highlight gaps in service
provision which may be sourced through the private sector
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Strategic Partnerships &
Collaborations - Continued
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Policy Development
and Review
The development and regular review of policies, processes and planning
tools to guide and facilitate strategic direction of Leisure Services and to
align all future planning to Council’s Strategic Planning Framework.
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Service Development
Adopt a coordinated approach to leisure planning that involves
integrated cross-Council collaboration and partnerships with local
organisations
Events should be community-driven through greater community
consultation and increased community partnerships rather than
Council driven, to ensure community ownership.
Work together with other LGA’s, Peak Sporting Bodies,
Government Departments and community-based organisations to
advocate for identified leisure needs.
The need to ensure that any new sport & recreation facility
developments or upgrades are multipurpose in nature and provide
flexible spaces for a variety of uses.
The need for the development of an event management policy
and an internal events procedure manual to ensure that all Council
service areas are aware of the industry obligations and safety
considerations for the management of community events.
Undertake the further development of an effective user guide for
Council facility users group to clearly outline maintenance and
compliance responsibilities and maintenance request procedures.
Prior to the redevelopment of any Council leisure facility, relevant
Council service areas need to devote significant time to
understanding the specific motivations and needs of all current and
potential users.
The continuous improvement of service that responds to identified
industry trends, community needs, Council direction and comprehensive
evaluation and is guided by the development of effective planning
processes and systems.
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Develop a planning focus based on user experiences and long
term personal and community outcomes rather than on facilities
provision.
Strengthen the capacity of the community to participate in all
areas of leisure including program planning and delivery.
Facilitate appropriate leisure opportunities for the over 60’s.
Work in conjunction with other Council areas and local Community
Houses to explore gaps in leisure provision and opportunities for
cross promotion of existing services.
Keep abreast of the emerging Culturally & Linguistically Diverse
Communities (CALD) within Maroondah to ensure that leisure
opportunities are accessible to these populations.
Continue to foster and increase support for community initiatives.
Evaluation frameworks should be developed and implemented
across all stages of leisure planning and delivery.
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8. KEY RECOMMENDATIONS
8.1
ACTION PLAN – (refer Appendix 1)
After grouping all key issues and considerations under the five themes, an Action Plan was
developed detailing strategies and high-level actions specific to the identified issues and
considerations. The Action Plan also describes the priority level of each action, approximate
timeframe and budget implications. The actions remain at a high level to allow for further
consultation and planning to determine the specific tasks, ensuring that these decisions remain
responsive to current need.
The actions outlined in the Action Plan relate specifically to the issues, considerations and
opportunities highlighted through Stages 1 and 2 of the Plan. Actions are not intended to replace
existing service delivery but more to compliment and improve services and bring innovation to
current practice. The primary aim of all actions outlined is to encourage and support the community
to increase participation in physical activity.
The document details the role that Council will play in supporting the ongoing development of
leisure, sport and recreation services in Maroondah over the next five years. The implementation of
this Action Plan will be led by Council’s Leisure Services Team to ensure a whole of Council
approach to the delivery of the five year actions and for all future leisure planning and service
provision.
9. CONCLUSION
The development of the Leisure Services Strategic Plan has highlighted the requirement for Council
to develop service infrastructure that will guide and facilitate effective service delivery. Infrastructure
would include efficient, multi use data management systems, clear and consistent documentation,
and regularly monitored policies and procedure guidelines. These systems will assist in ensuring
that all future leisure service planning and delivery has a clear rationale supported by corporate
planning frameworks, industry trends and evidence of community need.
The key findings within this document have reinforced the need for Council to focus on the planning
and provision of leisure services that support community organisations to become strong, visible,
sustainable and reflective of the diverse needs of the Maroondah community. There is also a
demonstrated need for Council and key community stakeholders to work in partnership to maximise
existing resources and improve access to leisure initiatives and funding opportunities provided by
government, non-government and private organisations.
Consultation results highlighted communication and information dissemination as key areas
requiring further improvement and forward planning. In particular, feedback demonstrated a low
awareness of the extensive range of available leisure options for older adults and youth, illustrating
the need to research and develop effective promotional tools to target these populations.
The Active Leisure Participation research data denotes ‘lack of time’ is the primary barrier to regular
participation in physical activity. While Council cannot influence an individual’s time constraints, this
information demonstrates the need for Council to work with community organisations to create
greater flexibility in available leisure options.
Ageing leisure facilities are also of concern to Maroondah’s community leisure organisations.
Council must determine whether the current range of facilities will meet future community needs
through continued public consultation and the development of Asset Management Plans.
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Working collaboratively across Council will ensure a co-ordinated and consistent approach to
leisure planning. Service areas, which provide leisure services and /or infrastructure, should
continue to advocate both the individual health benefits and community building outcomes of
leisure participation to ensure that the funding of leisure initiatives is seen as a beneficial
investment to both Council and the community.
Overall this Leisure Services Strategic Plan has identified a number of key issues and
considerations that have influenced or have the potential to influence the provision of leisure within
Maroondah. From these, recommendations have been developed which will shape the future
direction of Leisure Services in Maroondah. The five year strategic Action Plan will guide the
further development of new policies, programs and initiatives which will improve practices, respond
to demonstrated need and will strengthen the capacity of the community to provide a wide range of
quality leisure options encouraging increased participation in physical activity.
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10. ACKNOWLEDGMENTS
Council gratefully acknowledges the many individuals and organisations within the local community
who offered their valuable time and input into in the development of this plan, including community
service providers, schools, Maroondah Councillors & Council staff, local networks, families and
individuals.
Maroondah City Council would also like to acknowledge the following:

Sport and Recreation Victoria who provided part of the funding for this project
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Garry Henshall and Wendy Holland of ‘Garry Henshall and Associates PTY LTD’ who
conducted the initial consultation and literature review which set the basis for the Plan.
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Richard Simon of ‘Simon Leisure Consulting’ who undertook the Active Leisure Participation
Analysis Project.
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The Council Steering Committee whose membership comprised of the following officers:
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Director Community & Leisure Services
Manager Leisure, Culture and Youth
Coordinator Community Development
Manager Major Leisure Facilities
Marketing Manager Major Leisure Facilities
Team Leader Leisure Services
Team Leader Community Planning
Team Leader Youth Services
Team Leader Arts & Cultural Services
Program Manager Early Childhood Services
Team Leader Sports and Projects
Open Space Co-ordinator
Leisure Services Planning & Policy Officer
REFERENCES
Australian Government ‘Australian Sport: Emerging Challenges, New Directions’ (28 May 2008)
Australian Bureau of Statistics, 2006 Census of Population & Housing, Basic Comm. Profile (2006)
Australian Sports Commission ‘Backing Australia’s Sporting Ability’ (2001).
Building Commission (Victoria) ‘Building Regulations 2006’ (2006)
Commonwealth of Australia, ‘National Physical Activity Guidelines for Australians’ (1999)
Department of Planning & Community Development, ‘Victorian Population Bulletin’ (2007)
Department of Sustainability & Environment, ‘Victoria in Future 2004 – Overview’ (2004)
Maroondah City Council ‘Corporate Plan: 2009 – 2013’
Maroondah City Council ‘Disability Policy and Action Plan’ (2008)
Maroondah City Council ‘Health Safety and Wellbeing Plan’ (2003)
Maroondah City Council ‘Leisure & Cultural Strategy’ (1997)
Maroondah City Council ‘Making the Best of Open Space’ (2005)
Maroondah City Council ‘Maroondah 2025 – A Community Planning Together’ (2001)
Maroondah City Council ‘Maroondah Early Years Plan’ (2005)
Maroondah City Council ‘Maroondah Healthy Ageing Healthy Future Plan’ (2007)
Maroondah City Council ‘Maroondah Leisure Strategic Plan 2003 -2008’
Maroondah City Council ‘Ringwood Transit City Urban Design Master Plan’ (2004)
State Government of Victoria ‘Melbourne @ 5 Million’ – a Melbourne 2030 planning update (2009)
State Government of Victoria ‘Physical Activity Framework’ (2000)
State Government of Victoria ‘Physical Activity Framework: A Progress Report’ (2002)
Sport and Recreation Victoria ‘Sport and Recreation 2005-2010: A Five Year Plan’ (2005).
Victorian Football Federation ‘Eastern Regional Soccer Strategy’ (2007)
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