BURNIE CITY COUNCIL
RECREATION PLAN AND AQUATIC FEASIBILITY STUDY
PART 3
THE RECREATION PLANNING
POLICY
HM LEISURE PLANNING PTY LTD
INSPIRING PLACE PTY LTD
PRIOR AND CHENEY ARCHITECTS
DAVID POWICK AND ASSOCIATES
SEPTEMBER 2003
TABLE OF CONTENTS
1
INTRODUCTION
1
2
COUNCIL'S EXISTING POLICY FRAMEWORK
2
2.1 Introduction
2
2.2 Burnie City Strategic Plan
2
2.3 Corporate, Business and Operational Plans
3
2.4 Tasmania-Burnie Partnership Agreement
4
2.5 The 2002 Recreation Policy Paper
3
A RECREATION POLICY FRAMEWORK FOR BURNIE
45
6
CITY COUNCIL, (2004-2014)
3.1 The Policy Framework
6
3.2 The Vision
8
3.3 The Principles
9
3.4 The Policy Positions
11
3.5 The Key Decision Areas
13
3.6 The Strategic Action Plan
14
3.7 Priorities for Action
24
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1
INTRODUCTION
The Recreation Planning Policy provides a long-term framework and a series of
recommendations for creating and delivering the capacity and tools for dynamic action and
for establishing the on-going processes to ensure the integrated planning, development,
maintenance and improvement of leisure and recreation facilities. This will ensure programs
and services in Burnie remain relevant and accessible to the community. The policy
framework has evolved from the Council's existing policy documents, including Burnie City
Strategic Plan 2001-2011 and the May 2002 Recreation Policy paper; from a comprehensive
expression of the communities views, values, and opinions; and from a review of data and
trends in community structure, leisure trends, and recreation behaviour.
The recommendations for action are derived from the detailed research into leisure and
recreation provision and needs in the City which have been reported in Parts 1 and 2 of the
overall study.
The leisure and recreation policy framework consists of:
1.
An over-arching goal for the community’s ambition and role in leisure and
recreation
2.
A set of leisure and recreation planning principles for universal application
within Burnie and which establish the philosophy for providing and
managing leisure and recreation facilities, programs and services
3.
A set of Policy positions with respect to the Council’s continued and future
involvement in recreation facility, program and service provision
4.
A set of "key decision areas" which will be the focus for Council activities,
decisions and commitments
5
A range of "strategic actions" to be addressed in each key decision area, and
6
A short term action plan incorporating the more immediate requirements,
and which should be reviewed and revised on an annual basis for
incorporation within the Council’s statutory Annual Operating Plan.
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2
COUNCIL'S EXISTING POLICY FRAMEWORK
2.1
Introduction
In developing a revised policy for defining a position on leisure and recreation for Burnie
City Council, attention has been taken to ensure that what is developed conforms as closely
as possible with the policy framework already adopted by Council. As part of this process,
the following planning documents are reviewed in the following paragraphs:
1.
The Burnie City Strategic Plan 2001-2011
2.
Burnie City Council Corporate, Business and Operational Plans
3.
The Partnership Agreement Between the Government of Tasmania and the
Burnie City Council, and
4.
The 2002 Recreation Policy paper.
2.2
Burnie City Strategic Plan
The Burnie City Strategic Plan 2001-2011 is the over-arching statutory document through
which the strategic direction of Burnie is to be planned. It provides a vision for Burnie in
2011 as:
“A vibrant community working together to create a prosperous future.”
The Plan outlines a statement of purpose for Council’s role in achieving this vision and details
five key directions (each with an identified goal and desired future) to be pursued. These key
directions are:
1.
A prosperous regional centre
2.
Quality of life
3.
Protection of our environment
4.
Cohesive and caring community, and
5.
Governance and empowerment.
Each of these key directions can be seen to have quite significant relevance to leisure and
recreation provision and development initiatives in Burnie and this has important "whole of
Council" implications to future development processes. For operational purposes, however,
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community-focused leisure and recreation initiatives by Council have been allocated to the
"Quality of Life" key direction area.
Council has identified the following objective for the "Quality of Life" key direction area:
“Protect, maintain and enhance a sustainable open space and recreation facility system to meet
community needs for active and passive recreation.”
In its present form the Burnie City Strategic Plan 2001-2011 does not fully identify the diversity
of Council activities which have impacts on leisure and recreation and only hints at principles
such as fairness, equity and access and others in the 2002 Recreation Policy paper which
underpin community recreation planning and provision. Furthermore, specific mention of
recreation in the "Quality of Life" key direction area does not provide a goal or vision for
Council and the community to work toward.
An improved policy structure for leisure and recreation within the Strategic Plan should
therefore include:
1.
Rewording the recreation objective within the 'Quality of Life' key direction
area as a goal for the future provision of leisure and recreation opportunities
in Burnie
2.
Revising references to leisure and recreation in the Strategic Plan to include
programs and services as well as facilities
3.
The inclusion of principles such as access to recreation opportunities, equity
and life-long involvement, which are only cursorily flagged at present, and
4.
Identification of the cross-sectoral nature of responsibilities for leisure and
recreation.
These revisions would improve recreation planning in Burnie and provide the structure into
which a new recreation policy framework would fit. Nonetheless, the policy framework
detailed in the remainder of this Chapter has been structured so that it can be integrated with
Council's Strategic Plan and its more detailed corporate and operational statements.
2.3
Burnie City Council Corporate, Business and
Operational Plans
As discussed in Chapter 4 of Part 1 of this report, decisions from a range of Departments and
Units in Council can influence the provision of, and access to, leisure and recreation
opportunities in Burnie City Council. For example, decisions related to infrastructure and
transport planning has a direct impact on the ability of members of the community to access
sport and leisure programs.
Similarly, asset management and maintenance decisions across the City can impact on the
quality of the leisure and recreation facilities while the location of infrastructure
developments can impact on the use of public open space. Furthermore, community
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development planning within Burnie often involves engaging the community in programs or
activities that directly overlap with provision for recreation.
In summary, planning for recreation within Burnie falls across all areas of Council business
and mechanisms are needed to ensure that the various influences are effectively tapped and
considered.
Arising from this situation are a number of challenges in terms of meeting goals for leisure
and recreation planning, including:
1.
There is no identifiable core organisational statement or the allocation of
responsibility for leisure and recreation, or any one Department, team or
person "championing" the cause for an involvement by Council in recreation
matters in the City, as there are for most other areas of Council activity
2.
There is no specific budget allocation for leisure and recreation, but rather a
number of sections within many different and discrete budget areas
3.
There is no formal mechanism or structure to ensure liaison and coordination between people dealing with diverse aspects of recreation
planning and provision, both within the Council and across the community,
and
4.
With no defined responsibility focusing on leisure and recreation, nor any
coordination or liaison process within Council for the planning and delivery
of recreation outcomes, no long term goals or targets have been clearly
articulated or, where targets have been set, they have not been effectively
pursued.
2.4
Tasmania-Burnie Partnership Agreement
The Partnership agreement between the State Government and Burnie City Council signed in
2002 provides for a range of cooperative measures to "promote sustainable economic, social
and environmental development in Burnie City Council". It aims to link the Tasmania
Together 20-year plan with Burnie City Council's Strategic Plan and in doing so, identifies
eight key areas for building local capacity. Among those aspects of the Partnership
Agreement of relevance to leisure and recreation are:
1.
An action plan for the development of a regional aquatic centre
2.
Developing Burnie as a regional cultural centre, through the sustainability of
the Burnie Regional Art Gallery (BRAG)
3.
Development of opportunities for increased participation in cultural
activities and culturally based enterprises
4.
Improving city-wide access to community services in partnership with other
providers
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5.
Ensuring efficiency and cooperation in the delivery of services which
overlap State and Council jurisdictions (including sport and recreation), and
6.
Delegation of responsibility for a range of community development issues
and associated funding arrangements.
2.5
The 2002 Recreation Policy Paper
As discussed in Chapters 2 and 3 of Part 1 of this report, significant steps towards a sound,
formalised basis for recreation planning were made in 2002 when a number of Recreation
Planning Principles were adopted by Council, and a series of key strategic directions were
identified for consideration. As discussed in Part 1, the Principles are seen to provide a
sound basis for further developing a recreation policy, as they:
1.
Have been reviewed and endorsed by Council
2.
Have attracted significant support with members of the wider community
as evidenced by the outcomes of the random community survey (Part 1,
Chapter 3)
3.
Were generally well regarded by the selection of recreation
groups/organisations which reviewed them in the recreation planning
workshops undertaken as part of the current study, and
4.
Are derived from accepted principles for recreation planning used by other
Australian Councils and in other reports prepared for Burnie City Council
and are largely strategic in their wording so as to be robust throughout the
life of the plan.
However, the following issues have been identified in relation to the Principles and
particularly, in relation to the strategic directions:
1.
Some are so general or non-specific as to be uncertain in their meaning and
direction. These will require further detailing before they can provide
concrete operational direction to Council
2.
A principle to guide the operational roles of Council has not been articulated
3.
The principles do not commit Council to a "whole of Council" approach to
furthering the provision of leisure and recreation opportunities in the City,
and
4.
The principles do not provide a means of ensuring that leisure and
recreation planning objectives are met through a direct and specific link to
Council’s budgetary processes.
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3
A RECREATION POLICY FRAMEWORK
BURNIE CITY COUNCIL
3.1
FOR
(2004-2014)
The Policy Framework
The following policy framework is designed to guide the maintenance and improvement of
leisure and recreation facilities, programs and services in Burnie, and within the Burnie City
Council, for the planning and development of initiatives in recreation and leisure over the
next 10 years.
The framework is designed to integrate with Council’s current planning and policy
structures, and build on the 2002 recreation policy work. It seeks to provide a leadership role
for the Council, and to foster the creation of community partnerships and shared
responsibility for satisfying recreation needs.
The policy framework is as follows:
The components of the framework are defined below.
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Vision.
This is a statement of the Council’s overriding intent regarding its involvement with and on
behalf of the community in addressing leisure and recreation needs.
In future this statement may replace the existing "objective" for leisure and recreation under
'Quality of Life' in the Council’s Strategic Plan.
The vision statement may with time take a broader currency within the community, and
become the common basis for individual and collective action.
Recreation Planning Principles.
These are a set of broad principles to guide both the Council and the community in decisions
and planning relating to leisure and recreation over the long-term. These principles are in
part based on the recreational policy principles adopted by Council in 2002, but have been
revised and expanded to account for community views, research findings and trends, and to
address some of the organisational and structural requirements and shortcomings in those
bodies with responsibility or involvement in recreation. ). The principles should be, and are
considered to be robust enough to remain relevant for the 10-year life of this plan.
Policy positions.
A set of policy positions and strategic directions to guide Council in developing an action
plan for leisure and recreation that allows it to further the principles. These provide a basis
for developing specific actions and include all of the strategic directions statements contained
in Council's May 2002 recreation policy paper. It would be expected that these statements
should be reviewed from time to time over the mid to longer- term as new contexts and
challenges arise.
Key Decision Areas.
Key decision areas consist of the broad areas of Council operations relating to leisure and
recreation outcomes and which are to be guided by the Recreation Plan.
An initial set of key decision areas has been identified from the research conducted in the
present study. In future, these should be reviewed, refined and restated by Council over the
short to mid-term (say, every 3 years) in the context of the then-current recreation planning
situation, any specific challenges which have arisen (eg: changes in population age, mix; new
research findings; funding availability) and/or the effective resolution of present-day specific
needs.
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It would be expected that any reworking would be carried through in consultation with
members of clubs and groups and the wider community.
Strategic Actions.
These are the specific actions to be taken in each Key Decision Area so as to achieve the broad
outcomes.
The actions would be implemented to achieve the overall recreation planning vision, in
keeping with the principles and within the context of the broad key decision areas.
An annual Leisure and Recreation Action Plan would provide timelines, goals and
responsibilities for each Action. Given there is a statutory requirement on the Council to
prepare and publish an annual Operational Plan, it is appropriate the Strategic Actions be
incorporated within this statement.
In the initiation phase for the Recreation Strategy, each action should be the responsibility of
an existing Council Department or operational unit so that links and performance
measurement can be related to budgetary allocations and organisational responsibilities.
However, as organisational changes occur, a more corporate approach to recreation
management should be developed, with an increasing focus to a defined unit with an
umbrella responsibility for recreation matters.
3.2
The Vision
The following Vision is proposed for the Council:
Sustainable and life-long participation in leisure and recreation on the part of all members of the
Burnie community.
The term “leisure” is defined to be discretionary time available to an individual. The term
“recreation” is defined to mean those activities in which a person voluntarily engages during
their leisure time. Both leisure and recreation are important aspects of personal well-being.
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The term "sustainable" is defined in three ways:
1.
The ability of leisure and recreation facilities, programs and services to
continue to be available as a result of good maintenance, good management
and, where relevant, with minimal or no long-term detrimental impacts
2.
The ability of Council and the community to afford the opportunities which
are available, and
3.
The ability of the opportunities that are made available to continue to be
relevant and attractive to the community.
Facilities, programs and services which are not sustainable will, over time, be restructured,
revised or discontinued.
The term "life-long" is defined as meaning the provision of a mix and diversity of leisure and
recreation facilities and programs which are of interest to and accessible by people of all ages.
The intent of the words "all members of the Burnie community" is to make provision for:
1.
The general resident community
2.
People working in the City,
3.
People visiting the City on whatever reason and for whatever duration,
including tourists, and
4.
A range of other individuals and groups who may well have special
requirements which need to be met to ensure that they can participate in
leisure and recreation pursuits and thereby gain the benefits intended
through the provision.
The individuals and groups in the fourth category above could be expected to include aged
residents, young children, students studying and/or living in the City, teenagers, people who
are frail, people with a range of short term and permanent disabilities, new residents, people
from a non-English speaking background, single parents, minority cultural groups, people in
more remote parts of the City and lone householders.
3.3
The Principles
The following principles are to contain the broad statements of intent and commitment
required to guide all policy and actions by the Council with respect to community recreation
provisions.
They assume a holistic perspective toward a best result outcome. In common with the
Vision, these principles should find a wider application within the community, and assist to
guide the decision and actions of others making provision for recreation needs.
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Fairness, Equality and Access – actively ensure equality of access to sport, leisure and
recreation opportunities regardless of age, sex, mobility, ethnicity or economic capacity by
providing particular assistance for those for whom access is more difficult (e.g. for reason of
language or mobility barriers); encouraging the development of user-friendly and high
standard access infrastructure (including roads, footpaths, bike ways); and ensuring equitable
pricing policies, and favouring initiatives which improve access.
Life-long involvement – commitment to ensuring that all members of the community have
the opportunity for life-long involvement in sport, leisure and recreation through
participation and education programs; improvement of access and services and exposing
people to new or different leisure and recreation opportunities.
Quality of experience and safety – an acceptance that the Burnie Community has the right to
expect a high standard of recreation opportunities. The value of experiential qualities of
recreation (including environment and setting); and the need to ensure that facilities,
programs and services are best achieved and provided in accordance with contemporary
standards and practices for health, risk and public safety.
Continual improvement – a commitment to continually review provision of recreational
facilities programs and services; to improve the operational capacity of organisations and
agencies to provide these services, and to facilitate initiatives in the community and
commercial sectors which improve recreation opportunities.
Sustainability – a belief in ensuring the sustainability of leisure and recreation opportunities
by providing facilities programs and services which meet identified needs in the community;
by strengthening the ability of the community to develop, operate and maintain them, and by
avoiding, remedying or mitigating any lasting impacts upon the natural environment and
quality of life of residents.
Multi-use and efficiency – to support multi-use and efficiency in provision of recreation
opportunities. Efficiency is measured in terms of the costs incurred in the running of
programs, maintenance, improvement or replacement of facilities against the benefits to the
whole community in terms of recreation opportunity.
Preference will be given to initiatives which avoid the duplication of facilitates, which are
designed to facilitate and encourage multi-use and which help to achieve a coordinated and
holistic approach to leisure and recreation.
Diversity of opportunities – to support the provision of a range of opportunities for both
passive and active recreation; in a number of locations; at all levels of skill and competence
and which cater for needs at the local, municipal, district and regional levels. Actively
encourage the development of new opportunities for leisure and recreation in Burnie.
Partnerships/Shared responsibility – to actively pursue opportunities for joint development
of facilitates between providers (e.g. schools, Forestry Tasmania, Parks and Wildlife, private
business, not-for-profit agencies); encourage shared management regimes with clubs and
community groups and inter-agency and inter-government cooperation; and assist those who
assist the community (e.g. volunteers and community based groups).
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Making a whole-of Community commitment – to encourage a cooperative, whole-ofcommunity commitment to meeting the foregoing principles and to improving opportunities
for leisure and recreation for all members of the community.
Organisational capacity-- to develop the organisational and financial capacity to actively
plan, manage and assist with the delivery of facilities, programs and services which enhance
opportunities for all members of the Burnie community to benefit from pursuing leisure and
recreation activities.
3.4
The Policy Positions
The Burnie City Council should demonstrate leadership with respect to a continued
involvement in the actual and direct provision of recreational programs, facilities and
services. It should also seek to encourage and enable the community to take individual and
partnership initiatives to further the range of recreational opportunities and skills to meet the
agreed community vision for recreation.
A clear statement of the Council’s policy and strategic direction for commitment to recreation
provision will provide certainty with respect to what may reasonably be expected of the
Council in terms of what will be provided and how it will be used and managed. It will also
assist the Council in the allocation of resources and the creation of operational plans for
delivering meaningful recreation outcomes.
The draft strategic directions contained in the May 2002 Council paper were prepared as a
guide to the types of outcomes that might flow from the principles. With minor reservations,
the strategic directions were endorsed in Chapter 3 of Part 1 of this report. They are reported
below with some modifications and deletions as deemed appropriate. However, they will
still require further spelling out in terms of their operational implications and processes
before they can be confidently used as a guide to Council practice.
•
Recreation facilities, programs and services on Council land or land for
which Council is responsible will be managed and maintained by the
Council, either directly or under formal arrangements endorsed and
regulated by Council
•
Council will only provide new facilities, programs and services that reflect
identified community needs and which will broaden the base for
participation in all forms of recreational activity
•
Council will continue to provide a range of open space facilities to allow the
opportunity for an equitable range of both structured and unstructured
recreational experiences. Wherever practical, those grounds will be
developed, managed and scheduled to support multi-use
•
Council will provide and maintain recreation facilities, programs and
services for the use and enjoyment of the community. Standards of
provision will be appropriate for the standard and level of use and will
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comply with contemporary standards for competition, safety and risk
management
•
All Council recreational facilities, programs and services shall be subject to
the provisions of Council By-laws
•
Council will continuously review the existing provision of recreation
facilities, programs and services for the purpose of determining need and
relevance, and where appropriate, will refurbish and/or rationalise the
assets or restructure their management to ensure current and emergent
needs are satisfied
•
Council will promote the availability of recreation facilities, programs and
services in the community for a broad range of uses, and shall encourage
individual, associations and clubs to provide events and sporting fixtures on
Council reserves whether on a regular or occasional basis
•
In order to maximise access to facilities, Council will only grant associations,
clubs or individuals exclusive occupancy rights to any facility under its
direct control or management for specified hours, days, and weeks within
particular seasons of the year
•
Council will develop and maintain recreation facilities, programs and
services at a hierarchy of standards in order to offer sustainable
opportunities for participation at all appropriate skill levels
•
Council will seek to ensure the facilities, programs and services in which it
is involved remain affordable and within its immediate budget capacity
and long-term financial plans. Wise expenditure, including opportunity for
reduction in operating and ownership costs, will be the basis of Council’s
financial commitment
•
All Council facilities, programs and services will be provided in accordance
with contemporary standards and practices to ensure quality and safety for
intended end-use
•
The allocation of resources, priority of decisions, and the design and
management of facilities and programs shall be consistent with principle of
equity, inclusiveness and fairness
•
Specifications for provision and maintenance will be established for each
type and standard of facility, program and service so as to deliver a
consistency of provision at a cost which is sustainable by Council
•
Fees and charges will be established on the basis of facility, program and
service maintenance costs; facility, program and service types; the financial
capacity of users, and user types, and
•
Council will encourage and facilitate development and transition to a shared
or multiple occupations of existing grounds, facilities, clubroom and social
facilities.
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Council will need to monitor the implementation and impacts of these policy positions and
review and revise them on a 3-5 yearly basis as deemed appropriate. Additional items can
also be added depending on changing and new circumstances.
3.5
The Key Decision Areas
Key Decision Areas have been identified from the research undertaken in the present Study
It is considered appropriate that Council address these five areas in order to achieve more
efficient and effective provision of leisure and recreation facilities, programs and services and
to optimise the benefits delivered to the community. They are:
1.
Building operational structures and capacities in Council and in the wider
community
2.
Upgrading and redeveloping existing leisure and recreation facilities
3.
Upgrading the existing, and developing new leisure and recreation
programs
4.
Upgrading the existing, and developing new leisure and recreation services
5.
Developing new outdoor leisure and recreation outcomes
6.
Developing new indoor leisure and recreation outcomes
In essence, the Key Decision Areas cover three areas. These are:
1. Developing the capacity of Council and the community to address leisure and recreation issues in a
directed, comprehensive and integrated manner:
This requires Council acceptance of the fact that recreation is not a discrete functional area or
task, but rather is the outcome of an umbrella responsibility encompassing a wide range of
municipal programs and actions. It is necessary that the corporation has a capacity to
articulate its broad recreational objectives at strategic and operational level; and that it
develops the structures and processes required to ensure effective delivery against the agreed
corporate intent. It is also necessary that the community be knowledgeable and supportive of
the roles it needs to play in the delivery of recreation outcomes, and that it have available the
knowledge and skills necessary to adequately and successfully discharge that responsibility.
2. Enhancing and optimising the use of and the benefits delivered by existing leisure and recreation
opportunities in the City:
Key Decision Areas 2 and, 3. and 4 are concerned to ensure the portfolio of recreation
facilities and the programs and services having recreational outcomes are designed and
delivered to be cost effective and relevant. This may require the expansion, contraction or
deletion in whole or part of some existing recreational commitments and investments. A
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process of rational assessment and future planning, and an on-going consultation with the
community is essential to this task; and
3. Providing new leisure and recreation opportunities and benefits to the community:
Key Decision Areas 5 and 6 .is concerned with a consideration for filling gaps in satisfying both
present and future needs.
As indicated previously, as initiatives are taken to address the Key Decision Areas over the
coming years, they should be reviewed, restructured and if deemed appropriate, replaced
with other areas of activity. None of the Key Strategic Areas should be considered in
isolation. They comprise a non-divisible package of considerations, each having potential
impact on the other. The need for continuous revision and response, adding and subtracting
issues, and amending priorities, is part of the dynamic of an involvement in recreation.
3.6
The Strategic Action Plan
The Strategic Action Plan details the overall array of initiatives and actions that have been
identified for achieving in each of the Key Decision Area. These are detailed in the following
charts. Each recommendation is referenced to the supporting evidence provided in Parts 1
and 2 of the overall study.
While specific sites are referred to or proposed in relation to some of the recommendations,
in others, a range of optional sites exist which will require further assessment once specific
action on a recommendation is approved. Respondents made many suggestions to the
random community survey and these are detailed in Appendix 3. Reference should be made
to these listings as a guide to sites as they are indicative of the strength of community views.
It is noted that:
1.
Although listing in the following charts reflects to some degree a logical
sequence of initiatives, they do not reflect overall priorities for action. These
are reported in section 3.7. It is open for Council to be both selective and
incremental with respect to the sequence or priority for implementation.
Some recommendations may be given immediate action, while others may
be considered within a long timeframe, while others
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may be deferred or abandoned. The essential recognition must be that an
approach to recreational planning and provision is a many faceted
endeavour, and that there is no single or preferred action for delivering the
vision or observing the agreed principles. It is better to do only part of what
is considered to be beneficial, rather than to do nothing.
2.
The listings do not cover every issue, need or proposal for action identified
in the course of the study. Recreation provision operates in a dynamic
environment. As the capacity and demands on the organisation evolve, and
as social and cultural trends and structural characteristics of the community
and its economy change, the Strategic Action Plan must be constantly reassessed for continuing relevance and attainability. It will therefore be
important for Aldermen and Council officers to undertake an initial review
of the overall document in order to identify other items that might warrant
inclusion. This review should also be undertaken every 2-3 years in the
light of recent events and issues in the community to ensure that issues of
emerging importance are not overlooked; and
3.
If Burnie City Council follows the recommendations of this plan on a
consistent basis, comprehensive revision should not be required for around
10 years.
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KEY DECISION AREA 1:
Building operational structures and capacities in Council and in the wider community.
Item
No.
KDA Details
1.1
Adopt the leisure and recreation policy framework detailed in the
Part 3, 3.1 Recreation Planning Policy (including the spelling out of the day-to- 3.5, p. 1-14
day operational implications and rules of the policy positions in Part
3, 3.4) as the basis for the Council’s position for addressing leisure
and recreation issues in the City
1.2
Create a clear identification of the Council’s commitment to leisure
and recreation within its statutory strategic and operational plans
Part 3, 3.1 3.5, p. 1-14
1.3
Establish and monitor performance of a formal structure within the
Part 1, 3.6.2,
p. 60
Council to provide an organisational capacity and operational
coordination to ensure a whole-of-Council approach to the resolution of leisure and recreation initiatives and issues
Research Refs:
Report Part,
Section No.,
page
1.4
Provide adequate resources to facilitate the work of a leisure
services coordinating group
Part 1, 3.6.3,
p. 60
1.5
Adopt the classification of recreation resources by type as
recommended in Part 1, 5.2.2 as the basis for determining the
purpose and use(s) to which each venue is put, values and benefits,
Part 1, 5.2.25.2.4, p. 101107;
Appendix 4
management issues and inputs, the amenities to be provided, and
indicative sizes
1.6
Adopt the hierarchical classification of recreation assets and the
associated operational guidelines recommended in Part 1 of this
report and use it as a basis for determining developmental budgets
Part 1, 5.2.1,
p.98
1.7
Develop a comprehensive inventory of recreation assets in the City
using the framework recommended in this report
Part 1, 5.2.5,
p.107
1.8
For all indoor and outdoor leisure and recreation venues owned or
controlled by Council, undertake a review of venue leases, management arrangements and the role and terms of Committees of
Part 1, 3.4,
p.56; 4.3, pp.
67-70; 4.7.2, p.
87
Management in order to enhance the role and functioning of the
venues; to make them more accountable; to ensure effective asset
maintenance and to ensure wider community access. Where these
improvements cannot be achieved within existing management
frameworks, assume greater responsibility for the management, use
and scheduling of the assets
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KEY DECISION AREA 1: Continued
Building operational structures and capacities in Council and in the wider community.
Item
No.
KDA Details
Research Refs:
Report Part,
Section No.,
page
1.9
Review Council by-laws applying to the use of public parks for the
purpose of revising those clauses with negative implications for
enhanced use and enjoyment
Part 1, 3.4,
p.56; 4.3, p.
67; 4.5.3, p. 79
1.10
Ensure that the "People" “Places” and "Quality and Risk
Management" development principles detailed in Ready, Steady,
Go! A plan for the future of the Tasmanian Sport, Recreation and
Part 1, 2.2.8,
pp. 36-38; 39
Physical Education Industry (2002) are complied with in any new
provision initiatives
1.11
Develop a formal process of liaison with schools and other
educational bodies, private and commercial leisure and recreation
provision agencies and other Councils in order to identify and
pursue relevant joint development initiatives in place of City of
Burnie-only provision
Part 1, 3.4, p.
56
1.12
Develop a process for meeting with (a) sporting and recreation
groups and support agencies and (b) people with disabilities and
disability support groups on a regular, consultative basis
Part 1, 3.4, p.
54; 4.4.2
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KEY DECISION AREA 2:
Upgrading and redeveloping existing leisure and recreation facilities
Item
No.
KDA Details
2.1
Continue the implementation of recreation and open space
Part 1, 2.2.2,
p. 21
management recommendations made in earlier reports to Council,
including the 1994 Preliminary Open Space Management Plan for the
City of Burnie; the 1995 Indoor Recreation Facility Plan for NW Tasmania;
and the 2001 Burnie Park Management Plan
2.2
Enhance the standard of the physical infrastructure of Council's
Part 1, 2.2.6;
future provision for outdoor recreation venues including informal
parks, playgrounds, natural areas, foreshore reserves and sports
grounds, and improve the standards of day to day maintenance in
order to achieve more effective use, improved user safety and
enhanced amenity. Ensure that all works comply with the Disability
p. 30; 3.4, p.
53; 4.5.6, p.
80; 4.7.2, p. 87;
5.3.1, (1.1 - 8.),
pp. 110-138
Research Refs:
Report Part,
Section No.,
page
Discrimination Act and allow the resources to be used in a positive,
creative manner by people with disabilities.
2.3
Assess and implement opportunities to improve access and
participation at the Burnie Skate Park
Part 1, 4.5.7,
p.81; 5.3.1
(1.7), p. 114
2.4
Retain and enhance where practical the usage and management
arrangements of sports grounds and associated recreational facilities in the City’s rural towns as a means to sustaining rural
Part 1, 5.3.1,
(6.12), p. 133
communities, and assist in ensuring adequate resources for maintenance, and the promotion of schedules and programs for use by the
wider Burnie community
2.5
Rationalise the provision of sporting fields as opportunities become
available; with sites being redeveloped for informal uses where it is
not appropriate to dispose of them or to convert to an alternate
community use or benefit. Initial consideration to be given Upper
Burnie Ground, and the Three Mile Line Ground.
Part 1, 3.4, p.
56
2.6
Prepare comprehensive master plans and cost-benefit analysis for
Part 1, 3.4, p.
significant recreational facilities, including the West Park and the
Les Clark Oval precincts and the Burnie Civic Centre, in order to
determine the most effective future uses of these venues, the
opportunities and capacities for redevelopment and the implications
of relocating various uses on and off each venue
56; 5.3.1 (6.1,
6.2), p. 120127
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KEY DECISION AREA 2: Continued
Upgrading and redeveloping existing leisure and recreation facilities
Item
No.
KDA Details
Research Refs:
Report Part,
Section No.,
page
2.7
Retain where practical the small community halls at Cooee, Upper
Burnie, Stowport, Natone and Ridgley, and as appropriate review
and enhance the usage and management arrangements to ensure
continued and sustainable community access and diversity of use.
Part 1, 5.3.1
(9.2), p. 140
2.8
Support the completion of the breakwater and boat ramp on the
eastern Burnie foreshore to provide a deep-water emergency sea
rescue facility; boat ramp and safe fishing platform.
Part 1, 5.3.1,
(5.2), p. 118
2.9
Initiate a program designed to rationalise the provision of smaller,
Part 1, 4.6, p.
outdated halls, rehearsal spaces and meeting rooms across the City
and to direct their integration within a new multi-purpose venue.
84; 5.3.1, (9.2),
p. 140
2.10
Work with relevant organisations to implement community
endorsed development projects in the Acton-Shorewell Park area.
Part 1,
2.2.4,4.4.3,4.4.
4; 5.3.1 (11.1),
p. 143
2.11
Identify an existing indoor venue capable of accommodating
multiple use activities, including indoor bowls and consider the
Part 1, 4.6,
p.84
options and mechanisms to undertake the redevelopments capable
of meeting this need
2.12
Part 1, 5.3.1,
Assess the various undeveloped open space sites across the City to
(13.1), p. 144
identify those which may warrant retention and development to
meet local community needs and those which may be considered for
sale
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KEY DECISION AREA 3:
Upgrading the existing, and developing new leisure and recreation programs
Item
No.
KDA Details
Research Refs:
Report Part,
Section No.,
page
3.1
Work with other service providers and existing clubs and
organisations to facilitate development leisure and recreation
programs and activities that target people with disabilities.
Part 1, 3.4, p.
54; 4.4.2, p. 72
3.2
Develop a program of leisure and recreation activities that target
young people in the community. Encourage and support existing
clubs and organisations to develop activities suitable to young
Part 1, 3.4, p.
54; 4.4.1, p.
70-72
people; and that initiatives, design and management criteria are
consistent with guidelines contained in the report “Public Spaces for
Young People”
3.3
Develop a program of leisure and recreation activities which target
identifiable needs groups in the community including low-income
earners, unemployed, single parent, lone householders, youth and
older residents. Encourage and support existing clubs and
Part 1, 2.2.6,
p. 30; 3.4, p.
54; 4.3, p. 6870;
organisations to develop activities suitable to the target groups
selected
3.4
Ensure healthy living programs such as included in the Burnie Take
Heart Project 1996 – 1999 are integrated with recreation initiatives;
and that the "Health and Well Being" development principles
detailed in Ready, Steady, Go! A plan for the future of the
Part 1, 2.2.8,
pp. 39-40
Tasmanian Sport, Recreation and Physical Education Industry (2002)
are complied with in any new leisure and recreation programs
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KEY DECISION AREA 4:
Upgrading the existing, and developing new leisure and recreation services
Item
No.
KDA Details
Research Refs:
Report Part,
Section No.,
page
4.1
Facilitate and develop a comprehensive information service
(including the venues and programs inventory recommended in
KDA 1) relating to leisure and recreation opportunities in the City
of Burnie
Part 1, 3.4, p.
54, 55; 5.5, p.
149
4.2
Facilitate and provide assistance to market leisure and recreation
opportunities to the community in order to attract wider use and
increase provision of venue use viability
Part 1, 3.4, p.
54
4.3
Use the policy positions in Part 3, 3.4 to strengthen and regularise
the management of recreation venues across the City
Part 3, 3.4, p.
4.4
12; Part 1, 3.4,
p. 56
Initiate a program to progressively upgrade and provide additional Part 1, 4.4.2,
p. 72; 149
support services and amenities at formal and opportunistic leisure
and recreation places and spaces, including within the CBD, at
recreation venues and along linear trails throughout the City. These
should include seats, weather shelters, shade, lighting, safe
pathways, rails on stairways in public buildings, covered walkways
at key venues (eg: Civic Centre), toilets, water taps
4.5
4.6
Take action to strengthen the provision of support services for
people with disabilities, in particular in relation to safe movement
around Burnie (footpaths, road crossing, traffic light buzzers, signal
duration, signal button heights), shelter, community transport,
lighting, access to toilets and related amenities
Part 1, 4.4.2,
p. 72, 74
Assess the strategies available for providing community transport
Part 1, 4.6, p.
84
services for people with disabilities and for aged residents in the
City
4.7
Take action to strengthen the provision of support services to young Part 1, 4.4.1,
4.4.2, p. 70-72
people including in particular, participation links, transport,
education, support amenities
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KEY DECISION AREA 4 Continued:
Upgrading the existing, and developing new leisure and recreation programs and services
Item
No.
KDA Details
4.8
Take action to streamline the scheduling of leisure and recreation
Part 1, 3.4, p.
facilities use by clubs and groups so as to enhance community access 56
times and strengthen the viability of venues
4.9
Ensure that the "Information Technology" development principles
detailed in Ready, Steady, Go! A plan for the future of the Tasmanian
Sport, Recreation and Physical Education Industry (2002) are complied
with in any new provision initiatives
Part 1, 2.2.8,
pp. 38-39
4.10
Develop a process to facilitate inter-club and group liaison in
developing and sharing facilities and in running joint events
Part 1, 3.4, p.
54
4.11
Encourage and assist an environment where recreation and sporting
Part 1, 3.4, p.
54, 55
clubs are able to manage their governance, administrative and
membership responsibilities in accordance with legal and social
responsibilities.
4.12
Assist with action to enhance access to inland, coastal and off-shore
recreational fisheries in the Burnie area in accordance with best
environmental practices and guidelines
Research Refs:
Report Part,
Section No.,
page
Part 1, 4.5.1,
p. 77
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KEY DECISION AREA 5: Developing new outdoor leisure and recreation outcomes
Item
No.
KDA Details
5.1
Maximise opportunities to develop an integrated, off-road cycling
and walking trail along the City's coastline.
Part 1, 4.7.2,
p. 87
5.2
Develop new walking and cycle trails throughout the City using
Part 1, 5.3.1,
under-developed creek valleys and reserves and utility and service
easements to provide both linear and cross-linkages; and provide
appropriate support facilities along the trails.
(14.3), p. 146;
(12.), p. 144
5.3
Assess opportunities for the provision of a second smaller and
prefer-ably, mobile skate facility
Part 1, 4.4.1,
p. 70
5.4
Undertake master planning studies to assess the capacity and
Part 1, 4.7.2,
suitability of keystone natural and cultural sites such as Cooee Point, p. 88
to provide for enhanced recreational opportunity, including walking
Research Refs:
Report Part,
Section No.,
page
and cycling routes, links to the CBD; picnic facilities; sightseeing;
conservation and habitat areas; fishing; educational programs
5.5
Assist with the provision of new activity components which add to
the diversity of recreation opportunities available in the City's
existing open space venues eg: BMX, petanque, model cars, model
radio aircraft, bocce, outdoor chess, "experiential" gardens (touch,
smell)
Part 1, 4.5.2,
p. 78; 5.3.1,
(14.2), p. 146
5.6
Develop two "district" scale playgrounds in the City, one close to the
Part 1, 5.3.1,
CBD (eg: Burnie Park or with a new aquatic centre if it is to be built
at a site in close proximity to the CBD;) and the other at a larger,
accessible reserve in an urban area eg: Acton Recreation Ground,
Romaine Park, Shorewell Creek trail
(8.), p. 136;
Appendix 3,
p. 5
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KEY DECISION AREA 6
Developing new indoor leisure and recreation outcomes
Item
No.
KDA Details
Research Refs:
Report Part,
Section No.,
page
6.1
Explore and implement opportunities for provision of a new multipurpose indoor aquatic leisure centre in the City, (with the former
hospital site on Bass Highway as the preferred venue). Integrate the
development with a range of indoor and outdoor social, commercial,
educational, information, health and fitness and tourism
Part 1, 4.7.2,
p. 87; Part 2,
Ch. 5, pp. 4780
opportunities. Integrate the development through a wider precinct
plan (which would encompass Oakleigh Park in the case of the
former hospital site) and other surrounding areas
6.2
Undertake a master planning and feasibility study into the development of an integrated multipurpose community recreation space
to accommodate creative recreation and community development
activities. Prime consideration should be given the Civic Centre
precinct, including all Council buildings and outdoor areas, to provide a series of multi-use spaces designed to accommodate arts,
indoor and outdoor performances and events, social and drop-in
areas, workshop and storage spaces, and facilities for relocating
from older, outdated venues and for new activities and uses
Part 1, 5.3.1,
(9.1), p. 138;
4.5.5, p. 80;
4.7.3, p. 93-96
6.3
Strengthen the relationship between local recreation and leisure
opportunities and tourism and visitor attractions
Part 1, 4.7.2,
p. 87
6.4
Actively pursue with relevant and interested partners the
opportunities for attracting and developing a variety of affordable
and high standard tourist accommodation and support services.
Part 1, 4.3, p
68; 4.7.2, p 88;
Appendix 4
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3.7
Priorities for Action Plan
The allocation of priorities, the sequence of response, and the need for full or partial
implementation, of matters contained in the Action Plan is a matter for discretion of Council.
However, the first stage of implementation should focus on those Actions intended to assist
placing recreation issues more constructively into the Council strategic, corporate and
operational agenda; and which will address the more pressing needs of the community –
either for the purposes of take a definite action or for putting to rest some current concerns or
expectations. Accordingly, Council capacity and existing commitments would take
precedence over future matters.
The following chart details the recommended years 1 - 3 priorities for actions that have been
identified from the full range of items listed in the Key Decision Areas.
Suggested Order of Consideration for Implementation of Key Decision Areas
Item
No
KDA KDA Details
No
1
1.1
Research
Refs: Report
Part, Section
No., page
Adopt the leisure and recreation policy framework detailed in Part 3, 3.1 3.5, p. 1-14
the Recreation Planning Policy (including the spelling out of
the day-to-day operational implications and rules of the policy
positions in Part 3, 3.4) as the basis for the Council’s position
for addressing leisure and recreation issues in the City
2
1.2
Create a clear identification of the Council’s commitment to
leisure and recreation within its statutory strategic and
operational plans
Part 3, 3.1 3.5, p. 1-14
3
1.3
Establish and monitor performance of a formal structure
within the Council to provide an organisational capacity and
operational coordination for the purpose of ensuring a whole-
Part 1, 3.6.2,
p. 60
of-Council approach to the resolution of leisure and recreation
initiatives and issues
4
1.4
Provide adequate resources to facilitate the work of a leisure
services coordinating group
Part 1, 3.6.3,
p. 60
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Suggested Order of Consideration for Implementation of Key Decision Areas (Cont)
Item
No
KDA KDA Details
No
Research
Refs: Report
Part, Section
No., page
5
1.5
Adopt the classification of recreation resources by type as
recommended in Part 1, 5.2.2 as the basis for determining the
Part 1, 5.2.25.2.4, p. 101-
purpose and use(s) to which each venue is put, values and
benefits, management issues and inputs, the amenities to be
provided, and indicative sizes
107;
Appendix 4
6
1.6
Adopt the hierarchical classification of recreation assets and
the associated operational guidelines recommended in Part 1
of this report and use it as a basis for determining
developmental budgets
Part 1, 5.2.1,
p.98
7
1.7
Develop a comprehensive inventory of recreation assets in
the City using the framework recommended in this report
Part 1, 5.2.5,
p.107
8
6.1
Explore and implement opportunities for provision of a new
multi-purpose indoor aquatic leisure centre in the City, (with
the former hospital site on Bass Highway as the preferred
venue). Integrate the development with a range of indoor and
outdoor social, commercial, educational, information, health
Part 1, 4.7.2,
p. 87; Part 2,
Ch. 5, pp. 4780
and fitness and tourism opportunities. Integrate the
development through a wider precinct plan (which would
encompass Oakleigh Park in the case of the former hospital
site) and other surrounding areas
9
4.4
Initiate a program to progressively upgrade and provide
additional support services and amenities at formal and
opportunistic leisure and recreation places and spaces,
Part 1, 4.4.2,
p. 72; 149
including within the CBD, at recreation venues and along
linear trails throughout the City. These should include seats,
weather shelters, shade, lighting, safe pathways, rails on
stairways in public buildings, covered walkways at key
venues (eg: Civic Centre), toilets, water taps
10
Take action to strengthen the provision of support services for
4.5
people with disabilities, in particular in relation to safe
movement around Burnie (footpaths, road crossing, traffic
light buzzers, signal duration, signal button heights), shelter,
community transport, lighting, access to toilets and related
amenities
Part 1, 4.4.2,
p. 72, 74
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Suggested Order of Consideration for Implementation of Key Decision Areas (Cont)
Item
No
KDA KDA Details
No
Research
Refs: Report
Part, Section
No., page
11
2.3
Assess and implement opportunities to improve access and
participation at the Burnie Skate Park
Part 1, 4.5.7,
p.81; 5.3.1
(1.7), p. 114
12
4.1
Facilitate and develop a comprehensive information service
(including the venues and programs inventory recommended
in KDA 1) relating to leisure and recreation opportunities in
the City of Burnie
Part 1, 3.4, p.
54, 55; 5.5, p.
149
13
2.6
Prepare comprehensive master plans and cost-benefit analysis Part 1, 3.4, p.
for significant recreational facilities, including the West Park
56; 5.3.1 (6.1,
and the Les Clark Oval precincts and the Burnie Civic Centre, 6.2), p. 120127
in order to determine the most effective future uses of these
venues, the opportunities and capacities for redevelopment
and the implications of relocating various uses on and off each
venue
14
3.1
Work with other service providers and existing clubs & organisations to facilitate development leisure and recreation
programs & activities that target people with disabilities.
Part 1, 3.4, p.
54; 4.4.2, p.
72
15
3.2
Develop a program of leisure and recreation activities that
Part 1, 3.4, p.
target young people in the community. Encourage and
support existing clubs and organisations to develop activities
suitable to young people; and that initiatives, design and
manage-ment criteria are consistent with guidelines contained
in the report “Public Spaces for Young People”
54; 4.4.1, p.
70-72
Undertake a master planning and feasibility study into the
Part 1, 5.3.1,
development of an integrated multipurpose community
recreation space to accommodate creative recreation and
community development activities. Prime consideration
should be given the Civic Centre precinct, including all
Council buildings and outdoor areas, to provide a series of
(9.1), p. 138;
4.5.5, p. 80;
4.7.3, p. 93-96
16
6.2
multi-use spaces designed to accommodate arts, indoor and
outdoor performances and events, social and drop-in areas,
workshop and storage spaces, and facilities for relocating from
older, outdated venues and for new activities and uses
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Suggested Order of Consideration for Implementation of Key Decision Areas (Cont)
Item
No
KDA KDA Details
No
Research
Refs: Report
Part, Section
No., page
17
1.7
For all indoor and outdoor leisure and recreation venues
owned or controlled by Council, undertake a review of venue
Part 1, 3.4,
p.56; 4.3, pp.
leases, management arrangements and the role and terms of
Committees of Management in order to enhance the role and
functioning of the venues; to make them more accountable; to
ensure effective asset maintenance and to ensure wider
community access. Where these improvements cannot be
67-70; 4.7.2,
p. 87
achieved within existing management frameworks, assume
greater responsibility for the management, use and scheduling of the assets
18
4.8
Take action to streamline the scheduling of leisure & recreation facilities use by clubs and groups so as to enhance community access times and strengthen the viability of venues
19
1.11
Develop a process for meeting with (a) sporting and recreation Part 1, 3.4, p.
54; 4.4.2
groups and support agencies and (b) people with disabilities
and disability support groups on a regular, consultative basis
20
1.10
Develop a formal process of liaison with schools and other
educational bodies, private and commercial leisure and
recreation provision agencies and other Councils in order to
identify and pursue relevant joint development initiatives in
place of City of Burnie-only provision
Part 1, 3.4, p.
56
21
1.10,
2.1,
Continue to implement the recommendations of previous
reports relating to leisure and recreational initiatives in Burnie
Part 1, 2.2.2,
p. 21; 2.2.7, p.
2.10,
3.4
Part 1, 3.4, p.
56
32; 2.2.3, p.
23; 2.2.8, pp.
36-38; 39;
2.2.4, p. 26;
4.4.3; 2.2.10,
p. 41
22
5.4
Undertake master planning studies to assess the capacity and
suitability of keystone natural and cultural sites such as Cooee
Point, to provide for enhanced recreational opportunity,
including walking and cycling routes, links to the CBD; picnic
facilities; sightseeing; conservation and habitat areas; fishing;
educational programs
Part 1, 4.7.2,
p. 88
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Suggested Order of Consideration for Implementation of Key Decision Areas (Cont)
Item
No
KDA KDA Details
No
Research
Refs: Report
Part, Section
No., page
23
5.5
Assist with the provision of new activity components which
Part 1, 4.5.2,
add to the diversity of recreation opportunities available in the p. 78; 5.3.1,
(14.2), p. 146
City's existing open space venues eg: BMX, petanque, model
cars, model radio aircraft, bocce, outdoor chess, "experiential"
gardens (touch, smell)
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31