LAKE MACQUARIE SPORTS STRATEGY 2021-2031 - Adopted by Council 23 August 2021
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 Adopted by Council 23 August 2021
OTIUM PLANNING GROUP PTY LTD
Head Office:
304/91 Murphy Street Otium Planning Group acknowledges the
Richmond VIC 3121 Australian Aboriginal, Torres Strait and South
(03) 9698 7300 Sea Islander peoples of this nation.
info@otiumplanning.com.au We acknowledge the traditional custodians
www.otiumplanning.com.au of the lands on which our company is located
ABN: 30 605 962 169 and where we conduct our business.
Local Office: We pay our respects to ancestors and to
The Plaza, 13.03/87-95 Pitt Street Elders, past, present and emerging. Otium
Sydney NSW 2000 is committed to national reconciliation
and respect for indigenous peoples’ unique
Contact: Jason Leslie | Director cultural and spiritual relationships to
0437 334 375 the land, waters and seas, and their rich
jason@otiumplanning.com.au contribution to society.
Or
Contact: Brad Billett | Associate
0433 305 930
brad@otiumplanning.com.au
Otium Planning Group has offices in Auckland, Prepared by Otium Planning Group Pty Ltd
Brisbane, Cairns, Christchurch, Melbourne, Perth
and Sydney.
OPG, IVG and PTA Partnership has offices in Hong
Kong, Shenzhen, Shanghai and Beijing.
All photos provided by Lake Macquarie City Council
unless otherwise indicated
© 2021 Otium Planning Group Pty. Ltd. This document may only be used for the purposes for which it was
commissioned and in accordance with the terms of engagement for the commission.
ACKNOWLEDGEMENT We remember and respect the Ancestors who cared for and nurtured this Country. Dhumaan ngayin ngarrakalu kirraanan barayidin. It is in their footsteps that we travel these lands and waters. Ngarrakalumba yuludaka bibayilin barayida baaduka. Lake Macquarie City Council acknowledges the Awabakal people and Elders past, present and future. Lake Macquarie City Council dhumaan Awabakala ngarrakal yalawaa, yalawan, yalawanan. Wording by the Aboriginal Reference Group and translated by Miromaa Aboriginal Language and Technology Centre. MAYOR’S MESSAGE Lake Macquarie has a renowned active lifestyle and a passionate sports community that enjoys a healthy culture of sport through all levels of participation and competition. This contributes to who we are as a community and is an important feature of our vibrant and active lifestyles. Sports participation rates across our City are consistently above the NSW average, with Football, Netball and Rugby League making up more than 50 per cent of organised sport participation. To support these participation rates, we have a wonderful network of facilities that allow residents and visitors to our City to train, compete, connect and enjoy their sport each and every week and weekend. The development of this Sports strategy will help ensure we continue to maintain and enhance the sporting experience for current and future residents, as well as visitors who come to the City for regional, state and national events. It will also place us in great shape to attract more sports tourism events on a local and regional level by working with other Hunter councils. Sport is part of our way of life and provides mental, physical, social and economic benefits for our city and community. Through the development of this strategy it shows an ongoing commitment by Council to helping people participate in organised sport, whether that is watching our kids or friends play or getting involved ourselves. I am pleased to share this vision and framework that will guide future decision making in the delivery of a diverse network of high quality, accessible, and fit-for-purpose facilities that cater for the evolving and growing needs of our community. Cr Kay Fraser Mayor, Lake Macquarie City Council
TABLE OF CONTENTS
EXECUTIVE SUMMARY 1
1. STRATEGY OVERVIEW 3
1.1. Purpose and Objectives 3
1.2. What does this Strategy Cover? 3
1.3. Where does the Sports Strategy fit? 4
2. OUR LAKE MACQUARIE 6
2.1. Population Overview 6
2.2. The Sport Landscape in Lake Macquarie 8
3. CONSULTATION AND ENGAGEMENT 11
3.1. Consultation Undertaken 11
3.2. Community Survey 11
3.3. Management Committees 11
3.4. Sporting Bodies 12
3.5. Neighbouring Councils 12
3.6. Other Stakeholders 12
4. ASSESSMENT OF FUTURE SUPPLY AND DEMAND 13
4.1. Playing Fields 14
4.2. Tennis Courts 15
4.3. Netball Courts 16
4.4. Indoor Facilities 16
5. OUR VISION, GUIDING PRINCIPLES & FRAMEWORK 17
5.1. Vision 17
5.2. Guiding Principles 17
6. A SPORTS FRAMEWORK FOR LAKE MACQUARIE 18
6.1. Sports Infrastructure Hierarchy 18
6.2. Management Model 20
6.3. Sports Infrastructure Prioritisation Framework 20
7. RECOMMENDATIONS 22
7.1. Overarching Recommendations 23
7.2. Sports Specific Recommendations 32
8. IMPLEMENTATION AND REVIEW 50
9. GLOSSARY OF KEY TERMS & ACRONYMS 51
10. WARRANTIES AND DISCLAIMERS 52
EXECUTIVE SUMMARY
The purpose of the Lake Macquarie Sports Strategy Analysis of playing fields indicated that more than
(the Strategy) is to provide a 20-year strategic a third are utilised at, or in excess, of their capacity.
framework including key recommendations that will: Approximately a quarter of all playing fields are
utilised below their carrying capacity and many sites
used well below capacity. Utilisation analysis indicates
opportunities for enhancing capacity and investigating
“…enhance the sporting experience for
re-allocation of fields to distribute use more equitably.
current and future residents and visitors Demand modelling identified the current overall land
of Lake Macquarie.” supply for sportsgrounds to be adequate, however
there is a forecast shortfall of 4.2ha identified by 2026.
Furthermore, some planning catchments are currently
The Strategy is underpinned by seven objectives that experiencing a deficit in supply, especially Morisset,
address a range of key focus areas associated with Charlestown and Toronto. Future planned provision,
sport infrastructure, management, and maintenance enhancing the capacity of existing facilities and
and the promotion of sport. The Strategy focuses on continual improvements to maintenance practices to
Council – owned facilities used for structured sport allow for resiliency is projected to meet the current
training and competition but considers privately and forecast shortfall.
owned and/or managed facilities.
Analysis of tennis courts identified there is adequate
The Strategy is aligned to a range of external provision of courts across the Local Government Area.
strategies and policies whilst helping deliver on a However, many venues only provide two to four courts,
range of existing Council plans. The vision, guiding limiting their operational sustainability.
principles, frameworks and recommendations have
been developed to respond to current challenges and Three netball association facilities and a range of
opportunities in providing for the existing 208,380 supporting training venues are currently provided.
residents whilst responding to the forecast growth of Analysis identifies there is a large surplus of netball
an additional 29,800 residents over the next 20 years. facilities, both now and into the future.
Detailed analysis and research has been undertaken Supply of indoor sports courts was found to be
to prepare this Strategy. Analysis shows that Lake adequate when considering the current private
Macquarie has a high participation rate in organised facilities as well as the proposed 10 court regional
sport when compared to state averages. Football is by Basketball facility at Hillsborough. By 2041, there is a
far the most participated sport with netball and rugby projected shortfall of one court.
league also experiencing high levels of participation.
Lake Macquarie City Council will continue to work
An extensive engagement process was undertaken with new and developing sports on a case-by-case
including surveys, meetings and workshops with basis. Council will aim to support these sports through
clubs/associations, State Sporting Organisations, feasibility based facility provision, adaptive re-use
neighbouring councils, government agencies and other of existing infrastructure and fostering strategic
stakeholders. Engagement found strong support for partnerships to ensure optimal community sport
the current delegated authority model for managing outcomes are achieved.
sports facilities in Lake Macquarie. There was a high
level of satisfaction in relation to the quality of playing
surfaces. Future opportunities were identified including
enhancing the quality of supporting infrastructure,
such as drainage and irrigation to playing fields,
universal designed amenities, as well as enhancing
lighting to maximise the carrying capacity of sports
facilities.
1
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 2021
Based on the analysis and extensive engagement process, a clear vision for the delivery of Sport throughout the
Lake Macquarie has been developed:
To provide a diverse network of high-quality, accessible, and fit-for-purpose facilities that
cater for the evolving and growing demands of the Lake Macquarie communities. Our
facilities will support a range of activities and be supported by strategic management
and sound governance.
An Infrastructure Hierarchy has been developed to recognise the capacity and catchment of facilities and
identify the level of infrastructure required to adequately support the level of sport accommodated at the site.
This hierarchy will assist prevent the over development of sporting sites and support the ongoing sustainable
management of facilities.
A Sports Infrastructure Prioritisation Framework has been prepared to assess future projects and inform Capital
Works programs. A range of actions including city–wide and sport-specific actions have been identified, aimed at
delivering on the vision and key findings of this strategy. These actions will provide clear strategic direction and
priority to Council over the next ten years.
THE LAKE MACQUARIE SPORTS STRATEGY HAS BEEN PREPARED TO BE CONCISE
AND READABLE AND IS SUPPORTED BY A SERIES OF SUPPORTING DOCUMENTS,
INCLUDING:
1. Background Research 2. Community and 3. Demand Modelling 4. Sports Infrastructure
Stakeholder Engagement Hierarchy
2
LAKE MACQUARIE CITY COUNCIL
1. STRATEGY OVERVIEW
1.1. PURPOSE AND OBJECTIVES 1.2. WHAT DOES THIS STRATEGY
The purpose of the Lake Macquarie Sports Strategy is to: COVER?
The Lake Macquarie Sports Strategy includes Council
owned facilities used for structured training and
Plan for and enhance the sporting competition including their associated management
experience for current and future and maintenance. This includes sports facilities
residents and visitors of Lake and associated infrastructure including amenities
Macquarie. buildings, floodlights, cricket nets, etc. Whilst a
key focus of this Strategy is on Council owned and
managed infrastructure, the Strategy also considers
The objectives are to: privately owned and/or managed facilities.
1. Provide a strategic framework for the future use, Sports covered by this Strategy include archery,
enhancement, development, management and basketball, netball, gymnastics, volleyball, futsal,
promotion of sports facilities and initiatives across badminton, equestrian, martial arts, dance, roller
the Local Government Area. derby, AFL, football (soccer), tennis, cricket, rugby,
2. Identify and appropriately respond to challenges, rugby league, touch football, athletics, hockey, lawn
constraints, and opportunities. bowls, croquet, softball, baseball, and BMX racing.
3. Identify the adequacy (or otherwise) of the This Strategy excludes sports and activities
condition and supply of existing sports facilities to traditionally provided by private providers such as
meet current and projected future needs. golf, indoor rock climbing and gyms/fitness centres.
4. Identify and respond to the existing unmet needs The Strategy excludes active recreation pursuits such
and identify the potential future needs of sports as mountain biking, cycling, outdoor rock climbing,
codes and the broader community and in relation trail running, skateboarding, yoga, sailing, kayaking,
to indoor and outdoor sports facility provision, swimming, and surf lifesaving. Planning for these
management and maintenance. activities will be considered as part of future recreation
5. Engage with the sporting community and key strategies. Sailing and kayaking are considered as part
stakeholders via a genuine consultative process. of Council’s Lake Activation Strategy.
6. Review existing and identify preferred facility
management models, including models which
support sustainable partnerships, capital
investment, management, and the co-sharing of
facilities.
7. Identify, quantify, and prioritise the actions that
will be required over a 10-year period to provide,
develop and deliver initiatives to meet community
needs.
3
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 2021
1.3. WHERE DOES THE SPORTS STRATEGY FIT?
The Lake Macquarie Local Strategic Planning Statement is underpinned by a number of strategic documents
including the Sprots Strategy. The graphic below illustrates the Sports Strategy placement within the broader
Council context.
STATE AND REGIONAL PLANS
COMMUNITY STRATEGIC PLAN
COMMUNITY LOCAL STRATEGIC PLANNING STATEMENT RESOURCING
ENGAGEMENT STRATEGY
(including Long term financial
Community OTHER STRATEGIC PLANS planning
Engagement
Examples
Strategy and Workforce
Community management
Imagine Parks Sports Public Lake
Participation
Lake Mac and Play Strategy Amenities Activation
Plan) Assets management
Strategy Strategy Strategy
Digital management
Plant and fleet
management
DELIVERY PROGRAM OPERATIONAL PLAN ANNUAL REPORT
The Lake Macquarie Sports Strategy aligns with a range of strategies, policies, and guidelines. These are
summarised below.
Table 1: Strategic context and alignment of the Lake Macquarie Sports Strategy.
LEVEL DOCUMENT
International World Health Organisation: Global recommendations on physical activity for
health
International Olympic Committee – The New Norm
National Sport Australia – Sport 2030
Sport Australia – Australian Physical Literacy Framework
Australia’s Physical Activity and Sedentary Behaviour Guidelines
State Premier’s Priorities
Office of Sport - Strategic Plan
Sport NSW- Future Directions
Regional Hunter Regional Plan
Lower Hunter Regional Strategy
Greater Newcastle Metropolitan Plan
Draft Hunter Sport and Active Recreation Plan
4
LAKE MACQUARIE CITY COUNCIL
Imperatively, the Lake Macquarie Sports Strategy aligns with a range of Council plans.
Table 2 – Local Strategic Alignment
PLAN ALIGNMENT
Community Strategic The Lake Macquarie Sports Strategy aligns with the Lifestyle and Wellbeing focus area
Plan - Our Future in of Council’s Community Strategy Plan. Specifically, this Sports Strategy helps achieve
Focus key directions of ‘Our Future in Focus’, including:
˗ Ensure sports and recreation facilities are available to meet community needs.
˗ Ensure public spaces and community buildings meet the needs of the community.
˗ Host and support a diverse range of festivals and events.
Council’s Local Council’s Local Strategic Planning Statement is underpinned by the aspirations of
Strategic Planning ‘Imagine Lake Mac’. Sport specific directions that the Sports Strategy will help deliver
Statement include:
˗ Elite sports, casual sports and recreation facilities at the Hunter Sports Centre are
further developed.
˗ Speers Point Park is the premier park for the City, offering a range of high-level
sporting, cultural and recreational opportunities.
Delivery Program 2017- The 2017-2022 Delivery Program contains various actions within Objective 2.2 ‘Our
2022 Public Spaces Help Us Feel Healthy and Happy’, which are aimed at improving the
provision and quality of sporting facilities and are aligned to this Sports Strategy.
Development The Sports Strategy recognises the existing sports infrastructure commitments
Contribution Plans outlined in Council’s development contributions plans and voluntary planning
and Voluntary agreements. The Strategy reinforces these existing project commitments.
Planning Agreements
Various sport facility The Sports Strategy recognises and supports the implementation of Council endorsed
masterplans masterplans.
The Lake Macquarie Sports Strategy is aligned to a range of internal and external
strategies and policies. It will help deliver on a range of Council initiatives.
5
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 2021
2. OUR LAKE MACQUARIE
2.1. POPULATION OVERVIEW
In 2021, there is an estimated 208,615 residents living within the Lake Macquarie Local Government Area. This is
forecast to grow to 223,777 residents by 2031 and to 238,180 residents by 2041.
2021 2031 2041
208,615 223,777 238,180
An additional 29,565 residents over the next 20 years will result in increased
demand for sports infrastructure and associated management.
6
LAKE MACQUARIE CITY COUNCILThe Lake Macquarie Local Government Area is divided into five planning catchment areas. These planning
catchments as shown in the figure below including 2021 population data and 2031 population forecasts.
Figure 1: Map of planning catchment areas with 2021, 2031 and 2041 population data.
The Morisset and Glendale Planning Catchments are expected to see the most substantial
population growth, with approximately of 21,045 additional residents. This accounts for
approximately 71% of Council’s growth over the next 20 years.
7
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 20212.2. THE SPORT LANDSCAPE IN LAKE MACQUARIE
2.2.1. Current Supply Supply Observations
Lake Macquarie has sport venues across the city Several factors impact on the functionality of
providing for a wide range of sport opportunities. This sportsgrounds in the Lake Macquarie LGA. These
includes: include:
˗ 63 venues with fields and ovals, including: ˗ A relatively even distribution of playing fields across
the five planning catchment areas.
• 65 Cricket ovals with 20 turf wickets, 33 practice
nets and 7 turf practice wickets ˗ Whilst many playing fields were observed to have
high quality turf, only 15% of playing fields have
• 25 rugby league fields
drainage and only 33% have irrigation systems.
• 5 rugby union fields
˗ There are 100 playing fields with some form of
• 5 Australian rules football ovals lighting. Approximately 35% of lit fields are to
• 76 football (soccer) fields Australian Standards with the remaining 65% of
˗ 106 netball courts across 17 venues lit fields unlikely to meet recommended Australia
Standards.
˗ 70 Council tennis courts across 23 venues
˗ High number of single oval/field facilities with
˗ 32 lawn bowls greens across 19 venues
no potential for expansion. This is resulting in
˗ 9 croquet greens across 4 venues duplication of infrastructure and maintenance as
˗ 4 indoor sport court based facilities well as impacting on sport club operations.
˗ 5 gymnastics facilities ˗ Many sites lack passive surveillance impacting on
˗ 1 competition-based BMX track safety and utilisation.
˗ 5 venues with equestrian/ pony club facilities. ˗ Ageing infrastructure such as amenities buildings
and grandstands that lack universal design.
It is noted that some of the above venues are privately ˗ Three netball associations within one LGA is unique
owned. In particular croquet, bowls and indoor and provides ample access to participation.
facilities. ˗ There are numerous one to three court tennis
venues. This results in duplication of infrastructure
and limits operational viability and asset
Lake Macquarie offers a wide variety sustainability.
of sports infrastructure, providing ˗ High quantity of bowling greens.
a diverse range of opportunities to ˗ Due to the age of facilities and sporting codes
updating infrastructure guidelines, many facilities
engage in organised sport. Council owns
do not comply with current sport infrastructure
majority of sports infrastructure with guidelines.
different tenure agreements in place ˗ There are a range of sites master planned to
depending on the type of facility use. enhance sporting access as well as various
undeveloped sites that are forecast to be advanced
over the coming years.
8
LAKE MACQUARIE CITY COUNCIL2.2.2. Sports Participation
From data supplied by user groups, regional and state sporting associations as well as ActiveXchange, the
following key findings have been established:
˗ Football accounts for the highest proportion of sports participation in the Lake Macquarie LGA accounting for
28.2% of all sports participation.
˗ Other popular sports include netball which accounts for 11.3% of total sports participation, rugby league at
10.8% and cricket at 8.2%.
˗ When compared to state participation averages measured against population, Lake Macquarie has very high
levels of participation in organised sport. The following has been extracted from the ActiveXchange SportsEye
platform (noting that not all sports data is available through this platform):
• Football – 5.08% compared to the NSW average participation rate of 3.65%
• Netball – 2.04% compared to the NSW average participation rate of 1.54%
• Rugby League – 1.65% compared to the NSW average participation rate of 1.32%
• Gymnastics - 1.34% compared to the NSW average participation rate of 0.92%
Figure 2- Proportion of Sport Participants in Lake Macquarie: The Top 10 Sports
Football 28% Other Sports Combined 12%
Tennis 3%
Australian Football 3%
Lawn Bowls 4%
Athletics 5%
Netball 11%
Gymnastics 7%
Rugby League 11%
Oztag 8%
Cricket 8%
It is noted that sport participation data was not provided for every sport.
Lake Macquarie has a high participation rate in organised sport with football, netball
and rugby league being the most popular sporting codes.
9
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 20212.2.3. Management 2.2.4. Maintenance
Lake Macquarie City Council facilitates the The maintenance of sports facilities is primarily
management for the majority of its sports facilities undertaken by Lake Macquarie City Council with
through delegation under the NSW Local Government support from delegated authorities, sporting clubs and
Act 1993. The delegation takes two primary forms: lease/license holders.
˗ Establishment of Management Committees. This
Council’s primary maintenance responsibilities include:
typically occurs when there are multiple regular
users of a sports facility. ˗ Turf management including mowing, irrigation,
aeration and fertilising and top dressing.
˗ Delegating authority to an individual sporting club
who manages the facility on behalf of Council. This ˗ Assist delegated authorities with surface
typically occurs when there is only one regular user replacements.
of a sports facility. ˗ Electrical, plumbing, and structural repairs.
˗ Waste collection.
Council appoints delegates on an annual basis by
letter containing the delegation arrangements and ˗ Removal of graffiti and illegal dumping.
responsibilities. Delegated authorities, sporting clubs and lease/license
In addition, Lake Macquarie City Council also grants holder primary maintenance responsibilities include:
leases and licenses for the management of certain ˗ Curating and preparation of turf wickets, baseball
sports facilities. This bestows certain responsibilities diamonds, etc.
that are unique to a particular facility and can grant ˗ Line marking of playing fields and courts.
longer access tenure arrangements with the lease ˗ Changing of field/court light bulbs.
holder.
˗ Goal post installation, removal, and storage.
˗ Cleaning of amenities buildings and hard surfaces
such as courts.
The delegated authority model was Asset replacement and renewal programs are the
responsibility of Council and have a high level of
found to have strong support from
resource requirements, especially in relation to
majority of stakeholders with a desire support infrastructure such as amenities buildings and
to continue this model in the future. grandstands.
Shared responsibilities of sports
facility maintenance assists with
resource allocation and fosters a sense
ownership. As the quality and provision
of sport facilities increases in the
future to meet demand, an increase
in maintenance resourcing will be
required.
10
LAKE MACQUARIE CITY COUNCIL3. CONSULTATION AND ENGAGEMENT
3.1. CONSULTATION UNDERTAKEN parking. Other key themes identified by Management
Extensive consultation was conducted between August Committees through the consultation process
2020 and March 2021. This included surveys, workshops included:
and interviews with the community members, facility ˗ There is generally considered adequate access
management committees, sport clubs, state and to playing areas for competitions, however there
regional sports organisations, schools, Council officers is increasing pressure on facilities to meet the
and elected councillors, Members of Parliament, increasing demand for training activities. This could
neighbouring Councils and other identified key be resolved by increasing the number of fields with
stakeholders. lighting and/or exploring partnerships with schools.
˗ Increase universally accessible change rooms to
3.2. COMMUNITY SURVEY meet increased demand of female participation.
From the 147 responses to the community survey, the ˗ Routine maintenance of playing surfaces,
following key findings were identified: surrounding areas, and rectifying vandalism in
˗ Providing more indoor sports courts for various a timely manner is an opportunity for further
codes improvement.
˗ Increasing the availability/accessibility of facilities ˗ Opportunity to improve communication and
collaboration between Management Committees
˗ Ensuring sport facilities are fit-for-purpose.
and Council.
3.3. MANAGEMENT COMMITTEES ˗ Increase current shortage of multi-use indoor
facilities.
Overall, there was a general consensus that the
current management arrangements implemented by ˗ Further use for technology for bookings (including
Council for Lake Macquarie sporting infrastructure is tennis) and environmentally sustainable design.
fundamentally working well.
Survey results indicated the most common barriers
preventing additional sports facility use was
inadequate lighting, followed by quality of surfaces
and ancillary infrastructure such amenities and
11
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 20213.4. SPORTING BODIES 3.5. NEIGHBOURING COUNCILS
Sporting bodies includes local clubs, associations, and Neighbouring Councils have a number of existing or
state sporting organisations. proposed facilities which cater for the broader Hunter
Region or are capable of staging regional/ state events.
Infrastructure improvements
There is a recognition that the Broadmeadow precinct
A range of infrastructure improvements were identified,
in Newcastle will be the pinnacle for a number of
with key themes including:
sports across the Hunter Region. A whole of Hunter
˗ Amenities (universal design and greater capacity for Region approach to sports development and tourism
larger events) with more storage. with regular collaboration workshops was identified as
˗ Enhancing quality (lux levels) of lighting for training, a key opportunity.
competition, and special events.
˗ Improving quality and capacity of playing fields. 3.6. OTHER STAKEHOLDERS
Communication Meetings with other key stakeholders such as the
There was overall agreement that there is positive Office of Sport and the Hunter Academy of Sport were
and relatively effective communication with Lake also undertaken. Key areas for consideration when
Macquarie Council staff. Areas identified for improved planning for sport in Lake Macquarie include:
communication included: ˗ The relocation of Myuna Bay Sport and Recreation
˗ Greater communication and collaboration between provides the opportunity for incorporation of
clubs including across the various sporting codes. additional facilities catering for major sporting
events and sports tourism.
˗ More frequent communication with regional sport
associations. ˗ Develop a multisport high-performance hub for
developing athletes with capacity for videography,
˗ Greater assistance from Council in grant application
sports science and education rooms as well as a
processes.
strength and condition and recovery space.
Management and Maintenance ˗ Ensuring equitable access of sport facilities for all
Key findings relating to the management and participants, with reference to increased female
maintenance included: participation.
˗ There are some issues with lease arrangements ˗ Optimising quality and capacity of existing facilities.
limiting access to community groups due to high
levels for venue hire.
˗ Whilst the standard of mowing of playing fields was
considered very good, there is opportunity to further
enhance maintenance including areas surrounding
the playing fields.
˗ Request by Delegated Authorities to have the
capacity to organise operational and Capital Works
using suitably qualified contractors.
Planning and Tourism
A range of other planning matter and opportunities
were identified including:
˗ There is a limited number of sporting codes with
a strategic plan for the Hunter Region or Lake
Macquarie Local Government Area.
˗ The desire to providing pathway opportunities for
current and aspiring athletes with recognition of
the context of Lake Macquarie in relation to access
to existing higher-level facilities in neighbouring
council areas.
˗ Opportunity to focus sport tourism on mass
participation events as opposed to spectator
focused sport tourism.
˗ Desire to have access to adequate all-weather
facilities for community sports.
12
LAKE MACQUARIE CITY COUNCIL4. ASSESSMENT OF FUTURE SUPPLY
AND DEMAND
The assessment of future sports infrastructure needs within the scope of the study was informed by:
Current utilisation data and capacity of facility types.
Consultation with local, regional and state sporting bodies.
Current and projected population data.
Strategic plans and studies.
The application of Otium Planning Group demand assessment models.
13
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 20214.1. PLAYING FIELDS
Capacity of sport fields, in winter1, was determined by comparing typical weekly utilisation (average hours) with
a benchmark of 25hours per week (notional carrying capacity). It is acknowledged that the carrying capacity foe
each playing field will vary depending on localised characteristics such as soil profiles and turf species. More than
a third (40%) are utilised at, or in excess, of the nominal 25hours per week (in some cases well in excess). Just
under a quarter of all playing fields (23%) are utilised below their carrying capacity (in many cases well below). At
the time of analysis, data was not available for the remaining 37% of playing fields.
Figure 3: Playing Field Utilisation as % of Notional Capacity.
Data not available 37% Over Capacity 25%
Below Capacity 23% At or approaching Capacity 15%
Otium Planning Group developed and applied two models for projecting land area needs. These are described as
the ‘Utilisation Model’ and ‘Demand Assessment Model’. The ‘Utilisation Model’ assesses the current utilisation of
sportsgrounds against capacity benchmarks and population projections to estimate current and future playing
areas required (expressed in hectares, excluding ancillary space). The ‘Demand Assessment Model’ is assumption
based and takes into account a range of factors such as participation data, lit/ unlit playing areas, sportsground
capacity and current/projected population in order to estimate actual playing area required.
The mid-point of the outputs of both models was adopted to determine the future demand for supply of sports
fields in Lake Macquarie.
Table 3: Modelling results - Playing Fields – Total supply
MODEL OUTPUT CURRENT SUPPLY2 CURRENT SUPPLY3 2016 2021 2026 2031 2041
(Playing Areas Only) (Playing Areas +
Ancillary Space) MODELLING OF SUPPLY NEEDS (HA)
Utilisation Model 131.9 224.2 141.8 143.6 148.6 154.0 164.0
Demand
131.9 224.2 112.0 115.1 120.1 124.5 131.3
Assessment Model
1
The utilisation assessment refers to winter months when demand is at its peak and supply is at its most tenuous due to growing conditions for natural turf.
25hrs per week is a benchmark figure that several turf specialists have indicated as a threshold before significant deterioration of surface quality occurs. The 25
hours per week is used to estimate the potential number of fields within a locality that may be under usage pressure, and therefore more likely to demonstrate
wear and tear. There are range of factors that contribute to this, including climatic conditions, soil compounds, irrigation, maintenance, drainage and nature of
use. For this reason, when undertaking a planning study of this nature, OPG relies on multiple sources of research, consultation and evidence in order to identify
common themes where actions for improvements need to be implemented.
14
LAKE MACQUARIE CITY COUNCILTable 4: Modelling results - Playing Fields – Surplus or Deficit
MODEL OUTPUT 2016 2021 2026 2031 2041
MODELLING OF SURPLUS/ DEFICIT (HA)
Playing Area Only2
+5.0 +2.5 -2.5 -7.4 -15.7
[Mid-point output utilisation and demand assessment model]
Playing area + Ancillary Space3
+8.5 +4.3 -4.2 -12.5 -26.7
[Mid-point output utilisation and demand assessment model]
The modelling demonstrates that the total quantum of land is assessed as adequate to meet sportsground
demand for winter sports (when demand is at its peak) to 2021, refer Table 4. Modelling suggests that an overall
adequate supply of shared use winter playing fields would meet demands for summer sport.
While the overall supply of land is assessed as currently adequate, additional supply (land and facilities) will need
to be acquired by 2026 to meet future demand. Supply should take into account the distribution of facilities as
well as overall quantum, particularly given the development pattern of Lake Macquarie.
The above modelling excludes future planned provision. It is acknowledged that subject to funding and
implementation, that a number of identified sites will comfortably address the identified shortfall in playing field
provision. Aligning the below proposed developments with timing of the proposed shortfall is recommended.
4.2. TENNIS COURTS
The mid-point outputs of a range of benchmarks and demand analysis modelling were applied to calculate future
demand for tennis courts which indicates the total number of courts to 2041 is adequate (refer Table 5).
Table 5: Results of modelling supply and demand for Tennis courts (median of benchmarks)
COURT SUPPLY PROVISION RATE 2021 2016 2021 2026 2031 2041
ASSESSMENT
CURRENT REQUIRED NUMBER OF COURTS
SUPPLY
Tennis courts 1:3,438 70 59 61 63 65 69
2
Playing area/ current supply refers to actual playing area and run-off areas only, not ancillary facilities such car parks, amenities, landscaping, pathways and
informal open space.
3
Includes all land area -playing and ancillary space.
4
Tennis Australia benchmark of 1 court per 5,000 people. Lake Macquarie as a whole has an average of 1 court per 2,890. Guidelines produced in 2012 by
Parks and Leisure Western Australia suggest a ratio of between 1:1,875 and 1:3,750. Demand Analysis Modelling undertaken by Otium Planning Group for Lake
Macquarie as a whole calculates a ratio of 1:3,818.
15
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 20214.3. NETBALL COURTS
The mid-point outputs of a range of benchmarks and demand analysis modelling were applied to calculate future
demand for all and for competition netball courts, which indicates that current supply is sufficient to 2041 and
beyond (refer Table 6).
Table 6: Results of modelling supply and demand for Netball courts (median of benchmarks)
COURT SUPPLY PROVISION RATE5 2021 2016 2021 2026 2031 2041
ASSESSMENT
CURRENT REQUIRED NUMBER OF COURTS
SUPPLY
Netball courts (all) 1:5,772 106 35 36 36 37 39
Competition Netball
1:6,374 65 32 32 33 34 35
courts
4.4. INDOOR FACILITIES
4.4.1. Sport Courts
The mid-point outputs of a range of benchmarks and demand analysis modelling were applied to calculate future
demand for indoor sport courts, which, when including the planned 10-court Hillsborough Regional Indoor Centre,
indicates a potential deficit by 2041.
Planning Impacts of Hillsborough Regional Indoor Centre
Advice from Newcastle Basketball indicated that the new 10-court facility will cater almost exclusively for
basketball only.
In consideration of this, modelling has also been undertaken that excludes provision of and demand for
basketball within Lake Macquarie. A number of considerations have been taken into account to estimate future
demand within this scenario. These include a range of benchmarks, utilisation of the Demand Analysis model;
and analysis of provision ratios from other research. This analysis suggests that the current supply is meeting the
demand for the balance of indoor sports across the City, with a deficit of court supply estimated by 2041, refer
Table 7.
Table 7: Results of modelling supply and demand for Indoor sport courts (median of benchmarks)
COURT SUPPLY PROVISION RATE5 2021 2016 2021 2026 2031 2041
ASSESSMENT
CURRENT REQUIRED NUMBER OF COURTS
SUPPLY
Indoor courts (all) 1:12,824 19 16 16 17 17 19
Indoor courts (exc
1:23,718 9 9 9 9 9 10
Basketball)
4.4.2. Gymnastics
Gymnastics is an activity with high levels of participation amongst young girls. Five gymnastics centres have been
noted in the supply assessment. Demand modelling for gymnastics spaces indicates that this current supply is
sufficient to meet demand to 2041.
4.4.3. Other Indoor Sports
Other indoor sport provision such as roller derby and indoor training centres require a feasibility focused
approach to provision on a case-by-case basis. Council will consider feasibility assessments by sporting
organisations when those organisations have demonstrated sound governance, continued presence within Lake
Macquarie or surrounding areas, regular increases in participation and the ability to demonstrate that a range of
alternative facility arrangements have been meaningfully explored.
5
Median rate from all modelling scenarios
16
LAKE MACQUARIE CITY COUNCIL5. OUR VISION, GUIDING PRINCIPLES &
FRAMEWORK
5.1. VISION 5.2. GUIDING PRINCIPLES
The vision for the Lake Macquarie Sports Strategy The following principles guide the provision,
has been developed based on the outcomes of an development and management of sports facilities and
extensive consultation and engagement process: services within the City of Lake Macquarie:
1. A diverse range of sports facilities at a local, district
and regional level which caters to ‘grassroots’ sport,
through to high level/elite sports.
To provide a diverse network of high-
2. Increase sports participation opportunities within
quality, accessible, and fit-for-purpose
Lake Macquarie.
facilities that cater for the evolving
3. Maximise opportunities for multi-use and
and growing demands of the Lake shared-use of facilities.
Macquarie communities. Our facilities 4. Sustainable management of facilities.
will support a range of activities and 5. Adaptability to cater for changes in sports
be supported by strategic management participation.
and sound governance. 6. Facilities maintained at a level commensurate with
hierarchy and standard of activity.
7. Equitable distribution of Council resources.
8. Implementation of industry best practice in
the planning, design, use, management and
maintenance of facilities.
17
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 20216. A SPORTS FRAMEWORK FOR LAKE
MACQUARIE
6.1. SPORTS INFRASTRUCTURE HIERARCHY
Using sports infrastructure definitions developed by the NSW Office of Sport and an assessment of Lake
Macquarie, a Sports Infrastructure Hierarchy for Lake Macquarie has been developed. A summary of the hierarchy
is included here, with the full Hierarchy contained in the supporting volume.
The purpose of the Sports Infrastructure Hierarchy is to recognise the capacity and catchment of facilities and
identify the level of infrastructure required to adequately support the level of sport accommodated at the
facility. The Hierarchy provides preferred desired standards to be applied within resource allocations based on
prioritisation.
Table 8: Sports Infrastructure Hierarchy Summary
LOCAL DISTRICT REGIONAL
Accessibility ˗ Primary catchment area is ˗ Primary catchment area is ˗ Primary catchment area is
a 15-minute travel time a 20-minute travel time a 30-minute travel time
Fields ˗ 5ha - 10ha providing for at ˗ Quantity and design ˗ Meet requirements of
least 2 senior rectangular considerations are to be fit district sport facilities
fields/ 1 x oval overlay with for purpose for the desired and contain a higher
drainage and irrigation activity level of fit-for-purpose
embellishment
Netball courts ˗ Two to four court ˗ A minimum of 12 courts for ˗ Quantity and standards of
configurations with centralised competition courts to be determined in
consideration to multi-use venues collaboration with Netball
NSW dependent on the
regional event content
being considered.
Tennis courts ˗ A minimum of four courts ˗ Six to twelve courts ˗ Greater than 12 high
quality surface courts
with at least 8 courts are
required to be the same
surface type
18
LAKE MACQUARIE CITY COUNCILLOCAL DISTRICT REGIONAL
Lighting ˗ Lighting to recommended ˗ Council to provide ˗ Lighting to recommended
Australian Standards for lighting to recommended Australian Standards for
amateur competition Australian Standards for standard of competition
amateur competition. User
groups can provide lighting
to semi-professional
level when supported by
Council.
Amenities ˗ Approx. 375sqm to 475sqm ˗ 500+sqm located in a ˗ As per district facilities
located in a highly visible highly visible and central with consideration to
and central location with location that is fit for administration space,
universal design purpose with universal media capacity and
˗ Player and official change- design potential co-location with
rooms, spectator toilets, ˗ Player and official change- grandstands
canteen and storage areas rooms, spectator toilets,
canteen and storage areas
Fencing ˗ Site fencing to prohibit ˗ Site fencing to prohibit ˗ Site fencing to prohibit
illegal vehicle access illegal vehicle access illegal vehicle access
˗ Fit for purpose fencing as ˗ Fit for purpose fencing as
required by the activity required by the activity
and level of competition and level of competition
Spectator ˗ Spectator seating ˗ Larger seated spectator ˗ Covered spectator seating
areas areas with adequate with adequate spectator
spectator circulation, circulation
potentially covered in
some areas
Supporting ˗ Car parking ˗ Car parking ˗ Car parking
infrastructure ˗ Bike racks ˗ Bike racks ˗ Bike racks
˗ Paths ˗ Paths ˗ Paths
˗ Bubblers ˗ Bubblers ˗ Bubblers
˗ Reserve player benches ˗ Reserve player benches ˗ Reserve player benches
˗ Storage ˗ Storage ˗ Storage
˗ Scoreboard ˗ Scoreboard
˗ TV Broadcast infrastructure
Maintenance ˗ Base level maintenance. ˗ Medium level maintenance ˗ High level maintenance
standards Council primarily with increased levels with consideration on-site
responsible for turf of service provided for maintenance crews for
management. Delegated playing fields regional precincts
authorities and sports
clubs are responsible for a
range of other code specific
maintenance processes
Indoor sports facilities can provide for a range of sporting codes ranging from court-based sports such as
basketball through to sports that have specialty facility requirements such as gymnastics. The hierarchical
classification will vary according to the requirements identified by the sport’s governing body.
The Sports Infrastructure Hierarchy has been applied to facilities by sport. Minimum
design requirements for new sports infrastructure have also been developed and is
provided as a supporting volume to this Strategy.
19
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 20216.2. MANAGEMENT MODEL
As identified in Section 2, Council currently manages the majority of sports facilities though a delegated authority
model. The extensive engagement process identified a strong support for the delegated authority management
model. Opportunities to further enhance the existing management model though key areas including:
˗ Increasing communication with management committees, clubs, associations and peak bodies.
˗ Introduction of an electronic booking system to allow for enhanced data insights that can be used in a range of
applications such as allocation considerations, capital works and maintenance scheduling.
˗ Improvements to the Facility Manager platform increase useability and reduce volunteer resourcing. For
example, auto-population and data fields that require verification as opposed to re-entry.
˗ Providing resources such as information on minimal standards for maintenance of speciality sports
infrastructure such as turf cricket wickets.
The delegated authority management model is proposed to be retained and enhanced
due to the strong support indicated through the community engagement process.
6.3. SPORTS INFRASTRUCTURE PRIORITISATION FRAMEWORK
A Sports Infrastructure Prioritisation Framework has been developed to help assess future projects and inform
Capital Work programs. It is not required to be used for projects already endorsed by Council through adopted
masterplans, developer contribution plans, voluntary planning agreements or similar strategic plans.
The Sports Infrastructure Prioritisation Framework applies to following key areas:
FIELD SURFACES LIGHTING AMENITIES COURT SURFACES
Prioritisation and Council funding will be directed to each of the above key areas to inform capital works
programs. Prioritisations will be made within each key area. I.e., field surface projects will not compete for funding
against amenities projects.
Supporting infrastructure such as the provision of fencing and spectator areas will primarily be the responsibility
of the management committee or delegated authority to fund.
20
LAKE MACQUARIE CITY COUNCILThe Sports Infrastructure Prioritisation Framework covers key criteria and includes an associated scoring card. A
summary of the framework is provided below.
1. Does Council analysis demonstrate compliance with
Yes/No If not, no need to proceed with the assessment.
endorsed sport infrastructure hierarchy?
2. Has the project already received Council commitment
through a developer contribution plan, voluntary planning Yes/No If so, no need to proceed with the assessment.
agreement etc?
3. What category of project is being considered? (Choose one) Field surfaces, lighting, amenities, or court surface
The below criteria is to be completed using the scoring card provided.
REF CRITERIA MAX SCORE SCORE RATIONALE
Asset Condition - Addresses asset This criteria prioritises works to replace assets
1 30
condition nearing the end of useful life
Need - Addresses specific need This criteria prioritises works in growth catchment
within the Sports Strategy or helps areas
2 15
meet identified priority planning
catchments
Multi-use - Will the project meet the This criteria prioritises works the benefit multiple
3 15
needs of multiple sporting codes? sporting codes
Participation - Does the facility have This criteria prioritises project that benefit the
4 25
high rates of participation? venues with the highest use per field or court
Equity - Expanding participation This criteria prioritises projects where there is a
5 15
opportunities with female participants high level of female participation
TOTAL 100
Should scores be equal following the assessment, then the asset condition will be used determine priority. If
scores remain equal, the total number of participants is to be used to determine priority.
In implementing the Sports Infrastructure Prioritisation Framework, Council may tailor the scoring criteria to
ensure equity in scoring projects.
21
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 20217. RECOMMENDATIONS
Recommendations have been separated into two key Lead organisation for recommendations
areas: The recommendations outlined will be led by Lake
1. Overarching recommendations Macquarie City Council unless otherwise specified.
For example, various state sport organisations are
2. Sport specific recommendations.
currently in the process of completing their own facility
assessments.
The frameworks and recommendations outlined in
this Strategy will then be used to guide site specific Priority Rating
recommendations including prioritisation and inform The following priority rating has been developed to
future funding allocations through capital work assist with the implementation of recommendations. It
programs. is noted that the ability to action recommendations is
subject to funding and resource allocation.
Rationale for Recommendations
The rationale for recommendations is based on one of ˗ H – High: Commence within four years
a combination of the following: ˗ M – Medium: Commence within eight years
˗ Research, industry trends and best practice ˗ L – Low: Commence within ten years
˗ Demographics ˗ O – Ongoing: Continually undertake action.
˗ Supply analysis and demand modelling
˗ Community and stakeholder engagement findings
22
LAKE MACQUARIE CITY COUNCIL7.1. OVERARCHING RECOMMENDATIONS
AREA ID RECOMMENDATION RATIONALE RESPONSI- PRIORITY
BILITY (H/M/L/O)
Current 1 Maximise the capacity and use Supply analysis and demand Asset Man- H
and Future of existing facilities by: modelling agement
Sports ˗ Improving playing surface Supply analysis identifies that many
Facilities standards through sites can increase their carrying
improved irrigation, capacity through facility upgrades. For
drainage, surface and example, of the 116 full sized winter
soil renovation and fields, 100 have some form of lighting.
maintenance regimes. Approximately 35% of lit fields are
˗ Enhancing lighting to Australian Standards with the
remaining 65% of lit fields unlikely
˗ Providing universal access
to meet recommended Australia
change rooms.
Standards.
˗ Strategic allocation to
facility infrastructure based Research, industry trends and best
on user changing trends in practice
participation. Recognises challenging infrastructure
Maximising capacity and use funding environment by ensuring
of existing facilities to take lower cost investment that supports
precedence over provision of increased participation outcomes
new facilities except where is prioritised first, prior to higher
funding commitments have cost new developments. Funding for
already been established sports infrastructure requires ongoing
through development resourcing for maintenance and asset
contributions or planning renewal.
agreements.
2 Continue planning and funding Demographics/ supply analysis and Develop- M
for new facilities within the demand modelling ment Con-
planning catchments of Based on detailed modelling, there is tributions
Morisset, Charlestown and currently a shortfall of playing field Asset Man-
Toronto. and associated space in the Morisset agement
(7.1ha), Charlestown (3.1ha) and
Toronto (2.1ha) planning catchments.
Planned facilities such as Cooranbong
will meet shortfall in supply.
3 Local term planning and Demographics/ supply analysis and Develop- L
funding for new facilities demand modelling ment Con-
towards key sites in the Based on detailed modelling, there is tributions
Glendale planning catchment small deficit of 2.8ha is expected by Asset Man-
to increase supply capacity. 2031. agement
Planned facilities such as Cameron
Park will meet shortfall in supply.
4 Seek opportunities for Research, industry trends and best Assets Man- L
long term access of school practice agement
facilities via formal Joint Use Industry trend and best practice Integrated
Agreements (JUA). demonstrates that JUA’s reduce Planning
the need to enter into high cost
greenfield and/ or synthetic field
developments.
A formal JUA provides clarity around
capital investment, length of tenure,
roles and responsibilities.
23
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 2021AREA ID RECOMMENDATION RATIONALE RESPONSI- PRIORITY
BILITY (H/M/L/O)
5 Investigate and implement Supply analysis and demand Assets Man- O
opportunities for adaptive Modelling agement
re-use of sport infrastructure Supply analysis identifies areas
to meet changing sport and of surplus supply of certain sport
active recreation demands. infrastructure such as underutilised
tennis and netball.
Provides opportunity to maximise
use for alternative sport and active
recreation should current sports use
alter, decline or cease to operate.
Sports In- 6 Apply the Sports Infrastructure Research, industry trends and best Assets Man- H
frastructure Hierarchy including key design practice agement
Hierarchy criteria and recommended Industry best practice is to provide City Presen-
maintenance service levels. a framework that ensures equitable tation
access for various levels of sport
participation with corresponding
facility standards and maintenance.
7 Apply minimum standard Research, industry trends and best Assets Man- O
of local sport facility practice agement
requirements to all new sport Research demonstrates that informal Public Do-
facilities. sport facilities have limited and main Design
constrained opportunities to cater for
community sport clubs.
8 Embellish sports infrastructure Research, industry trends and best Assets Man- O
in accordance with identified practice agement
Sports Infrastructure Hierarchy Compliance with Sports Infrastructure
categorisation for each site. Hierarchy categorisation will promote
equitable funding and resource
allocation.
9 Introduce a policy whereby Research, industry trends and best Assets Man- H
requests by user groups and/ practice agement
or peak bodies for facility Research demonstrates that
improvements beyond those variation to the sports infrastructure
recognised within the Sports hierarchies results in financial
Infrastructure Hierarchy are pressures and increased asset
not permitted. management burden on Council.
Upgrading 10 Apply the Sports Infrastructure Research, industry trends and best Assets Man- H
of Existing Prioritisation Framework in practice agement
Facilities determining priorities for Supports a consistent, structured
future facility upgrades. approach to decision making and
prioritisation.
Community and stakeholder
engagement findings
Engagement findings indicated
desire for transparent framework for
determining funding allocations.
24
LAKE MACQUARIE CITY COUNCILAREA ID RECOMMENDATION RATIONALE RESPONSI- PRIORITY
BILITY (H/M/L/O)
11 Complete regular asset Research, industry trends and best Assets Man- O
assessments of playing practice agement
surfaces, lighting, amenities Best practice in asset management City Works
and court surfaces for is to regularly conduct assessments
condition, compliance and to help inform future capital works
functionality. programs.
Undertake condition Supply analysis and demand
assessments of all major modelling
grandstands within the City
Various grandstands across the LGA,
with intention to maximise
many of which are ageing and require
asset life cycle and upgrade as
assessment. Following the grandstand
required.
condition assessments, and where
a reasonable useful structural life
has been identified (15+ years),
periodically update the seating, and
amenities of these buildings.
12 Implement a four-year rolling Supply analysis and demand Assets Man- H
capital works program in modelling agement
line with Council’s Integrated Supply analysis demonstrated there
Planning and Reporting is a range of asset age, condition
framework to progressively and capacity of sports infrastructure.
renew and upgrade existing Upgrades are required to enhance
sports facilities. capacity, compliance and user
Capital works program to satisfaction.
address playing surfaces, Community and stakeholder
lighting, amenities and court engagement findings
surfaces.
Engagement findings indicated
the desire for sports infrastructure
upgrades.
13 Ensure any new or upgrades Research, industry trends and best Assets Man- O
to amenities support universal practice agement
accessibility outcomes. Industry trends has identified an City Design
expanding sport participation Community
landscape including increased Partnerships
female participation, more programs
targeting older adults and service
offerings for people with a disability.
Supply analysis and demand
modelling
Supply analysis identified various
ageing infrastructure that does not
fully support universal accessibility
outcomes.
Community and stakeholder
engagement findings
Universal access identified as a key
challenge across various sporting
codes as result of aging/outdated
infrastructure in order to support
increased female participation and
new formats of sporting competition.
25
LAKE MACQUARIE SPORTS STRATEGY 2021-2031 | JULY 2021You can also read
