informing strategy · 8/19/2019 · living energy - that propels us forward. to align our culture...

INFORMING STRATEGYOpen Space and Recreation

2 sutherlandshire.nsw.gov.au | Informing Strategy - Open Space and Recreation Updated July 2019

At Sutherland Shire Council we do more than serve our community - we are our community.

We understand that our natural landscapes - the bays, beaches and bush - and our love of outdoor living gives us a unique energy that sets us apart from anywhere else.

This translates into an active community - and a living energy - that propels us forward.

To align our culture to our community we are active, evolving, respectful and collaborative - this energy can be seen in everything we do.From having a can-do attitude, to embracingopportunity and change, being people-centredand working together as one.

That’s why Sutherland Shire is a place for life - its vibrancy brings people to life and makes it a place they want to stay forever.

It’s our role to enhance the spirit of our area and its people.

Prepared by Sutherland Shire Council

Adopted by Council 19 August 2019

Contact DetailsSutherland Shire Council 4-20 Eton Street Sutherland NSW AustraliaLocked Bag 17, Sutherland 1499T 02 9710 0333

[email protected]© Sutherland Shire Council 2019

Acknowledgement of CountrySutherland Shire Council acknowledges and pays respect to the Traditional Owners of the land, the Dharawal speaking people. We pay respect to their culture, history and Elders, past, present and future.

sutherlandshire.nsw.gov.au

sutherlandshire.nsw.gov.au | Informing Strategy - Open Space and Recreation 3Updated July 2019

contents

Introduction ........................................................4

Context ................................................................6

Agencies and Stakeholders ..............................8

Council’s Integrated Planning and Reporting Framework ........................................9

Drivers of Change ............................................10

Open Space and Recreation Principles ........ 14

Open Space and Recreation At a Glance ..... 15

Outcome 1 ......................................................... 16

Outcome 2 ........................................................ 18

Outcome 3 .......................................................20

Appendix 1: Definitions................................... 22



Open Space and Recreation Strategy

IntroductionThe Open Space and Recreation Strategy outlines the key outcomes which will contribute to enhancing active lives in the unique and valued open spaces of the Sutherland Shire.

As a key informing strategy under Council’s Integrated Planning and Reporting framework, the Open Space and Recreation Strategy is directly aligned to our Community Strategic Plan.

The Strategy outlines three key outcomes centred on planning for open spaces to support active lifestyles now and into the future. This will be achieved through optimising our open space to provide opportunities for the community to be active, increasing participation in open space activities to support improved health and wellbeing. A collaborative approach and ongoing consultation with our community will inform ongoing planning.

Responsibility for progress towards achieving the Strategy outcomes rests with a range of agencies – with Council, government agencies, sports associations and clubs, community organisations and the local business community all having a part to play.

The activities that Council will deliver to support progress of the Open Space and Recreation Strategy will be detailed in Council’s four year Delivery Program and annual Operational Plans.



ContextSutherland Shire has a wonderful legacy of open space and waterways that sets it apart from much of Greater Sydney. Council manages around 1,780 hectares of open space, which comprises 633 parks and bushland reserves, in addition to our beaches and waterways. Council supports our community’s active lifestyles through its sporting fields and facilities, grounds, recreation facilities and parkland. There are 17,279 hectares of bushland in four National Parks, a State Recreation Area and a Nature Reserve. This sheer volume of open space and its distribution throughout the Shire brings all residents into close contact with nature. It is our community’s access to open space, bushland, beaches and waterways that has shaped its character and our unique sense of place.

In a 2017 survey, 92% of our community agreed that the outdoor spaces are a key part of the Shire’s identity. Residents valued the ‘Abundance of and diversity of parks within the area, [the] range in size and [that they are] well distributed’. 79% of respondents agreed that sport is a key part of the Shire’s identity and that they have lots of options to live an active lifestyle in the Shire.

Open spaces are well utilised by our community with 84% of residents visiting parks at least once a month, 69% visiting bushland, creeks, waterway, 65% visiting patrolled beaches at least once a month and 60% utilising sports fields, tennis and netball courts at least once a month.

The demographic profile of our community is changing over time and this affects how our open spaces are used and the services provided. Parks, bushland and beaches are most used by families with children and two-person households under the age of 50 years. Sports facilities are most used by families with children.

Residents believe that parks are the second most important service provided by Council, rated as very important or important by 91% of respondents. Parks are most important to families with children and two-person households under 50 years of age. Patrolled beaches are in the top four services provided by Council yet young people considered that patrolled beaches are the most important service provided by Council. Sports fields,



79%of respondents agreed that SPORT

is a key part of the Shire’s identity and that they have lots of options to live an active lifestyle in the Shire.

tennis and netball courts are important services provided by Council, with 74% of respondents rating these are either very important or important.

Sutherland Shire will grow and change as Greater Sydney becomes a more global city. Council is committed to maintaining the active lifestyle and connections to nature that our community strongly values as we grow and change. We must make sure we meet the recreational needs of our residents as well as those of the future, while at the same time protecting those elements that our community values. This will not be successfully achieved without careful planning of our assets and services. This strategy seeks to provide direction for this planning.



The Open Space and Recreation portfolio is supported by and supports a wide range of agencies and stakeholder groups.

These include:

• Greater Sydney Commission

• NSW Office of Sport, NSW Health

• State Sporting organisations, sport associations and clubs

• Interest groups and facility users such as Scouts and Guides, Illawarra Bee Keepers, Sylvanvale

• Volunteers, including club officials and parents, Bushcare members

92%agreed that the

OUTDOOR SPACES are a key part of the

Shire’s identity

We are proud of our strong connections and productive multi-agency partnerships within our community to ensure we can continue to realise our vision of a connected and safe community that respects people and nature, enjoying active lives in a strong local economy.

Agencies and Stakeholders

NSW Office of Sport

NSW Health

Interestgroups

Sports Clubs

StateSporting

Organisations

Volunteers



Council’s Integrated Planning and reporting framework

DistrictPlan

REGIONALPlan

Local Strategic Planning

Statement20 years

Community Strategic Plan

10+ years

DELIVERY PROGRAMME

OPERATIONALPLAN

Business UnitPLAN

1 year

Informing Strategies

DELIVERY PROGRAM

4 years

ANNUALREPORT

Local Environmental

PLAN

Development Control

PLAN

RESOURCINGSTRATEGY

Long Term Financial Planning

Workforce Management Planning

Asset Management Planning

Customer Experience Strategy

IM&T Strategy

COMMUNITY ENGAGEMENT

Including customer segmentation, Youth, Aging, etc.

OPEN SPACE ENVIRONMENTAL INTEGRATED TRANSPORT

ARTS & CULTURE ECONOMIC HOUSING



By 2036, Greater Sydney will be home to another 1.7 million people. As the city grows, more people will come to the Sutherland Shire for its unique natural environment, for recreation opportunities and to enjoy the coast and beaches.

The population of the Sutherland Shire is predicted to grow by 30,000 people by 2036, with growth mainly anticipated to be located in and around the centres. Residents of these areas will require access to a range of infrastructure for sport and recreation activities in close proximity to their homes.

The Shire has an ageing population, with 16% of the population currently aged over 65 years. By 2036, this group is anticipated to increase to 20%.

The trend towards more compact forms of housing means that many activities that traditionally took place in backyards (e.g. children’s birthday parties, BBQ on summer nights or vegetable gardening) will take place in public spaces.

Participation rates are changing in organised sport across codes, gender and ages: with increasing demand for facilities and increasing pressure on some existing fields and facilities for some sports such as soccer, coupled with reducing use of other facilities by other sports.

Drivers of ChangeFuture planning for open space and recreation needs to respond to a number of emerging trends. These trends are briefly summarised as:



Higher expectations are placed on the range and level of services to be provided as sports become more competitive and our population is more affluent than previous generations.

Sports are evolving, with noticeable trends towards lifestyle and adventure sports and the growth of individual activities e.g. personal fitness.

Sport and recreation activities are increasingly operated as a business, with many residents willing to pay commercial enterprises to participate, but the venues and facilities where these operate are council provided assets.

Attitudes are changing, with a move towards acceptance of some element of challenge/risk, combined with an expectation of safe facilities and practices in recreational activities for all age groups.

The development of the F6 Corridor and future sea level rise will impact on a number of open space, sports fields and facilities, which will be costly and difficult to replace if lost.

The size and breadth of the existing open space and recreation portfolio requires significant funding to maintain. Council is experiencing tighter financial conditions and there is changing state government emphasis to District-wide consideration in the planning and funding for open space and sport.



Our Vision,

ACTIVEWe have a can-do attitude and believe in delivering a positive contribution to our community

COLLABORATIVEWe see ourselves as being one with our community, and build strong connections based on an open and understanding approach.

ACTIVEWe have a can-do attitude and believe in delivering a positive contribution to our community.

COLLABORATIVEWe see ourselves as being one with our community, and build strong connections based on an open and understanding approach.

Our Purposewe believe in creating a thriving community of active lives connected to nature.

Our Visiona connected and safe community that respects people and nature, enjoying active lives in a strong local economy.

Our Values



EVOLVINGWe embrace opportunity and change, championing new ideas and providing creative solutions to problems

RESPECTFULWe act with integrity and listen to all, operating in a transparent way that values what makes the Shire special.

EVOLVINGWe embrace opportunity and change, championing new ideas and providing creative solutions to problems.

RESPECTFULWe act with integrity and listen to all, operating in a transparent way that values what makes the Shire special.



Open space and recreationPRINCIPLES

CHARACTERThe character, heritage and environmental values of our Open Spaces will be preserved, protected and celebrated.

COLLABORATIVEWorking together to achieve better outcomes in our Open Spaces and reflect the values of the community.

SAFESafety is optimised by applying good design and management to Sutherland Shire open space.

SUSTAINABLEOpen Spaces will be planned, maintained, and evolved to best meet the needs of the present without compromising future generations.

EQUITABLEThe planning, funding and utilisation of Open Spaces must be fair and reasonable to consider all ages, abilities and interests.

ACCESSIBLEEnhance the availability, usability and connectedness of our Open Spaces to support access for all.

Open space and recreation

PRINCIPLES



OPen Space and recreatioN

OUTCOME

OUTCOME

OUTCOME

Open Space accommodates the community now and as it grows and changes

Increasing numbers of people of all ages, physical ability and interests are able to participate in physical and recreation activities that will lead to improved health and well being

Best value for the community from open space investment and management

OBJECTIVEPlanning for open space to best meet the needs of current and future generations.

OBJECTIVEIncreasing the overall participation rate in casual and organised activities within open space by 10% by 2030.

OBJECTIVEOptimising use of our open space to provide more opportunities for the community to be active.

AT A Glance



Outcome 1

OUTCOME

Open Space accommodates the community now and as it grows and changes

1



How will we measure:• Rate of open space provision by function• Spatial distribution and accessibility:

no. of households in high density areas within 200m walk of open space no. of households in low density areas within 400m walk of open

OBJECTIVE

STRATEGIC APPROACH

Planning for open space to best meet the needs of current and future generations.

1.1 Community engagement will inform ongoing planning for Open Space

1.2 Research study on demographic, recreation and sports trends will inform ongoing planning for Open Space (Census – every 5 years)

1.3 Provide open space within 10 minute walk of homes in low and medium density residential areas (10 years)

1.4 Provide open space within 5 minute walk of homes in high density residential areas (10 years)

1.5 Undertake detailed place based planning in localities transitioning or likely to transition to higher densities to understand and meet future open space and recreation needs (3 years)

1.6 Develop a demand management plan for playgrounds to align opportunities for play for a broader spectrum of age groups, interests and abilities, including older children, teenagers, adults (2 years)

1.7 Prepare tailored Plans of Management for targeted high use open spaces to optimise use, manage potential conflicts and protect the amenity, cultural and environmental values of the open space and its surrounds (10 years)

1.8 Develop a demand management Plan for Sport detailing where upgrades are required or if new fields and facilities are needed (7 years)

1.9 Develop a Demand Management Plan for community facilities detailing requirements for upgrading, repurposing or possible decommissioning (5 years)

1.10 Repurpose assets to cater for recreational needs arising from increasing urban densities and emerging community priorities, including opportunities for dog walking, fitness training, water activities and non-traditional sports and recreation. eg. skate parks, half court basketball and community gardens (5 years)

1.11 Advocate for the retention or compensation of open space, sports fields and facilities impacted by the delivery of the F6 corridor (1 year)

1.12 Open space planning will recognise the ecological values of bushland and its importance in ensuring our community has opportunities for meaningful connections to nature.



Outcome 2

OUTCOME

Increasing numbers of people of all ages, physical ability and interests are able to participate in physical and recreation activities that will lead to improved health and well being

2



How will we measure:• Participation/user rates by interest,

age group and abilities • Volunteer numbers/hours• User satisfaction

OBJECTIVE

STRATEGIC APPROACH

Increasing the overall participation rate in casual and organised activities within open space by 10% by 2030

2.1 Prioritise removal of barriers to disability inclusion and provide facilities to include people of all levels of ability, when preparing Masterplans or Plans of Management for open space (10 years)

2.2 Set service standards to prioritise grassroots participation in sport (1 year)

2.3 Partner with agencies, interest groups and user groups to increase awareness of local opportunities for recreation, sport, exercise and volunteering (1 year)

2.4 Create partnerships with agencies, interest groups and user groups to explore more opportunities for destination walks, mountain biking and adventure activities in bushland, and recreation activities on the waterways (5 years)

2.5 Prepare a Green Grid Plan to connect open spaces and daily destinations with safe and pleasant walking and cycling connections (2years)

2.6 Identify appropriate opportunities for complementary commercial activities in Plans of Management for open space (10 years)



Outcome 3

OUTCOME

Best value for the community from open space investment and management

3



How will we measure:

• Asset utilisation rates

• Contribution of partnerships

• Capital and Recurrent costs

• Opportunity costs

• Customer complaints

OBJECTIVE

STRATEGIC APPROACH

Optimising use of our open space to provide more opportunities for the community to be active

3.1 Formalise arrangements for use of facilities and fields with all user groups by entering into either lease agreements or hire arrangements (3 years)

3.2 Create partnerships with user groups to achieve the shared use of facilities and fields, where the asset can accommodate shared use (5 years)

3.3 Create partnership funding models that facilitate facilities and fields being maintained to meet ongoing user needs (5 years)

3.4 Implement an on-line booking and payment system for hire of selected facilities (1 year)

3.5 Implement a consistent public interest test for commercial uses, private functions and events in open space (1 year)

3.6 Implement a system of sports field allocation based on complete participation data, field carrying capacity and costs, in collaboration with open space users (5 years)



10 minute walk: The distance that can be travelled in 10 minutes at a gentle pace, calculated as 840m walking distance, factoring in waiting time to cross busy roads.

5 minute walk: The distance that can be travelled in 5 minutes at a gentle pace, calculated as 420m walking distance, factoring in waiting time to cross busy roads.

Casual activities: Activities which do not require formal membership of an organisation or group. The activities are usually instigated by individuals and not governed by a schedule.

F6 corridor: The Arterial Road Reserve which traverses the Sutherland Shire zoned SP2 Classified Road. The corridor has been set aside by the State government for a motorway through the Sutherland Shire. However, neither the timing of the construction nor the detailed design of the motorway is known.

Facilities: Assets provided to serve a specific function affording a convenience or service. Facilities referred to in this Open Space strategy include community buildings and assets provided by Council at parks and sports fields.

• Parks facilities: facilities include play and exercise equipment, seats, shelters, BBQs, footpaths and lighting.

• Sports facilities: facilities include club houses, toilets and change rooms, footpaths and lighting.

• Community facilities: Council owned buildings and associated assets in public open space, including community centres/ halls. The buildings are leased or hired for community uses, Scouts/ Girl Guides, sports clubs, surf lifesaving clubs, youth clubs, men’s sheds, special interest clubs such as beekeepers club.

High density areas: Areas where residential flats can be developed, namely residential areas zoned R4 High Density Residential and business zones B3 Commercial Core and B4 Mixed Use.

Interests: The range of individual preferences for passing the time. People have multiple interests and the list of possible interests is vast. Examples of interests pursued in open space include tai chi, bushwalking, dog walking, bird watching, surfing, swimming, walking, running, reading, meditating and picnicking.

Localities transitioning to higher densities: Areas which are zoned to allow a higher density of development than currently exists. Future redevelopment will increase residential density.

Appendix 1: DefinitionsLow density areas: Residential areas where

development is characterized by single dwellings, dual occupancy and multi-dwelling housing, namely areas zoned R2 Low Density Residential, E3 Environmental Management and E4 Environmental Living.

Medium density areas: Residential areas zoned R3 Medium Density Residential where multi dwelling developments are a common development type.

Open space: Land managed by Council that is accessible to the public and is predominantly not built on (includes public golf courses and parts of the F6 corridor).

Note: Open space not managed by Council is not covered by the Open Space and Recreation Strategy. This includes land owned and/or managed by other public authorities (including National Parks and Nature Reserves, excluded bushland and Holsworthy).

Organised activity: Activities which require formal membership of an organisation or group, and are usually governed by a schedule. In open space, the most common type of organised activity is organised sport, particularly team sporting competitions which require regular use of a sports field over a season.

Play: Leisure activity engaged in purely for enjoyment or amusement.

Playgrounds: Open spaces with play equipment and facilities that are installed and maintained by Council. Playgrounds also have ancillary constructed elements such as paths, shade structures, seats, bubblers and lights.

Place based planning: Detailed planning for a particular place which responds to the unique characteristics of that place: the local character, materials, landscape, and environmental context.

Service: A system supplying a public need. For example, lighting, water supply and sewerage systems are services provided to open spaces to enhance their usefulness.

Targeted high use open space: These open spaces are regionally significant, and are generally maintained by Council at level CX1, meaning that finishes and attributes of the open space are of the highest standard. The targeted open spaces which are to have tailored Plans of Management are:

• Bate Bay, Cronulla and Kurnell: Destination area encompassing the Council managed open spaces on the Cronulla and Kurnell peninsulas, from Hungry Point to Bonna Point.

• Como Pleasure Grounds, Como• Camellia Gardens, Caringbah• Burnum Burnum Sanctuary, Woronora


4-20 Eton Street, Sutherland NSW 2232Locked Bag 17, Sutherland NSW 1499T 02 9710 0333 [email protected]

mailto:ssc%40ssc.nsw.gov.au?subject=


informing strategy · 8/19/2019 · living energy - that propels us forward. to align our culture...

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