George Town Sports Complex Development Plan

George Town Sports Complex
Development Plan
Prepared for George Town Council

by
HM Leisure Planning
Inspiring Place
Suters Architects
December 2009
Table of Contents

1
Study Purpose .................................................................................................. 1
1.1 Introduction................................................................................................. 1
1.2 Study Stages ............................................................................................... 2
2
The Sports Complex Assets............................................................................... 7
2.1 Introduction................................................................................................. 7
2.2 The Outdoor Assets of the Sports Complex....................................................... 7
2.3 Built Assets................................................................................................ 13
2.4 Other Sporting Assets in George Town........................................................... 13
2.5 Overview of Assets ..................................................................................... 21

3
The Planning Context...................................................................................... 22
3.1 Introduction............................................................................................... 22
3.2 Council Policies and Past Reports .................................................................. 22
3.2.1 George Town Council Policies ................................................................. 22
3.2.2 Other Recent Planning Reports............................................................... 24
3.3 Conclusion................................................................................................. 26
4
Demographics and Leisure Trends: Implications ............................................ 27
4.1 Introduction............................................................................................... 27
4.2 The Demographics of George Town ............................................................... 27
4.2.1 Population Size .................................................................................... 27
4.2.2 The Age Distribution of the Population .................................................... 28
4.2.3 The Cultural Mix of the Population .......................................................... 30
4.2.4 Employment ........................................................................................ 30
4.2.5 Income ............................................................................................... 31
4.2.6 Family Make-up ................................................................................... 31
4.2.7 Demographics: Overview ...................................................................... 32
4.3 Leisure and Recreation Provision Trends ........................................................ 33
5
Sporting and Community Needs and Aspirations ............................................ 37
5.1 Introduction............................................................................................... 37
5.2 Councillor/Officer Interviews ........................................................................ 37
5.3 User Group Interviews ................................................................................ 38
1. User Club Needs ................................................................................... 38
2. Ideas for the Future .............................................................................. 41
3. The Former Senior Soccer Clubrooms....................................................... 41
4. Other Information and Ideas................................................................... 42
5.4 Other Interviews ........................................................................................ 42
5.5 The Use Groups Survey ............................................................................... 43
5.6 Public Meetings .......................................................................................... 45
5.7 Submissions .............................................................................................. 48
5.8 Consultations Overview ............................................................................... 49
6
The Sports Complex and Building Master Plans .............................................. 51
6.1 Introduction............................................................................................... 51
6.2 Design Brief ............................................................................................... 51
6.2.1 External Spaces.................................................................................. 51
6.2.2 Internal Spaces .................................................................................. 52
6.3 The Sports Complex Plan ............................................................................. 54
George Town Sports Complex Master Plan

HM Leisure Planning/Inspiring Place/Suters Architects. December 2009

6.4 Building Proposals ...................................................................................... 59
6.5 Overall Priorities for Action .......................................................................... 66
7
Funding the Development Proposals ..............................................................
7.1 Introduction...............................................................................................
7.2 Partnerships ..............................................................................................
7.3 Funding Opportunities .................................................................................
7.3 Funding Summary ......................................................................................
67
67
67
68
74
8
Managing and Programming the Sports Complex Assets ................................ 75
8.1 Introduction............................................................................................... 75
8.2 Management.............................................................................................. 75
8.3 Programming and Promotion ........................................................................ 79
9
Summary and Next Steps ............................................................................... 82
9.1 Summary .................................................................................................. 82
9.2 Next Steps ................................................................................................ 83

Appendices

1
Study Purpose
1.1 Introduction
George Town Council has identified the need to prepare a development plan to guide
future actions at the George Town sports complex, also known as Blue Gum Reserve.
The sports complex is one of George Towns greatest assets being a 22.2 hectare site
which, since the late 1960s, has been developed as the major outdoor sporting venue
serving both George Town and the Council area. Today, the sports complex boasts six
playing field areas supporting a range of different field sports, a cycling track, netball
courts, tennis courts, an equestrian area, a range of service and club buildings, extensive
areas of informal parkland and a small remnant bushland area.
Yet despite these assets, the sports complex has been developed in a somewhat piecemeal
manner with little coordination between uses or users. As a consequence, there has been
a significant level of clubroom duplication; there are significant problems with drainage;
access to different sections of the sports complex is problematic, and issues of vandalism
have been difficult to manage. Further, the complex has a generally unattractive external
appearance, has fencing to keep people out and is seen almost universally as an outdoor
sports venue, with nothing of value to the wider community.
Given the above, Councils objective in commissioning preparation of the present development plan is to assist it, sporting user groups and the wider community to make informed
decisions regarding the future development of the complex.
In keeping with modern trends in recreation and sporting provision, the opportunity exists
to take an integrated approach to the redevelopment of several existing facilities and to
provide new facilities which will both enhance current uses and make the sports complex
more accessible and attractive to the wider community.
Effective planning could see the co-location of a range of sporting, community and social
facilities which will maximize the returns on investment, save the duplication of
infrastructure, and provide a more diverse mix of leisure and recreation opportunities.
In the light of the above, the aims of the present study as detailed in Councils Project
Brief (June 2009) were:
To prepare a master plan for the site:

o
consult with all stakeholders and prepare priorities/recommendations for

development, that are realistic according to the ability of the community
and government to fund, operate and maintain
prepare a concept plan for the entire site with preliminary designs for
separate elements (facilities or infrastructure) where necessary
To improve the function and design of the Sports Complex:

o
create greater efficiencies in layout and design: therefore benefitting

operation, management and maintenance outcomes

o
improve the quality of provision according to defined standards of

provision, and
To provide recommendations for improved management, operations and

maintenance:
o
create improvements in safety, quality, and standard of provision
improve efficiency or effectiveness
improve programs or services offered to the community
prepare the basis for an asset management strategy for the Complex.
Further to these aims, the Brief stated that:

It is important to consider the Sports Complex as part of the recreational and sporting
facilities and infrastructure within the municipality and region, rather than as an
isolated facility and that
In this context the focus should be on outcomes: what is actually provided for the
community in terms of programs and services the actual recreation and sporting
opportunities that foster physically active participation and therefore provide a direct
benefit to the health and well being of the community. (our emphasis in italics).
These are important points in that they highlight a desire on the part of Council for the
development plan for the sports complex to focus on how the Sports Complex can best
assist in serving the wider needs of the community, rather than focussing attention on
buildings, ovals or courts (assets).
The location of the sports complex and the present layout of the facilities it offers are
shown on the following pages.
1.2 Study Stages

In light of the requirements of Councils brief and the strong focus on community
involvement and use ahead of providing more physical assets, this study has put a strong
focus on community engagement and involvement and on outcomes that will diversify the
role of the sports complex in the life of the George Town community.
The study been undertaken in 8 stages. These are outlined below.
Stage 1: Sports Complex Assets Assessment

1.1 Briefing and site visit with Council staff to inspect the assets and to
evaluate new development opportunities in the light of recent trends in the
provision of community hubs, and community wellbeing and social activity
venues
1.2 Assess the condition of the existing assets and their capacity for upgrading
and redevelopment to better meet community needs
1.3 Visit other recreation and sporting venues in George Town to assess their
contribution to the community and their relationship with the assets of the
sporting complex

1.4 Identify an initial set of ideas and opportunities for the master planning of
the overall sports complex, and
1.5 Meet with Council staff to present and discuss initial options.
Figure 1: The location of the sports complex in George Town (provided by

George Town Council)
Stage 2: Policies and Reports Review
2.1 Review relevant Council policies and determine the action implications for
the Sports Complex, and
2.2 Review past reports commissioned by Council and determine the implications for the Sports Complex.
Stage 3: Sport and Recreation Needs and Participation Analysis

3.1 Meet individually with key user groups and other relevant organisations to
assess needs and development priorities
3.2 Run a community ideas and opportunities workshop to identify
development proposals
3.3 Compile an assessment of the use of the sports complex as indicated by
club surveys and other community members, and
3.4 Analyse Bureau of Statistics and Australian Sports Commission data and
the Sport and Recreation Tasmania sports participation surveys to
determine current projected use levels and possible wider uses, and

3.5 Review the demographics of George Town and assess the implications to
provision needs and opportunities at the Sports Complex.
Stage 4: The Sports Complex Master Plans

4.1 Collate and review user group survey responses regarding facility and
other needs
4.2 Determine the preferred mix of sports complex components to be provided
in the sports complex
4.3 Prepare draft sports complex and building designs
4.4 Present the draft master plan for the overall sports complex and building
designs to Council for review and to all relevant user and wider groups.
Revise as appropriate, and
4.5 Prepare revised and costed sports complex master plan and building
designs.
Stage 5: Programming
5.1 Prepare a listing of programs, activities and services which should be
assessed for provision at the Sports Complex. The list will be structured
under Sports, Recreation, Leisure, Community development, Social, Health
activities, and others as appropriate. Key needs groups will also be
identified. The list will indicate:
The venues which the programs might require
Actions needed to accommodate the activity/program/service
How the program might best be offered, and by whom
When the program might be offered
Financial considerations and funding strategies where appropriate
The priorities for action for key needs groups, and
5.2 Identify other venues which can accommodate recreation and other
community building activities which it would be preferable to use ahead of
the Sports Complex.
Stage 6: Management
6.1 Review and evaluate the management arrangements at existing
community-access recreation and community facilities in George Town
6.2
Prepare an outline of other management models used by community and

sporting facilities and the indicative cost of each for review and discussion
with Council
6.3 Prepare details on a preferred management approach, indicative costs and

as appropriate, a transition process to the preferred model
Stage 7: Partnerships & Funding Sources

7.1 Assess the opportunities for development partnerships with government
and public agencies eg: health, education, community services, Council
7.2 Identify all grant, loan and beneficial trust schemes available as a source
of funding
7.3 Provide a detailed outline of strategies used in other communities eg:
cooperatives (under the Cooperatives Act 1999), community giving
schemes

7.4 Review and assess State government support for private partnerships and
the recommended strategies to follow, and
7.5 Promote the potential commercial opportunities to be offered through a
partnership development.
Stage 8: Reporting
8.1 Preparation of a full report detailing the findings of all Stages of the
research
8.2 Preparation of a concise action plan with a summary of the key findings,
design and development recommendations, funding strategies, the
recommended management approach, and priorities for action.
The findings of each of these stages are presented in the following sections of this report.

2
The Sports Complex Assets
2.1 Introduction
The George Town sports complex has been developed in a somewhat piecemeal manner
over a period of 30 years with little coordination between uses or users. As a result, there
has been a significant level of building duplication; there are significant problems with
drainage; access to different sections of the sports complex is problematic, and issues of
vandalism have been difficult to manage. The complex has an unattractive external
appearance, has fencing to keep people out and is seen almost universally by the
community as an outdoor sports venue, with nothing of value to the wider community.
This Chapter provides a review of the key assets of the reserve and identifies their shortcomings and possible future or alternate uses. To ensure that new initiatives are undertaken in the context of other sporting and recreation provision in George Town, the
Chapter also provides an overview of other recreation opportunities in the town and of the
position they occupy vis-a-vis the facilities provided at the sports complex.
2.2 The Outdoor Assets of the Sports Complex

To date, the emphasis at the reserve has been on the creation of playing surfaces and
support facilities by way of grandstands, kiosks, toilets, ticket booths and the like (see
S2.3). Many of the grounds suffer from poor drainage and weed invasion. The following
table and photos identify the range of the larger playing fields and principle open spaces,
assesses their condition/usefulness and makes preliminary recommendations for them.
The playing fields and club facilities have, in a number of cases, been developed for sports
that are no longer actively played in George Town (such as rugby, hockey and rodeos).
This means that over time, existing facilities have been adapted to allow use by sports
they were not designed for. This has not always been as successful as it could have been.
Flexibility and future proofing are required to accommodate what exists now and what
may develop in the future.
Generally, the reserves presents poorly as a community facility (see photos following left). Boundary fencing (see photo) and the lack of facilities in support of formal sporting
uses eg: family gathering, childrens play, barbeque/picnic spaces, etc., suggests privatisation and a one-dimensional sporting dominance of the reserve that has led to a
narrow ownership of the resources.
Organisation of activities within the reserve is disjointed. The site is cut into a number of
distinct sections by roads and parking as photograph 2 following shows. The separation of

cricket facilities is particularly noticeable with the sport having the use of three grounds
that are remote from each other and the clubrooms. A reorganisation of the use of
Photograph 1: Old and inappropriate fencing

and excessive asphalt surround the netball and
tennis courts
Photograph 2: The reserve is cut into a number

of distinct sections by roads and parking
spaces is proposed herein that will overcome these problems, together with identifying
better access and increased integration of uses whilst also creating opportunities for
alternative use(s) of the areas that would be freed up.
Photograph 2: The central gravel car park area offers opportunities for significant new initiatives
The large gravel area dedicated to parking at the core of the reserve (above) is essentially
wasted space as there would be few if any activities that generate the need to park so
many vehicles. This core area thus offers great potential for redevelopment as a passive
parkland space with picnic and social facilities available to all reserve users. Some parking
would still be provided but in a more organised and better landscaped manner and with
appropriate access roads.
The infrastructure of the reserve is wanting. Stormwater management is a particular issue
for a number of playing surfaces but also more generally across the reserve. Where drains
have been built they are often over-grown, falling apart or clogged with sediments (see
photographs below). An improved approach to stormwater management would have a
number of benefits including improvements to the usability of various grounds, retention of
stormwater to replace the need for the use of potable watering of playing fields which will
become increasingly expensive in the coming years, and the reduction of downstream
impacts on the town stormwater system.
Lighting of the reserve is also a concern to some users as current lighting levels are poor
and a more considered approach to lighting the core of the reserve is recommended.
Photograph 4, 5: Drainage services need maintenance and upgrading
Table 2.1 lists the main outdoor areas/assets of the reserve and a set of preliminary
recommendations.
Photo
Key
Facility
Condition
Preliminary Recommendations
Former hockey
ground (NW corner
of reserve)
Presently under-used ground.

Ground is too small for junior
cricket but it is possible to
enlarge the ground for this use.
Surface is uneven and heavily
infested with cape weed.
With reconstruction to increase

size suitable for junior cricket, this
ground would integrate well with
the adjacent senior cricket ground
and club house.
Informal parkland
(to east of former
hockey ground)
Recently cleared of native

vegetation. Ideal location for
water capture and storage.
Existing stormwater drains
through this area clogged at
outlet.
Prepare stormwater management

plan for the site/catchment
including calculations of required
volumes to service the reserve and
potential for this particular area as
a stormwater retention basin
Main football oval
Ground is in excellent condition

and well suited to its current
use.
No change.
Junior cricket ground

(NE corner of
reserve)
Ground is in good condition but

isolated from clubrooms and
seniors facilities. Rectangular
shape and requirement for
cricket pitch are not complimentary. Size of the space and
adjacent areas for parking offers
potential for a number of other
uses.
Relocate pony club activities to

this area. Adjacent area suitable
for parking cars/trucks and horse
floats.
Main cricket ground
Reasonable condition although

drainage problems along
boundary closest to clubrooms.
Incomplete fencing. Perimeter
areas messy.
Earthworks required to improve

drainage around perimeter. Clean
up. Complete fencing.
Table 2.1: the outdoor assets of George Town Sports Complex


Photo
Key
6
Facility
Main car park
Condition
Preliminary Recommendations
Large informal gravel parking area

at the core of the reserve. Some
established perimeter trees and
other plantings.
The area forms the core of the

reserve and is the priority area for
redevelopment for informal
community uses around which the
rest of the reserve will operate.
Potential for the introduction of
play equipment, barbeque, group
shelter, half court basketball and
open lawn area to promote /
encourage new users into the
reserve.
Informal parkland
(including wood
chopping arena)
Large grassed area with maturing

trees, open drains and the
abandoned wood chopping arena.
Potential informal parkland.

Remove wood chopping arena and
make good.
Bushland
Small remnant bushland area

(Eucalyptus amygdalina scrub) in
moderate health (some weed
invasion, small amounts of
rubbish, worn footpads).
Adventure play area for local kids.
Suffers occasional burning.
Limited environmental values but

better as bush than cleared for
more parkland. Consider network
of paths through the area for
informal walking and incorporation
in orienteering, pony club and
cross country running routes in
conjunction with the rest of the
reserve. Land care activities
required to remove weeds and
improve health as remnant.
Soccer pitches
Area sufficient for 4 junior pitches

or two senior pitches. Drainage
issues in upper corners due to
levels issues and blocked drainage.
Surface very poor due to massive
cape weed invasion.
Retain for use by junior soccer and

informal sportsground activities
(little athletics, hockey, etc.).
Improve drainage at western end.
10
Tennis courts
Four courts. Two recently

resurfaced and two asphalt in poor
condition
Undertake windbreak plantings

around courts. Consider a free
public court to immediate west
11
Netball courts
Two courts recently resurfaced
No changes to courts. Remove

club rooms and relocate users.
Relocate eastern perimeter fencing
to open entry to the reserve.
12
Under 16 cricket
ground/Velodrome
Good playing surface (recent

drainage works have had good
results). Velodrome surface in
good condition.
Undertake tree root control to

protect velodrome surface.
13
Pony club grounds
Large open grassed area. Facilities

(shed and corrals) in poor
condition. Fenced from street
edge. Waterlogging problems
throughout and especially in
parking area.
Relocate Pony Club to junior

cricket area and use the space for
a fenced dog off-lead dog exercise
area and park perimeter parking.
Develop wetlands on site of car
parking and provide off street
parking for walkers.
Table 2.1 continued: The outdoor assets of the George Town Sports Complex

10
1.
3.
4.
5.
Refer to key in preceeding table. Not all facilities shown.
The assets of the George Town Sports Complex

11
The assets of the George Town Sports Complex.

12
2.3 Built Assets

An assessment of the buildings on the Sports Complex indicates that fewer buildings are
required with those which are retained having more flexibility built into them so that they
can serve a wider variety of functions. Co-locating activities into the same building allows
the sharing of services, such as amenities and parking, encourages cross-pollination of
uses and improves use levels. This then activates the area and helps to reduce security
problems, vandalism and anti-social behaviour.
Further to the above, other activities, not currently on the site (such as a gym, program
room, community function spaces, crche and a caf), could be introduced in a way that
would serve the whole complex and hence encourage wider general community use.
Most of the buildings on the site require renovating (particularly with respect to preventing
water ingress and providing disabled access and services compliance) and redevelopment
(to improve the facility to a degree that would improve community use and cater for a
wider cross-section of the community). Some facilities should be removed because their
condition is so poor or because they are redundant.
The age of many of the buildings and
the standards of design mean that they would not comply with any assessment based on
disability access or ecologically sensitive design. It is understood that a compliant ramp is
soon to be built to access the Football Club social rooms. However, this consideration
needs to be extended to all other buildings on the site so that these needs are addressed
when any upgrading or redevelopment works are undertaken.
The following Table provides details on the built assets of the George Town Sports
Complex. The Table lists each asset, summarises its condition and indicates any
recommended upgrading works. Where relevant, an indicative cost is provided for the
works.
2.4 Other Sporting Assets in George Town

A number of other sports assets in George Town were inspected as part of the present
study to ensure that development recommendations regarding the Sports Complex did not
duplicate existing provision and that where possible, compatibility of provision is achieved.
The venues inspected were:
Port Dalrymple School oval
Memorial Hall and adjoining Graham Fairless Centre
Old Community Centre
Trails and pathways through the township
Informal open spaces
The Port Dalrymple School oval has been substantially upgraded over recent years and
is now in very good condition. However, the support facilities provided in association with

13

Building
FOOTBALL
CLUB
Location
(relative to
playing
fields)
Western edge
of football oval
Materials
Condition
Recommended Upgrade
Cost
(Indicative
only)
Masonry
walls/ metal
roofing.
Good condition. Club is

about to start upgrading
the Kitchen.
No additional upgrade recommended.

(An additional floor level could be
added in the future.)
NA
FOOTBALL
CHANGE
ROOMS
Separate
building
adjacent to
Football Club
(north side).
Masonry
walls/ metal
roofing.
Internal condition not

known no access at the
time of inspection.
NA
NA
CRICKET
CLUB
Northern side
of cricket
ground/
between the
cricket ground
and the
hockey field.
Masonry
walls/ metal
roofing.
Reasonable condition
externally. Renovation
of finishes recommended
internally.
STAGE 1
- Redevelop and extend change
rooms to include both home and
away.
$150,000
STAGE 2
- Extend Function Space and provide
new Kitchen and Bar facilities.
$80,000
Table 2.2: The building assets of the George Town Sports Complex
Photos

14
Building
FORMER
SOCCER
CLUB
SOCCER
GRAND
STAND
Location
(relative to
playing
fields)
Eastern end of
soccer fields.
Western edge
of soccer
fields.
Materials
Masonry
walls with
steel roof
trusses and
metal
roofing.
Steel
structure
with metal
cladding and
roofing.
Condition
Recommended Upgrade
Concrete block work

damaged at NE corner,
galvanised roofing
patched in areas, gutter
and fascias damaged,
down pipes rusted.
Sun damaged north
facing timber doors,
rusted hinges and metal
frame. Internal finishes
to be replaced, change
rooms and toilets to be
completely renovated
including installation of
new fixtures.
STAGE 1
- Renovate existing function space
(including bar and kitchen)
- Install new windows for additional
natural lighting and transparency
- Replace damaged roofing, spouting,
fascia boards and doors
- Provide disabled access
- Renovate change area and provide
access from the soccer field end
(provide covered area)
- Install new accessible toilet
- Construct verandah area for netball
- DDA compliance.
$440,000
STAGE 2
- Construct new fitness and wellbeing
area with additional change rooms
- Construct crche
- Construct consulting suites and
store rooms
- Construct management office.
$1,250,000
STAGE 3
- Construct new kitchen / caf,
- Extend the function space and
provide new entry.
- Replace metal cladding, remove
rust, repaint steel structure and
replace damaged timber seating.
- Provide storage under the grand
stand.
$600,000
Structure appears to be
in good condition.
Damaged and loose
metal cladding, rusty
steelwork and damaged
timber seating (approx.
40%).
Table 2.2 continued: The building assets of the George Town Sports Complex

Cost
(Indicative
only)
Photos
$30,000
15
Building
CYCLING
CLUB
Location
(relative to
playing
fields)
North of cycle
track, and
northern side
of site access
road.
Materials
Condition
Relocated
timber
weatherboar
d (shiplap)
building.
Timber floor
structure
supported
on brick
piers. Metal
roofing.
Timber cladding damaged, FC soffit lining

sagging in some areas,
down pipes broken & not
connected to storm
water.
Windows removed and
boarded up.
Gutters damaged with
grass growing in some.
Internal linings and
flooring in poor condition, non compliant toilet
and kitchenette.
Prone to flooding in
surrounding area.
Finishes, joinery and
kitchen equipment
should be replaced.
- Demolish/ remove existing building,

make good services and site levels.
- Relocate existing maintenance shed
to adjacent to the cycling track.
Construct a slab base, line the shed
walls and ceiling (including insulation), and install storage units,
shelves and sink.
- Run services to the new location
(water, storm water, electricity).
- Demolish existing building and

construct a new masonry building
with metal roof adjacent to the new
location for the Cycling Club.
- Building to be fitted with new
joinery and cooking facilities,
including sinks and hands free
basin. Kitchen requirements to be
discussed with the cycling club to
determine extent of fit out.
$120,000

time of inspection.
- Demolish the existing building and

construct a new club room adjacent
to the junior cricket field on the
north eastern corner of the
complex.
- Run services to the new location.
$250,000
CYCLING
KIOSK
North of cycle
track, and
southern side
of site access
road.
Masonry
walls/ metal
roofing.
PONY
CLUB
Southern
corner of
Sports
Complex site.
Timber
structure
with metal
roofing.
Recommended Upgrade
Cost
(Indicative
only)
Photos
$70,000

16
Building
PIGEON
CLUB/
NETBALL
CLUB
TENNIS
CLUB
Existing
Location
(relative to
playing
fields)
Western side
of Sports
Complex site,
north of site
access road.
Western edge
of site, west of
soccer fields.
Materials
Condition
Recommended Upgrade
Masonry
walls/ metal
roofing.

time of inspection.
Reported to have major
structural problems with
roof.
- Demolish the building and provide

for netball use of the former Soccer
Club facilities.
- Construct an additional Netball
Court if required
- Enclose the under croft area of the
Football clubrooms and relocate the
Pigeon Club into that area.
- Construct new floor slab, side walls
(with windows) and entry door.
- Construct an adjacent store room
with shelving and install a kitchenette to be used during meetings.
Masonry
walls/ metal
roofing.

time of inspection.
No upgrade recommended at this time.
Cost
(Indicative
only)
Photos
$15,000
NA

17
Building
AMENITIES
MAINTENANCE
SHED
Location
(relative to
playing
fields)
One building is
on the western side of the
site adjacent
to the site
access road, &
the other is
north of the
car park at the
centre of the
reserve.
Eastern side of
gravel car
park.
Materials
Condition
Masonry
walls/ metal
roofing.

time of inspection.
Steel
structure
with metal
cladding and
roofing.
Concrete
floor slab.
Appears to be in
satisfactory condition.
Recommended Upgrade
No upgrade recommendations at this

stage.
Consider removal of toilets near
entrance once public toilets are provided in association with the redeveloped former Soccer Club rooms
- Enclose the under croft area of the

Football Clubrooms and relocate the
Maintenance shed into that area.
Construct new floor slab, side walls,
roller doors, storage units and sink.
(Maintenance Shed building to be
re-used as the Cycling Club
workshop/ Club Room).
Cost
(Indicative
only)
Photos
NA
$60,000

18
the ground are limited and, as a single field, the capacity to support a diversity of uses at
one time is limited. The school ovals use limitations are reflected in the fact that the
school makes quite regular bookings of 3-4 facilities at a time at the Sports Complex so
that for example, several field sports games, netball and tennis can be played at the one
time or inter-school programs can be conducted.
Star of the Sea College, which has few outdoor sporting areas of its own, also makes
regular use of the Sports Complex assets.
As such, the sporting fields at the Sports Complex remain a valuable asset for the school
and complement the existing school oval.
The Memorial Hall and Graham Fairless Centre are part of an integrated community
services complex situated in Regent Park in central George Town. The George Town
library is also part of this complex.
The Memorial Hall is a traditional Council hall which caters for a wide cross-section of
community events and group hirings. These include, for example Youth Week, Australia
Day Ceremonies, George Town on Show Bee Bop Dances, Community Garden Club, talent
quests, seniors concerts, Ten Days on the Island activities, country music, playgroups and
exercise programs.
The Graham Fairless Centre is a new $3.5 m. venue which includes a full size indoor sports
court, toilet/change and kitchen. The primary users of the Centre and the adjacent
Memorial Hall are netball and other indoor sports, dance programs, aerobics and fitness
activities as well as community functions, events and exhibitions.
A number of concerns have been identified with regard to the Graham Fairless Centre.
These include apparent restrictions on which activities can use the venue, the lack of
associated program spaces, the difficulty of adding additional courts in the longer term if
more court space is needed and the design which, while allowing plentiful natural light into
the building, is certain to cause problems for some sports uses.
From the perspective of the present study, the existence of the Graham Fairless Centre is
critical in that every effort should be made to accommodate all indoor court sports and
other indoor sports which are offered in George Town at that centre -even if extensions
are needed-- so that an alternate or competing venue is not built. Users of the old
Community Centre, which Council has earmarked for sale, will need an alternate venue if
that sale goes ahead preferably before the sale and closure occurs. If these uses cannot
be accommodated at the Graham Fairless Centre or extensions to it, wasteful duplication
of infrastructure and services could be incurred, or as has been proposed during the
community consultations program, there will be pressure to accommodate them at the
Sports Complex. This would be an extremely costly exercise and it could be argued that a
adding a single or multi-court building to the Sports Complex would be detrimental to that
venue from a visual perspective.
The old Community Centre, in Friend Street George Town is presently used by three
longstanding George Town clubs: rollerblading, the weightlifting club and judo. The

19
building is incapable of effectively meeting the needs of these groups and would require
extensive renovations and possibly, extensions, were it to effectively do so.
Council has indicated that it wishes to sell the asset so that sporting and community
activities can be consolidated into new facilities at more appropriate location(s). This
raises the issue of where the present uses will relocate to if the asset is sold. As noted
above, it appears that they may not be able to be accommodated at the Graham Fairless
Centre, although the planning team has been unable to confirm this to its satisfaction. If
the activities were to be accommodated at the Sports Complex, better facilities could be
provided for them there. However, the cost of providing equivalent or better facilities
would be very high and as noted above, it could generate wasteful duplication of
infrastructure and services and be detrimental to the Sports Complex from a number of
perspectives.
The view of the current study is that all existing (and potential future) indoor court sports
should be accommodated at the Graham Fairless Centre so that an alternative or
competing venue does not need to be provided. Whatever the case, if the old Community
Centre is sold, the users there will need an alternate venue. It would be preferable if a
new venue could be identified before the sale of the Community Centre proceeds.
Trails and pathways have been developed in several areas of George Town notably
around the coast and along sections of the York Rivulet while the coastal link to Low Head
as recommended in the 2004 report, Tamar Valley Regional Open Space System (see
section 3.2.2 following), is now being constructed. However, although there are open
space connections, there are no formal trail links from the town centre beyond Friend
Street, or from other residential areas to the Sports Complex. These links should be
developed and signposted as a matter of priority.
Informal open spaces. It has been argued that George Town has an excess of informal
open spaces. Although this is arguable, as few have been developed in a manner which
will attract substantial use, it is evident that there is a significant amount of public space
along the coast, along the York Rivulet and in the residential areas surrounding the Sports
Complex. Further, residents have access to other significant open spaces at Low Head and
at the Signal Station scenic lookout two kilometres out of town on the Main Road.
Given that the Sports Complex is located away from the coast and on the northern
perimeter of George Town, the high level of informal open space provision in and around
the town suggests that there does not need to be a major emphasis on the recreational
development of the informal open spaces at the Complex. That said, the consultations
reported in later chapters have identified the desire for some areas for picnic, play and
social activities to be used in association with other uses of the Complex. It may also be
appropriate to develop and promote some areas in their own right.
Further, the remaining undeveloped sections of the Complex offer the opportunity to
provide internal trails for training and fitness activities, as an activities destination or node
linked to wider town-based trail systems, and to provide an attractive setting and backdrop for sporting uses.

20
While a number of users have urged the removal of naturally-vegetated areas as a means
of reducing vandalism, fire and littering, this would reduce the attractiveness of the overall
venue. It also runs contrary to Councils environmental management objectives and the
problems should be addressed in a more positive way. The most effective means of
reducing vandalism is to increase the levels and times of use of the venue. Removal of
relatively stable native vegetation and replacement with grasses or landscaping is also not
cost effective.
In the light of the above, efforts should be made to retain and strengthen the quality of
the undeveloped areas of the Sports Complex, for some limited informal recreational use
and to provide breakout/adjunct spaces for use by existing clubs and activities.
2.5 Overview of Assets

The George Town Sports Complex is a major asset of the Council community. The
diversity of activities provided for and the number of additional activities which could be
supported is probably unmatched by any other sports venue on Tasmanias north coast.
This reflects the foresight in obtaining a large site and the placement of the different uses
on the site. The land encompassed by the reserve has attractive variations of topography
while tree planting and native vegetation add to the quality of the setting.
However, the fact that each user sport essentially has its own patch has meant that
there has been duplication of provision, particularly in terms of support services and
infrastructure. There is presently over 12 separate buildings on the reserve, most of which
contain the same facilities in a variety of sizes.
The club-by-club nature of provision combined with the limited resources of user clubs and
the Council population, have also mean that the quality of the facilities and the standards
of maintenance are generally low. Issues such as disability access and water sensitive
design has essentially not been addressed.
Another major consequence of the focus on club- provision is the neglect of the spaces
between each user group. Grassed areas are rough-mown, bushland areas are not
maintained, and paths, roadways and car parking areas are rough, potted and subject to
quite serious erosion. Similarly, the lack of maintenance of drainage systems in the
reserve has led to major overland flow and waterlogging problems at a number of number
of points.
Despite the shortcomings, the reserve offers excellent sporting activities for the George
Town community. However, these can be substantially improved while the opportunity
also exists to improve and diversify the overall standard, amenity and mix of activities
which the reserve can offer to the wider community. The changes needed to achieve these
outcomes are detailed in following sections of this report.

21
3
The Planning Context
3.1 Introduction
A number of issues need to be considered when assessing the opportunities and needs for
the further development of the George Town sports complex. These include past research
findings; the demographics of the community; trends in the provision of sporting,
recreation and community facilities; other potentially competing provision in the town, and
the needs of the community. The first of issues, the findings of past research, is reviewed
in this Chapter of the report. Chapter 4 following reviews the demographics of the George
Town community and trends in the provision of sporting, recreation and community
facilities while Chapter 5 turns to the needs of the community, as they relate to the
proposed sporting and community precinct.
3.2 Council Policies and Past Reports

Several George Town Council policy documents provide a sound direction for the future
development of the George Town sports complex and these are reviewed here. Further,
several recreation studies have been prepared for George Town Council and the wider
region over the past decade which provide some direction regarding the further
development of the George Town sports complex. However, these reports tend to be
broader and more strategic in nature and provide little direct guidance to future initiatives
at the sports complex. These are also reviewed in the following paragraphs.
3.2.1 George Town Council Policies

There are two key Council documents which establish a policy framework to guide the
future development of the George Town Sporting Complex.
George Town Council Strategic Plan 2007-2012
George Town Council Annual Plan 2009-2010
These are:
The key elements pertinent to the Sporting Complex are reviewed in the following
paragraphs.
George Town Council Strategic Plan 2007-2012
The George Town Council Strategic Plan 2007-2012 provides broad principles, values and
policies to guide the work of Council over the 2007-2012 period. The Strategic Plan is
divided into 10 sections, with the most important elements being the statement of the
key areas of Council activity and the statement of Council values.
The Strategic Plan 2007-2012 commences with a statement of the vision and mission of
the Council. The vision is:

22
To achieve a quality of life that builds pride in our heritage and secures a future for
our community
The mission is:
To develop and maintain a proud prosperous and vibrant area by planning our future
and promoting our strengths.
The effective and efficient planning and future development of the George Town Sports
Complex will contribute to achieving both the vision and mission. A high quality Sports
Complex which offers a diversity of pursuits to the community will enhance the quality of
life of the community, will strengthen the clubs and groups which use the venue, and will
contribute to the economic viability of the Council and town.
The Council values espoused in the Strategic Plan 2007-2012 are leadership, community
participation, equity and transparency, quality, responsiveness, sustainable development,
simplicity and accountability. As with the Council vision and mission statements, Councils
commissioning of the present planning study, the requirement that there is an opportunity for community input to the study, and its commitment to support the continuing and
long term development of the Sports Complex are in keeping with these values.
Further to the above, the requirements of the project Brief ensure that the study process
encompasses actions in keeping with a number of the key areas of Council activity. The
key areas and the strategies that will be made operational through action on the findings
of the present study are recorded below.
Governance
1.1 Provide effective leadership in our community
1.2 Consult with the community and encourage participation
1.3 Provide the highest quality customer service
Corporate
2.2.1 Continue to review community assets to maximise their use and effective life and develop
asset management plans for all classes of assets
2.2.3 Continue to share resources with other organisations to maximise efficiency and customer
service
2.2.4 Maintain transparent pricing and continue to work towards user pays for services
Planning and Development
3.1 Market George Town Council area and promote it as a great place to live, work and visit
3.1.1 Develop a promotion and marketing strategy to encourage new residents.
3.1.2 Ensure the area presents a tidy, cared for appearance and encourage local people to take
pride in and responsibility for the environment.
3.1.3 Promote our natural and built assets
3.2 Implement strategies for economic development and growth in the area
3.2.1 Ensure sustainable, high quality infrastructure is provided for local residents, visitors to
the area and to facilitate economic growth
3.3 Ensure land use planning enhances our environment, economy and lifestyle
Environment and Heritage
4.1 Improve access and interpretation of cultural heritage
4.1.2 Continue to improve interpretive signage in the area highlighting the historic and
environmental significance of our heritage
Infrastructure
5.1 Review and develop asset management strategies and maintenance programs to ensure
best value and fit for purpose assets are provided.
5.1.1 Maintain and develop a best practice asset management strategy for all Council assets in
conjunction with the long term financial plan.
5.1.2 Develop and maintain asset management plans for each class of assets.
5.1.3 Ensure engineering and financial asset data is combined and is driving the depreciation of

23
assets and the ability of Council to reasonably afford them.

5.1.4 Ensure optimum levels of maintenance and renewal of existing assets to maintain assets
at their current levels and reduce the future funding gap for asset renewals.
5.2 Provide the highest quality built assets and facilities possible, maintained at the optimum
time subject to financial constraints.
5.2.1 Develop and implement an asset management strategy for Council buildings and facilities
including the swimming pool, to provide sustainable management practices, maximising
the use of buildings and facilities and ensuring appropriate fee structures are in place.
5.2.2 Maintain and upgrade buildings and facilities to the highest possible standard within
financial constraints and at agreed levels of service.
5.2.3 Maintain strategies to mitigate risk associated with Council buildings and facilities
including physical and financial risk.
5.2.4 Provide parks and recreation facilities that are financially sustainable including
rationalisation where appropriate and maximising the use of facilities.
Community
6.1 Encourage and support participation in community groups to enhance the lifestyle of people
6.1.3 Provide and encourage programs to enhance the wellbeing of people for all sectors of the
community including youth, older persons, people with disabilities and those
disadvantaged.
6.1.4 Encourage and promote sport and recreation participation opportunities for the
community.
6.1.5 Increase utilisation of sports areas, halls and recreation facilities provided by Council.
The George Town Council Annual Plan 2009-2010 constitutes the current operational
program of Councils Strategic Plan. The key elements of the document from the
perspective of the present study are:
5.2 Built Assets and Facilities
Sports grounds:
To continue discussions with all users of Council sporting facilities with a view to
joining with Council in the development and maintenance of facilities in the future
To support the development of a Master Plan for the complex, identifying funding
sources as appropriate for major capital works investment programs for the site.
Quite a wide range of other Council programs and initiatives including those relating to
community engagement, youth, health and wellbeing, aged care, people with disabilities,
events and festivals could be advanced through the targeted development and use of the
assets of the Sports Complex for these purposes.
3.2.2 Other Recent Planning Reports

In addition to the Council policy documents, two recreation reports have been prepared in
the past 8 years which have some relevance to the Sports Complex. They are reviewed
below.
George Town Council Recreation Plan
Brent McKenna and Associates prepared the George Town Council Recreation Plan in 2002.
It sought to provide a framework to guide Council decisions on future recreation, leisure
and sporting provision. The report provided a review of the purpose of recreation

24
planning, of past planning reports, of the demographics of the Council community and of a
program of community consultations.
The Recreation Plan focused on broad planning issues and strategies without providing
specific site-related recommendations. The only conclusions having a bearing on the
Sports Complex were those recommending the redevelopment of the assets because of the
health and other benefits they deliver to the community; the need to share facilities to
achieve efficient use; the need for sports promotion; an equitable pricing policy, and an
efficient and equitable ground allocations process. The report also argued that some
rationalisation of open spaces in George Town was warranted given what was assessed as
an excessive level of provision.
Tamar Valley Regional Open Space System. This report was prepared for Launceston
City Council, George Town Council and West Tamar Council by Inspiring Place Pty Ltd and
HM Leisure Planning Pty Ltd in 2004.
The aim of the report was to provide the policy and strategic framework for the
establishment of a comprehensive and robust regional open space network that meets
community needs and aspirations (p. 4). The key objectives of the project were to:
Draw together and build on existing recreation, tourism and land management
strategies and determine community needs and aspirations as they relate to the
provision of open space
Develop a local government policy framework which:

clearly defines the purpose and principles of open space provision
establishes a hierarchical and value based categorisation system to assist in the
identification, analysis and future management of the regions open space, and
provides guidance in the acquisition and disposal of open space
Identify and map the existing and potential future open space network
Assess the adequacy of the existing open space network to meet community
needs and aspirations
Identify opportunities to improve, expand or consolidate the network (with an

emphasis on linkages) to meet the recreational, environmental, tourism and
landscape amenity aspirations of the community, and
Develop a staged implementation plan.
The Tamar Valley Regional Open Space System report identified the primary values of
open space as being:
Leisure and recreation
Natural and cultural heritage conservation
Visual amenity
Contributing to a sense of place
Community and personal health, well being and quality of life
Social interaction and benefits
Education, science and research, and
Environmental maintenance.
Most of these values could be delivered through the Sports Complex if a more comprehensive approach was taken to its development, management and maintenance.
Other major recommendations of the report of relevance to the present study were:

25
Prepare a master plan for the sports complex as a sub-regional sporting venue
and one also capable of catering for a range of passive recreation activities, and
Develop local recreational trails and loops.
The present study reflects action on the first of these recommendations while local recreational trails and loops are also recommended as part of this study. The Sporting Complex
already achieves a number of the benefits which were identified in the report. However,
the size of the site, the range of facilities provided and the undeveloped/ informal sections
of the reserve have scope for these values to be achieved to a far greater extent than at
present.
3.3 Conclusion
Of the reports reviewed here, the Tamar Valley Regional Open Space System report has
provided the most direct guidance regarding the Sports Complex in that it recommended
Prepare a master plan for the sports complex as a sub-regional sporting venue and one
also capable of catering for a range of passive recreation activities. That recommendation
is addressed by the present study.
The George Town Council Strategic Plan 2007-2012 is important in that it has established
a comprehensive framework covering all Council actions, many of which can be delivered
through initiatives at the Sports Complex. In fact, the list of strategies from the Plan
which are recorded above could be used as a checklist for monitoring the initiatives
undertaken at the venue and their effectiveness in contributing to the health and wellbeing
of the George Town community.

26
4
Demographics and Leisure Trends:
Implications

4.1 Introduction

The provision of leisure and recreation opportunities does not occur in a vacuum: rather,
what is provided should reflect the nature and capacities of the community to be served
and it should also reflect trends in recreational interests and provision styles so that what
is provided is attractive and relevant to the community. In the light of this, the present
chapter reviews a number of key demographic characteristics of the George Town
community before turning to a review of several key trends in the provision of recreation
opportunities.
4.2 The Demographics of George Town

The leisure and recreation activities pursued by any community are a strong reflection of
the history and nature of that community. A community with a significant number of new
young families with children will pursue quite different activities to one which has changed
little over the years, or one which has a diverse mix of residents from different cultural
backgrounds.
The following paragraphs review several key features of the demographics of the overall
Council area and of the George Town township and assess the possible implications to the
development and operation of the Sports Complex. The data used are drawn from two
reports prepared for George Town Council by The Public Practice Pty Ltd using data from
the 2006 Australian Bureau of Statistics (ABS) Census. The reports are George Town
Community Portrait and George Town Economic Portrait. Specific data for both the Council
and township are drawn from the published Australian Bureau of Statistics 2006 Census
data. As the Sports Complex is intended to meet the needs of all Council residents and not
just those living in the George Town township, Council data are used for most of the
discussion.
However, it must be recognised that people living some distance from the
George Town township are less likely to use facilities in the town, regardless of whether
they have other more local facilities or not.
4.2.1 Population Size

The George Town Community Portrait report indicated an estimated residential
population in the Council of 6,744 people at the 2006 Census. This was up by 253 people,
or 3.9 percent on the 2001 Census total of 6,491 residents.

27
With regard to the George Town township (or urban centre/locality as recorded by the
ABS Census for 2001 and 2006), the population grew from 4,125 residents in 2001 to
4,266 residents in 2006. This was an increase of 3.3 percent.
The data indicate that the populations of each of the George Town Council and the George
Town township are quite small. As a result, those populations cannot be expected to be
able to support an extensive range of recreation and leisure opportunities. Participation
surveys show that no more than one or two sports attract over 10 percent of the
population, meaning that there will always be small numbers of participants to support the
facilities which are provided. To illustrate, the 2008 report prepared by the Australian
Sports Commission, Participation in Exercise, Recreation and Sport Survey, showed that
aerobics/fitness attracted 16.3 percent of the population and swimming, 13.2 percent. By
comparison, Australian rules football attracted 8.7 percent of Tasmanian males, 0.3
percent of females and only 4.4 percent of the overall State population. In the same year,
cricket attracted 4 percent of the population; netball, 3.5 percent; cycling 9.6 percent;
tennis, 4.1 percent; soccer, 4.8 percent; horse riding/ equestrian activities, 1.4 percent
and golf 5.6 percent. All other sports were pursued by well less than 5 percent of the
population.
On the basis of the George Town Council population, this means that Australian rules
football could be expected to attract around 300 participants; cricket, 270 participants;
tennis, 280 participants; netball, 240 participants; soccer, 330 participants, and 800 and
horse riding/ equestrian activities, 100 participants. This is not a lot of people on which to
base the provision of quite expensive facilities.
Further to the above, the fact that Launceston, with around 62,000 residents at the 2006
Census, is less than a one hour drive away, means that another supplier can readily
compete with George Town for support, as is evident from the number of senior sports
competition grades which are concentrating there. In the light of this, care must be taken
to match provision with demand so that the Council does not end up with costly, lossmaking facilities. It also means that when provision is made, a significant effort should be
put into:
Developing facilities which will support a diverse range of uses rather than
just one use or one user group
Ensuring that what facilities are provided are of a quality sufficient to

attract use, and
Managing, programming and promoting that provision so that the optimum

use is achieved and costs are minimised.
4.2.2 The Age Distribution of the Population

The 2006 Census indicated that the George Town township population was distributed
across all age groups but that overall, there was a greater concentration of younger
residents when compared with Tasmania as a whole.
The data for George Town and
Tasmania are shown in Table 4.1.

28
Age Group
Number
Percent
Tasmania
Percent
0-4 years
459
7.0
28,663
6.0
5-14 years
997
15.3
65,359
13.7
15-24 years
747
11.4
61,768
13.0
25-54 years
2,568
39.3
190,969
40.1
55-64 years
862
13.2
58,581
12.3
65 years and over
894
13.7
71,141
14.9
6,527
100.0
476,481
100.0
Totals
Table 4.1: The age distribution of the population of George Town Council population, 2006
The key points of relevance to a sports complex and in George Town which emerge from
the data in Table 4.1 are:
There were 1,456 children and young teenagers in the community, with
these only accounting for 22.3 percent of the total population compared
with the State figure of 19.7 percent
There were 747 residents in the 15-24 years group, a key age group
during which people commit to involvement in sporting pursuits
There were 2,568 residents in family-age group from 25 to 54 years which

was slightly more than those in the younger age groups and virtually the
same as for Tasmania as a whole
There were more residents in the 55 years plus age groups than in the
children/young teenager groups, and
The percentage of residents aged 65 years and over was lower than for
Tasmania as a whole.
These figures are positive in that they indicate a strong group of young residents in the
community who are those who have the greatest involvement in sporting activitiesand
an older population which does not account for any greater proportion of the population
than they do in the Tasmanian population.
The age distribution figures mean several things:
Although the Council population is small, there are continuing numbers of

young people and young families in the community, these being the most
important in terms of sports participation, and
Despite the comparative youthfulness of the community, there are

significant numbers of older people in George Town. Thus, if the Sports
Complex is to remain viable and to effectively contribute to the leisure and
recreation opportunities available to the community, it will need to both
continue to offer sporting activities and it will also need to provide
activities and settings which attract and accommodate a range of other
non-sporting activities across all age groups in the community.

29
4.2.3 The Cultural Mix of the Population

Unlike many parts of Australia, George Town has not had a strong influx of new immigrant
communities over recent decades. The 2006 Census indicated that of the 6,527 residents
in the Council area, only 9.2 percent were born overseas whereas the Tasmanian figure
was 10.6 percent and the national figure was 22.2 percent. Further, of those born
overseas, the majority was from the United Kingdom (6.3%), New Zealand (0.8%) and
from other European countries. Elsewhere in Australia, as much as 50 percent of the
population was born overseas while substantial portions were from non-English speaking
and non-Anglo-Saxon countries.
Residents from non-English speaking and non-Anglo-Saxon countries often have quite
different leisure and recreation interests and needs and do not want to pursue traditional
mainstream sports. As a result, they are both lost as supporters and participants and also
require alternate provision to be made for them. While alternate provision leads to a
greater diversity of opportunities in larger towns and districts, in small communities such
as George Town, it can also further reduce the viability of what is provided.
This does not mean that only traditional sporting and recreation opportunities should be
provided as there will be a small number of residents and often quite large numbers of
visitors and tourists from different cultural backgrounds. What it does mean however, is
that when new and upgraded facilities are developed, they should have the capacity to be
used for a range of alternative activities rather than being singularly designed so as to
accommodate traditional leisure or sporting pursuits.
4.2.4 Employment
The 2006 Census indicated that of the 5,706 residents in 6,527 residents in George Town
Council, 2,606 were in the labour force and 1,393 were employed full time. Another 759
were employed part time, 268 people were unemployed (double the national average),
and 2,175 people were not in the labour force. These figures have strong implications to
both the cost of provision as people who are not working have a lesser capacity to afford
recreation opportunitiesand to when facilities should be made available. Older,
unemployed and retired residents cannot afford the fees which fully employed residents
can pay while they also often prefer daytime activities rather than evening pursuits. As a
consequence, attracting these people as users, often requires the provision of comparatively cheap day time activities. This entails greater management and programming
inputs but it can be very important in offering access which would otherwise not have been
available.
The employment data for George Town Council residents show that at the 2006 Census,
the dominant occupations were Labourers (19.1%), Technicians and Trades Workers
(19.0%), Machine Operators and Drivers (12.4%), Professionals (10.7%) and Manager
(10.1%). The first three of these were well above national levels in a reflection of the
strong industrial base of the Council area, while the latter two were well below national
levels reflecting possibly, a smaller number of large industries in the Council and the fact
that more senior management lives in Launceston. In general, industrial workers are less

30
educated than many other occupations and this leads to generally lower incomes and a
lower capacity to afford expensive recreational opportunities.
Overall, this can be taken as indicating that the George Town Council community will have
a lower capacity to pay both the capital cost of new provision and the user fees for that
provision. Maximising the use of existing assets and working together to share costs will,
therefore, also be very important.
4.2.5 Income
Research has shown that the higher the income of a community, the greater the amounts
it spends on recreational opportunities. In the light of this, the 2006 Census suggests that
the capacity of the George Town Council community to spend on recreation will be quite
constrained. The Census showed that the median individual income was $331 per week
compared with the Tasmanian median of $398 and an Australian average of $466.
Similarly, the median household income in George Town Council was $662 per week, in
Tasmania it was $1,032 and across Australia, it was $1,171 per week. Incomes which are
30-40 percent lower than the state and national medians mean a lesser capacity for
discretionary spending and less expenditure on recreation. As with the occupational
information, these data mean a lower capacity in the community to pay for either the
capital cost of provision or user fees. It also means that low cost team sports and
community-based activities will be relied on to a greater extent than more costly
commercial and home-based opportunities.
Finally, it warrants noting that in communities with lower education and lower incomes,
community and recreational leadership are particularly important in ensuring equity of
opportunity for all residents. Thus, rather than spending large sums on capital works it is
possibly more important to spend money on quality programmers and programming to
achieve the participation outcomes that are sought.
4.2.6 Family Make-up

People recreate quite differently depending on the make-up of their family. Families with
children generally pursue quite a different mix of activities when compared with families
without children especially if those families are empty nesters and older members of the
community. Lone person households and single parent households are frequently found to
pursue a quite different mix of activities, this often being because many activities cannot
be pursued alone or because time and financial constraints mean that involvement is
simply not possible.
As a broad generalisation, families with children tend to take part in more active and
sporting pursuits while families without children pursue more social, cultural and noncompetitive activities. Because of time and financial constraints, members of sole person
households and single parent households are generally quite constrained in what
recreational activities they pursue.
At the 2006 Census, there were 736 families with children (or 40% of all families) in
George Town Council, essentially the same as the 41 percent for Tasmania but well below
31
the 45 percent recorded nationally. Another 775 families (or 42%) had no children (versus
40% and 37% in Tasmania and Australia respectively), 635 or 24.5 percent were lone
person households (the same as the Tasmanian rate but 2.5% higher than the Australian
figure) and finally, 310 or 16.9 percent were single parent families, a figure which was
equivalent to the Tasmanian and Australian rates.
The family make-up figures could be expected to combine with other factors to reduce
community participation in sporting activities in George Town Council as the substantial
number of families with no children and single parents and the high proportion of lone
persons reduces both the financial and time capacity to access what opportunities are
provided.
4.2.7 Demographics: Overview

Although the conclusions suggested above cannot be treated as definitive, the review of a
number of key features of the George Town Council population suggests that the higher
than State percentages of young children will keep the demand for sporting and recreation
opportunities high. However, a number of the other demographic characteristics will tend
to impose constraints on the levels of participation in sporting activities by the community
and on the capacity of community members to pay much, if anything to participate. The
review suggests that these constraints could increase in future years with the small
population size, ageing, income and family make-up being particularly influential in
depressing demand. Only the cultural mix of the community could be said the place few
limitations on recreational involvement.
The implications of these influences are:
1.
Continuing efforts will need to be made to encourage participation in the

existing sporting activities so they remain viable from both a membership and
financial perspective
2.
It will be essential to ensure that when facilities are upgraded or new provision
is made, action is taken to ensure that these are of a design and standard
which attract users and which allows their use for as wide as possible a range
of additional uses and by other community members. If this approach is not
taken, the capacity to maintain existing and new facilities in a viable
operational state will be threatened
3.
Strong action may be needed on the development of targeted, cheap recreation

programs if lower income groups are to be attracted to them. Evidence from
other regional Australian communities with a high level of lower income families
in government or formerly government housing indicates that these residents
cannot afford to commit to a season-long involvement in a particular recreation
activity. Further, if they are newly arrived residents or residents who are
renting, are people who may well move on in the near future, or are those who
not know the community, they will be reluctant to commit to any involvement.
This arises from their perceived need to break off that involvement. Alternately, they may have arrived at the wrong time of the year to become involved

32
and they may not want to make such a commitment. For these residents, low
cost, short duration opportunities or the opportunity to be involved on an
irregular basis are far more attractive.
The characteristics of the George Town Council community and the implications to sports
(and other recreation) provision which have been identified in this section will be carried
forward to the conclusions and recommendations of this report.
4.3 Leisure and Recreation Provision Trends

Leisure and recreation planning and provision have changed dramatically in Australia over
recent years. This is evidenced by the development of new planning legislation in most
states and the initiation of projects which seek to achieve the integrated development of
sporting and community infrastructure. This more recent approach aims to achieve the
effective, feasible and financially viable provision of a mix of community services rather
than a continued separation of provision across numerous sites.
The objectives which underpin these changes include reducing the dependence of fossil
fuels; increasing activity levels in communities so as to reduce obesity, heart disease and
related health problems, increasing levels of intra-community support, and the
development of social capital and community well-being. The objectives also reflect
increasing financial demands on resources that may not be offset by increased government
revenues.
Some of the principles and strategies which have been developed to address the above
aims include:
Establishing compact neighbourhoods oriented around walkable distances

between activities and where day-to-day needs are met by neighbourhood
centres
Reducing the dependence on cars through safe, attractive walking and

cycling routes and subdivision layouts which allow easy movement through
and between neighbourhoods
Integrating housing, workplaces, shopping, recreation and community

services to provide a mix and level of activity that attracts people, is safe,
stimulates interaction and provides a lively community focus
Creating a strong sense of place by building on existing cultural heritage,

social and environmental values and landscape character, and
Ensuring environmentally friendly development.
Community provision initiatives pursued in keeping with these principles are notable for:
The locating of community facilities (schools, libraries, health facilities,

maternal and child health, kindergartens, churches) in or the edge of
activity centres, at junctions of open space systems and close to
existing/planned public transport
Provision of community infrastructure in a manner which is co-located,

integrated with and shared across government, community, and the
private sector
Redeveloping facilities so they are capable of catering for changing needs,

are flexible, and support multiple use, and have the ability to adapt over
time

33
Provision of multi-use, linked open space networks, and
Designing sports facilities to meet current and future needs and which are
flexible/adaptable.
It is evident that a number of these emerging guidelines have a potential to assist in future
planning for the George Town Sports Complex. In particular, they suggest that the colocation of a potentially broad mix of opportunities (sporting, community, educational,
functions and events) may be appropriate to achieving use synergies and an efficient,
effective and viable provision outcome.
Further to the above, a number of related changes have also occurred in leisure and
sporting provision which warrant noting:
Integrated co-location and sharing. Bringing a range of different uses

and users together at one integrated site enables significant cost savings
to be achieved and allows a more professional approach to management,
maintenance and programming. It ensures that facilities are used to their
optimum rather than being locked up for most of the week when not in use
by the owning group. It also helps to attract a wider clientele and thereby
enhances financial and operational viability.
The scope of what is shared is only constrained by the needs which have
been identified. Similar projects elsewhere in Tasmania and around
Australia are bringing together a diverse mix of facilities and programs,
depending on the needs of each particular community. Examples include
libraries and aquatic venues together; a local doctor practice, pharmacy,
school dental service, private fitness instructor, community gardens,
meeting rooms, sports training and cafe adjacent to sports grounds in
another project, and neighbourhood house, seniors, meeting rooms, dance
studio, cricket club rooms, creche, kinder and community kitchen in
another.
The Penguin Sports Club, which provides club, social, dining, bar and
storage areas for three resident clubs/associations and a home base for
a wide cross-section of other local sports attests to the positive outcomes
which can be achieved.
Consolidation. Consolidation can occur along with co-location or it can be

a continuing follow-on from it. Consolidation entails progressively eliminating single, stand-alone club and group facilities as they age and need
renewal. The process brings the user groups into an integrated venue as a
means of offering them a better home in future and as a means of further
strengthening the integrated venue
Partnerships. Local government has realised that it is not, and does not
need to be the only provider of leisure and sporting opportunities. While it
has long worked with other community groups, it is only recently that
wider opportunities have been pursued: with schools, with private and notfor-profit bodies and with commercial agencies.
Over the years, many Councils and their communities have worked
together in the development of community facilities. However, these have
generally been on Council or Crown land. The present project offers the
opportunity for a close liaison with other organisations and providers and
potentially, with commercial and medically-based health and fitness
providers, health workers and others. Some of these might become
involved as fully development partners, others as permanent tenants and
others as seasonal or by the session users of sections of the venue.
Quality. Increasingly, the community is looking for and willing to pay for
quality leisure services. If what they want to use is not of a sufficient
standard, they will go elsewhere, or worse still, go no where. This means
that new and upgraded provision must be of a good and appropriate
quality if it is to be successful

34
Diversity of opportunity. With an ever-widening array of recreation

activities available to it, community members are increasingly reluctant to
commit to just one or two pursuits. While they may have core interests
and passions, residents also want to explore other leisure opportunities.
Venues which can provide a diversity of activities often of short duration
and involving a limited commitmentwill attract and retain a broader
community support
Timing. The community has changed the way it uses its time. Job
sharing, nine day fortnights, 10 days on-10 days off, weekend shopping,
late night closing, distance education, national sporting leagues and
championships, and on the job training and early retirement have all
meant that the tradition of weekend sports has been broken down.
In many communities, more sport is now played on week nights than on
Saturdays; in others, the football oval, once the home of major games and
major crowds, is now simply the training ground for a team playing all its
matches at a regional ground in another town. Young mothers and
retirees want week day programs while business people want evening
opportunities as they often need to work on both week days and
weekends.
Thus, unless facilities are opened and programmed across a wide range of
timeslots throughout the day, evenings and the week, they will not attract
use... or meet community needs
Professional management, marketing and programming. Achieving

quality, a diversity of offerings, and opportunities at appropriate times and
of an appropriate standard is generally not possible when clubs and groups
are run by volunteers in their spare time. As a consequence, communities
are increasingly turning to professionals to manage, to market and to run
programs in their venues.
In small communities, such as George Town, professional operators do not
need to be full time, or costly. They may be part-time providers, provide
their services on a quid-pro-quo basis eg: in exchange for reduced use
rates, or have their fees shared across a number of user clubs and Council
Master planning, review and revision. Provision which is perfect for

the community at one point in time is almost certain to be inappropriate at
some point in the future. As a result, Councils are increasingly staging
provision (as well as being driven to this by rising capital costs) so that
they can adjust what is provided as needs change. They are also adopting
designs which can be modified, changed and added to as needs in the
community change.
Further, Councils are using the professional management of their venues
to ensure that what is being provided is regularly reviewed and revised in
keeping with changing community needs. If this approach is not taken
support and participation drops off and venue and program providers end
up blaming the community for not coming when it is what is offered and
what is not offered which should be blamed
In summary, leisure and recreation have changed significantly over recent years and they
have changed as much as, if not far more than the changes which have occurred in the
demographics of the community. Leisure and recreation are no longer the same as they
were 10, 20 or 30 years ago. If provision, quality, management and programming do not
reflect these changes, what is provided in the future will not succeed. The George Town
Sports Complex has the opportunity to reflect these changes and to create a new leisure
and sporting future for the George Town and wider Council community.

35
The implications of the issues and changes reviewed in this Chapter have been carried
forward to the designs and management proposals which are presented for the sports and
community precinct in later Chapters of this report.

36
5
Sporting and Community Needs and
Aspirations

5.1 Introduction
As indicated in Chapter 1, assessing the needs of the George Town community was seen
as a key element in ensuring that any plans for the redevelopment of existing facilities or
for the provision of new facilities reflected the needs of the community.
In order to identify and clarify the needs of users of the Sports Complex and the wider
community, a program of consultations was held with all key groups. This entailed:
Personal interviews with sporting complex user groups, other agencies,

sport, recreation and health services providers and individuals interested
in sport and recreation development in the community
Meetings with relevant Council officers
An open invitation to the community to attend a walk in the reserve
A community forum
Letterboxing of all homes in George Town inviting submissions, contact re

development and provision ideas and attendance at the public meeting
Newsletter and newspaper press releases and advertisements inviting

community input
A public forum and displays of draft designs for the Sports Complex so as
to allow responses and comments on the draft development plans.
The findings of the consultations program are presented in the following paragraphs. It is
stressed that recording the community input in this report does not signify its endorsement
by George Town Council, Council officers or the authors of the report.
5.2 Councillor/Officer Interviews

In keeping with its corporate policies, Council wants to see more accessible facilities. It wants
to get away from the exclusive use of facilities and grounds by individual sports and/or clubs so
that wider use can be encouraged
Council has allocated $50,000 in its budget for sports development and will allocate this on a
$1 for $1 basis to sporting groups
Council wants to get away from exclusive leases and move to a general usage memorandum of
understanding
Any new facilities developed at the Sports Complex must be multi-use and not controlled by
one club or group with sub-letting to others. Council would like to implement an independent
booking officer system
Initiatives at the Sports Complex must be undertaken with regard to the current and projected
uses of the new sports hall in the town centre reserve. Competition and duplication must be
avoided. A change in insurances now means that school facilities can be made more accessible
to wider community use

37
Scouts, guides, judo, weights, roller sports and several other activities cannot access the new
sports hall due to space requirements and the type of floor which was installed. Several of
these are presently based at the old community centre which Council wishes to sell. A new
home will need to be found for these activities
There are few other activities in George Town which would need a site at the Sports Complex
There is no commercial gym in George Town
The gates to the Sports Complex are closed at 5 pm (?) to deter vandals. This tends to deter
other users as well
The woodchopping area is no longer used and the club has officially disbanded. The facilities
could be removed and the space used for other purposes
George Town has a lot of open space and a lot of under-developed land. As the Sports
Complex is on the edge of town away from the town centre, it is likely to be an inappropriate
location for some initiatives
Council undertakes low level ground maintenance and clubs are responsible for detailed
maintenance, ground markings and safety inspections. It may be possible in the longer term
to base a Council maintenance team at the Complex
Council earns no revenue from the clubs
Regionalisation of sporting competitions, while good for the standards of competition allowed,
can run counter to the local development of sports. As most regional facilities serving George
Town Council are in Launceston, the local community is disadvantaged
The issue of a dog off-leash area needs consideration and dogs need to be excluded from
playing fields
5.3 User Group Interviews

Interviews were held for all those groups and organisations presently using the Sports
Complex. The key findings of these interviews are summarised below. Where planning
team comment is deemed to be warranted, it is provided in italics.
1. User Club Needs

General:
There is a lack of street lighting or lighting within the Sports Complex and as a result the venue
is very dark
The perimeter fencing is in poor condition and lets trail bike users in who do damage to the
playing field surfaces
Parking areas are in very poor condition and undefined. At a big game, room is needed for
300-400 cars
Drainage is a major problem throughout. Drains do not work and runoff comes onto the site
from further up the slope to north-east and east
Construct bike and walking tracks through the Complex to encourage wider, informal
community use
Speed humps are needed on the road to slow traffic down
Bollards are needed to stop drivers getting off the road in inappropriate areas of the reserve
Construct a fitness/training/jogging track around the Complex for use by sports groups, and
Continue to clear out bushland areas as a means of reducing vandalism and bushfire threats.

38
Cricket:
Cricket uses the former hockey ground on the north-east corner for junior cricket. It would
prefer to use the small ground to the immediate north of the clubroom as this would allow it to
better integrate its ground use and centralise its activities. However, the ground would need to
be enlarged
The cricket club rooms are too small and the club needs bigger visitors room, umpires room
and function room
The club would like to develop and manage the former senior soccer rooms for club and other
uses
Automated watering of grounds is needed to save on time and water wastage
Oval drainage is a major problem
More car parking spaces are needed
Indoor cricket practice facility: this would need 50 m. by 30 m. space (unless a set-up more
like indoor competitive cricket was used)
Continued Council subsidy of water costs (This may eventually become impractical as the cost
of water is certain to rise and it is extremely wasteful to use potable water for irrigating playing
fields. Efforts will eventually need to be made to capture, store and re-use on-site runoff).
The fence around the playing field needs completion
A new set of lockable synthetic cricket practice wickets is being planned on the western side of
the oval. The existing nets need to be repaired and will be retained and still used but informal
community use will also be allowed
A new synthetic wicket is needed on the lower south-eastern oval
The cricket ground could be used for football and soccer training in winter if it was put under a
better mowing schedule, and
Possibly install a synthetic cricket wicket between the western two soccer fields so this could be
used for cricket as soccer only use it one day a week for training.
Cycling Club:
The Cycling Club was the first user of the reserve. Both junior and senior riders use the track
around the south-eastern oval (which is used for Under 16s cricket). The venue is used all
year and the Club uses other venues as well
The club building used by cyclists is in very poor condition, does not meet club needs, is an
eyesore and is poorly located with respect to safe access to the track, as it is on the western
side of the road to the oval, cycling track and kiosk. All the club needs is a 10 by 6 m. storage
shed for bikes, equipment and records located adjacent to the oval/track
The area surrounding the clubroom and kiosk sit in a drainage sink and are regularly flooded
from blocked drains and overland flows along the access road
Parking away from the access road is inadequate and during major events, the access road to
football and cricket has to be diverted through the central car park
The toilets are in very poor condition, poorly located re safe use and are often locked
There is conflict with junior cricket: on summer Friday nights with people parked around the
bank to watch the game, players cannot allowed to use spikes as this would damage the track
when crossing. The cricket oval has to be set 10m in from the track. If both use the venue at
the same time, there is danger for cyclists from cricket balls
The safety of the venue is assessed by Cycling Australia and is sound: however, the old light
poles over the fence will need to be removed (due to a recent Devonport accident)
There is an issue with leaves and seeds from trees on the southern side of the track. Tree
roots are also breaking up surface, while litter creates safety hazards for bikes given speed and
type of bike (narrow wheels). Council had let a contract to cut roots but the work has not yet
been done
The Cycling Club mows a couple metres around the track perimeter to avoid damage to it
It was suggested that Little Athletics could use the oval for events

39
The perimeter fence may need to be higher to meet safety requirements (this could cost
$8000)
The area should be a glass free zone within the Sports Complex
The Club could remove the ageing shelters if some seating was provided in association with the
proposed new clubrooms/shed
There is a major danger on the track if there is any leaking of petrol or oil from go karts, trail
bike use; as such, these cannot be allowed to use it, and
The kiosk facilities are needed as they provide a source of revenue for the Club.
Football:
Automated watering of grounds is needed to save on time and water wastage
An upgrading of the football social rooms is underway to better accommodate large events,
functions. The venue attracts a lot of outside use although alcohol permits are an issue
The football club social facilities are available for other groups to use although the club is
constrained in its ability to manage this use as it is run by an all-volunteer committee
A playground and barbeque area would be an excellent resource for mothers and children on
match days
The ground has two good lights for training but needs a third and would eventually like
sufficient lighting for night games as at Scotsdale
The Club has a 10 year development plan which entails integrating the junior and senior clubs,
upgrading social club and change buildings, installing disabled access, bringing under 19s
players into the senior side rather than buying players from outside the club, developing strong
links with local schools including coaching the school team, developing Auskick, linking with
school physical education teachers and co-sharing of facilities, and
The club would like to see the development of a new ground on the central car park with social
and change facilities to serve the needs of football and cricket. The existing oval would then be
used for training. (It is improbable that there would be sufficient space to effectively fit
another ground into this area and the initiative would detrimentally affect the efficient access
to and use of the reminder of the reserve. As the Sports Complex already has 3 full sized ovals
and 3 other multi-purpose sports areas (plus the equestrian area), building another oval would
be very difficult to justify while the cost of the development would be prohibitive. Developing a
new oval which would be shared by district level football and cricket competitions would be
detrimental to each sport.)
A new scoreboard is needed.
Greyhounds:
Trainers would like a training track. This could be developed along the length of the reserve
inside the fence adjacent to the unmade road to the east. A training facility would need to be
300 m. long and 4 metres wide straight track with a sand or sawdust base. It would need an
inner fence of 1 1.5 m. Users could possibly share the pony club building with that club
(The level of demand for training facilities and the number of trainers and dogs would need to
be fully assessed before this proposal proceeded).
Netball:
Netball generally only uses the Complex courts for training, although there are some local
competitions in summer. The Club also trains indoors at the new town hall and competes in
Launceston, and
There are insufficient numbers for senior netball or soccer competitions to be developed locally.
Pigeon Club:
The Pigeon Club building is used for Club activities fortnightly. The building can be shared with
netball as the seasons do not overlap (and there is a health concern about feather dust).
Pony Club:
The Club has 12 riders and meets on a monthly basis, and
Ground waterlogging is a major problem, especially at the southern end of the field and in the
parking area.
Rollerblading:
Space requirement is roughly equivalent to an indoor sports court

40
Storage space of around 20 square metres would be needed

Seating, and
The group would prefer to stay where it is: it has been told that it cannot use the new hall
because of the type of flooring (sprung?). There are numerous other venues where roller
sports co-locate with ball sports so the validity of excluding it from the new hall should be
verified.
Tennis:
The Tennis Club is the only club in George Town and is strong with a lot of family involvement
and 50-60 members
The Club has two bitumen and two synthetic courts (on the site of a former caravan park), the
latter permitting it to be part of district pennant competitions
The Club would like to update its two bitumen courts
The Club wishes to install lights for night games, especially so shift workers can join
The Club plays in a winter indoor roster in Launceston and could possibly use the new indoor
venue in the town centre
The club needs a small playground area for use by mothers with small children
Accessibility to tourists needs to be improved
The Club received a grant from Temco to upgrade its facilities this year
Provide a hitting wall for practice (between the end of the club room and the soccer pitches)
Remove excess former caravan park bitumen and plant windbreaks along the west and southwest perimeters
Upgrade and plant the drainage area between the tennis and soccer facilities, and
In terms of the wider Sports Complex, the Tennis Club saw a need for:
Good toilets
Fitness gym, aerobics and fitness classes
Signs to the Complex and indicating up-coming events.
2. Ideas for the Future

Build a motocross track as the nearest venue is at East Arm. (It is probable that there would
be insufficient space for such a facility at the Sports Complex without this impacting on other
users and surrounding homes)
Relocate judo, rollerblading, weights and boxing from the old community centre to facilities at
the Sports Complex
Approach Rio Tinto and Temco re relocating their fitness facilities into George Town to allow
wider community use or alternately, re a funding grant to assist with the development of new
community facilities at the Sports Complex
Provide a central district playground, and
Provide a childcare facility/space.
3. The Former Senior Soccer Clubrooms

The cricket club would like to secure use of this venue and develop it as a functions venue
The change facilities in the building are not used
The venues main hall presently seats 80 people and this could be expanded
There is interest in adding judo, weights, fitness gym, boxing and court space to this venue so
indoor cricket training and roller sports could be accommodated
Boxing could use a multi-user space with dimensions of 20 m. by 10m., and

41
Carpet bowls could use an indoor court/hall space although this is presently available at the
new town centre hall.
4. Other Information and Ideas

Establish an orienteering course. The venue is suitable for an introductory course but would
generally be considered to be too small and sight lines too clear for a senior course to be
developed. A junior course has already been developed. It is proposed that permanent
markers are set in place that avoid playing field surfaces. Maps will be available from the
Wattle Group
Provide opportunities for family activities
Close the unmade road along the north-east reserve boundary, provide some jumps and
promote it as an approved motor bike area. (A parent-based club could be established to
ensure sensible behaviour)
Provide barbeques
Link sports clubs to schools to create a sports program for the schools
Use the soccer ground for Little Athletics and the grandstand for clubrooms and storage
Public toilets: the problem is that vandalism has led to the toilets being locked except when
games are being played at the reserve
Provide a bicycle jumps track between the soccer and cricket grounds using and building on
existing dirt mounds
Use the Sports Complex for remote control model plane and car activities
Assess whether a sealed car park could be used for rollerblading, which currently uses the old
community centre (There is the possibility that a parking area with limited use could be
developed for such a purpose i.e. paved with jumps/features to the perimeter but with
capacity to close off at agreed times to use for parking)
New users will not come to use the Sports Complex because of parochialism, vandalism, poor
access, lack of safety lighting, lack of and poor paths
Little Athletics could relocate from George Town South Primary School
A number of sports have died out in George Town because of population size and loss of senior
competitions to Launceston. These include touch, hockey, woodchopping, rugby and senior
level competitions in soccer and netball
Although schools in George Town generally have their own sports fields, they tend to use the
Sports Complex for intra and inter-school carnivals, sports days, orienteering, soccer, and
Rename the reserve to give it a broader identity rather than the footy ground, Sports
Complex or Blue Gum Sports Reserve names currently used. Consider naming individual
playing fields and buildings after key people in the George Town community or give them
names which reflect their uses especially if the former soccer building is redeveloped as a
multi-purpose venue.
The ideas and issues identified through the workshop are an invaluable contribution to
defining the most effective mix of facilities and services to offer through an integrated
development and have highlighted wider possible users and uses of such a venue.
5.4 Other Interviews

Ms Daleen Nel is a physiotherapist who runs a private practice in George
Town and provides programs and services through the hospital, the Wattle
Group and through private facilities. However, a small gym/program
space is needed to allow continuing programs for people who have been
through health programs and who need continuing advice and reviews.
Ms Nel indicated that Council had been working toward providing an
outdoor area at Regent Park but noted that an indoor space would be far

42
more suitable. Similar space was needed to allow Wattle Group aerobics
and yoga programs to be expanded
Ms Nel argued that an indoor pool was needed in the community for health
programs as the school pool had very limited availability (1 hr/week) and
the outdoor pool was not suitable. Spa and sauna facilities would also be
valuable from a health perspective. (A growing number of communities
are building small, indoor, heated health pools for remedial, post-accident,
learn to swim, fitness and wellbeing programs. The cost of even a small
public indoor pool is now substantial --generally well over $2m. once
change facilities, management areas and disabled access facilities have
been installed. If a sufficient market was identified, Council might be
better placed to promote the opportunity for private interests to make
provision, to assist in the development process, or to work with existing
providers (eg: the school or Peppers) to identify strategies whereby wider
community access could be achieved at existing venues. Alternately, a
small indoor facility could perhaps be provided in association with the
existing outdoor pool or in association with a multi-purpose community
activities hub at the Sports Complex).
Ms Nel proposed that consideration also be given to a set of fitness
stations around the Sports Complex (or at the existing pool), walking
tracks, opportunities for children and older adults, and a gym in the park.
She argued that the Sports Complex could be used to engender greater
pride amongst the George Town community by opening up the reserve and
removing fences.
5.5 The Use Groups Survey

In addition to the workshop with users and other interested bodies, a survey of clubs and
groups was conducted to ascertain membership levels and trends and the implications of
these to future provision needs and priorities. Unfortunately, the response to the survey
was poor, with replies only being received from five groups. The key points raised by each
respondent group are summarised below:
George Town Axemens Club:
Our club has now wound up due to lack of members, we have donated our funds to various
local charities. The ground has not been used since around 2003 -2004. I am not sure about
the future at this stage, possibly need to discuss this with the council. Personally I would like
to see the arena retained realising that some work may need to be done around the fencing.
George Town Football Club:

Membership numbers have remained stable over a long period.
George Town Netball Association:
There has been a major upsurge in numbers (60 to 120 between 2006 and 2009) due
to new courts, Net Set Go program for juniors, junior coaches
Needs identified:
Replace toilets and provide toilets with access keys for all user groups
Sun shade and seating at the courts
We would have to discuss this at a committee meeting but the club may contribute a
yearly contribution such as $2.00 per member which we would charge in our fees

43
George Town Pony and Riding Club:

No membership data was provided although it was noted that Members have other
sporting commitments, horses are very expensive to keep.
The Club rated its facilities as being good to Very good
It was noted that It is impossible for the pony club to share grounds with other clubs,
as horses leave large hoof imprints and poop, and
The Club indicated that it could maybe assist financially with further developments at
the Sports Complex.
George Town Tennis Club Inc:

Membership numbers have remained stable at 55-60 members over a long period.
However, the Club noted some seen decline over the past couple of years and we
believe this is probably due to drop in national profile of tennis combined with
demographic features in membership. We are currently under-taking promoting the
popularity of the sport through more information into the broader community.
Club facilities are used for 6-8 hours a day, 3-5 days per week, all year. Schools
regularly use the facilities.
The Club rates its facilities as good to very good with the exception of a safe play area
for the children of players
The Club saw a need for both a central play facility for general users of the reserve and
a second, smaller facility to meet the needs of parents playing netball and tennis.
Wider Issues:
The user survey asked for responses to several suggestions for enhancing access to and
use of the Sports Complex. The ideas are listed below:
1. Running try out programs with existing sports and new sports to attract
new users
2. Working with existing clubs to update their facilities
3. Adding or expanding one or more of the existing buildings to create a
multi-user sports and community club
4. Encouraging other clubs to establish themselves at the Complex and to
share facilities with existing groups
5. Foster other community use of the complex e.g. picnic, barbeque, play
facilities, events
6. Other ideas for broadening use:
Each of these suggestions was supported by at least one of the responding clubs.
However, two indicated No to item 3., with one of these suggesting that a multi-user
sports and community club would be unlikely to be viable.
In terms of other ideas for broadening use, one club suggested provision of a central
childrens play area while another responded that the whole area needs brightening up
44
with colourful signs and assistance with work on existing buildings as at present it is
rather a drab and uninteresting complex and that attention needs to be paid to
signage so that the community is much more aware of the sports complex and drawn to
it.
Responding clubs were also asked whether they would be able to contribute financially
or otherwise to redevelopment initiatives at the Sports Complex. Few responded to this
question with the likelihood of direct financial inputs being small. Two groups said that
they could assist through, for example, come-and-try days and championships for
children and provision of some equipment for use on the day.
5.6 Public Meetings

Consultations with the general George Town community took several forms including press
releases inviting submissions and attendance at the public meeting, an on-site meeting to
discuss ideas and needs and a formal evening meeting. As in previous consultative
sections, the views expressed in the following paragraphs are those of meeting attendees
and do not necessarily reflect the views of Councillors, officers or the planning team.
Comments from the planning team are provided in brackets and italics.
Site Walk
The site walk was attended by representatives of 6 sporting groups along with two Council
officers and members of the planning team. The following issues were identified:
Football Club
Lights and fencing installed 3-4 years ago
Licensed bar
Touch football in summer has moved on
Auskick to seniors 300-400 attend seniors game
Cricket
Move junior cricket to old hockey pitch (although pitch not big enough for
under-16s
Seniors play in the top league in northern Tasmania
Currently play juniors to seniors with plans for womens cricket
30-40 cars attend an a-grade game.
Soccer
Lost seniors club
Only juniors train at the site
The Club attracts members from as far as Ringarooma and Scottsdale
All games are played in Launceston (2 x under-7 teams, 0 x under-8, 2 x
under-10, 2 x under-12, 1 x under-14)
Greyhounds

45
Desire 4 x 400m straight track along boundary

Believed to be 10-12 trainers in town
Track of sawdust or sand
(The consultations identified differing views on the need for greyhound training
facilities and as a result, further needs analysis should be undertaken before
any provision is made).
General
There is no street lighting across the Complex so therefore security is poor
Perimeter fencing damage allows illegal access by motorbikes
Water it can be expected that the regional water authority will soon charge
higher water rates for grounds
Water bores are too salty for use
A motocross track maybe useful
Netball only train at the Complex but have a summer twilight roster, and
There is a need to coordinate maintenance of fields to avoid further spread of
Cape Weed (start with football pitch, then cricket, then soccer).
Former Senior Soccer Rooms

Add upgraded function rooms; the change rooms and are useable as they are
There is a potential for provision of multi-purpose rooms.
High School + Catholic School

These schools use the site for orienteering, cross country and soccer, interschool netball and football.
Public Meeting
A total of 8 residents attended the public meeting where the following issues were
addressed:
What works?
Footy ground works well. and is really the focus of peoples view of the
reserve ie. they do not know it's a sports complex, rather it's the footy
ground
The Football Clubs reciprocal agreement with the High School regarding
use of facilities (ie. football club uses indoor facilities in wet and schools
use ground for play) and
Pigeon Club building has rooms, storage and toilets within a double secure
compound so there are no vandalism/break-in problems. Space to the
side is used by netball club but netballers are kept separate because of
potential bird diseases and allergens. The power board for the whole of
the former caravan park is in the pigeon club building so the Tennis Club
pays in summer, and the Pigeon Club pays in winter. The Pigeon club has
15-16 members and uses the rooms to box pigeons prior to races and
have meetings. In total, the venue is only used 5-6 hours per week.
What needs fixing?
Soccer grandstand: seats, painting, gutters, kids getting underneath. The

facility could be used for school sports more

46
The soccer ground needs work to get rid of weeds and re-sow. It might be
appropriate to bring Little Athletics to the ground
Toilets have holes in the roof and no lights. The positioning of toilets is
reasonable for stand-alone toilets as all club buildings have their own
toilets which are available when the buildings are open. However, the
public toilets need to be open when people are at the reserve
Litter and glass around the reserve needs to be cleaned up
There is a need to use a consistent and better looking type of rubbish bin
throughout the reserve as a means of generating their use and better
respect for the reserve
The former senior soccer building needs to be repaired so it can be reused
There is conflict between cycling and football when they are both on site at
the same time. Cycling has a large youth component.
What should be added?
A pathway to, into and through the Sports Complex that people in wheel
chairs can use (including motorised wheel chairs)
Improved disabled access into buildings
Walking is the biggest recreational activity in the community and the

Sports Complex could be a destination. Walking tracks should be installed
although there is a concern regarding motorbikes using the same tracks
and creating a danger
An off-leash dog exercise area and droppings bag dispensers
An area for group barbeques and other informal uses
Provision for non-sporting family activities
Develop a permanent orienteering course (see earlier note)
Better signage, including use of pictograms, names of clubs and contact

details
Provision of youth activities
Improved lighting, perhaps on a timer, to dissuade late night use
An indoor fitness space. There is no where in George Town for

elderly/recovering invalids
A local gym with high ceilings, change rooms for women, with weights
(tied to fitness space), and aerobics equipment. The minimum size would
be around 60 square metres (to match existing YMCA) but probably double
to triple that.
Indoor cricket competition and training space (with retractable nets to

allow multi-function)
Improved access. It was claimed that There is no one in here because we

have had to lock them out.
Some Big Ideas
A paved, skid pad for drivers training (This could generate noise levels
(and other uses) which impact on surrounding residents. Other venues
were cited which would be more appropriate)
Recognition of George Towns sporting history (This could be achieved

through honour boards in the Graham Fairless centre or in the Football
Club social rooms if these were more widely available to the community.)
Hold user group working bees to address issues across the whole reserve
eg: Clean Up Australia Day at the Reserve, service clubs adopting the
reserve, etc.

47
Reuse of funds from sale of outdated Council recreation buildings and land
should go back into the construction of a new community facility. It was
argued that Council should not close the YMCA until a new facility to
replace it is built
Develop a new community building for fitness and health, club meeting
rooms, etc. Not a new gym to replace that within town. Link the new
facilities to walking trails within the reserve
Relocate the Pony Club to the north-eastern sports field (which is far
better drained and which they have used in the past) to create an off leash
dog area closer to town and the people. The north-eastern sports field
would allow access to a better surface, better parking, and allow better
viewing from the higher land to the north
Remove fencing in a number of areas to make the Complex more open to

the community
Review the name: what it is called depends on who is using what
Install a half size basketball/netball court for casual use, and
Use parking along Margueritte Street as part of a larger speed control and
traffic calming program.
5.7 Submissions
Three submissions were prepared for the study, these being from Ms Deborah Austen of
Ainslie Low Head Aged Care, Mr Heiner Siebert of the George Town Weight Training Club,
and. Mr John Brammell, President of the Esk Valley Orienteering Club. The issues and
needs raised in these submissions are summarised below.
Ainslie Low Head Aged Care:
Provide a fitness track and fitness facilities for people in wheelchairs
Encourage use and involvement through publicity and consultations with the community to
foster community pride in the venue
Mr Heiner Siebert, George Town Weight Training Club:
Mr Sieberts excellent submission outlined the Clubs 30 year history, its communityfocused program objectives, its status, culture and its mode of operation. In listing the
needs of the Club were it to move from its current base at the old YMCA Community
Centre, Mr Sieberts submission identified the following:
150 square metre area for equipment set up, divided into two areas, one
for weight training and another for fitness training
High ceilings and windows
Adequate ventilation, lighting, heating and fans
In discussing the operation of the weights venue, the following points were made:
Strive for long opening hours
Seek to have a trainer available
Conduct more rehabilitation programs
Develop age-specific programs eg: for people with arthritis
Provide wheel chair and disability access

48
Provide for womens group programs
Support more school group use
Allow group and individual training programs
Upgrade the promotion of weight training
Allow keyed access for long term users, and
Encourage specific sports training programs.
Mr John Brammell, Esk Valley Orienteering Club:

Mr Brammell outlined Club efforts to develop an orienteering course at the Sports Complex
and past Council concerns re course users crossing playing fields. He indicated that the
course route has now been re-sited and that the course map has been modified to change
the route(s) followed by participants. The Club has offered to install a number of permanent markers (about 7.5 x 7.5 cm), and to provide a printed booklet for do-it-yourself
orienteering. A similar project was installed in Tailrace Park, Riverside about two years
ago, and this has proved popular with both individuals, families and small groups.
This is an excellent proposal as it will diversify the users and use of the reserve with little
or no cost to the community. It is thus endorsed by the authors of the present report.
5.8 Consultations Overview

Although the consultations programs did not attract a large number of community
members, the responses gained were excellent and provided strong guidance as to future
initiatives and needs at the Sports Complex. These ideas and proposals will be assessed in
the light of the planning teams wider assessments of provision opportunities at the
reserve, as reported in earlier chapters of this report.
It is evident from the extensive details in the foregoing sections that George Town sporting
groups/clubs and the wider George Town community have identified a number of different
needs and new opportunities with regard to the future development and management of
the George Town Sports Complex. These range from the relatively simple improvement of
what already exists through to the development of quite different and new opportunities
for the community. The latter initiatives and those proposed in the submissions fit well
with the directions spelt out in Councils Strategic Plan as reviewed in Chapter 3. The
proposed initiatives encompass:
1.
Upgrading the existing facilities so they better meet the needs of existing
groups/clubs eg: toilets, access roads
2.
Expanding the existing facilities so they better meet the needs of existing
groups/clubs eg: cricket clubrooms
3.
Removing a number of outdated resources which are no longer capable of

meeting user needs eg: un-used buildings, structures
4.
Providing new and improved services for users of the Sports Complex eg:
pathways, lighting, sealed, delineated car parking, cycle clubrooms

49
5.
Changing and adding to the existing resources so they can meet the needs
of multiple users rather than single activity users eg: better maintaining
the cricket oval so it can be effectively used for football training, soccer
and other sports in the off season
6.
Managing, programming and promoting the assets of the Sports Complex

so they are accessible to and attractive to a far wider cross-section of the
community eg: assisting the Football Club in managing its social facilities
so that a far wider cross-section of groups can access them for functions,
meetings, dinners and other events; orienteering; holding new events and
activities at the reserve, and
7.
Providing new opportunities for new users eg: redeveloping unused

facilities and areas of the reserve to create new activity spaces and new
settings eg: developing playground and picnic areas; developing health
and fitness programs and activities; providing social activities for targeted
groups in the community; redeveloping the former senior soccer club
rooms so they can support a diverse array of health and fitness programs,
casual drop in activities, uses relocated from sub-standard venues
elsewhere in George Town, and removing fences so that people can walk
in the parkland areas of the reserve, enjoy views into the reserve and not
be confronted by barriers to access.
While each of these sets of initiatives will be critical to the long term use and viability of
the Sports Complex, action on items 5. to 7. will give the Sports Complex a new future and
a new set of roles and thereby significantly increase its relevance to the wider George
Town Council community. Rather than only supporting outdoor sporting pursuits and
predominantly team pursuits the changes which could occur will allow the venue to
support activities across all groups in the community. Critical to this success will be action
on item 6., the management, programming and promoting of the assets of the Sports
Complex. Initiatives in these areas will, in a sense, be the most radical changes which will
occur through the implementation of the present plan. Yet without them, other changes
will not deliver the benefits they could or should do to the community.

50
6
The Sports Complex and Building Master
Plans
6.1 Introduction
This Chapter has drawn on the findings presented in the previous sections of this report to
prepare a design brief to guide the master planning of the sporting precinct. This is then
followed by a costed site master plan, costed building designs and a schedule of
maintenance and operational costs, and finally, a discussion and recommendations
regarding the management of the venues.
6.2 Design Brief

Councils brief for the present study and the findings of the program of research has lead
to the formulation of the following design brief for the George Town Sports Complex. It
is divided into two sets of initiatives: those relating to external spaces, and those focused
on built facilities.
6.2.1 External Spaces
Prepare a costed precinct design which will:

1.
Integrate the Sports Complex more effectively into the wider George Town
community through signage and path links
2.
Define a program of works to upgrade water management and use

including the identification and/or reservation of land for water
management and storage features, drain and channel upgrading,
installation of automatic watering systems at the main playing fields, and
improved drainage of all playing fields
2.
Upgrade sports fields as required and reallocate uses to optimise their use
and effectiveness. Initiatives should include enlarging the playing field to
the north of the Cricket Club rooms to allow its use for junior cricket
(relocated from the north-eastern field); relocating the Pony Club to the
north-eastern field and developing new club facilities and parking in
association with this; develop an off-leash dog exercise area at the
southern end of the existing Pony Club area; provision of synthetic wickets
as required; assistance with provision of playing field fencing, and
advising/assisting clubs with topdressing of playing fields as required
3.
Create attractive outdoor social areas and entryways to the Sports

Complex and to built facilities through the development of a revised
entrance, provision of additional formal entrances, pathways, high quality
lighting and more effective vegetation management
4.
Open up the overall venue to wider community access and attracts wider
uses through removal of fences (and replacement with bollards and fences
more immediate to playing fields to be protected) and/or relocation of
fences and vegetation management

51
5.
Provide view lines into and through the Complex through building
removal(s), vegetation management, pathway development and fence
removal/relocation
6.
Provide a perimeter training track and additional internal walking and

cycling routes
7.
Create attractive informal picnic, barbeque and social areas
8.
Remove excess fencing around the tennis and netball courts
9.
Create a public courtyard /park setting in the centre of the reserve and to
the immediate north of and focused on the redeveloped former soccer
clubrooms
10. Enhance the appearance and safe use of the Sports Complex through
plantings, improved access and maintenance standards
11. Provide adequate structured car parking at key activity points throughout
and/or around the Sports Complex
12. Provide a substantial childrens play facility
13. Optimise the role of natural features and open areas in the reserve, and
14. Identify land to be reserved for future additions and extensions to the
outdoor and indoor opportunities to be provided.
6.2.2 Internal Spaces

Undertake the following actions with regard to buildings on the reserve:
1.
Remove all buildings deemed to no longer be safe or of value to users of

the Sports Complex, these being:
The weatherboard building currently used by the Cycling Club
The kiosk that serves the Cycling Club (once a new facility has been
constructed)
Public toilets adjacent to the Pigeon Club/Netball Club facilities once

new toilets are provided through the former Soccer Club building
Former soccer club scoreboard
Junior soccer kiosk once new facilities are developed through the
former Soccer Club building, and
The former woodchopping facilities
The Pony Club facilities, once replacement facilities are provided at the
north-eastern field.
2.
Replace the Cycle Club building with a small storage shed, using the
existing Council works/equipment shed for this purpose. Locate this
immediately adjacent to the track and to the north-east of the existing
access gate. Develop a new kiosk as part of that shed and remove the
existing kiosk building
3.
Relocate the Council works/equipment from the shed in 2. to an enclosure

in the understorey of the Football Club social rooms
4.
Upgrade and expand the Cricket Club rooms to provide a separate

umpires room; bigger change rooms with toilet and shower facilities for
both home and visitors, enlarged indoor/outdoor club and storage areas,
and new external practice wickets to the west of the oval
5.
Reserve land for the longer term upgrading and expansion of the Football
Club change /toilet facilities
6.
Upgrade and recondition the grandstand serving the soccer fields and
develop club/storage spaces underneath

52
7.
Redevelop and expand the former soccer club rooms to provide a set of
multi-purpose spaces capable of accommodating community group, sports,
and specialist activities. These could be expected to include occasional/
informal child care, health and fitness programs, aerobics, weights, dry
fitness gym, consulting suites, indoor/outdoor social /activity areas,
viewing verandas, cafe, club room, and sports club social activities (not
deemed to be appropriate to the Football Club social rooms.
The redevelopment will also provide a management area; change/toilet
facilities to service junior soccer, netball and other formal/informal users of
the reserve; storage, and a multi-purpose space to accommodate junior
sports activities, carpet bowls etc
8.
Remove the present Pigeon Club building. Relocate the Pigeon Club to a
site underneath the rear of the Football Club social rooms and integrate
the Netball Club facilities into the renovated soccer building, with direct
access onto the courts from that building
9.
Relocate Pony Club buildings and service facilities to the north-east corner
of the reserve
10. In the longer term, remove the Council-owned home adjacent to the front
entrance of the reserve.
Discussion is warranted on 7. above, the redevelopment of the former soccer club rooms.
It will be seen from the list of components, that both a weights area and dry fitness gym
are proposed for inclusion in the redeveloped building but not judo, roller sports or indoor
cricket practice nets, although each of these was requested through the consultations
program. The items have been excluded from the former soccer building redevelopment
proposals because of the scale of facilities needed and their consequent cost, because their
size would be likely to impact detrimentally on the overall appearance of the reserve and
because there are potentially alternate solutions to meeting their long term needs.
The weights, and dry fitness gym, judo and rollerblading activities presently use the old
and outdated Community Centre in Friend Street, George Town. It is our understanding
that these four activities were to be accommodated in the new Graham Fairless Centre (so
the old centre could be sold off) but they have not been. With regard to weights and the
dry fitness gym, these cannot be accommodated at the Graham Fairless Centre as no
appropriate spaces have been provided for them and adding spaces for them would be
difficult. They would be more appropriately included in the redevelopment of the soccer
club rooms as they would then be accessible to all major sports in George Town for
programmed use and training.
It is understood that judo was excluded from using the George Fairless Centre because of
the difficulties associated with installing and removing matting and because a $10,000
motorised roll-out matting system which would allow judo use of the venue, could not be
afforded. It is recommended that action is taken to address this shortcoming as soon as
possible because the sooner the old Community Centre can be vacated and sold, the
sooner works on the redevelopment of the soccer club rooms can be funded.
With regard to roller sports, we have been informed that the activity was excluded from
using the Graham Fairless Centre because roller activities would damage the flooring.
However, the consultants have been unable to obtain information from Council regarding
the type of flooring which exists in either the Fairless Centre or the older town hall to

53
verify this. Skate Australia has offered to provide details regarding flooring types which
are or are not suitable for roller uses and on how various flooring types can be treated to
permit their use for roller sports. This is provided as an Appendix to this report.
If roller sports are being excluded from use of the new venue because of the flooring, this
is unfortunate as the sport has been operating in George Town for over 30 years; was told
it would be accommodated in the new building, and has as strong a following as many
other sporting and recreational activities. As such, Council is urged to clarify the flooring
impact as soon as is practical so it can determine whether the sport can use the venue or
whether another venue has to be found. It may be that it could use the older town hall
building even if that means the eventual earlier than projected replacement of the flooring
of that area.
A case can be put that if the flooring would get worn out by roller sports then it should be
worn out as soon as possible so it can be replaced with an appropriate material. This
would be far cheaper than building another venue for roller sports or than upgrading and
retaining the old Community Centre.
With regard to the Cricket Club proposal for an indoor cricket practice facility, the proposed
size of 40 metres by 15 metres would, as with the suggested roller sports facility, be a
major imposition on the Sports Complex while at an indicative cost of $1,600 per square
metre (see page 64 for rates), would cost around $960,000 at 2009 rates. It is improbable that the level of demand could justify such an investment. Further, a facility of the
dimensions proposed would duplicate the Graeme Fairless Centre in size and again as with
roller sports, would essentially lead to two sets of indoor sports court-sized buildings in
George Town. As such, it is not recommended that this proposal is pursued at the Sports
Complex and that the opportunities for use of the Graeme Fairless Centre are explored. If
sufficient demand can be identified it would be more appropriate to add the facility to that
venue.
Issues relating to the funding of these initiatives will be addressed in a later chapter as will
those relating to the management, programming and promotion of the redeveloped assets.
6.3 The Sports Complex Plan

The Sports Complex master plan prepared from the design brief is provided on page 56.
Table 6.1 following the plan provides a costing of the major external redevelopment works.
A number of small items have been left off the list as these should be the focus of the
individual clubs and users. The exclusions also cover building works unless shown and
works which all or some of which could be expected to be paid for by the clubs themselves
eg: new fencing to cricket oval, new practice nets, synthetic tennis courts.
The key numbered features of the plan are:
1.
Redevelop the former soccer club rooms to create a multi-purpose community

club/hub

54
2.
Convert the existing informal car park into an informal central park catering for a
range of activities and events
3.
Upgrade the entry to the Sports Complex, including signage, while retaining the
feature gateway
4.
Develop new Cycle Club rooms, kiosk and parking and remove the existing building
5.
Develop an off-leash dog exercise area on the existing pony club area
6.
Remove the disused woodchopping facilities to create a large informal parkland

and group activities area
7.
Relocate the pony club to the north-eastern playing field and provide new club
amenities/rooms and parking
8.
Maintain the senior football oval and install improved drainage and automatic
watering systems
9.
Further develop the football club rooms and relocate the Council works depot and
Pigeon Club to the understorey
10. Develop a new junior cricket oval on the former rugby/hockey ground in the northwest of the reserve
11. Expand the facilities in the cricket pavilion and continue ground improvements
12. Manage the junior soccer fields to accommodate soccer and other field sports
13. Enhance the tennis and netball facilities by removal of excess fencing, relocation of
eastern perimeter fencing, perimeter windbreak planting, replacement of the old
Netball (and Pigeon Club) rooms with new facilities in the upgraded soccer
building; enhance on-site and street parking and provide a shared playground,
and
14. Provide a small off-road car park for walkers and dog exercisers.
Other initiatives are shown on the design. These encompass actions which will:
Make the Sports Complex more accessible to the community through:
Improving connections to the town centre and local schools
Opening up the perimeter of the site to greater access
Developing a major central parkland area with lawns, playground, picnic facilities,
half court and attractive plantings as a focus for social activities in the park and to
complement the indoor facilities to be provided through the redevelopment of the
former soccer club building
Adding uses that will attract users on a daily and all-day basis eg: the fenced dog
off-leash area, and
Improving internal circulation including the provision of alternative walking paths in
some places to separate pedestrians from vehicles (but given low vehicle numbers
this has not been attempted through the whole of the reserve).

55
nd
ga
rm
Info
al
in
park
na
are
g
win
vie
Redevelop the former soccer clubrooms

to become a multipupose community
club catering for the needs of existing
and new clubs, community activities
and small functions. This might include
soccer, netball, cricket, little athletics,
gym, weights room, judo / martial arts
and other community use or recreation.
Building footprint shown is Stage 3,
Optinon B (see text for future options).
Convert existing car park to an informal

open space.
Upgrade entry to Sports Complex,

including signs but with retention of the
existing entry feature.
Proposed site for new cycle club facility

and kiosk including relocation of existing
Council shed).
Proposed dog off leash exercising area.
Remove disused woodchopping arena

to create an infromal lawn area.
Proposed relocation of pony club to

sports ground with access to bushland
trails.
Senior Football Ground.
Consolidate and upgrade facilities at

existing Footabll Club with relocation of
Council maintenance equipment and
Pigeon Club under the existing building.
10
New Junior Cricket Ground.
11
Senior Cricket Ground.
12
Junior Soccer and potential Little

Athletics Sports fields.
13
Netball and tennis courts.
14
Install small car park for proposed dog

exercise area and use of trails.
Scale 1: 1000 @ A1
7
Informal parking to perimeter.

Vehicle and
float parking
Corral area.
Possible pony club building

with room for extension
Overflow
parking area.
Manage and
maintain as
open space.
T
EE
Po
Public cricket
nets.
Improve drainage around

northern end of oval.
Existing Cricket Club
and footprint for
possible extension.
ten
l fo
tia
tu
r fu
re
ow
erfl
ov
Upgrade existing
public toilets
Relocate existing
Council shed.
g.
rkin
pa
5
Low interior fencing to
replace high exterior
fence to sports complex.
4
2
Existing section
of fence
a.
ar
e
g
vie
win
New larger
group picnic
/ barbeque
shelter.
an
kin
g
New flood retention basin

including safety signs.
so
cc
er
pa
r
g
rkin
r pa ing.
l ca
w
rma t vie
Info cricke
for
Toddlers
play area
13
In
fo
rm
al
12
Locked
entry gate.
Repair
grandstand
Retain native bushland.
Demolish building and

incorporate existing uses
into other buildings.
Improve drainage around

northern end of fields.
Consider path link

connecting southern part
of the Sports Complex and
town centre.
Relocate perimeter fence to

open up entry.
Hedge row planting around

tennis and netball courts to
provide wind protection.
Possible site for future

public tennis court.
SS
VIE
DA
Propose new gated entry

possible vehicle exit
(emergency use).
14
Demolish
existing kiosk.
Demolish once
upgrade at point 1
has been completed.
New cricket nets.
New low (1000mm) fence to

open view to precinct and
make more inviting.
New flood retention basin to resolve

existing drainage problems and
removal of existing cycle club building.
Improve drainage
in eastern corner
of field.
Close gate and relocate to

further down Davies Street.
Retain existing
fence.
Install lockable gate.
New play
facilities
11
R
ST
10
Informal car parking
for cricket viewing.
GE
Additional works to form

a junior cricket oval
(Diameter 80m)
OR
GE
Retain native
bushland but allow for
development of pony
/ walking trails.
New flood retention basin to

supply water to sportsgrounds.
EE
TR
T
ES
RIT
E
GU
R
MA
E
TR
ET
Remove perimeter
fence to create more
accessible park with
bollards located to restrict
vehicle access onto sportsfields.
GEORGE TOWN SPORTS COMPLEX

Draft Site Master Plan

Enhance connection
between High School and
Sports Complex.
Environmental Planning
Landscape Architecture
Tourism and Recreation
December 2009
56
External Works - George Town Sports Complex (To be read in conjunction with Master Plan)
Item
Quant.
Unit
Rate/
Unit
Sub-Total
Total Item
fencing
bollards
300
l.m.
$45
$13,500
900mm high fence
200
l.m.
$100
$20,000
misc. gates
say
additional fencing to dog off-lead area
220
l.m.
$3,000
$3,000
$100
$22,000
$58,500
assistance to clubs to facilitate master

plan implementation
relocate pony club including small club/
tack room, corrals, plumbing (toilet & water)
say
construct new junior cricket oval

including surface, drainage and irrigation
say
roads and paths

reconstruct central road to football club allow for 5.5m wide road (2-coat seal),
stormwater
$75,000
$125,000
$125,000
250
l.m.
$500
$125,000
central parking area at proposed social club

- allows for 2-coat seal to parking bays and
circulation, line marking (say 45 cars)
45
cars
$2,200
$99,000
parking off central road - 2-coat seal, line

marking, stormwater (say 30 cars)
30
cars
$2,200
$66,000
200
cars
$400
$80,000
say
1000m
l.m.
$45
$45,000
upgrade miscl. gravel car parking areas

remainder of the site (say 200 cars),
remove weeds, regrade, stormwater
improvements, landscaping
new gravel walking paths -1500 wide, no
edger,100mm thick
$200,000
$415,000
community facilities
sub-regional playground
say
$75,000
toddlers play at tennis/netball club
say
$30,000
group barbeque shelter
say
$80,000
half basketball court - concrete plus fixtures
say
$25,000
$210,000
landscaping
advanced trees
say 50
$150
$7,500
shrub beds
1000
sq.m.
$40
$40,000
4000
sq.m.
$15
$60,000
grassing
stormwater retention
no.
consultants study
works
lighting throughout - allow for 20 fixtures
plus installation and misc. required works to
upgrade supply as required
$30,000
say
$500,000
20
no.
$4,000
Sub-total external works

Plus site preparation and demolition
Plus preliminaries
plus contingency
$530,000
$80,000
10%
$1,601,000
$160,100
9%
$144,090
10%
$1,905,190
$190,519
Sub-total works plus preliminaries
Total all works, preliminaries, contingency
$2,095,709
Say
plus GST
$107,500
say
10%
Total works, preliminaries, contingency and tax

$2,100,000
$210,000
$2,100,000
57
Rationalising and relocating facilities to enhance the integration of activities including:

Creation of a new junior cricket oval adjacent to the cricket clubrooms
Relocation of Councils maintenance shed to a location next to the velodrome for use
by the cycling club (to allow demolition of the existing clubroom)
Conversion of two areas under the football clubrooms as (1) a depot for Council
maintenance equipment and (2) a new home for the Pigeon Club
Inclusion of netball club rooms in the proposed new social/sporting rooms extension
to soccer club room (enables demolition of existing building), and
Relocation of pony club to a higher quality and more suitable area.
Developing new facilities within the reserve including:
A childrens play areas in the new central park of the reserve and adjacent to the
tennis/netball facilities
A group barbeque shelter between the new central parkland and the soccer fields for
community and sports use
A half basketball court for pick up matches
Provision of walking tracks in selected locations to integrate with low volume
roadways, and
Development of new cricket nets for club use and conversion of existing nets to a
public facility
Improving the operation and look of the reserve including:
Clear identification of parking areas and rationalisation of their form to reduce their
size without impacting on potential parking numbers
Installation of a second lockable gate further into the reserve to allow evening
access to the proposed social rooms whilst maintaining the security of reserve
Introduction of a unified signage system across the whole of the reserve to direct
visitors to facilities and to identify facilities
Improved night lighting along the central access road and at key built facilities, and
Removal of disused, unsafe and unused facilities (eg: wood chopping arena, cycling
clubroom).
Improving water management of the site through preparation and implementation of a
water management strategy including:
Identification of areas requiring improved stormwater management to allow greater
use of playing surfaces (eastern perimeter of the soccer grounds, eastern perimeter
of the senior cricket ground)
Identification of areas for stormwater retention for reuse as water for irrigation to
the grounds (potential retention areas include the area to the north of the main

58
football oval, in the area of the public toilet near the cycle track and along
Marguerite Street adjacent to the pony club), and
Provision of irrigation to grounds supporting regional competition (senior football
and cricket, as opposed to training fields).
Addressing the overall appearance and care of the reserve including:
Improvements to the entry including retention of main gate, removal of excess
fencing, the ticket box, the removal of excess signage and its replacement with
pictograms
Weed management and rubbish removal within the remnant bushland area to the
south centre of the site
Removal of redundant, derelict or run down features such as signs, old fence posts,
dead vegetation, the chopping arena, public toilet at the entry to the site
Repair of degraded built facilities that are to be retained ie. the grandstand, soccer
club rooms, public toilet adjacent to the soccer ground
Improved weed and turf management to sports fields
General road and stormwater maintenance including removal of sediments from
existing drains, repair of pot holes, care of existing paved surfaces, etc
Removal of dead or dying vegetation and/or the opening of ground level views
through the site by the removal of middle story vegetation, and
Provision of a unified park furniture system including seating, bicycle racks and
rubbish bins at selected locations throughout the reserve.
Finally, as discussed on page 79, consideration should be given to renaming the reserve
and individual sections of it.
6.4 Building Proposals

The major building initiative recommended is the redevelopment of the former senior
soccer club rooms into a multi-purpose community activities and social hub. Designs have
been prepared for three redevelopment stages although if resources are available, the
development should be undertaken as one project. The suggested stages are:
Stage 1
Renovate the existing function room, including bar area and kitchenette, refurbish and
upgrade the change rooms and amenities (including the inclusion of an accessible
toilet), ensure Disability Act compliance, and provide verandahs/ gathering spaces
facing the soccer grounds and netball courts.
Stage 2
Incorporate a fitness and wellbeing area with additional change rooms, a new crche,
consulting suites, and a management office.

59
Stage 3
Provide a new kitchen/ caf, bar area, and entry and extend the function space.
Demolish the existing amenities block adjacent to the entry road.
Indicative designs of the redevelopment stages have been prepared and are shown
together with indicative uses on the following pages. Two variations for Stage 3 have been
shown. The designs are followed by an estimate of the costs as prepared by Currie and
Brown, quantity surveyors. Further extensions could be added as required in future.
With regard to other buildings, several warrant renovations and extensions, while others,
as detailed in 2.3, are recommended for removal and/or replacement. These include the
Cycling Club, Pigeon/Netball Club and Pony Club buildings. New smaller facilities adjacent
to the cycle track are recommended for the Cycling Club, and it is proposed that the
Pigeon Club relocates to the under croft area of the Football Club. The Netball Club will be
provided with direct access to the renovated senior Soccer Club building or may wish to
share with the Tennis Club. The wood chopping area is no longer used and the area could
be used for other activities. It is recommended that this also be demolished.
The soccer grandstand requires renovation and recladding. The Football Club facilities are
in good condition, a reflection of the efforts put in by the Club over recent years. The Club
has commenced the expansion of the kitchen and this will enhance the capacity of the
venue to meet match day, club social activities and wider function needs. This report does
not propose any further development of the building at present.
The Cricket Club pavilion is a small building that does not effectively meet user needs
particularly with regard to umpire, club and visitor changing rooms and social areas. It is
recommended that the building is extended as resources become available.

60
new access from

soccer fields
undercover gathering
space
provide access to
change rooms from
netball courts
existing
change
room
existing
change
room
george town sports

complex leisure centre
redevelop change
rooms to replace the
existing block of toilets
near the entrance road
existing bar area

refurbish bar area
new entry awning
netball courts
verandah
existing function space
install new windows

toilet
toilet
acc
toilet
install new accessible

toilet
floor plan
part site plan

1:1000
1:200
Architects
Level 6 232 Victoria Parade
Floor + Site Plan - Stage 1

George Town Sports Complex Leisure Centre

East Melbourne 3002

M21309
Victoria Australia
sk01
Telephone 613 9418 3333
1:200 / 1:1000
Facsimile 613 9418 3344
10 Dec 2009
melbourne@sutersarchitects.com.au
Copyright
www.sutersarchitects.com.au
61
additional change
rooms
change
room
construct new fitness +

wellbeing centre with gym
and program rooms
change
room
new creche
george town sports

bar area with some

kitchen facilities
management
area
gym + program rooms
consulting suites
entry
netball
courts
verandah
function space
male
toilet
female
toilet
acc.
toilet
floor plan
part site plan

1:1000
1:200
Architects
Floor + Site Plan - Stage 2


East Melbourne 3002

M21309
Victoria Australia
sk02
Telephone 613 9418 3333
1:200 / 1:1000
Facsimile 613 9418 3344
10 Dec 2009
Copyright
62
change
room
change
room
change
room
creche
change
room
george town sports

management
area
gym + program rooms
consulting suites
car park
entry
function space
netball
courts
verandah
potential for future

overflow car park
extend club rooms /
function space
male
toilet
female
toilet
acc.
toilet
kitchen/cafe
floor plan
part site plan

1:1000
1:200
Architects
Floor + Site Plan - Stage 3 (Option A)


East Melbourne 3002

M21309
Victoria Australia
sk03
Telephone 613 9418 3333
1:200 / 1:1000
Facsimile 613 9418 3344
10 Dec 2009
Copyright
63
change
room
change
room
change
room
creche
management
area
change
room
george town sports

gym + program rooms
consulting suites
entry
car park
verandah area
extend club rooms

function space
netball
courts
verandah
potential for future

overflow car park
male
toilet
female
toilet
acc.
toilet
kitchen/cafe
floor plan
part site plan

1:1000
1:200
Architects
Floor + Site Plan - Stage 3 (Option B)


East Melbourne 3002

M21309
Victoria Australia
sk04
Telephone 613 9418 3333
1:200 / 1:1000
Facsimile 613 9418 3344
10 Dec 2009
Copyright
64
Leisure Centre
George Town Sports Complex
Preliminary Order of Cost
QS ref: 309188 (16 November 2009)
Stage
Function
area
m2
Stage 1
cost
$
rate
$/m2
Stage 2
cost
$
Stage 3A
cost
$
Stage 3B
cost
$
Building Works
1
1
1
1
1
1
1
3
Existing
Change rooms - redevelope
Access from Netball Courts
Toilets - no work
Accessible Toilet
Bar - refurbish
Function Space - windows
Re-roof
Function Space - refurbish
1
1
2
2
2
2
3A
3A
3A
3B
3B
3B
3B
New
Access from Soccer Fields
Entry Awning
Change Rooms
Consulting Suites
Gym + Program Rooms
Creche
Entry
Extend Function Space
Kitchen/Caf
Entry
Extend Function Space
Kitchen/Caf
Verandah
86
13
16
8
52
138
31
8
39
12
205
72
14
50
33
15
61
26
27
$
$
2,100
400
$
$
181,000
6,000
$
$
$
3,000
600
200
allow
allow
$
$
$
$
24,000
32,000
28,000
30,000
450
750
2,800
1,800
2,000
2,300
1,500
1,600
2,800
1,800
1,900
3,100
650
$
$
$
$
$
$
$
$
$
$
$
$
$
$
$
Total Building Works
150,000
$
$
$
21,000
80,000
92,400
150,000
$
$
$
$
27,000
115,900
80,600
17,550
14,000
6,000
$
$
$
$
109,200
21,600
410,000
165,600
321,000
706,400
343,400
391,050
1,000
$
$
10,000
100,000
5,000
5,000
$
$
2,000
8,000
$
$
8,000
40,000
$
$
5,000
10,000
$
$
5,000
10,000
11,000
158,000
20,000
20,000
$
$
N/A
49,800
49,800
$
$
$
28,256
133,898
162,154
$
$
$
13,736
56,570
70,306
$
$
$
15,642
64,004
79,646
381,800
$ 1,026,554
433,706
490,696
12%
allow
$
$
$
45,816
2,408
48,224
$
$
$
123,187
5,298
128,485
$
$
$
52,045
2,576
54,620
$
$
$
58,883
2,933
61,816
allow
Sub Total
$
$
12,301
12,301
$
$
63,094
63,094
$
$
34,152
34,152
$
$
38,641
38,641
Total Project Cost
442,325
$ 1,218,133
522,479
591,153
External Works & Services

all
2
Site Preparation
Car Parking (80 sealed car parks)
all
all
Landscaping; paving
External Services
allow
allow
allow
allow
Total External Works & Services

2&3 ESD allowance (BCA requirement only)
all Design & Construction Contingency
Sub Total
4%
15%
Construction Cost
all
all
Professional Fees
Authority Fees & Charges
all
Cost Escalation
Sub Total
Exclusions:
GST
Upgrade Off Site Service Infrastructure
Land, legal and finance costs
Loose furniture & equipment
Adverse soil conditions incl. rock excavation and contaminated soil
Works to adjoining sports ovals and facilities
Kitchen equipment

65
6.5 Overall Priorities for Action

The following chart provides a recommended program of works. A number of the items
could be undertaken simultaneously and user clubs and community service groups could
assist with these. The extent to which some of the initiatives are able to be pursued will
depend on the financial and other resources available (eg: items 2., 4.), and may have to
be staged.
It should also be noted that the listing of works does not include every item identified
through the consultations, even although they have been included in the long term plans
for action in 6.2. This is because they are either or lesser importance or are club-specific.
As such, individual clubs are encouraged to pursue those other actions themselves
although Council and/or wider support should also be sought.
Recommended Program of Works

1. Prepare stormwater management plan, undertake drainage
maintenance and repairs, develop pondages
2. Enlarge the playing field to north of Cricket Club rooms to meet
junior competition needs
3. Initiate redevelopment of central car park with provision of lawns,
picnic, play and barbeque facilities and plantings
4. Reposition and upgrade internal roadways and parking and develop
perimeter parking
5. Develop internal footpaths/cycle ways
6. Undertake redevelopment of former soccer club rooms
7. Remove redundant buildings and structures as recommended in
Chapter 2
8. Relocate the uses of the works shed to the understorey of the
Football Club social rooms
9. Relocate the works shed to the perimeter of the south-eastern oval
for use by the Cycling Club. Provide new toilet facilities
10. Upgrade internal lighting
11. Redevelop entrance to reserve
12. Relocate Pigeon Club to understorey of the Football Club social
rooms and removal of the shared Pigeon Club/ Netball Club building
13. Provide a shared Tennis and Netball Clubs play facility
14. Relocate Pony Club to north-eastern field
15. Develop access pathways from town, residential areas and school
16. Remove/relocate perimeter fencing as appropriated and provide
bollards and planting
17. Upgrade signposting to and at the reserve
Table 6.1: Recommended priorities for action, George Town Sports

Complex

66
7
Funding the Development Proposals
7.1 Introduction
Funding the development initiatives which have been identified for the George Town Sports
Complex will be a difficult task given the small size of the George Town community, the
limited financial capacities of Council, sporting clubs and individual community members,
and the cost of new recreation and sporting initiatives.
Council has acknowledged that it is committed to finding additional financial resources for
further developments which will diversify the use of the reserve by the community. However, the survey of user groups indicated that they have a very limited capacity to contribute to new initiatives and as a consequence, partnerships with others and alternate
funding sources will need to be explored.
A range of partnership and funding opportunities are discussed in the following
paragraphs.
7.2 Partnerships
Development partnerships are increasingly common in recreation provision as the synergies between differing community needs and activities are realised. One long standing
area of partnerships is that between Councils and schools while a number of Councils are
now looking at broader opportunities --with medical services, health providers, leisure
provision agencies (such as the YMCA and the PCYC and private providers).
Traditionally, partnerships have focused on the sharing of capital costs. More recently,
they have extended to programming, wherein a Council will develop a facility and a private
operator will lease and program some or all of it. Increasingly, small businesses will lease
parts of a building for parts of the week, not having the skills or capacity to manage a
whole venue. Examples in other Council/community venues include ladies hairdressers,
fitness/wellbeing programmers, physiotherapists, youth services programmers, caf/ retail
services, and child care providers. A number of similar businesses could be offered
through the proposed redevelopment of the soccer rooms at the Sports Complex with the
providers sharing the facilities on a timetabled basis and paying a lease fee, a levy per
client, or paying in kind through the management and programming of some or all of the
venue outside their usual use times. There is no fixed approach to the financial arrangements which can be used and in some instances, partners are paid to offer various services
whereas in others, they pay a lease or user fee.

67
That said, it must be recognised that the location of the George Town Sports Complex
away from the centre of town and the outdoor sports nature of the venue, are likely to
mean that some partnership opportunities may be limited. However, those listed above
should be explored and expressions of interest called for as several of those cited were
raised during the consultations program.
Further, the potential to partner with the Launceston YMCA (which in the past has looked
to new outlets for its programming initiatives) and with the Tasmanian PCYC warrant
exploring. Both these organisations may have the capacity to make a capital contribution
in return for certain programming rights or to fund the fit-out of particular facilities in
exchange for programming rights, or simply to provide relevant programs. In keeping
with modern leisure provision trends and the co-location of programs and services, efforts
should be made to avoid handing management control of the redeveloped facility to one
group as multiple providers can offer a far broader and more attractive mix of
opportunities to the community.
It is recommended that Council considers approaching the YMCA and the Tasmanian PCYC
regarding their involvement in the redevelopment of the former soccer club rooms and
that it promotes the opportunity to other groups, clubs and service providers in the district
to also be involved through either a capital contribution process or through the delivery of
appropriate programs.
Partnerships with scouting, and with service organisations such as Rotary and Lions may
warrant considering as might working with commercial program providers as identified
through the consultations eg: health and fitness, aerobics, wellbeing classes etc.
Where it has been found difficult to set a price or fee for use by partner bodies, some
Councils have adopted an open book approach over the first year of operation/use so
that the success or failure of alternate approaches can be monitored before an appropriate
and equitable financial arrangement is put in place.
7.3 Funding Opportunities

Capital funding for an initiative such as that proposed in the present report will need to
come from a number of sources. These will include:
Community Fundraising. This is a major source of funds for many community facilities
and has traditionally been focused around chook raffles and an occasional special event.
However, it is evident from the capital costs presented in the previous chapter that
significantly more than raffle profits will need to be raised and it is recommended that
Council and the wider George Town community considers its capacity to establish:
A community giving scheme
A gifts catalogue
A donations program
Major raffles

68
Using reserved resources

User fees
Naming rights and sponsorships
Tourist donations
Associations and cooperatives
Benevolent trusts.
Community giving operates through a community-based not-for-profit body which

solicits annual contributions from residents over a 2-4 year period. Using a pyramid
approach, a community leader is asked to commit to donating anything from $500 to
$10,000 pa. (or some other amount which is determined through a process of enquiry)
over the 2-4 year period. This person then works with the fundraising committee to solicit
lesser and lesser amounts from several tiers of residents who are asked to contribute.
Amounts of well over $1m. have been raised in a number of Councils elsewhere in
Australia using this approach. Three people donating $5,000 a year for three years raises
$45,000. Some 100 people donating $500 a year for three years raises $150,000.
The gifts catalogue entails the venue planning group identifying the cost of individual
components of a project which need to be funded. These items and their costs are then
published and residents, tourists and local companies are asked to either fund them
outright or to help pay for them. Items might include flooring at say, $100,000 (which
might be funded by a local mill); a kitchen fit-out, at $20,000, or toilet equipment at
$10,000.
A donations program is a common and traditional method of fundraising. This entails

Council or senior Councillors and community leaders approaching major businesses to seek
their financial support. Concern was raised during the present study regarding the
provision of health and fitness facilities for the employees and families of major industries
in the George Town area and the lack of such facilities for the rest of the community. On
the basis of being good corporate citizens, it may be possible to attract an important
contribution for one or more of the major local industries in George Town. To successfully
solicit funds, however, it is important to be able to demonstrate how the contributions will
ensure the successful implementation of a project and that the project will be viable. It is
thus better to seek corporate donations once substantial funds have been raised from
within the community and from Council.
Major raffles succeed by raffling something which enthusiasts really want: a boat, an
historic car, or a block of land, with preferably, these being donated locally. Tickets are
usually sold at $100 to $400 each.

69
Unused resources might include an empty shop, land, a boat, a house or excess
parkland. In one instance on the mainland, a retiring farmer donated the use of several
paddocks for fundraising purposes. The community farmed the land and sold the grain
grown on it to help fund a community hall.
A house in George Town loaned as a
fundraising tool could generate a substantial income in a year. An empty block of land
which had several cabins built on it could do the same.
Council also has potentially unused or under-productive resources. The house situated on
the Sports Complex was apparently previously used as a site managers residence for the
former caravan park. If sold, this would generate a substantial profit. Similarly, if
alternate accommodation can be found for the users of the old community centre in Friend
Street, George Town, the money realised from the sale of the site could be reinvested in
the Sports Complex. Finally, several studies have identified the fact that Council has
excess levels of open space provision, which are a drain on Council simply in terms of
mowing and cleaning. The sale of some of this land could be used to assist in the
rejuvenation of surrounding areas while also raising funds for the Sports Complex.
George Town Council may also be able to contribute in-kind assistance, such as oval
regrading and extension works, drainage upgrades and the assisting with loan applications.
User fees and charges. If new and upgraded facilities at the Sports Complex are to be
viable, it will be essential that a appropriate fee structure is developed and applied to all
users. The structure should be simple and readily applied but should be derived from a
proper assessment of the costs of provision rather than the more traditional going rate,
willingness to pay or fair and equitable pricing regimes. Similarly, the fees which
current users of the Complex pay should be reviewed and if needed increased so that their
uses are not being subsidised by the wider community which presently is not being served
by the reserve. In fact, if it has not been done already, a pricing review and revision
should be implemented as soon as possible as it will raise a significant amount in the predevelopment period and get the community more accustomed to paying an appropriate
amount for use.
Naming rights and advertising. Numerous community buildings across Australia are
named after major sponsors as this can generate either or both of a capital development
contribution or an annual operational subsidy. Naming rights can be auctioned or tendered
initially and should only apply for three to five years before they are again put out to
tender.
In a related way, many football, basketball and cricket clubs raise considerable funds each
year from advertising signs from venue sponsors. Council should stipulate that in future,
this advertising will only be let for an agreed period and that an agreed percentage of the
income will be contributed to a Sports Complex development fund.
Tourist donations. Although it is unlikely that a substantial amount would be generated

using this approach, a promotional campaign to tourists visiting George Town could be
70
mounted at little cost. A clear message as to what the development will provide, how it
will benefit tourism and what and why tourists are being invited to contribute would assist
and any contributions would be valuable. Use of the gift catalogue approach amongst
tourists might also attract some major contributions. Other strategies may include special
summer programs at the Complex marketed at tourists.
Associations and Cooperatives. Tasmanian law provides for the forming of associations
and cooperatives as a means of undertaking fundraising for community projects. Details
are available at www.consumer.tas.gov.au where the left column provides details on each
approach. Associations are recommended over cooperatives in terms of the paperwork
and time required.
Many clubs and special interest groups become Incorporated Associations to benefit their
members and to protect them from the debts and liabilities of the association. Incorporation is a voluntary, simple and inexpensive means of establishing a legal entity and is an
alternative to forming, for example, a company limited by guarantee or a cooperative. It
is particularly suitable for small, community-based groups.
Incorporation establishes as a legal entity, which allows the association to:
Continue regardless of changes to membership
Accept gifts and bequests
Buy and sell property
Enter into enforceable contracts
Sue or be sued, and
Apply for Government grants.
Incorporated Associations must be non-profit organisations. This means that any profits
made should be used to further the objectives of the association, not provide personal gain
for its members and should be passed to another community body if the association is
wound up.
The Associations Incorporation Act 1964, Associations Incorporation Regulations 1965,
Associations Incorporation Direction 1999 and Associations Incorporation (Model Rules)
Regulations 1997 create the framework for Incorporated Associations registration in
Tasmania.
It may well be possible for Council to assist in the formation of a sports, social and
community Association in George Town with membership drawn from Sports Complex user
groups and the wider community. This group would then have the capacity to initiate
various fundraising programs. As noted in later paragraphs, it would also possible for this
body to manage a redeveloped soccer club building and the other built and outdoor assets
of the reserve when they are not being used by their main tenant groups.
Benevolent Trusts. There are numerous benevolent trusts in Australia, many of which
fall under Philanthropy Australia (see www.philanthropy.org.au). These should be
reviewed and funding submissions should be prepared and submitted to them. As with
71
corporate donations, philanthropic trusts prefer to see grants used to complete projects
rather than to start them and to be used for specific provision initiatives.
However, the capacity of the West Coast The Strahan community will need to meet with
Council to determine what capacity Council will have to contribute to the development
project.
It is possible that Council may be able to identify land holdings in Strahan or elsewhere in
the Council area which could be sold or raffled to assist with funding the project.
State and Federal Government Grants. State and Federal Governments contribute
substantial amounts to community initiatives. In Tasmania, the State government
distributes around $3 million a year to organisations through six grant programs, the aim
of which is to improve opportunities for Tasmanians to participate in sport and recreation
activities. The categories relevant to the George Town Sports Precinct are outlined below.
Further details can be obtained from: http://www.development.tas.gov.au/ Click on Sport
and Recreation Tasmania and then on Grants Program. Details are provided on the range
of grants and amounts available while application guidelines and forms can be
downloaded. The main grants relevant to the present study are summarised below.
1. Trails and Bikeways Program

These grants are available to local government, community groups and other not-for-profit
providers of sport and recreation. Funding is available for trail and bikeway construction
projects consistent with the Trails Tasmania Strategy and the implementation of city bike
plans. Applicants are expected to contribute at least half of the project funding.
The 2009-10 funding program is continuous with applications being able to be lodged up to
1 March 2010 and applicants are advised of the outcomes 3 months later.
This program could be used to fund bikeways/trails to and in the Sports Complex.
2. Minor Grants Program

Grants of between $500 and $10,000 are made to clubs, associations, local government
and other not-for-profit providers of sport and recreation.
Projects include equipment
purchases, facility developments or upgrades, targeted participation projects, research and

planning and other development initiatives. Applicants must contribute at least half of the
project funding.
The Minor Grants Program is continuous and applications will be accepted at any time up
to March 31, 2010. Applicants will be advised of outcomes within three months of lodging
their application.
3. Major Grants Program

Grants of between $15,000 and $80,000 made to clubs, associations, local government
and other not-for profit providers of sport and recreation. Projects include equipment
72
purchases, facility developments or upgrades, targeted participation projects and other

development initiatives. Applicants must contribute at least half of the project funding.
There is one funding round per year.
The 2010 Major Grants Program closes on February 1 2010.
This program could be used to fund bikeways/trails to and in the Sports Complex.
4. Trainee Subsidy Program

Grants of between $2,125 per part-time trainee and $4,250 per full-time trainee, are
made to clubs, associations, local government and other not-for-profit providers of sport
and recreation. Funding is provided to subsidise the employment of trainees in the sport
and recreation sector, and is distributed on a first-come first-serve basis to those
organisations that meet the criteria.
The Trainee Subsidy Program is continuous and applications will be accepted at any time
until 31 March 2010. Applicants will be advised of outcomes within six weeks of lodging
the application.
The George Town community could take advantage of this grant program given the wide
role envisaged for the redeveloped soccer club rooms. However, funding for the remainder
of the employee salary would need to be sought locally.
In summary regarding State government sources, a number of grants are available
although funding from Sport and Recreation Tasmania for large facility developments is
limited to the Major Grants Program. It is our understanding that this program has a small
pool of funding ($500,000 - $1m. per annum). Proponents of large projects therefore
often take a political approach to securing funding from the Tasmanian Government
through the annual State Budget process. Projects put forward through this avenue will
have a greater chance of success if the need, viability and sustainability are supported by
thorough feasibility and business planning, if there is widespread and demonstrated
community support, if the project is part funded by the community, and if local
government or the Australian Government have given broad political support for the
project. Projects wishing to be funded in any particular financial year are best submitted
around October of the previous financial year.
Tasmanian Community Fund. This fund was established under the Trust Bank Sale Act
in 1999 with the objective of responding to the needs of the Tasmanian community and
enhancing the services, opportunities and amenities available through a grants program.
The Trust states We make grants to community organisations that make a difference by
enhancing well-being and improving social, environmental and economic outcomes for the
Tasmanian Community.
The Trust has a General Grant Program and a Targeted Initiatives Program. Examples of
projects funded by the latest round first Program include establishing of a swim squad in
Campbell Town, the Derwent Valley Youth Action Group, an open air performance stage in
Bicheno and kitchen renovations for Longford Fishing Club. Grants ranged from as low as

73
several thousand dollars to $225,000.
It is evident that funding should be sought from
this source for both construction initiatives and programming at the George Town Sports
Complex.
The aim of the Targeted Initiatives Program is to identify and fund specific sector
initiatives that have the capacity to achieve significant and sustainable benefits for the
Tasmanian community. Few of these projects have been funded and they tend to be
state wide projects relating to heritage, health and wellbeing and education and as such,
would be an improbable source for the present project.
Further details on the Tasmanian Community Fund are available from
www.tascomfund.org or at GPO Box 1350, Hobart, 7000
Until recently, the Federal government funded a regional partnerships scheme to assist
with the development of community projects in remote areas. The scheme was abolished
by the new Federal government and while it has indicated that it will be reinstated in one
form or another, the structure has yet to be announced and implementation has not been
given a high priority. However, funding may well become available from a number of
other community development and health program sources and these should be explored
and pursued by the community and Council.
Finally, the programs of Federal funding initiated in response to the global financial crisis of
2008 09 warrants noting. While funds are tailing off at the time of writing the present
report, further initiatives may yet be commenced and Council should be ready to pursue
these sources if they become available. Completion and adoption of the present report
would assist in arguing the case for funding for the initiatives that are recommended.
7.4

Funding Summary
In the light of funding review, it is recommended that a Council/Sports Complex users/

community fundraising committee is formed to review each of the strategies outlined
above, to determine the most appropriate mix to be used, to estimate the amounts which
might be achieved through each, and to implement a fundraising program.

74
8
Managing and Programming the Sports
Complex Assets
8.1 Introduction

Chapter 5 of this report identified a wide range of changes and new initiatives which could
be pursued at the George Town Sports Complex to allow the venue to provide better
opportunities for the existing sports, for new sports to be developed there and for a wide
array of other activities across all groups in the community. Plans and designs for these
changes were presented. Yet as was also noted in Chapter 5, if the proposed outcomes
are to be achieved, action will be needed on the management, programming and
promoting of the assets of the Sports Complex. Strategies covering each of these areas
are reviewed in this Chapter.
8.2
Management
Traditionally, Councils in small and rural communities have tended to work together with
sporting clubs to assist them in the development of the facilities they need and then
essentially handed those facilities over to the clubs to use. In most instances, there is a
tacit agreement that there will be a seasonal change-over of user groups although the
timing has caused conflicts over recent years due to longer seasons and earlier pre-season
training.
This model has tended to serve the community fairly well over the years and has generally
been applied at the George Town Sports Complex. However, of more recent times, Council
(and some user groups) are coming to review this model. This is because:
It tends to bestow ownership on the core user group to the exclusion of

other uses and users, even although the activity occupies Council land and
has had a greater or lesser degree of community funding
The cost of providing and maintaining recreation facilities has increased

dramatically and as a result, Council has realised that the community is
not getting the return from the past investments which it should be and/or
that clubs are simply not able to maintain the assets they use to a
satisfactory and safe standard
The mix of leisure activities pursued by the community has increased while
the acquisition and development of resources has become more and more
difficult, with this leading to the realisation that more opportunities and
benefits need to be provided to the community from the existing
investments, and
Significant waste has resulted from the club by club duplication of facilities
and support infrastructure and this can no longer be justified... or
maintained.

75
George Town Sports Complex is a rare asset for community sports. It houses a diversity
of different sports, has substantial areas of informal open space, has attractive trees and
terrain and is readily accessible from the town. Yet in many other ways it epitomises the
worst aspects of traditional sporting and recreation provision as outlined above. Each club
and sport generally has its own exclusive-use facility; there is duplication of car parking,
toilets, kitchens and club buildings; the buildings and a number of the playing surfaces are
of a quite low quality; shared areas which are not seen as the domain of any specific group
such as the central car park and the bushland areasare in very poor condition; the
facilities used by some groups and especially those used by groups which have now folded
are neglected and the facilities abandoned, and informal areas are generally in poor
condition and misused. Simply in terms of asset custodianship and certainly in terms of
user safety, equity and effective and efficient use of resources, this cannot continue.
In the light of the above, it is to Councils credit that it has determined that the resources
of the Sports Complex should be restructured and developed in a way which ensures they
better meet the needs of the community and that they meet far wider needs in the
community. To a considerable extent this will be achieved through the upgrading and new
provision which was proposed in Chapter 5. However, having better facilities will achieve
nothing if they are not managed and programmed to ensure that they are more accessible
to the community.
Three elements of a restructured approach to management are proposed for the Sports
Precinct. These are:
1.
Revisions to the management and use of the buildings and playing fields
used by existing clubs
2.
The establishing of a new management structure for the upgraded and

extended soccer club rooms, and
3.
The enhanced development and management of informal areas by Council

so as to encourage wider community use.
Existing club buildings:

With regard to the management and use of existing club buildings, it is recommended that
when the existing club leases come up for renewal, either the leases are replaced by
licences or the leases are revised. The new licences or revised leases should:
Specify the times of day, days of the week and weeks of the year when
the key tenant club(s) can use the buildings and associated playing
fields/facilities (with these times to include priority allocation for after
game, pre- and post-season social events)
Indicate that outside the specified times, Council or its delegate will have
the right to use and licence other users and/or to program the use of the
facilities for other purposes
Specify the maintenance, management and operational responsibilities of

each of the tenant club(s) and by Council, and
Specify, following discussion with the tenant club(s), the fees for use to be
paid by the tenant club(s) and by other users and how the income
generated from these fees will be distributed.

76
These licence and/or lease changes will be particularly pertinent in the case of the Football
Club facilities. The Club and Council have made major investments in these assets but as
a volunteer organisation, the Club does not have the resources to optimise the use of the
facilities or the benefits they deliver to the community. As such, Council should work with
the Club to open up use to the wider community and to avoid any push which might
otherwise emerge for the provision of duplicate facilities elsewhere in the town.
With regard to the last point, it is proposed that additional income generated through
wider use of the existing assets would be divided three ways: first, an agreed portion
would go to cover the cost of utilities, cleaning and scheduled repairs and maintenance;
second, a portion would go to a Sports Complex account to assist with wider maintenance
programs and development initiatives, and third, a portion would be returned to the main
tenant club(s) in recognition of its past efforts and investments.
The management changes relating to the existing Sports Complex assets is linked to the
proposed management of a redeveloped soccer club rooms. However, it should not await
action on this initiative and if the soccer rooms redevelopment takes some time to come to
fruition, an interim new management process should be put in place to cover the existing
buildings including the soccer club rooms.
Former Soccer Club Rooms:

With regard to the management of the soccer club rooms, these should be operated
entirely separately from any other user clubs based at the Sports Complex or elsewhere in
George Town. This will ensure that its use is not dominated by any one group and that it
will be scheduled and programmed in a manner which delivers a diverse, equitable and
viable mix of programs to the community.
If optimal programming and use of this facility is to be achieved, it should ideally, be
permanently staffed or at least staffed at peak use times. This will allow ease of access
and use by the community while also ensuring that use privileges and rights are respected.
The management of the former soccer club rooms could take a number of alternate forms
but given the small size of the George Town community and the number of other recreation and leisure venues, commercial management can largely be ruled out. The other
options are:
Appointment of a management committee with representatives from

Council, the general George Town community and user groups. This
committee would oversee the general operation of the venue and would
appoint a part or full time manager who would have responsibility for
opening and closing, scheduling uses and users, creating new user
opportunities and promoting the venue. It is probable that initially the
manager position would be part time but that it would gradually expand to
a full time position
One common weakness with committees of management is that they all
too often come to represent and defend the interests of users as opposed
to the interests of the wider community. Hence the recommendation that
any such committee includes Council and wider community representatives. In many Councils, management committees are being replaced by
advisory committees to avoid this problem. An advisory committee may

77
only meet 2-3 times a year and can put a point of view to the manager but
it cannot direct the manager to take a particular course of action
Appointing a Council employed professional to manage the venue, with the

same responsibilities as listed above. This officer could work to a management committee or preferably, an advisory committee, again with
representation as per above. A wide mix of users, providers and
programming bodies could be drawn in by such an appointment
Appoint an independent manager. This person could manage the venue in

a semi-commercial manner, mixing their own programming (eg: aerobics,
health and wellbeing, after school activities) with those of sporting and
other groups. The manager would report directly to Council but could also
have an advisory committee to provide input
Appointing an existing not-for-profit body. Candidate organisations in this

position could be the YMCA, which already operates Councils pool, and the
Wattle Group. Other bodies may also be identified. Expressions of
interest could be called from interested parties of Council decided to follow
this model. Managerial responsibilities would be the same as those
outlined above. One danger with this option is that an existing agency
could consciously or unconsciously work to exclude other interested
service and program providers. As a result, if such a body was appointed,
the management agreement would need to specify the use rights of other
providers and adherence to this would need to be monitored
Community-based manager. Many small communities have residents who

are semi-retired or retired but who still wish to contribute to the
community and keep themselves active. Such people often know the local
clubs well, and know how to deal with them and how to overcome
problems and difficulties. They also know how to get things done and who
can get things done. These people make excellent managers of public
venues. They may be paid an honorarium but they generally ask for little
and return a lot. They can be a little dictatorial when they need to be and
lenient when it is appropriate to be. There may well be such a person in
George Town.
It is recommended that Council reviews these options and decides on which two or three is
likely to be most acceptable to it. It should then explore who, or which organisations,
might be available. It might then call for expressions of interest or approach an appropriate person or body and establish a preferred manager/organisation to work with in
determining the specifics of the preferred management, budgeting and operations
frameworks.
It is recommended that whoever or what organisation is appointed to manage the redeveloped soccer club rooms would also manage the wider community use of the existing
sporting club buildings and the other outdoor assets of the Sports Complex.
Wider Reserve Assets:

As noted previously, the George Town Sports Complex has a number of areas which could
be very effectively developed for carnivals, group picnics, walking and cycling, off-leash
dog exercise and casual leisure pursuits. Council should be responsible for the
development and maintenance of areas for these uses and for raising the standards of
maintenance applied to them. This may require a more dedicated staffing commitment.
As recommended in the previous paragraph, the use of these upgraded assets should be
managed by the person or organisation appointed to manage the built assets of the
reserve.

78
8.3
Programming and Promotion
The optimal use of community assets will only be achieved if their availability is promoted
in the community and if programs which are attractive to the community are provided.
While sporting activities attract significant numbers of participants, those who pursue them
would not do so were it not for the efforts of clubs, leagues and associations in preparing
timetables and schedules so that participants and supporters know when to come and how
to join in. Yet, as was noted in an earlier chapter, sporting activities rarely attract more
than 10 percent of the population. As a consequence, the remaining 90-95 percent who
pursue other or no activities will not use the Sports Complex unless new and different
programs and activities are developed and unless they are made aware of them.
The specific programs and activities needed to attract the interest and involvement of the
George Town community cannot be precisely defined at this point. However, as the
demographic analysis earlier in this report indicated, they could include after school programs and activities for the large proportion of young people in the community; social,
active and support programs and activities for young mothers and new residents; opportunities for personal development amongst lower income earners, the unemployed and
under-employed; keep fit and healthy living programs for older residents, for residents
undertaking various forms of rehabilitation and for people with disabilities; and social and
cultural pursuits for men and women of all ages. Many programs could be targeted at
particular groups and individuals in the community.
The specific needs of different demographic groups will need to be researched and will
need to be updated on a regular basis. This should be a responsibility of the person or
organisation appointed to manage the assets of the Complex and it should also be their
responsibility to develop and promote the activities which are provided. This does not
mean that the manager needs also to be a programmer but rather, a person who can
identify and contract others to run the programs which have been identified. Without
programming, much of the Sports Complex will remain underused and efforts to upgrade
the reserve assets will not be able to be justified. As an example, an orienteering map has
been prepared and markers can be installed to generate a new use program at no cost.
In keeping with the project details spelt out under stage 5.1 in Chapter 1, the following
chart lists examples of the programs/activities which might be developed, the venues
used, actions needed to accommodate the activities, who might offer the program and
when, and any financial implications. Priorities for provision have not been listed as this
would need further research. Additional programs should regularly be added to these.
Two final management and promotion issues warrant comment: the name of the venue
and signposting to it. A number of people interviewed in the course of the present study
noted that the name, George Town Sports Complex, and the common alternative, the
footy ground, do not convey a picture of the breadth of what is available at the reserve
and deter use. Several residents commented that they had never been to the reserve.
This suggests that a name change warrants consideration. Although this will need some
discussion, a name which better represents the resources of the venue such as the
George Town Community Leisure and Sports Park is needed.
79
Example Programs and Activities to Offer at George Town Sports Complex

Activity/
Program
Sports
Hockey
Venue Used
How offered/who by
When offered
Actions Needed to
Accommodate
Financial Implications
Existing playing field
Programs leader (initially)
After school/ weekends
Line marking
Athletics/ Little
Athletics
Touch
Existing groups
Weekends
Line marking
Line marking
Orienteering
All informal areas
Self programmed/ Club/

schools
All times
Installation of markers
Self-programmed
Walking group
Health service provider
At all times
Marking of possible trail

routes
Construction of pathways
Cost of trail /pathway

construction
Bird Observers Club

Programs leader
Self-programmed
At all times
Nil
Nil
At all times
Possible cost of fencing
YMCA / Wattle Group
Day times, after school/

weekends
Evenings, weekends
Poss. relocation of Pony

Club Install fencing
Earthworks, fencing,
viewing area
Scheduling of access,
completion of upgrade
As above
Day times, after school,

evenings, weekends
Day times, after school/
weekends
Day times, evenings
Evenings, weekends
Day times, evenings,
weekends
As above
Access to venues
As above
As above
Dependent on venue, cost of

team leader
As above
As above
As above
As above
As above
As above
Dependent on venue
As above
As above
As above
Health service providers,

private providers
As above
As above
Day times, evenings
Access to venues
Evenings, weekends
Day times, evenings
As above
As above
Dependent on venue, cost of

team leader
As above
As above
Recreation/ Leisure
Walking/ cycling
Existing areas
New trails
Linking trails from town &
residential areas
Bird watching
Existing bushland & trees
Dog exercise
Present Pony Club area
Model cars
Mound area adj to cricket and

Davies St
YMCA / Wattle
Football Club social rooms,
Group programs
redeveloped soccer club rooms
Church groups
As above
Community Development/Social
Youth
After school
As above
Young mothers
As above
New residents
As above
Scouts/ Guides
As above
Community
As above
support activities
PCYC activities
As above
Health / Wellbeing
Aerobics
Physiotherapy
As above
Body
As above
strengthening
Bootcamp
As above
Disability/
rehabilitation
Mens fitness
Churches
YMCA / Wattle Group
YMCA / Wattle Group
YMCA / Wattle Group/ private
providers
As above
Scout/ Guide Association
Service clubs, Programs leader
PCYC
Cost of line marking

Program leader fee
Program leader fee
Nil
Cost of works
Dependent on venue
As above
As above
Evenings, weekends
As above
As above
As above
As above
Day times, evenings
As above
As above
As above
As above
Evenings, weekends
As above
As above

80
Further, to the issue of the name of the reserve, the present dominance by outdoor sports
is highlighted by the fact that the only assets widely recognised by the community are the
cricket club, the football club, the pony club, the tennis club and so forth. If this
was changed so the assets became, for example, the Bob Smith Sports Field and Cricket
Club, the Tony Jones Football Club Function Centre, the Axemens Picnic Park, the
Amanda Wilson Pony Field and Off-Leash Dog Area, and the Sue Wilson Trail, a more
open and welcoming picture of the reserve assets would be conveyed. In a similar vein,
the former soccer club rooms need to be renamed. The term George Town Sports
Complex Leisure Centre has been used for the building in the designs in Chapter 6.
On the issue of signposting to the reserve, there is essentially none. Signposting from the
town centre, from the highway, from local streets and along walking/cycling trails is
essential, and these signs should show distances. A unique colour and symbol could be
created for the reserve. Signposting should also be used at the reserve entrances to
indicate what activities are available and where in the reserve they are. An attractive
information sign could list clubs and their contact numbers, map the assets and provide
Council and sponsor information. Smaller signs may also be appropriate within the
reserve.

81
9
Summary and Next Steps
9.1 Summary

This report has presented a master plan for the further development of the existing
resources of the George Town Sports Complex. The report commenced with an overview
of the objectives of the study and of the stages of research undertaken. Chapter 2 has
provided an evaluation of the existing outdoor and built assets of the reserve, together
with an overview of other key sporting and recreation facilities in George Town which are
pertinent to the planning of the Sports Complex.
The review of the existing assets found that while a number of the playing surfaces were in
a very good condition, and regarded as some of the best in the region, others were in far
poorer condition and suffered, in particular, from major drainage problems and weed
infestation. The drainage problems extended to other elements of the reserve and caused
significant access and use problems for at least the cycling and pony clubs. The review
found that while the informal areas of the reserve were substantial and had the capacity to
offer valuable leisure experiences to the community (eg: picnics, play, cycling, walking and
social activities), they were essentially treated as waste space and were badly maintained.
Importantly the review found that the look, feel and use of the reserve were degraded by
the excessive fencing of its perimeter.
The assessment of the built resources of the Sports Complex echoed that of the outdoor
assets. While some buildings were sound and reflected significant club investments in
them, others were found to be well past their effective useful life and still others needed
major maintenance works. A number of buildings and related structures which should be
removed were identified.
The review of other relevant recreation and sports facilities in George Town highlighted the
need for a review of the capacity of the new Graham Fairless Centre to accommodate a
several activities which would be more appropriately located at that venue rather than
being catered for at the Sports Complex.
Chapter 3 of the report reviewed current Council policies and their implications to the
further development and future management of the assets of the Sports Complex. This
found that quite a wide range of other Council programs and initiatives including those
relating to community engagement, youth, health and wellbeing, aged care, people with
disabilities, events and festivals could be advanced through the targeted development and
use of the assets of the Sports Complex.
Chapter 3 also reviewed two past recreation planning reports with both providing a
philosophical framework for the further development of the reserve. The Tamar Valley

82
Regional Open Space System report also recommended the preparation of a master plan
(being realised through the present report) and the development of local recreational trails
and loops, which is also supported by the present report.
Chapter 4 of the report has provided a detailed evaluation of the population of the George
Town community and of the implications to provision as the Sports Complex. This
highlighted the fact that the higher than State percentages of young children will keep the
demand for sporting and recreation opportunities high. However, it was noted that a
number of the other demographic characteristics will tend to impose constraints on the
levels of participation in sporting activities by the community and that these constraints
could increase in future years with the small population size, ageing, income and family
make-up being particularly influential in depressing demand. A number of provision
implications were indentified these including the need to promote and encourage
participation in recreation pursuits, the need for quality facilities and programming, and
the need to target affordable programs at key user groups.
The second major section of Chapter 4 provided an overview of a number of key trends in
recreation provision in Australia over recent years. This stressed the need to ensure that
leisure assets are able to be reached by walking; that they are safe; that they co-locate so
as to benefit from reduced duplication, higher levels of activity and the creation of a sense
of place, and that they are flexible so that they can be used for a range of activities and for
changing needs as the community evolves.
The program of consultations with the George Town community and with users of the
Sports Complex is reported on in Chapter 5. This identified a wide range of upgrading
needs and opportunities across each of the outdoor sports, buildings and informal areas of
the reserve. Amongst the major concerns were drainage, the condition of buildings,
building upgrades, access roads, lighting, safety and security, improved ground conditions,
and the improved development and maintenance of informal areas of the reserve.
Considerable support was also expressed for the redevelopment of the former soccer
building to that it could support a range of social and other activities by existing clubs at
the reserve as well as a variety of new activities.
Chapter 6 of the report provided master plans to guide the implementation of actions to
upgrade both the indoor and outdoor assets of the reserve.
Chapter 7 provided a review of funding sources and other strategies which could be
pursued by Council to pay for the recommended actions.
Finally, Chapter 8 addressed issues of how the existing and any redeveloped facilities at
the Sports Complex should be managed. This recommended a more direct approach to
the operation of the venue with the appointment of a venue manager, particularly once the
redevelopment of the former soccer clubrooms is initiated.

83
9.2 Next Steps

The comparatively small size of the George Town community and the limited financial
capacity of Council mean that achieving the outcomes presented in this report will be a
difficult and potentially, lengthy, task. In order to further action on the project, a number
of steps need to be taken. These and the works priorities are listed below:
1.
Adopt this report as the master plan for the development of the Sports
Complex. Agree on the recommended works or on a revised listing
2.
Evaluate the funding mechanisms identified in Chapter 7 and determine

the most appropriate mix to initially pursue. Implement an initial 18
month program with specific fundraising targets for specific projects.
Identify and submit for all funding grants for which the reserve is eligible
3.
Initiate a new management process and fee structure for the existing
Complex assets and negotiate with key user groups regarding the
allocation of the income earned toward the development project
4.
Review the naming of the reserve and individual components of it
5.
Proceed to design development for the recommended first and second

stages of the upgrading of the former soccer club rooms
6.
Develop an information package and message around this report and

make presentations as to the desired outcomes and the processes being
followed to all relevant State and Federal members of parliament. Seek
access to State government budget formation processes.
Recommended Program of Works

1. Prepare stormwater management plan, undertake drainage
maintenance and repairs, develop pondages
2. Enlarge the playing field to the north of Cricket Club rooms to meet
junior competition needs
3. Initiate redevelopment of the central car park with provision of
lawns, picnic, play and barbeque facilities, and plantings
4. Reposition and upgrade internal roadways and parking and develop
perimeter parking
5. Develop internal footpaths/cycle ways
6. Undertake redevelopment of the former soccer club rooms
7. Remove redundant buildings and structures as recommended in
Chapter 2
8. Relocate the uses of the Council works shed to the understorey of
the Football Club social rooms
9. Relocate the works shed to the perimeter of the south-eastern oval
for use by the Cycling Club. Provide new toilet facilities
10. Upgrade internal lighting
11. Redevelop entrance to reserve
12. Relocate Pigeon Club to under-storey of the Football Club social
rooms and removal of the shared Pigeon Club/ Netball Club building
13. Provide a shared tennis and netball clubs play facility
14. Relocate the Pony Club to north-eastern field
15. Develop access pathways from town, residential areas and school
16. Remove/relocate perimeter fencing as indicated on the master plan
and install bollards and planting where recommended, and
17. Upgrade signposting to and at the reserve.
84
Appendix
Information regarding surfaces suitable for roller skating provided by Mr Matt Helmer
Chief Executive Officer
Skate Australia Inc
P- (07) 33 826 933 Ext 3
M- 0414 753 315
E- ceo@skateaustralia.org.au
W- www.skateaustralia.org.au
Mr Helmer has indicated that if Council needs more specific details he will direct the enquiry to the
appropriate branch.
See materials following:

85
Skate Australia
CLUB NETWORK
Skate Australia is recognised by the Australian Sports Commission as the peak body for all
roller sports hockey and exists to develop and deliver high quality, innovative, safe and wellmanaged skate sports.
WHAT CAN A SKATE AUSTRALIA AFFILIATED CLUB DO FOR MY VENUE?
1. Risk Management
1.1
Insurance
All Skate Australia affiliated clubs are incorporated non-profit organisations and have the
following insurance cover:
o Public Liability Insurance cover ($20 Million) during sanctioned skating events.
o Professional Indemnity Insurance ($1 Million) for accredited coaches & officials.
o Personal Injury Insurance ($2,000 non-Medicare expenses) for participating
members.
1.2
Training Programs
Across all four traditional skating disciplines (Inline Hockey, Artistic, Speed & Roller
Hockey), there are more than 1000 Coaches & Officials nationally that are trained
and qualified under the NCAS & NOAS Programs.
1.3
Skater Achiever Programs are based on safety and injury minimisation.
Low maintenance
Contrary to a common misconception, skating does not damage floors. Several
venue references have been attached to quell this myth.
2. Promotion
! Skating provides excellent social and fitness (more aerobic benefits than
cycling, with less joint impact than running) benefits to participants.
!
Clubs sanctioned activities & event attracts participants and spectators to the
centre.
www.skateaustralia.org.au

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George Town Sports Complex Development Plan

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George Town Sports Complex

Prepared for George Town Council

George Town Sports Complex Master Plan

George Town Sports Complex Master Plan

To prepare a master plan for the site:

consult with all stakeholders and prepare priorities/recommendations for

To improve the function and design of the Sports Complex:

create greater efficiencies in layout and design: therefore benefitting

George Town Sports Complex Master Plan

operation, management and maintenance outcomes

improve the quality of provision according to defined standards of

To provide recommendations for improved management, operations and

create improvements in safety, quality, and standard of provision

improve efficiency or effectiveness

improve programs or services offered to the community

Further to these aims, the Brief stated that:

1.2 Study Stages

Stage 1: Sports Complex Assets Assessment

George Town Sports Complex Master Plan

Figure 1: The location of the sports complex in George Town (provided by

Stage 3: Sport and Recreation Needs and Participation Analysis

George Town Sports Complex Master Plan

Stage 4: The Sports Complex Master Plans

Prepare an outline of other management models used by community and

6.3 Prepare details on a preferred management approach, indicative costs and

Stage 7: Partnerships & Funding Sources

George Town Sports Complex Master Plan

George Town Sports Complex Master Plan

2.2 The Outdoor Assets of the Sports Complex

George Town Sports Complex Master Plan

Photograph 1: Old and inappropriate fencing

Photograph 2: The reserve is cut into a number

Photograph 4, 5: Drainage services need maintenance and upgrading

Presently under-used ground.

With reconstruction to increase

Recently cleared of native

Prepare stormwater management

Main football oval

Ground is in excellent condition

Junior cricket ground

Ground is in good condition but

Relocate pony club activities to

Main cricket ground

Reasonable condition although

Earthworks required to improve

Table 2.1: the outdoor assets of George Town Sports Complex

George Town Sports Complex Master Plan

Large informal gravel parking area

The area forms the core of the

Large grassed area with maturing

Potential informal parkland.

Small remnant bushland area

Limited environmental values but

Area sufficient for 4 junior pitches

Retain for use by junior soccer and

Four courts. Two recently

Undertake windbreak plantings

Two courts recently resurfaced

No changes to courts. Remove

Good playing surface (recent

Undertake tree root control to

Pony club grounds

Large open grassed area. Facilities