Plans become reality for Deception Bay Community Hall

One of the most rewarding elements of CPR Group’s planning projects is when we see our plans result in great facility outcomes for the community. One recent example that we are proud to share is the Deception Bay Community Hall.

In 2018, Moreton Bay Regional Council identified strong demand for flexible, multipurpose community space in Deception Bay and engaged CPR Group to assist with planning to appropriately meet this demand. At the time, Deception Bay Community Hall was well used as a ‘hall for hire’. However, factors such as restricted flexibility of hire spaces, a lack of air conditioning and minimal booking availabilities limited the facility’s appeal.

Comprehensive consultation conducted during CPR Group’s concept planning process highlighted the critical requirement for more consulting and meeting rooms in Deception Bay. These spaces would ideally be situated in a multipurpose community facility, promoting accessibility and creating a sense of place for the local community. 

Through an engaging, consultative process of working closely with the local community and key stakeholder groups, CPR Group devised two concept plan options for the hall’s redevelopment.

The more significant concept plan option comprised an extension to the existing building footprint to facilitate greater integration between the hall and other site elements. The plan included additional sound-proofed consulting rooms with internal and external entries / exits as well as a flexible meeting room with an operable wall to create two smaller rooms. Also included in the design was a fenced patio adjoining the meeting rooms, creating seamless integration between internal spaces and the broader park landscape. This concept included an open, welcoming reception area, kitchenettes, PWD toilets and additional storage space.

Following completion of CPR Group’s concept planning project, Council proceeded with delivery of this ambitious hall redevelopment. Key design elements from CPR Group’s concepts including the following were incorporated into the final construction:

• A softer street appeal through the use of composite wooden facades to create a welcoming texture and warm, natural colours

• A contemporary design utilising large open glass walls, concrete embellishments, modern patio fencing and awnings

Following its redevelopment, Deception Bay Community Hall presents a jewel in the community infrastructure crown for the Deception Bay community. Thanks to CPR Group’s meaningful concept planning process and Council’s commitment to meeting community demand, the hall will continue to serve the needs of a broad range of user groups and individuals, both now and well into the future.

Kicking Goals Beyond the Field at Wests Juniors AFC

Kicking Goals Beyond the Field at Wests Juniors AFC

A Sporting Club Facility Master Plan and Strategic Business Plan 

The Wests Juniors Australian Football Club embarked on a Facility Master Plan and Strategic Business Plan project to ensure its long-term viability. The club enlisted the expertise of CPR Group for this endeavour, leveraging our extensive background in strategic facility planning to guarantee a successful outcome.

The project aimed to provide a strategic roadmap for the next three to five years, focusing on infrastructure refurbishment, replacement and development. A collaborative approach alongside CPR Group was key, along with a strategic planning workshop gathering input to represent the club's character and aspirations accurately. 

The outcomes included a comprehensive plan to fortify the club's foundations for sustainable growth, emphasising nurturing young talent, fostering community and preserving Australian rules football tradition.

To read more click here.

Walking Network Plans: Understanding Challenges and Opportunities

Walking Network Plans: Understanding Challenges and Opportunities 

Promoting walkability in towns and cities is increasingly recognised as a pivotal goal for fostering healthier and more sustainable communities. The Queensland Government’s ‘Queensland Walking Strategy 2019–2029 (QWS)’ and the Action Plan for Walking “coordinates and integrates the state’s approach to walking so communities can be made better for people of all ages and abilities. The strategy recognises the critical role that walking plays as part of a single integrated transport system accessible to everyone and as part of a healthy, active lifestyle for all Queenslanders.” Source here.

This Queensland initiative not only encourages residents to adopt walking as part of a healthier lifestyle but also integrates it into a broader transport strategy. This integration aims to enhance safety, comfort and inclusiveness for pedestrians.

CPR Group is at the forefront of developing Walking Network Plans, leveraging our extensive expertise in crafting community strategies and concept plans. We understand that retrofitting and reshaping our communities to accommodate pedestrians' needs presents some challenges. Historically, our towns have prioritised vehicular movement, inadvertently erecting barriers, fragmenting neighbourhoods and inconveniencing potential walkers. Recognising these obstacles, we also appreciate the substantial benefits that well-designed walking networks bring to communities.

Queensland Government’s commitment to walking network plans saw the launch of the Walking Local Government Grants (WLGG) 50/50 matched funding program. The WLGG program (the 2024-25 round closed mid-December 2023) served as a financial lifeline for Councils, facilitating the development of Walking Network Plans (WNP) and Priority Works Programs (PWP). Successful grant funding clients are now beginning the process of establishing their community’s Walking Network Plans.

Through these concerted efforts, Queensland is poised to usher in an era where walking emerges as not only a viable mode of transportation but a cornerstone of vibrant, inclusive communities. 

CPR Group is excited to be involved with more of these much-needed Walking Network Plans throughout Australia. 

Have a chat with our Manager of Planning, Melissa Driscoll, about your steps forward.

P: 1800 100 204

E: info@cprgroup.com.au 

Welcome to Mark Fox - Town Planner

Mark Fox

Strategic Writer and Researcher | B.Env.Plan. (First Class Honours)

CPR Group welcomes Mark Fox to our CPR Group Planning team. 

Mark is an experienced town planner and project manager with 20 years in the development industry. His extensive hands-on and leadership experience covers local government development assessment, master planning, private retail planning and a long list of business and industry improvement initiatives.

Through Mark’s roles on the Sunshine Coast, London and Ireland, he is skilled at working with different stakeholder groups and across different planning, building and plumbing legislation frameworks, and prescriptive and performance-based provisions.

Mark's notable career accomplishments include developing the award-winning Development.i application (a pioneering development application visualisation and tracking system) and implementing the Online Plumbing Inspections System (an industry-first web platform).

Mark is a father of four young children and is passionate about squash. He has a strong involvement in the squash community as a player, parent, coach and volunteer at club, regional and state level. Being family-orientated and active on a management committee makes Mark such a great fit for CPR Group.

Our Council clients will likely work in close collaboration with Mark on our master planning and site development projects.

Infrastructure Planning Implications in a Post-COVID-19 Context

Infrastructure Planning Implications in a Post-COVID-19 Context

How will our recovery from COVID-19 impact the way that Councils and peak bodies plan sporting Infrastructure Planning Implications in a Post-COVID-19 Contextinfrastructure in Australia?

The rapid spread of COVID-19 and its official declaration as a pandemic blindsided sport in Australia. It shut down our sports fields, tracks, pools, courts and indoor venues and put the handbrake on our country’s professional competitions.

While the impacts on players, parents, volunteers and administrators in sport have been well documented, what lessons can we learn to improve sports infrastructure planning into our post-pandemic future? How can we apply what we learn during the shutdown to make better decisions for upcoming master plans and broader sport and recreation planning?

These will be critical questions for sports and open space planners, as well as club volunteers hoping to use grant funding to capitalise on development opportunities when sport kicks off again in Australia. 

While the way a site functions should remain the most important focus during planning projects (see Form or Function – which is more important?; https://www.linkedin.com/pulse/form-function-which-more-important-michael-connelly/), I believe that future master planning projects will need increased attention on the following issues to accommodate the new ‘normal’ for post-COVID-19 sport and recreation facilities.

• Sanitation facilities – Dealing with the COVID-19 pandemic has taught people the importance of hygiene, but some parks still don’t provide the ability for users to wash their hands. For example, many local parks have small-scale playgrounds, but do not have running water, let alone toilets. Where parks have benches and play equipment that are touched regularly by grubby little hands, facilities that allow people to keep clean could be critical to public health.

• Biosecurity – Horse sports operators learned harsh lessons about biosecurity during and after the Equine Influenza outbreak in 2007/08, as anyone ‘trapped’ in Warwick could attest. While it would be ridiculous to plan dedicated biosecurity testing and quarantine areas for rugby league players, improved hygiene will likely be a feature of future change room designs.

• Site security – Crime Prevention Through Environmental Design (CPTED) principles already feature in good sport and recreation planning. However the difficulty that some Councils have faced in restricting access to community facilities such as dog off-leash areas, play spaces and shade shelters indicates a need for different types of security. In addition to biosecurity and hygiene considerations, future plans should consider physical hardening, such as innovative ways to ‘lock’ public facilities (e.g. improved bollard designs, discrete post and rail options and removable fencing) to create zoning control. New solutions to formal surveillance, like CCTV integrated into field light tower arrays and pathway lighting, will eventually be standard park inclusions. Casual surveillance by regular recreational users of formal sports parks can be improved by better integrating jogging and cycle path networks with exercise stations, dog off-leash areas, play spaces for different age groups, shade shelters and picnic areas, public amenities, pump tracks and skate parks.

• Commercial partnerships – The financial difficulties being faced by some clubs and associations during the COVID-19 shutdown illustrates an opportunity for Councils, through master planning projects, to explore tenure options with commercial providers, not just non-profits. Formalised spaces for commercial activities such as personal training, recreation equipment hire (e.g. SUPs, canoes, bikes), temporary food and beverage outlets or community markets could be set aside in master plans. Indoor spaces for physio offices and even gyms could be planned for sport and recreation land. A further shift to a professionalised sports delivery model could see commercial tenure over fields or courts granted directly to professional providers. For example, where Council-owned or controlled tennis courts are currently leased to an association which then has a commercial arrangement with a coaching business, Council may choose to negotiate directly with the commercial provider, effectively removing the ‘middle man’. Similar arrangements could extend to field sports, accommodating entities like football coaching academies. While now may not be the time to make such significant changes in the way that park tenure is managed, it is a great time for Councils to review their overall philosophy towards making the highest and best use of public land.

• Changed multi-use scenarios – When sport starts up again, it may be a case of survival of the fittest. If clubs have not had a suitable business model to see them through the shutdown, there may be opportunities for clubs to merge or amalgamate, or even just better collaborate. This could completely disrupt common tenure practices of Councils, where one organisation may manage multiple sporting codes. Councils that are proactive in reviewing their tenure policies and guidelines are likely to be the most successful in finding efficient solutions to community use of public land.

• Integration of organised and social sport – Future facility planning should consider improved integration of traditional, organised sports with non-structured recreation activities in a park or in a region. For example, designs should properly consider activities like ParkRun, as well as recreational activities that organise themselves on social media rather than through formal organisations, like canoeing, cycling, running and even remote controlled car and drone racing. Formally considering the social use of sports fields and courts for activities such as cultural cricket matches or social walking netball would further legitimise these events, which can contribute greatly to local social capital.

• Online stakeholder engagement – Stakeholder engagement is a critical element of every facility planning project. The shift to online meetings that has accompanied changes in the ways that people work, with many temporarily working from home, has dramatically increased the uptake of video conferencing and teleconferencing tools. This presents opportunities to stakeholder engagement programs conducted for sports master plans. The efficiency offered by online engagement tools means that master planning projects could include more regular engagement, rather than being limited to a single workshop, drop-in day, open day or town-hall meeting. Coupled with improved use of social media for planning projects, online stakeholder engagement can help capture more and better community feedback as plans develop, rather than only when a detailed draft has been completed. In-person consultation will still be valuable, but can be complemented by increased digital engagement.

• Inclusive participation options – The change in approach to post-COVID-19 sports master planning represents an excellent opportunity to formalise the importance of accessible participation spaces and facilities which meet the needs of diverse user groups. Providing participation opportunities for all abilities and people of all age groups, as well as facilities that increase female participation, should be standard practice wherever possible.

2020 could end up looking like a spectacular ‘blip’ in long-term sport and recreation participation trends in Australia. Recognising this early could lead to improved approaches to facility planning and better community outcomes, which could be a wonderful silver lining of the COVID-19 cloud.

Michael Connelly has sustained less sporting injuries preparing master plans than he did during his hockey goal-keeping career. And his sports master plans have led to more success stories than his under 13 hockey team could ever have hoped.