1. family and parenting

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Table of Contents
1.
INTRODUCTION/BACKGROUND .................................................................. 4
1.1
1.2
1.3
2.
REGIONAL OVERVIEW .................................................................................. 8
2.1
2.2
2.1
2.2
2.3
2.4
3.
Local Context ...................................................................................................18
State Context ....................................................................................................19
National Context ...............................................................................................23
Summary of Tables ..........................................................................................26
Megatrends ......................................................................................................27
STRATEGIC CONTEXT ................................................................................ 30
5.1
5.2
6.
Potential Benefits for Kadina.............................................................................17
PARTICIPATION TRENDS ........................................................................... 18
4.1
4.2
4.3
4.4
4.5
5.
District Council of the Copper Coast .................................................................. 8
Kadina ............................................................................................................... 9
Demographic Profile .........................................................................................10
Demographic Summary ....................................................................................12
Age/Population Profiles: ...................................................................................13
Wider Catchment Market ..................................................................................15
BENEFITS OF SPORT AND RECREATION ................................................. 16
3.1
4.
Project Scope and Requirements ...................................................................... 5
Methodology ...................................................................................................... 6
Methodology Table and Proposed Timeline ....................................................... 7
Strategic Documents ........................................................................................30
Strategic Document Flowchart ..........................................................................36
CURRENT CENTRE USAGE ........................................................................ 37
6.1
Copper Coast Sport and Leisure ......................................................................37
7.
CURRENT AND/OR POTENTIAL USER GROUPS ...................................... 39
8.
CONSULTATION FINDINGS......................................................................... 43
9.
NEEDS ANALYSIS ........................................................................................ 46
9.1
9.2
9.3
Individual User Groups .....................................................................................46
Community Needs ............................................................................................48
Opportunities and Constraints Matrix ................................................................49
10. DESIGN CONSIDERATIONS ........................................................................ 50
10.1
10.2
Design Logic .....................................................................................................50
Accommodation Schedule – .............................................................................51
11. MASTER PLAN DESIGN OPTIONS ............................................................. 59
11.1
11.2
11.3
11.4
11.5
Concept Plan - Option 1 ...................................................................................60
Concept Plan - Option 2 ...................................................................................62
Concept Plan - Option 3 ...................................................................................64
Summary of Options .........................................................................................65
Concept Plan and Elevations ............................................................................70
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12. FINANCIAL ANALYSIS ................................................................................. 72
12.1
12.2
12.3
12.4
12.5
Operational Performance ..................................................................................72
Summary of Operating Scenarios .....................................................................73
Best Case Scenario ..........................................................................................74
Likely Scenario .................................................................................................75
Worst Case Scenario ........................................................................................76
13. IMPLEMENTATION PLAN ............................................................................ 77
14. RISK MANAGEMENT PLAN ......................................................................... 78
15. FUNDING OPPORTUNITIES......................................................................... 80
16. RECOMMENDATIONS .................................................................................. 83
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1. Introduction/Background
The Copper Coast Sports and Leisure Centre located on Doswell Terrace, Kadina is
owned by the District Council of the Copper Coast and managed by Belgravia
Leisure.
The Centres main users are the Fitness Centre (600+ members), Basketball (700+
members), Netball, Tennis and Kadina High School. Other activities include; futsal,
sport aerobics, children activities and vacation care.
The recent growth in the usage of the centre is resulting in a push for ad hoc change
to occur, which if allowed to continue in an uncontrolled manner could result in
increased future reinstatement and maintenance costs. Therefore, before any
change occurs, it is important that a plan is developed so that the changes can be
implemented in a systematic and cost effective way.
The Basketball Association is seeking the construction of an additional three
undercover courts, which could ensure the centre is suitable for regional and state
events.
The Council currently does not have the budget to fully fund any redevelopment and
therefore this project aims to prepare all the necessary documentation for a grant
application.
Image 1: Current Copper Coast Sports and Leisure Centre
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1.1
Project Scope and Requirements
The aim of the project is to prepare a Master Plan for the Sports Centre to enable a
future RDA or other suitable grant application for its development into a regional
centre. This master plan will provide a framework for future development of the site.
It will be a strategic plan that determines the location, scale and type of
developments that could occur at the site. The master planning process will include
reviewing the existing physical conditions, analysing site issues and developing an
agreed strategic plan for the site. Consulting with all necessary stakeholders will
then assist in determining a series of agreed design outcomes.
The following is a summary of the key requirements of the project:








Documented public consultation
Site plans and elevations suitable for a development application
Identifying economic and social benefits
Certified cost estimates
Business Case incorporating the scope and outputs of the project
o Management Modeling
o Financial Modeling
 Asset and Operational strategies (incl. 5 year financial
projections)
 Cost/benefit analysis
o Risk Management Assessment
Project Management Plan
Identify partnership funding from stakeholders
Deliver a final report in both electronic and hard copy
Sport in the Copper Coast region is of high importance, many local residents play
multiple sports over the summer and winter seasons. Basketball is one of the most
popular sports in Kadina and surrounding areas and with a 700 strong membership
base justifies at face value an increase in indoor space. However the cost of
developing such a significant addition (3 courts) is in the millions of dollars and
therefore a prudent analysis and preparation of a business case is a necessary first
step. Preparing the business case in line with key funding body requirements such
as Regional Development Australia and the Office for Recreation and Sport is a
fundamental step in providing the best opportunity to receive external funding.
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1.2
Methodology
This methodology has been developed to ensure that the project incorporates
relevant consultation, research and planning processes while meeting the brief
requirements. The Team understands the importance that timely and effective
consultation plays in ensuring that a diligent business case & associated plans are
prepared. The five stage methodology proposed will ensure that all of the project
requirements outlined in the project brief are addressed. The five stages are:
Stage 1:
Stage 2:
Stage 3:
Stage 4:
Stage 5:
Start-Up and Current Situation Analysis
Key Stakeholder Consultation
Needs Analysis & Site Options
Draft Master Plan
Finalise Master Plan
The Methodology for each of these stages is discussed in detail below including the
key outputs that will be produced from each Stage.
Image 2: Current Copper Coast Sports and Leisure Centre
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1.3
Methodology Table and Proposed Timeline
Table 1: Methodology and proposed timeline
Stage
Key outputs
1. Start-Up and
Current Situation
Analysis



Initial start-up meeting and discussions with key stakeholders
Site tour (check basic site dimensions, levels and conditions)
Summary of Literature Review Findings
2. Key Stakeholder
Consultation


Stakeholder interviews
Summary of consultation findings report including a succinct survey findings report
3. Needs and
Options Analysis






Opportunities and Constraints Matrix
Confirmation of current and future basketball/indoor facility needs, trends and demands.
Identification of development options (high level block plans);
Confirmation of required facility elements including an accommodation schedule
Substantiated selection of preferred scenario
Progress meeting to present the findings and receive feedback
4. Draft Master Plan









Business Case
A high level concept master plan including stadium and associated infrastructure
High level site plans, floor plans and indicative elevations
Order of cost estimate
Asset Management and Operations Plan
Project Management Plan
Risk Management Plan
Identification of potential funding sources
Feedback from Project Manager/Steering Committee
5. Finalise Master
Plan

Finalised Master Plan
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2. Regional Overview
2.1
District Council of the Copper Coast
The District Council of the Copper Coast is on the north western section of the Yorke
Peninsula. The District Council of the Copper Coast covers 773km2 and has an
approximate population of 13,000 permanent residents with roughly 100,000 visitors
to the region annually. The local population has seen gradual growth in recent times
and is expected to increase by 7% over the next decade.
The District Council of the Copper Coast covers many small townships including Port
Hughes, North Beach, Moonta Bay and Paskeville. However, the three main urban
areas within the council are Wallaroo, Moonta and Kadina, with Kadina being the
largest of the three.
Image 3: District Council of the Copper Coast www.coppercoast.sa.gov.au
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2.2
Kadina
Kadina is located 148km out of Adelaide and has roughly 3,000 residents. This
makes it the largest town on the Yorke Peninsular and also indicates why it is seen
as the central hub (in terms of employment, housing and shopping) for the thriving
agricultural community of the Copper Coast. Agriculture is the main source of
employment within the area yet it is not the sole industry of the region. Recent times
have seen a healthy growth in industries such as mining, manufacturing and fishing,
other strong industries in the area include retail and tourism.
The town of Kadina was first settled by Cornish miners in 1859 who actively mined
the natural copper deposits in the area. Today the town of Kadina holds the Kernwek
Lowender (Cornish festival) every second year to celebrate its past. This festival is
the largest of its kind (world-wide) and has been held every second year since 1973.
It is this rich history that has led many to refer to the Copper Coast as being
“Australia’s little Cornwell”. A well-known feature of Kadina is Victoria Square. This
square is popular due to its well shaded parkland, BBQ facilities, old rotunda (which
is regularly used), public amenities and also the fact that this is the location of the
monthly rotary markets.
Sport and recreation in Kadina is prominent with numerous sporting codes and
facilities including the Kadina Football Club, Kadina Cricket Club, Kadina Bowling
Club, Northern Yorke Peninsular Little Athletics Centre, Motocross Club, Kadina
BMX Club and the Kadina Golf Club. However, the most prominent sporting facility in
Kadina is the multi-use Copper Coast Sports and Leisure Centre which includes
fitness facilities, indoor and outdoor courts utilised for basketball, tennis, netball,
futsal and clubroom facilities.
Image 4: Locations in Kadina
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2.1
Demographic Profile
To inform the likely need and demand for the use of the proposed development of
the Copper Coast Sport and Recreation Centre facility it is necessary to analyse the
demographic profile of the likely facility catchment areas. The following tables
analyse the townships of Kadina (due to the location of the centre in Kadina),
Wallaroo (due to its proximity to Kadina and population) and also the wider District
Council of the Copper Coast (due to this council encompassing the target catchment
area for the developed centre). It should be noted that the regional nature of the
facility also attracts participants from outside these areas from communities such as
Bute and Maitland. The key findings from this demographic data and analysis are
outlined on the following page in table 2.
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Table 2: Summary of Demographics for Kadina, Wallaroo, District Council of the Copper Coast and South Australia
Area
Kadina
Wallaroo
District Council of the Copper Coast
South Australia
Total population
2,938
3,227
12,949
1,596,572
Population
Breakdown
48.8% were male and were 51.2%
female
49.6% were male and were 50.4%
female
49.1% were male and were 50.9%
female
49.3% were male and were 50.7%
female
1.1% were indigenous
2.6% were indigenous
2.1% were indigenous
1.9% were indigenous
796 families in total
936 families in total
3,688 families in total
430,250 families in total
34.5% were couple families with
children
27.8% were couple families with
children
31.5% were couple families with
children
41.5% were couple families with
children
49.0% were couple families without
children
54.8% were couple families without
children
52.5% were couple families without
children
40.6% were couple families without
children
15.6% were one parent families
15.9% were one parent families
14.9% were one parent families
16.3% were one parent families
0.9% were other families
1.5% were other families
1.1% were other families
1.6% were other families
1,244 people over 15 were labour
force
1,184 people over 15 were labour
force
5,185 people over 15 were labour
force
784,328 people over 15 were labour
force
55.2% were employed full time
47.9% were employed full time
50.5% were employed full time
56.7% were employed full time
32.2% were employed part-time
36.7% were employed part-time
35.6% were employed part-time
31.6% were employed part-time
6.8% were employed but away from
work
6.3% were employed but away from
work
7.2% were employed but away from
work
6.0% were employed but away from
work
5.8% were unemployed
9% were unemployed
6.7% were unemployed
5.7% were unemployed
Managers 16.3%
Labourers 17.6%
Professionals 19.6%
Professionals 14.6%
Managers 13%
Technicians and Trade Workers
16%
Technicians and Trade Workers
13.1%
Technicians and Trade Workers
13%
Sales workers 12.6%
Community and Personal Service
Workers 12.4%
Family
Demographics
Employment
Common Industries
of Employment
Labourers 14.5%
Clerical and Administrative Workers
14.4%
Managers 13.2%
Technicians and Trade Workers 14.1%
Professionals 12.7%
Managers 12.6%
Community and Personal Service
Workers 11.7%
Labourers 11.1%
Professionals 11.5%
The median weekly personal income
for people aged 15 years and over
was $455.
The median weekly personal income
for people aged 15 years and over
was $380.
The median weekly personal
income for people aged 15 years
and over was $398.
The median weekly personal income
for people aged 15 years and over was
$534.
Median household income $779
Median household income $700
Median household income $749
Median household income $1,044
Labourers 12.5%
Income
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2.2
Demographic Summary
From the demographic profile provided in table 2 a number of conclusions can be
drawn about the potential catchment population of a well-developed Copper Coast
Sports and Leisure Centre.
A key point to acknowledge about the summary demographics is that amongst the
four areas identified (Kadina, Wallaroo, the District Council of the Copper Coast and
South Australia) the variation in key statistics is generally relatively low.
The total populations of Kadina and Wallaroo show a slight variation with Kadina
having 2,938 residents and Wallaroo having 3,227. Of the two locations Wallaroo
hosts the majority of residents, but what is interesting is that the total combined
population of the two towns (Kadina and Wallaroo) makes up 48% of entire
population of the District Council of Copper Coast which is 12,949.
The indigenous population of Kadina is low (1.1%) when compared to Wallaroo and
the District Council of Copper Coast which have indigenous populations of 2.6% and
2.1% respectively. This indicates that the areas around Kadina have a higher than
average proportion of indigenous inhabitants when compared to the rest of the state,
yet Kadina itself has slightly lower than average indigenous inhabitants.
In Wallaroo only 27.8% of couples had children and when compared to Kadina
(34.5% of couples with children), the District Council of Copper Coast (31% of
couples with children) and South Australia (41.5% of couples with children) this is a
relatively low percentage. Kadina has a greater number of families with children
amongst the community in comparison to neighbouring Wallaroo and the wider
District Council of Copper Coast but this is not the case when comparing to South
Australia as a whole.
The income statistics directly affect the disposable income, and it is disposable
income that is spent on products such as gym membership and sport/leisure centre
membership so this is an important statistic. The median weekly personal income
(for people 15+ years) was $455 for Kadina, $380 for Wallaroo, $398 for the District
Council of Copper Coast and $534 for South Australia. This indicates that residents
of Kadina are more likely to have disposable income to spend on discretionary items
such as gym/recreation centre memberships when compared to neighbouring
Wallaroo and the wider District Council of Copper Coast. This is further supported by
the median household income statistics which indicates a figure of $779 for Kadina
residents, $700 for Wallaroo and $749 for the wider District Council of Copper Coast.
It is important to note that Wallaroo, Kadina and the District Council of Copper coast
all have a much lower median household income than that of South Australia which
is $1,044. This indicates that the surrounding area of the Copper Coast Sports and
Leisure Centre generally has a lower income compared to the rest of the state and
furthermore that pricing of facility services will be an important factor moving forward.
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2.3
Age/Population Profiles:
The median age of Kadina is 45, with the majority of the population (23.2%)
belonging to the age bracket of 65+. The following two best represented age
brackets are between 45-54 (14.1%) and 55-64 (12.9%). This indicates that Kadina
is very much an aging population. The median age for the entire District Council of
Copper Coast is 47, this is slightly higher than that of Kadina (+2 years). The majority
of the population within the District Council of Copper Coast fall into the 65+ age
bracket (24.2%). The following two best represented age brackets are between 5564 (15.8%) and 45-54 (13.9%). This is very similar to the age spread seen in Kadina,
and further indicated the importance of recreational facilities that are able to support
the needs of an aging community. The median age of South Australia is much lower
than any other represented area at 39 years of age. This is 11 years less than
wallaroo, 8 years less than the District Council of Copper Coast and 6 years less
than Kadina. What this indicates is that, in general, the areas surrounding the
Copper Coast Sports and Leisure Centre are likely to contain a higher proportion of
older people. This should be taken into account in terms of facility design and future
program planning for the redeveloped centre. A point that can be drawn from this is
that the proposed developments to the Copper Coast Sports and Leisure Centre, if
done correctly, could be used to encourage younger families to visit or move
permanently to the Copper Coast, lowering the average age of the area.
Table 3: Age Profiles for Kadina, Wallaroo, District Council of Copper Coast and South
Australia1
Kadina
District Council of
Copper Coast
South Australia
No. of
People
% of Total
No. of
People
% of Total
No. of
People
% of Total
No. of
People
% of Total
0 – 4 Years
177
6.0%
185
5.0%
729
5.6%
96,143
6%
5 – 14
Years
371
12.6%
347
9.5%
1467
11.3%
190,793
11.9%
15-24
Years
319
10.8%
340
9.3%
1279
9.9%
208,834
13.1%
25-34
Years
274
9.4%
297
8.1%
1104
8.5%
202,327
12.6%
35-44
Years
325
11%
373
10.1%
1388
10.7%
216,374
13.5%
45-54
Years
415
14.1%
546
14.9%
1800
13.9%
224,942
14.1%
55-64
Years
377
12.9%
638
17.3%
2042
15.8%
199,608
12.5%
65 + Years
682
23.2%
947
25.7%
3139
24.2%
257,551
16.2%
Median
Age
1
Wallaroo
45
50
47
39
ABS Census Data 2011
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The District Council of Copper as an area has experienced steady growth since
1996. Since this time there has been an average population growth of approximately
1,000 individuals every 5 years. This means if population growth was to continue at
its current rate then a 7% growth in population over the next 10-15 years can be
expected.
Table 4: Past and predicted populations for Copper Coast 2
1996
Males
2001
2006
2011
2016
2021
2026
4,826
5,172
5,836
6,427
6,934
7,432
7,924
Females 5,057
5,374
5,971
6,541
7,003
7,482
7,947
Total
10,546
11,807
12,968
13,937
14,914
15,871
9,883
If we were to compare this rate of growth to the South Australian statistics, we would
find that recent figures from the Australian Bureau of Statistics indicate that the
population of South Australia grew by 1% (equivalent to 16,500 individuals) in 2012.
Therefore over a 10-15 year period, if growth rates were to remain stable, the South
Australian population could be expected to grow by roughly 10-15%. Even though
this is potentially double that of the expected 7% growth rate of the Copper Coast’s
population, it is important to note that the fact that the Copper Coast is likely to
maintain steady growth over the next 10-15 is positive. This is due to the fact that
many population bases in rural and regional localities in South Australia are in
decline or showing minimal growth. A further encouraging statistic for population
growth in the Copper Coast is that 53% of its current permanent residential
population have moved there since the year 20002, this indicates that the majority of
the population is relatively new to the area. This is beneficial for the Copper Coast as
large number of recent arrivals could encourage more individuals/families to follow
suit as the Copper Coast becomes known as a popular area to reside.
2
Hugo and Harris (2012), Survey of non-resident and resident ratepayers of the District
Council of the Copper Coast, The University of Adelaide.
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2.4
Wider Catchment Market
It is important to note that current and potential users of the Copper Coast Sport and
Leisure Centre (CCSLC) are not limited to residents of the Copper Coast. Users of
the current facility reside in a number of locations across Yorke Peninsular and are
known to come from as far south as Yorketown or Edithburgh or as far north as Port
Pirie (see figure 1). This greatly increases the potential market for a newly developed
CCSLC with the population of the Yorke Peninsular alone being composed of
roughly 24,000 individuals. The development of the CCSLC would not only
benefit/service the individuals within the Copper Coast but also the wider Yorke
Peninsular Population.
Key:
Copper Coast
Sports & Leisure
Centre
Potential
Catchment
Population
Figure 2: Potential Catchment of the CCSLC
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3. Benefits of Sport and Recreation
Recreation and sport provides a wide range of benefits to individuals and
communities that have been identified through numerous university and government
research reports and studies. These factors can be important contributors to “quality
of life” with individuals benefiting from:
Improved physical and mental health
Positive self-esteem and confidence
Increased social interaction and support
Sense of achievement
Skill development
Challenge and competition
Achievement and leadership
Image 5: The Benefits of Sport and Recreation
At a broader level the community benefits socially, economically and
environmentally.
Socially through
Improved personal and societal health and well-being
Increased community pride
Social inclusiveness
Safer communities through reduced anti-social and criminal behaviour
Economically through
Employment in the industry and associated industries
Economic benefits of sport and recreation tourism such as special events
Reduction in health care-costs
Environmentally through
Increased understanding of the environment, particularly through trail based
activities
Protection of environmentally significant flora and fauna within recreation
areas (open spaces, coast, rivers, open spaces, natural reserves etc)
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3.1
Potential Benefits for Kadina
By developing the Copper Coast Sports and Leisure Centre the town of Kadina
would be providing additional sport and recreation opportunities resulting in a net
benefit for the local and surrounding communities.
The direct benefits would include the ability for Kadina to host major events for
basketball, netball, indoor soccer, volleyball etc., the ability to centralise current local
facilities such as the showgrounds facilities. Increased participation at the centre
itself, job creation throughout the development, increased sense of community pride
and a healthier local community.
Indirectly the town of Kadina may benefit further from the development of the Copper
Coast Sports and Leisure Centre by increasing awareness of the town and thus
potentially increasing the number of visitors/tourists. More tourists should lead to an
increase in the number of customers for local businesses which in turn increases the
local economy and supports the local community.
Image 6: Community Benefits
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4. Participation Trends
To assist in gauging the level for the future use of the Copper Coast Sports and
Leisure Centre it is necessary to have an understanding of a series of sporting and
recreation participation trends and facts. These include people’s participation rates
in relevant sport and recreation activities (i.e. swimming, basketball, netball, weights
training etc.).
4.1
Local Context
The residents of the District Council of Copper Coast are regularly involved in sport
and recreational activities. The table below (table 5) highlights the most popular sport
and recreational activities within the district. The most popular activity was fishing
with 19.1% involvement, followed by swimming (13.8%), boating (11.5%), lawn
bowls (10.4%) and fitness (10.1%). The most popular indoor sporting activities were
netball with 3.9% involvement and basketball with 3.6% involvement. The
sport/recreational activities that are highlighted in bold all can take place in an indoor
recreation and aquatic facility.
Table 5: Resident use of sport and recreation activities in DC of Copper Coast3
Number (‘000)
Precent (%)
Fishing
431
19.1
Swimming
310
13.8
Boating
260
11.5
Lawn bowls
234
10.4
Fitness
228
10.1
Golf
170
7.5
Football
95
4.2
Netball
87
3.9
Basketball
82
3.6
Cricket
53
2.4
Tennis
51
2.3
Sailing
36
1.6
Soccer (outdoor)
11
0.5
Other
206
9.1
Total
2254
100.0
Sport/recreational activity
3
Hugo and Harris (2012), Survey of non-resident and resident ratepayers of the District
Council of the Copper Coast, The University of Adelaide.
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4.2
State Context
Sport and recreation participation in South Australia has been steadily increasing.
Pursuits such as walking and aerobics/ fitness lead the way and have experienced
the greatest percentage increase in the last 5-6 years, probably due to increased
awareness of the need to exercise and ‘keep fit’. Other less conventional sporting
and recreational pursuits that have enjoyed popularity include dancing, martial arts
and weight training which are all activities that are offered at indoor recreation
facilities.
Participation rates are highest amongst 15-24 year olds and as a general rule
gradually decline with age. 16.5% of all South Australians participated in physical
activity organised by fitness, leisure and indoor sports centres in SA in 2008. Once
again the 15-24 age bracket dominated these participation statistics (at over 28%
participation for leisure centre based activities).
Some of the following information that has been used is sourced from the Exercise
Recreation and Sport Survey (ERASS) which is conducted on an annual basis by the
Australian Sports Commission in conjunction with the State and Territory
governments. The survey is conducted at a national and state level, however data at
a more localised level is not readily available therefore the SA state based
information has been used.
Table 6 (on the following page) is a representation of sport and recreation
participation in South Australia, from 2006-2010, for selected sports/ activities
relevant to indoor recreation facilities. The total participation rate is the number of
persons who participated in the activity at least once in the last 12 months expressed
as a percentage of the population aged 15 years and over. The relevant
sports/activities are listed in order of popularity with the activity with the highest
popularity listed first (i.e. Aerobics/fitness).
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Table 6: Indoor Sports Participation in South Australia 2006-2010
2006
No.
‘000
2007
Rate %
No.
‘000
2008
2009
Rate %
No. ‘000
Rate %
No.
‘000
2010
Rate %
No.
‘000
Rate %
Aerobics/
Fitness
222.6
17.6
251.5
20.1
301
23.8
286.4
22.1
319.3
24.3
Netball
65.5
5.2
52.3
4.2
82.4
6.5
62.6
4.8
79.3
6.1
Weight
Training
47.1
3.7
24.9
2
69.6
5.5
35.2
2.7
46.3
3.5
Basketball
62.2
4.9
41.5
3.3
59.9
4.7
59.5
4.6
46
3.5
Martial Arts
23.3
1.8
19.4
1.6
25.9
2
25.3
2
27.8
2.1
Dancing
29.1
2.3
20.5
1.6
23.1
1.8
27.1
2.1
21.8
1.7
Indoor
Soccer
30.2
2.4
18.3
1.5
27.1
2.1
26
2
20.9
1.6
Table Tennis
8.4
0.7
7.4
0.6
16.9
1.3
*12
*0.9
*11.5
*0.9
Badminton
14.1
1.1
4.8
0.4
16.8
1.3
*9.3
*0.7
*11
*0.8
Squash
10.6
0.8
9
0.7
9.8
0.8
19.7
1.5
*7.7
*0.6
Roller
Sports
2.6
0.2
9.3
0.7
2.8
0.2
*4.9
*0.4
*2.7
*0.2
*Estimate has a relative standard error of between 25% and 50% and should be used with caution
When analysing the data in is noted that the participation in aerobics/ fitness
activities increased from 222,600 (in 2006) to 319,000 (in 2010), this is an increase
of 43%. Other sports to experience a significant increase in participation over the 5
year period include netball (up 21%) and martial arts (up 18%). Weight training,
basketball and indoor soccer have fluctuated in participation rates over the five
years. Whereas roller sports, squash, badminton and table tennis have lower
participation rates and these sports have not seen significant changes in their activity
levels.
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In South Australia a higher proportion of people from the younger age groups (i.e.
15-24) attend fitness, leisure and indoor sports centres than older age groups,
although it is important to note that older age groups are still significant markets for
indoor centres (See Table 7). From this table we can see a strong correlation
between and increase in age and a decrease in participation rate, the only age
bracket that differing from this trend is the 55-64 age bracket which shows an
increase of 0.2% in participation from the previous age bracket of 45-54.
Table 7: Fitness and leisure participants — total participation in physical activities organised
by fitness, leisure and indoor sports centres for South Australia 4
Age Groups
Participation%
15 to 24
28.1%
25 to 34
20.1%
35 to 44
16.4%
45 to 54
12.3%
55 to 64
12.5%
65 and over
7.7%
Table 8 (over the page) shows both the number of participants and the associated
participation rates for the most popular sports in South Australia for 2010, the table
also shows how well those sports were represented in both 2009. Sports/activities
that are likely to be catered for in the re-developed Copper Coast Sports and Leisure
Centre are in bold. The total participation rate is the number of persons who
participated in the activity at least once in the last 12 months expressed as a
percentage of the surveyed population aged 15 years and over.
Analysis of the data (in table 8) reveals that recreation centre based activities
including aerobics/fitness, weight training, basketball, netball, tennis, gymnastics and
swimming all feature in the most popular sports in SA for 2010. This highlights the
need to accommodate such activities in any future development of the Copper Coast
Sport and Leisure Centre. A further point that can be drawn from the table is that
non-organised, often individual activities dominate the participation statistics with
walking, aerobics/ fitness, cycling, swimming and running making up the top 5, with
golf, fishing and weight training also in the top activities. A number of these activities
are provided for within indoor recreation and sporting facilities again highlighting the
need to provide quality indoor recreation and sporting facilities. Organised
(traditionally indoor) team sports such as netball and basketball have strong
participation rates, both featuring in the most popular activities
4
ERASS Data 2008
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Table 8: Popular Sports (outdoor inclusive) in South Australia in 2009/20105
2009
2010
Number Of
participants ‘000
Participation rate %
Number Of
participants ‘000
Participation rate %
Walking
475.0
36.6
514.5
39.2
Aerobics / Fitness
286.4
22.1
237.1
24.3
Cycling
124.8
9.6
150.4
11.5
Swimming
128.9
9.9
132.9
10.1
Running
113.9
8.8
125.7
9.6
Tennis
89.1
6.9
91.6
7.0
Netball
62.6
4.8
79.6
6.1
Australian Rules Football
65.6
5.1
68.6
5.2
Cricket (Outdoor)
44.3
3.4
54.4
4.1
Basketball
59.5
4.6
46
3.5
Baseball
3.1**
0.2**
3.9*
0.3*
Gymnastics
2.0**
0.2**
4.7*
0.4*
Weight training
N/A
N/A
N/A
N/A
Fishing
N/A
N/A
N/A
N/A
Golf
N/A
N/A
N/A
N/A
* Estimate has a relative standard error of between 25% and 50% and should be used with caution.
** Estimate has a relative standard error greater than 50% and is considered too unreliable for
general use.
5
ERASS Data 2010
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4.3
National Context
Within the national context, South Australia has the second lowest (62.3%) overall
participation rates in sport and recreational activities (see table 8). The lowest
ranked state in terms of overall participation is Queensland with 61.9% of the
population involved in sport and recreation activities. In comparison the highest rates
of participation are seen in the ACT with an average participation rate of 80.3%, this
is 18% higher than South Australia. South Australia is also one of the few states (the
others being Tasmania and the Northern Territory) that has a higher participation
rate from females compared to males, 64.3% to 60.3% respectively.
Table 9: Participants in Sport and Recreation in Australian States and Territories 2011-126
State or territory
Participation Rate
(‘000)
(%)
males
females
persons
males
females
persons
New South Wales
1 897.9
1 911.4
3 809.3
66.1
64.1
65.1
Victoria
1 506.4
1 503.9
3 010.3
67.2
65.0
66.1
Queensland
1 145.1
1 085.9
2 231.0
64.3
59.5
61.9
South Australia
395.0
436.5
831.5
60.3
64.3
62.3
Western Australia
654.3
598.3
1 252.7
68.9
64.2
66.5
Tasmania
137.1
142.9
280.0
69.0
69.1
69.0
44.6
45.3
89.9
65.1
66.9
66.0
115.7
116.3
232.0
81.8
78.8
80.3
Northern Territory
Australian Capital Territory
6
Number of participants
ABS Data 2011/12
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In the national context, there are two sporting/recreational activities that rank highest
(in terms of participation) for both male and female participants (see table 9). These
activities are walking for exercise and fitness/gym. However, it is important to note
that they are not the only two sport/recreational activities that are common within the
top ten for both males and females. Other common activities amongst the sexes
included Swimming/diving, jogging/running, cycling/BMXing and tennis. Many of
these activities are catered for in a modern sport and recreation facility. Other
activities that can be facilitated by a modern sport and recreation centre that featured
in the top 10 for either males or females included yoga, basketball, netball, and
dance/ballet.
Table 10: National Participation in Selected Sports and Recreation Activities 2011-20127
Number of Participants (‘000)
Participation Rate (%)
MALES
Walking for exercise
1 474.1
16.5
Fitness/gym
1 343.6
15.1
Cycling/BMXing
875.5
9.8
Jogging/running
775.3
8.7
Golf
732.5
8.2
Swimming/diving
671.9
7.5
Tennis
436.1
4.9
Soccer (outdoor)
368.6
4.1
Cricket (outdoor)
268.3
3.0
Basketball
245.6
2.8
Walking for exercise
2 784.7
30.4
Fitness/gym
1 745.7
19.1
Swimming/diving
729.2
8.0
Jogging/running
585.4
6.4
Cycling/BMX
490.6
5.4
Netball
410.5
4.5
Tennis
314.2
3.4
Yoga
298.9
3.3
Dancing/ballet
229.1
2.5
Bush walking
216.8
2.4
FEMALES
7
ABS Data 2011/2012
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The table below (table 10) compares the participation trends of Australian children
for various sporting activities from 2006, 2009 and 2012.
Table 11: Children’s Participation in Sporting Activities in Australia8
Participation in organised sports
2006
2009
2012
No. (‘000)
Rate %
No. (‘000)
Rate %
No. (‘000)
Rate %
Swimming
462.5
17.4
502.9
18.5
492.1
17.7
Soccer (outdoor)
351.1
13.2
360.4
13.2
397.6
14.3
Australian Rules football
200.4
7.5
235.1
8.6
226.5
8.1
Netball
225.8
8.5
228.5
8.4
222.7
8.0
Tennis
195.1
7.3
214.8
7.9
205.2
7.4
Basketball
176.3
6.6
201.9
7.4
220.2
7.9
Martial arts
120.4
4.5
154.6
5.7
161.0
5.8
Cricket (outdoor)
143.5
5.4
142.5
5.2
130.7
4.7
Gymnastics
93.3
3.5
124.9
4.6
134.5
4.8
Rugby League
111.5
4.2
97.2
3.6
109.9
3.9
Athletics, track and field
77.5
2.9
89.4
3.3
88.6
3.2
Soccer (indoor)
58.7
2.2
76.9
2.8
48.0
1.7
Hockey
51.8
1.9
57.4
2.1
45.8
1.6
Other organised sports
364.9
13.8
460.1
17.3
56.8
2.0
The rates of Australian children participating in sporting activities have increased in
noticeably for a number of sports from 2006 to 2012. The main sports that illustrate
this increase are Basketball (1.3% increase), Martial Arts (1.3% increase),
Gymnastics (1.3% increase) and Outdoor Soccer (1.1% increase). An increase of
1.1 to 1.3% in participation rates can indicate an increase of tens of thousands in the
number of children participating. For example the participation rate increase in
Gymnastics (of 1.3%) represents an increase of an additional 41,200 children
participating in the sport.
Not all sporting activities are showing increases in rates of children participation.
Some of the sporting activities that show decreases in participation from 2006 to
2012 include Hockey (0.3 % decrease), Indoor Soccer (0.5% decrease), Rugby
League (0.3% decrease), Cricket (0.7% decrease) and Netball (0.5% decrease). The
largest decrease by far is seen in the other organised sports category where there
has been a decrease of 15.3% in the participation rates of children from 2009 to
2012, this represents a decrease of 403, 300 children participating in other organised
sports.
8
ABS 2006, 2009, 2012
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4.4
Summary of Tables
The residents of the District Council of Copper Coast are regularly involved in sport
and recreational activities. The most popular indoor sporting activities were netball
with 3.9% involvement and basketball with 3.6% involvement
In South Australia walking and aerobics/ fitness lead the way in terms of the most
popular sport and recreational activities as they have experienced the greatest
percentage increase in the last 5-6 years, probably due to increased awareness of
the need to exercise and ‘keep fit’. Other less conventional sporting and recreational
activities increasing in popularity include dancing, martial arts and weight training
which are all activities that are offered at indoor recreation facilities. Participation
rates are highest amongst 15-24 year olds and as a general rule gradually decline
with age.
In the national context, sport and recreational activities are becoming increasingly
popular. On the National scale there are two sporting/recreational activities that
outrank all others in terms of participation for both male and female participants;
these activities are walking for exercise and fitness/gym, both are activities which
can be undertaken in a modern indoor sport and recreation The rates of Australian
children participating in sporting activities have increased in noticeably for a number
of sports from 2006 to 2012 including Basketball (1.3% increase), Martial Arts (1.3%
increase), Gymnastics (1.3% increase) and Outdoor Soccer (1.1% increase).
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4.5
Megatrends
A recent report entitled The Future of Australian Sport (CSIRO/Australian Sports
Commission) published in April 2013 identified six sporting ‘megatrends’ that may
redefine the Australian sport sector over the next 30 years.
1. A Perfect Fit
2. From Extreme to Mainstream
3. More than Sport
4. Everybody’s Game
5. New Wealth, New Talent
6. Tracksuit to Business Suit
The four main megatrends that are most likely to affect the Copper Coast Sports and
Leisure Centre moving forward are a Perfect Fit, From Extreme to Mainstream, More
Than Sport and Everybody’s Game.
A Perfect Fit refers to the trend of increasing popularity amongst individualised sport
and fitness activities (yoga, gym, aerobics, jogging etc.). People are increasing
becoming involved in individualised sport and fitness activities as they are generally
living busier lifestyles and have less time for structured/organised sports, individual
fitness pursuits allow people to align their fitness activities with their ever-changing
weekly schedules.
Figure7:3:Increasing
IncreasingPopularity
popularityofofIndividualised
individualisedSport/Fitness
sport/fitness activities
Image
From Extreme to Mainstream refers to the trend of ‘Adventure’, ‘Lifestyle’, ‘Extreme’
and ‘Alternative’ sports increasing in popularity. This is especially the case in
younger individuals as they are more likely to be attracted to these forms of sport
and recreation through generational change and increased awareness through
online content (Facebook, YouTube and Twitter etc.). These sports are often
characterised by a strong lifestyle element and participants often obtain cultural selfTredwell Management | Copper Coast Sports and Leisure Centre Master Plan - 2013
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identity and self-expression through participation in these sports/activities. These
sports are beginning to appear at the Olympic Games (e.g. BMX cycling).
Everybody’s Game refers to the trend of sports/recreational activities becoming more
and more geared towards the ageing and more culturally diverse Australian
population. This will change both the types of sports we play and how we play them,
with indications that more and more Australians are embracing sport well into their
old age. Australia is becoming more culturally diverse, and the population ages, the
sports preferences of the nation are likely to change as a result.
More than Sport refers to the trend of governments (at federal, state and local level)
and companies increasing their utilisation of sport to achieve their policy objectives.
Governments in particular are increasingly incorporating sport into various policies to
tackle a range of issues from childhood obesity through to community wellbeing.
Furthermore, local governments associated with marginalised communities are
trending towards the utilisation of Sport as a means of building social capital within
their community.
Image 8: An Aging and Culturally Diverse Australia
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Current Mega Trends will affect the future of the Copper Coast Sports and Leisure
Centre. If the centre does not respond to the major trends of the market place it runs
the risk of providing a low level community service due to the fact that it only meets
the needs of a declining portion of the community. This could potentially see
attendances decrease which would place an increasing financial pressure on the
facility. However, if the centre does respond proactively to the major market place
trends and it evolves its service/facility provision to meet the needs of the
surrounding community, the CCSLC opens itself to the prospect of increasing
attendances/memberships and financial profitability. The following points identify key
ways in which the CCLSC could respond to the current Mega Trends moving
forward:

A perfect fit (i.e. the rise of individualised activities) will require the Copper
Coast Sports and Leisure Centre to provide greater space/facilities for
personal fitness (weights, yoga etc.). This could be achieved by extending the
gym and cardio space.

From extreme to mainstream (i.e. the rise of ‘Adventure’, ‘Lifestyle’, ‘Extreme’
and ‘Alternative’ sports activities) will require the Copper Coast Sports and
Leisure Centre to think outside of the square and may require the
consideration of providing more alternative fitness programs, this may include
programs such as cross fit, TRX fitness, mixed martial arts etc.

Everybody’s Game (i.e. the rise of culturally diverse and age tolerant
activities) will require the Copper Coast Sports and Leisure Centre to further
diversify what programs and facilities are offered at their centre. The provision
of pool facility may meet the needs of this mega trend as a pool will provide
opportunities for the elderly (i.e. aqua aerobics) and for individuals of all
cultural backgrounds via ‘learn to swim’ programs. Further opportunities exist
in the provision of sports that are more popular internationally (i.e. badminton,
volleyball).

More than Sport (i.e. the increase in governments/companies utilising sport
and recreation to achieve policy objectives) will require the Copper Coast
Sports and Leisure Centre to be proactive in its promotion to local companies
and all levels of government. Centre management should encourage talks to
align strategic goals and directions with those of government (in terms of
sport, recreation and community health/wellbeing). This could potentially
solidify the Copper Coast Sports and Leisure Centre as a key community
facility moving forward as well as raising its profile amongst the local
community.
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5. Strategic Context
To develop an understanding of the specific strategic directions relevant to the
District Council of the Copper Coast, information was reviewed and sourced from the
following documents;







5.1
The Office for Recreation and Sport Strategic Plan (2013-2015)
The District Council of the Copper Coast Business Plan (2008-2018)
Yorke Regional Recreation Sport and Open Space Strategy (2004)
The District Council of the Copper Coast Strategic Plan ‘Moving Towards
2022’ (2012-2022)
The District Council of the Copper Coast Long Term Financial Plan (2012/132021/22)
Copper Coast Development Plan (2012)
The District Council of the Copper Coast Disability Discrimination Act, Access
and Inclusion Action Plan (2010-2013)
Strategic Documents
The following extracts from the above listed documents are seen as highly relevant
to the future direction and operation of the proposed Copper Coast
Sport/Recreation/Community Centre;
1) The Office for Recreation and Sport Strategic Plan (2013-2015)
This strategic plan outlines the focus of ORS for the next four years to deliver on the
Government’s Strategic Plan Target 83 – Sport and recreation: Increase the
proportion of South Australians participating in sport or physical recreation at least
once per week to 50% by 2020.
The following are key strategies that relate to the proposed development of the
Copper Coast Sports & Leisure centre:
2.2 Implement a sports hub approach to the development of shared local and
regional facilities.
2.4 Contribute to the development of strategic community sport and active
recreation infrastructure.
2) The District Council of the Copper Coast Business Plan (2008-2018)
Council’s Business Plan “Our Community” links the strategies contained in the
Strategic Plan ‘Moving Toward 2020’ to action statements, and is focussed on
outcomes or elements of program responsibility and specific actions rather than the
higher levels contained in the Strategic Plans objectives and goals.
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The following are key strategies that relate to the proposed development of the
Copper Coast Sports & Leisure centre:
4.1 Sport & Recreation:
To provide a diverse range of quality sporting venues with recreational
opportunities for people of all ages and abilities.
4.1.1 Commit to the development of initiatives contained in the Yorke
Peninsula Regional Recreational Sport and Open Space Strategy Plan.
4.1.2 Work with local sport and recreation groups to ensure the range
of activities and venues provided is meeting the changing community
needs.
4.1.3 Investigate the feasibility of a heated swimming pool in the
Copper Coast.
4.2 Leisure:
Increase accessibility, availability and enjoyment of open spaces for leisure.
4.2.1 Seek external funds to implement the findings of the Open Space
Strategy Plan.
4.2.2 Ensure Council’s planning and development objectives reflect the
growth and demand of communities for leisure and open space.
4.2.3 Provide public places that are “people friendly”
3) Yorke Peninsula Regional Recreation Sport and Open Space Strategy (2004)
The Strategy provides a strategic framework as well as specific directions for
facilities and open space, and will assist the region’s Local Councils and State
Government to determine appropriate actions and priorities in the future.
The following are key themes, strategies and actions that relate to the proposed
development of the Copper Coast Sports & Leisure centre:
Three themes have been identified to provide a framework for addressing the issues
and priorities that are important to the region. The theme objectives are outlined
below and the themes are further explained in the ‘Background and Findings’.
Theme 1 Supporting Sport and Community Activity
Maintain and increase participation in sport and community activity
through strategic provision, planning, development and management,
and through a commitment to sports development and activity projects.
1.1 Strategic Provision of Outdoor Sports Facilities
Adopt practices that improve the effectiveness and
efficiency of outdoor sports facilities across the region
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relating to provision, development, location, use and
management.
1.2 Planning for Indoor and Aquatic Facilities
Improve the quality and accessibility of existing facilities
and plan for existing and additional facilities from a
regional perspective. This will require appropriate
planning and feasibility assessment.
1.2.3 Assess the demand for and feasibility of
establishing an additional two full sized indoor
courts linked to the Kadina Recreation Centre.
1.2.6 Assess the appropriateness and feasibility of
establishing one or more indoor swimming pools in
the region. Undertake this assessment from a
regional perspective and consider opportunities for
partnerships and subsidisation of a facility, e.g. by
a resort, fitness centre, licensed club or hospital.
1.3 Sports Development
Facilitate sports development through additional people
resources, funding projects and communication
opportunities.
1.4 Community Participation Initiatives
Broaden and strengthen participation initiatives through
additional projects and partnerships with the community
and other organisations.
Theme 2 Supporting Visitors and Informal Recreation
Improve the quality of recreation open space and facilities and provide
appropriate facilities and infrastructure to better support recreation by
residents and visitors.
2.1 Enhancing Key Recreation Spaces
Improve the quality and appeal of foreshore and key
recreation areas to enhance recreation opportunities and
strengthen tourism in the region.
2.3 Quality Recreation Facilities
Enhance the provision of key recreation facilities
including recreation boating facilities, playgrounds, youth
facilities and golf courses to better cater for residents and
visitors.
Theme 3 Achieving Directions and Initiatives
Aim to achieve the directions and initiatives by working together as a
region, strengthening partnerships and committing available resources
as appropriate.
3.1 Coordinated Regional Approach
Adopt a regional approach to implementing and reviewing
the Strategy Plan and to future planning for recreation,
sport and open space.
3.2 Strengthening Partnerships
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Continue to encourage the involvement of the community
in developing and managing facilities and programs and
strengthen the partnerships in the community and with
other organisations and the private sector.
3.3 Resourcing the Strategy Plan
Reflect the Strategy Plan in other strategic plans and
works programs, and pursue and guide grant funding to
achieve the strategies and actions in the Strategy Plan.
4) The District Council of the Copper Coast Strategic Plan ‘Moving Towards
2022’ (2012-2022)
The Strategic Plan “Moving Toward 2022” is the overarching framework for Councils
suite of plans. The Council’s Key Directions are contained in 5 objectives with
complementary goals. Key strategies and responsibility for strategy delivery are also
outlined.
The following are key strategies within the plan that relate to the proposed
development of the Copper Coast Sports & Leisure centre:
4.1 Sport and Recreation:
To facilitate a diverse range of quality sporting venues with recreational
opportunities for all ages and abilities
Responsibility – Community Services
Performance Measures
 Percentage of budget allocated to maintaining sports
facilities.
 The number of multi-club sporting complexes
 Percentage of community satisfaction with the parks,
gardens, sport and recreation areas (and their use).
4.2 Leisure:
Facilitate accessible, available and enjoyable open spaces for leisure.
Responsibility – Community and Infrastructure Services
Performance Measures
 Number of people participating in sport as a percentage
of overall population.
 Number of people who access and enjoy the existing
open spaces as a percentage of overall population.
 Percentage of community satisfaction with the level of
maintenance provided to parks, gardens, playgrounds
and open spaces.
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5) The District Council of the Copper Coast Long Term Financial Plan (2012/132021/22)
The Long Term Financial Plan is a ‘high-level’ summarised document towards the
future Planning of Council’s financial operations – particularly in relation to key
components such as rate movements, service levels to our community, major
infrastructure asset replacement/renewal, loan indebtedness and internal cash
reserves.
This plan states that the Capital Expenditure for the replacement of recreation assets
is $125,000 per year this will include works required at sporting ovals, reserves and
recreation facilities. Playgrounds/picnic areas are allocated a further $30,000 per
year.
6) Copper Coast Development Plan (2012)
The Copper Coast Development Plan expresses the future development objectives
and principals for the District Council of the Copper Coast
The following objectives and principals relate to the proposed development of the
Copper Coast Sports & Leisure centre:
COMMUNITY FACILITIES
Objective 1: To provide a range of community facilities:
(a) designed for multi-purpose use;
(b) which meet the demonstrated needs of the community;
(c) readily accessible to the population they serve; and
(d) assembled in suitable locations, and where appropriate, in
association with local shops or educational establishments.
PRINCIPLES OF DEVELOPMENT CONTROL
1 Community facilities should be conveniently located in relation to the
population they are to serve.
2 Community facilities such as schools, churches and the like should be
located together with complementary facilities and where possible should be
capable of common use.
3 The scale and use of community facilities should be designed to minimise
disturbance of the amenity of nearby residents.
The location proposed for the construction of the proposed facility is appropriately
zoned (with in the recreation (park lands) zone) and is consistent with the following
objectives.
Objective 1: A zone primarily comprising open space and providing
facilities for a range of appropriate, active and passive recreational
pursuits.
Objective 2: A zone accommodating recreation, conservation and
institutional uses which preserve and enhance the character and
amenity of the land.
Objective 3: A zone in which active recreational facilities and buildings
are screened from adjoining roads and residential areas by
landscaping.
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PRINCIPLES OF DEVELOPMENT CONTROL
1 The zone should accommodate open space, community development and
facilities for a range of active and passive recreational pursuits.
2 Vehicle and pedestrian access to the parklands should be gained from a
limited number of points and should not cause a disturbance to adjoining
residential areas.
3 Development involving the clearance of native vegetation should not be
undertaken.
4 Facilities should be integrated where possible to aid conservation of the
existing natural environment.
5 Access roads, car-parking and facilities should be shared where safe and
convenient.
6 Buildings and other structures should be low profile, using compatible
building materials and finishes which are of a natural colour and texture.
7 Buildings, structures, footways and other dominant man-made elements
should be screened with native vegetation so as to reinforce the zone's open
character.
8 Hard surface play areas should be drained in a manner that does not cause
flooding or soil erosion.
7) The District Council of the Copper Coast Disability Discrimination Act,
Access and Inclusion Action Plan (2010-2013)
The District Council of Copper Coast’s Access and Inclusion Action Plan has been
developed in accordance with Council’s Strategic Plan. It aims to ensure that the
District Council of the Copper Coast provides fair and equitable access to services
and facilities by people with disabilities.
The following are key strategies and actions within the plan that relate to the
proposed development of the Copper Coast Sports & Leisure centre:
5.2 Assess access for all when considering the community’s recreation
needs.
5.3 Improve access and equity principals in the development of
strategies and Master Plans for recreation infrastructure.
5.4 Incorporate access and equity principals in the development of
strategies and Master Plans for recreational infrastructure
a) Planning, design and construction of all new council facilities for
sports, leisure and arts to incorporate access and equity needs, and
respond to legislative obligations of the DDA
b) Youth facilities and recreational events can be designed, planned
and delivered to a cross section of young people
c) Facilities of young people to be accessible, safe and have
appropriate levels of amenities to fulfil the needs of young people.
f) Promote accessible recreational facilities as educational,
rehabilitation and fitness opportunities for all.
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5.2
Strategic Document Flowchart
The District Council of the Copper
Coast Strategic Plan ‘Moving
Towards 2022’
(2012-2022)
The Office for Recreation and
Sport Strategic Plan
(2013-2015)
The District Council of the Copper
Coast Long Term Financial Plan
(2012/13-2021/22)
Yorke Regional Recreation Sport
and Open Space Strategy (2004)
The District Council of the
Copper Coast Business Plan
(2008-2018)
Copper Coast Sports and Leisure
Centre Master Plan
(2013)
The District Council of the Copper
Coast Disability Discrimination Act,
Access and Inclusion Action Plan
(2010-2013)
Copper Coast Development Plan
(2012)
Figure 4: Strategic Document Location
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6. Current Centre Usage
In determining the likely usage of the multi-purpose facility extension/ development
proposed for the Copper Coast, it is important to look at a range of information and
research data to enable us to gather an idea of potential use. Factors such as
sporting club membership projections, population growth and relevant demographic
analysis has been analysed and used as a guide to allow an insight into the
predicted usage of the proposed new facility.
6.1 Copper Coast Sport and Leisure
The health club was last re-developed in 2006. Currently it is equipped with a select
number of fitness and strength equipment as well as available fitness classes. The
fitness classes on offer range from strength and toning classes to your more
controlled classes with body balance and Pilates. Both junior (for students aged 1216) and standard memberships are available with current membership totalling
(approximately) 578*.
The Copper Coast Sport and Leisure Centre also conducts social basketball, social
netball and social soccer (futsal) on the current mutli-use indoor courts. The graph
below details the use of the indoor courts (the number of $6 dollar passes sold) each
month over the past year. These figures do not include the usage of the courts by
the Basketball Association, School and other hire groups which is detailed below.
800
Indoor Court Usage
Visiits Per Month
700
600
500
400
300
200
100
0
Indoor Court Usage
Average
Figure 5: Recent Indoor Court Usage Copper Coast Sport and Leisure Centre*
The above figure highlights a peak in indoor court usage from June to August in
2012. In July 2012 there were some 700+ users of the indoor courts; the reason for
this is due to a regional tournament that was held at the Copper Coast Sports and
Leisure Centre during July. The higher numbers in attendance either side of July (i.e.
June and August) also show elevated levels of court usage, this may be an overflow
effect of the regional tournament or it may also be due to the wetter/colder weather
generally associated with the winter months, encouraging more individuals to
train/play indoors. The remainder of months represented in the graph (September
2012 – April 2013) show indoor court usage fluctuates between 100 and 300 users.
The overall average for the graphed time frame was 308 users per month.
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Statistics on crèche usage for the past 6 months (December 2012 to May 2013) are
represented below. This highlights the sporadic nature of crèche attendance at the
current centre with the total attendees per month showing a variance of 186
individuals from January to February. The average attendees per week are slightly
more consistent yet this still shows a variance of 46 individuals from the highest
(February) to lowest (January) average attendees per week. The statistics provided*
indicate that on average there were 54 attendees per week to the crèche over this 6
month period. As crèche only runs from Monday to Friday one can infer that the
average daily attendance for the crèche is 11 children.
Crèche Attendance
450
400
Attendance
350
300
Total
250
306
293
200
150
156
100
50
0
209
Average per
week
171
120
52
76
30
December January
42
February
March
73
52
April
May
Figure 6: Crèche Usage for the Copper Coast Sport and Leisure Centre*9
Recently (as of December 2012) the Copper Coast Sports and Leisure Centre have
begun a school holiday program for children. This program cost $45.00 per day and
the duration of the program varies depending on the associated holiday period. The
attendance numbers are presented in the table below. From this we can see there
has been a steady increase in the number of attendees per week.
Table 12: Crèche Usage for the Copper Coast Sport and Leisure Centre*
Month & Year
Duration (Weeks)
Attendees
December 2012
1
35
Attendees/Week
(average)
35
January 2013
4
166
41.5
April 2013
2
95
47.5
*Figures Provided by Current Copper Coast Sport and Leisure Centre Management
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7. Current and/or Potential User Groups
The Copper Coast Sport and Leisure Centre have a number of current and or
potential user groups including basketball, netball, tennis, bowls, cricket, swimming,
school groups and show society some of which have a number of teams and or
members that could potentially benefit from the proposed re-development of the
Centre. The following groups/associations are seen as key stakeholders in the
proposed re-development of the Copper Coast Sport and Leisure Centre.
Kadina Memorial School:
Kadina Memorial School educates children from reception through to year 12 and in
2013 had a total of 1,034 students enrolled. Sport is an important part of school
curriculum at Kadina Memorial School with all students studying Health and Physical
Education in Years R - 9, with it being a choice subject for Years 10 - 12. Current
sports offered by the school include swimming, netball, basketball, softball, athletics,
football, cricket, hockey and tennis.
The school are currently significant users of the centre during school hours. The
school also hosts various day and carnivals including Sports Day, YP Interschool,
Primary District Day, SAPSASA Cross Country, Secondary Schools Athletics and
South Australian State Day. Further opportunity for students to be involved in sport
includes the House Sporting Competition (held each term) as well as a range of
SAPSASA and SASSSA Knock-Out Sports. The school are guaranteed regular
users of the proposed 3 court stadium. They would utilise the facility for assemblies,
large events and presentation nights.
It is important to note that this school is currently growing and the strong relationship
that it currently maintains with the Copper Coast Sports and Leisure Centre almost
ensures a steady flow of school children utilising the facility for their sport and
recreation needs into the future. If facilities at the Copper Coast Sports and Leisure
Centre were to be improved or added to then the needs of the school should be held
in high regard as there continued usage of the centre is integral to the centres
continued viability. The addition of swimming facilities could provide mutual benefit
for both the Copper Coast Sports and Leisure centre as well as Kadina Memorial
School. A pool facility would give younger student a space to learn to swim and older
students a chance to practice prior to interschool swimming meets held outside of
Kadina. A high usage rate of any pool facility from the school would benefit the
Copper Coast Sports and Leisure centre as it would ensure the pool is being utilised
and would make the prospect of a pool facility more financially viable.
Yorke Valley Amateur Basketball Association:
The Yorke Valley Amateur Basketball competition consists of eight clubs and
operates 22 weeks a year over summer season (utilising both indoor and outdoor
courts). The clubs involved are Arthurton, Bute, Kadina, Moonta, Paskeville, Port
Broughton, Wallaroo and the Bears Basketball Club.
The association use the centre on all nights of the week (excluding Saturday)
anywhere from 5pm to 11pm (12pm to 8pm on a Sunday). They are the largest
Country Association playing (predominantly) at a single site, due to this they are
regularly required to use the Harvest Indoor Centre (local private school) due to the
lack of court space available at the current centre.
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Currently, the association has a total membership of over 700; the competition has
the following grades
 Junior U10, U12, U14 & U16 Boys and Girls
 A, B, C Men and Women
 U19 Men and Women
The Basketball Association are a key driver behind the expanded courts and centre
as it will enable them to operate basketball year round (with the addition of a winter
competition) and also to play all games within indoor facilities. In addition they will
be able to host regional, state and potentially national tournaments if they have
access to a four court stadium.
Kadina and Districts Netball Association:
The Kadina and District Netball Association hold their winter competition from April to
September. The Kadina and Districts Netball Association utilises the outdoor courts
(tennis courts) on a regular basis. The competition consists of the following divisions:





A & B Grade
16 & Under
13 & Under
11 & Under DIV 1
11 & Under DIV 2
The 6 clubs affiliated with Kadina & Districts Netball Association are:






Centennials Netball Club
CJ's Netball Club
Gems Netball Club
Harvest Netball Club
Royals Netball Club
Techrons Netball Club
The Netball Association would benefit from expanded courts and the centre through
the ability to train in all weather, host regional tournaments and access to additional
courts.
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Kadina Netball Club:
Kadina Netball Club follows the local Australian Rules football league. The club is
affiliated with the Yorke Peninsula Netball Association. The Kadina Netball Club
utilises the outdoor courts (four western courts) on a regular basis. There are 9 clubs
affiliated with the Yorke Peninsula Netball Association, they are;









Ardrossan Netball Club
Bute Netball Club
CMS Crows Netball Club
CY Cougars Netball Club
Kadina Netball Club
Moonta Netball Club
Paskeville Netball Club
Southern Eagles Netball Club
Wallaroo Netball Club
The Kadina Netball Club would benefit from the development though access to
additional all weather indoor courts for training and competition and the addition of
three new outdoor courts.
Kadina Tennis Club Inc.:
The Kadina Tennis Club (Inc.) took over responsibility of 8 courts (which they share
with the Netball Association) in 1996 when they agreed to peppercorn rent
agreement of $25.00 per year. The Club is not associated with Tennis SA and
currently has 70 members made up of 40 seniors and 30 juniors. The current surface
was laid in 2006 and is known as one of the best surfaces in the Association
(composed of 11 separate clubs). Both the School and SAPSASSA have
agreements to use the courts. The Tennis Club would benefit from the expanded
courts and centre through access to the improved amenities, storage and club
facilities.
Kadina AH & F Society (Show society):
The Kadina Agricultural Horticultural and Floriculture (AH & F) Society was
established around 1871 and currently has approximately 200 members. The AH & F
society currently organises two shows annually, a larger show during August and a
smaller show during July, the society proudly runs what they refer to as ‘the classic
country show’. The shows involve a mix of attractions including horse riding events,
car shows, various community stalls, item swaps and the provision of fresh produce.
Moving towards the future the society would like to increase the number of shows
(from 2 to 3 per year) and would like to maintain their shows in current form. The AH
& F society currently utilise the Kadina Show Grounds. The Kadina AH & F Society
are potential users of proposed 3 court stadium as they could use this as a show
pavilion space.
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Lawn Bowls:
The Kadina Lawn Bowls Club has approximately 90 members and has a great local
reputation for being a welcoming club with high quality greens. Currently the club
utilise 2 greens and a club house. The club actually owns a third green but have a
verbal agreement in place with the neighbouring croquet club so that the croquet
club can utilise the 3rd green. The current members of the club are happy with its
current facilities and location, and they see no immediate need to move to an
alternative site. The major issues for the Lawn Bowls Club are a lack of younger
members (aging membership base), lack of parking during games/events and the
cost of greens maintenance (i.e. water costs). In the future there may be an
opportunity to relocate to the Copper Coast Sports and Leisure Centre to become
part of a fully integrated centre.
Croquet Club:
The Kadina Croquet Club currently maintains 2 full size croquet courts and a
clubhouse facility. The club is thought to have formed around the 1950’s and
currently has 30 social members and a further 10 pennant players (members
involved in formal inter-club completion), so 40 members in total. Currently the club
does not have adequate space to support all members playing needs and is forced
to split one of their two full sized courts into separate half sized playing areas during
game times. Currently the major issue for the croquet club is the cost of court
maintenance due to the associated water costs. The local croquet club have an
opportunity to relocate to be involved in the redeveloped centre in the future as
currently there is no provision of croquet facilities at the Copper Coast Sports and
Leisure Centre.
Aquatic Users (from closed pool):
Until recently (April 2013) a local resident of Kadina was provided swimming services
for the public via their private pool located on their private property. This pool has
since been closed to the public. The local community had access to a number of
services including learn-to-swim classes, toddler programs, hydrotherapy, leisure
swimming, disabled swimming programs and aqua aerobics. Due to The closure of
this pool there is now a gap present in the provision of services to the community
and the need for an accessible pool facility is present.
Below is a list detailing the total number of participants for each program during the
4th school term of 2012.






Learn to swim: 269
Toddlers: 192
Hydrotherapy: 23-29
Leisure: 20-25
Disability: 22-28
Aqua Aerobics: 42
Although not the focus of this study the development of an indoor aquatic facility has
been considered as part of the proposed redevelopment master planning and
concept design.
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8. Consultation Findings
A key component of the consultation process for the Copper Coast Sport and
Leisure Centre Master Plan was to survey the general public. The survey was
conducted over a period of 4 weeks in March and April 2013.
The survey asked 14 questions both quantitative and qualitative requesting
information on the following aspects:






Place of residence
Age demographics
Current usage of the center (membership status, facilities/programs utilised)
Positives/negatives of the current centre
Needs/aspirations/expectations for the centre’s future
Recommendations/comments
The consultation process received a strong community response with 199 individuals
completing the online survey. Of these respondents 49% were aged between18-34
and a further 37% between the ages of 35-49. In terms of where the respondents
were from 70% lived in Kadina, 13% lived Moonta and a further 9.4% Wallaroo. The
remaining respondents identified other towns as there place of residence, these
were Maitland, Bute, North Beach, Kulpara, Weetulta, Sunnyvale, Balgowan and
Arthurton
The survey indicates that the most used facilities amongst the respondents were the
indoor courts, outdoor courts, health/fitness/cardio-class rooms and the gym/weights
room. The survey also indicated that amongst the respondents the most popular
programs were basketball, weights/gym, netball, strength/toning and body pump and
finally the childcare program.
In terms of customer satisfaction the survey results show that the majority of
respondents ranked all surveyed aspects as either good or satisfactory. In terms of
the aspects that received poor ratings, grounds and gardens ranked the poorest
(19.7% of respondents ranking it as ‘poor’). This was then followed by general
presentation (11.5%) as well as opening hours and value for money (6.8% each).
Respondents were asked how they would rate the presentation of the various centre
facilities in terms of appearance, cleanliness and atmosphere. From figure 7 we can
see that two aspects of the centre were perceived above all other as ‘good’ in terms
of presentation were the Gym/Fitness Areas and also the Indoor Courts. These two
areas also received low response levels rating them as ‘poor’, hence amongst the
respondents they are likely to be seen as two aspects of the centre that are best
presented. The aspects of the centre that received the highest number of ‘poor’
responses were the Outdoor Courts and the Surrounds, hence amongst the
respondents they are likely to be seen as two aspects of the centre that need the
most improvement in terms of presentation.
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Aspects of the Centre
Centre Presentation
Surrounds
Child care
Kiosk
Entrance and Foyer
Gym/Fitness Areas
Outdoor Courts
Indoor Courts
Poor
Satisfactory
Good
0
10
20
30
40
50
60
70
80
Number of Responses
Figure 8: Respondent views on the presentation of various centre aspects
From the responses it appears that the majority of facilities meet the user’s needs. In
saying this there were several facilities that had at least 20% of respondents
identifying them as only partly meeting their needs; they included the spectator
areas, kiosk, outdoor and indoor courts. This may suggest that these areas may
provide functional use in their current state but at least 20% of surveyed individuals
felt they cannot achieve what they would like to whilst recreating in these facilities.
Respondents were asked how they felt the Copper Coast Sports and Leisure Centre
performed in various areas. Figure 10 shows that generally there was quite a lot of
positive feedback surrounding the current performance of the centre. Most
respondents acknowledged that the majority of the general features within the centre
were performing at a level they ranked between ‘satisfactory’ and ‘very good’. The
key areas identified by the respondents as performing poorly (in order of most poor
to least poor) were the quality of the playing surface (outdoor), amenities, quality of
the playing surface (indoor) and the provision of social opportunities. The remaining
areas had a minimum 90% satisfaction rate with current performance.
Centre performance
100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Very Good
Good
Satisfactory
Amenities
Creche and child
minding
Social opportunities
Yoga and pilates
Group fitness
classes
Fitness equipment
Weights area
provided
Quality of playing
surface (outdoor)
Quality of playing
surface (indoor)
Value for money
Poor
Figure 9: Respondents ranking of various aspects on the centre
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Figure 11 highlights that all suggested improvements are seen as important by the
surveyed individuals. This can be said as the average responses graphed in this
figure indicate that no development has an average rating below 5, therefore one
could infer that all proposed developments are seen as ranking between medium to
high importance. The developments that have been suggested a most important
amongst the surveyed individuals include the development of a pool (hydrotherapy
and learn to swim), improvement of the change rooms, upgraded outdoor courts, the
addition of a playground and also the additional of indoor courts. None of the listed
developments were deemed of little or no importance by the respondents (ranking
from 1= no importance to 10= extremely important).
Importance of Developments
Meeting space
Playground
Upgraded outdoor sports courts
Improved storage
Upgraded clubroom facilities for basketball
Additional sports lighting on the outdoor…
Cafe area
Spin room
Consolidation of the fitness/gym facilities…
Improved change-room facilities
Learn-to-swim pool
Hydrotherapy pool
Additional indoor sports courts
0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.0010.00
Figure 12: Importance of various developments
The survey also identified several key reasons why individuals may not be using the
current centre. These reasons include the lack of a pool, opening times/scheduling of
programs, lack of gym support and associated costs.
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9. Needs Analysis
The Copper Coast Sport and Leisure Centre is home to a number of sporting groups,
all of which have individual needs and desires for the proposed development of the
centre. Below is a list of the key user groups currently utilising centre facilities, also
detailed below are the specific requests for the development of the centre from each
group.
9.1
Individual User Groups
Kadina Memorial School:
 Would like to utilise stadium for school assemblies and events (weekly basis)
 Space/stage for school assemblies
 Possible overflow location for student sport training/games and P.E. lessons
Yorke Valley Amateur Basketball Association:
 Need 3 additional courts with sprung timber floor to cater for programming
requirements and to create an indoor only competition.
 Need a meeting space (25 people) and clubroom facilities
 Place to display memorabilia
Kadina Tennis Club Inc.:
 Maintain a minimum of 8 tennis courts
 Clubroom to utilise for meetings and display of memorabilia – Kadina Tennis
club and Kadina & District Netball Association to be consulted regarding
location and structure
 Storage facility fir nets, posts, balls etc.
 Court re-surfacing
 Floodlighting of a minimum of 4 courts
 Renew/replace perimeter fencing
 New structure to be a minimum of 7 meters from the boundary of our second
bank courts. This would allow for provision of a veranda/shaded area on the
southern side of the new structure
 Access to toilets and canteen facilities (particularly for our juniors)
 Playground/grassed area near to courts
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Kadina & District Netball Association:
 We need a minimum of 6 outdoor courts (Cannot use the indoor courts for our
competition or carnival as playing indoors and on a different surface is not
compatible with play on outdoor courts)
 Courts to have floodlights
 Need a clubroom for meetings and to display our memorabilia and to use on
our carnival day as a ‘control centre’
 Need storage facility to store goal posts etc. during off season
 Playground
 Need access to the canteen and toilets during winter season
 Backstops are in need of repair
 Courts will need to be resurfaced in the next couple of years
 New stadium needs to be at least 7m away from our courts
 We would like to be consulted on the design and location of clubrooms during
the planning stage
 We would like written confirmation that we will be no worse off than we are
now and that if we are not in the financial position, at the moment, to
contribute towards the grant that we can still have input
Kadina AH & F Society (Show society):
Currently the Show ground facilities utilised by the AH & F society are sufficient for
their needs, however the society could potentially utilise the proposed indoor stadium
for future shows/events if deemed necessary/beneficial by the society itself. It is
important to note that no commitment has been made by the AH & F society to utilise
any space in the proposed development of the Copper Coast Sports and Leisure
Centre, they have simply indicated interest in the development.
Lawn bowls:
 Provision of 2 bowling greens within the redeveloped centre
 Associated clubroom
Croquet Clubs:
 Provision of 3 purpose built croquet court within the redeveloped centre.
 The preference of surface type would be synthetic as currently cost of water
to maintain current greens is major financial drain on the club
 Associated clubroom
Aquatic Users (closed pool):
Due to the recent closure of a local publicly accessible pool there is currently no
provision of swimming programs/facilities for local residents. Hence there is a direct
need amongst the local community for the provision of the following.







Learn to swim programs
Community pool provision
Time allocated for leisure and or lap swimming
Disability programs
Aqua aerobics
Hydrotherapy facilities
Change facilities
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9.2
Community Needs
This section summarises the key community level needs and constraints that have
been identified in this report.
Demographically the total combined population of Kadina and Wallaroo make up
48% of entire population of the District Council of Copper Coast. This re-enforces
that the current location of the centre in Kadina is ideal in terms of proximity to
residents and that there is a need for a regional level facility in this location.
Kadina has only 1.1% indigenous population; this is approximately 48% less than the
District Council of Copper Coast, 58% less than the neighbouring Wallaroo and 43%
less than the wider South Australia. This potentially indicates the need for indigenous
inclusion in the centre whether it is via public art display or community programs to
encourage indigenous participation.
Kadina also has the greatest number of families with children amongst the
community in comparison to neighbouring Wallaroo and the wider District Council of
Copper Coast. This highlights the need for the centre to be family friendly and
inclusive of young children to support local families. Families in the surrounding area
of the Copper Coast Sports and Leisure Centre also have a lower average income
than the rest of the state, therefore pricing of facility services will be an important
factor moving forward.
The literature review highlights several key documents, all of which identify a number
of targets, strategies, or goals for the implementation of sport and recreation
programs and or facilities such as the Copper Coast Sport and Leisure Centre. The
key needs that can be identified from this review includes the need for the centre
design to be for multi-purpose use, create a family friendly environment, meet the
demonstrated needs of the community and to be readily accessible to the population
they serve (incorporating disabled access and equity principals). The literature
review also identifies the need to investigate the provision of an indoor pool and
additional indoor courts within Kadina.
Figure 13: Local Community
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9.3
Opportunities and Constraints Matrix
The following table highlights the possible opportunities and constraints for the
proposed developments at the Copper Coast Sports and Leisure Centre.
Opportunities
Provision of indoor 3 court stadium to serve the needs of indoor sports (basketball, netball,
futsal etc.) and the Kadina Memorial School. Use as a show pavilion (potential) and as a
venue for major events.
Provision of improved change facilities, outdoor and indoor viewing areas, additional
storage space, café/canteen area and update dated façade of the centre to improve the
functionality and viability of the centre.
The creation of more usable spaces with enhanced linkages within the centre.
Potential for school use (assemblies) and private use (functions) in new 3 court stadium.
Extension of Gym (increase cardio and weights space) to cater for increasing demand and
provide for all required activities.
Provision of clubrooms for netball/tennis/basketball and other centre users to utilise,
provides clubs with a sense of identify and a space to utilise for club
functions/events/administration.
Resurface show court to allow high level indoor sport completions and improve participant
safety.
Relocation of lawn bowls and croquet facility to provide an integrated community sporting
hub.
Provision of playground to cater for the needs of children and families utilising other centre
facilities.
Provision of indoor aquatic facilities to replace recently closed private facility.
Constraints
Capital cost of development.
Operating expense.
Disruption to users during construction.
Integration of new additions with existing aging facility.
Challenge in meeting all user group’s needs.
Current facility layout/site orientation.
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10. Design Considerations
10.1 Design Logic
The proposed design elements have been put forward based on several key
channels of information/feedback, these include community consultation, discussion
with key stakeholders and professional knowledge and experience. It is worth noting
that although 3 alternative designs have been proposed for the redevelopment of the
Copper Coast Sports and Leisure Centre there are key proposed facility elements
that are common to all three designs. The variation between the 3 designs comes
from the proposed layout of these elements and to what extent each element is
developed. The new facility elements that have been proposed include the following:
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Stadium (3 courts, assembly hall/large function space, improved change
rooms, viewing areas)
Resurfaced show court (sprung timber flooring)
New outdoor netball courts (x3)
Indoor pool (hydrotherapy, learn to swim, lap swimming, ‘wet’ change rooms)
Extension and relocation of gym (increased cardio and weights space plus
provision of a spin room)
Café/reception
New crèche
Foyer space
Atrium linkage/display space
Tiered seating on upper level for viewing over new indoor courts
Tiered seating on new show court
Meeting rooms
Consulting rooms ( to be hired out be external companies (i.e. physiotherapy)
Tennis/netball club rooms
Tennis/netball change rooms
Outdoor playground
Outdoor courts – viewing deck (upper level)
Additional storage space
Addition of office spaces and a dedicated first aid room
Stage
Resurface current outdoor training courts
Addition parking (cars and busses)
Landscaping
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10.2 Accommodation Schedule –
The following accommodation schedule was created to guide the development of a ‘high level concept plan’. It is not the intention of
this schedule to inform the development of a detailed design at this stage although it will assist in this process. During the detailed
design phase this accommodation schedule will be further refined.
Table 13: Preliminary Accommodation Schedule – Proposed Copper Coast Sport and Leisure Centre Development
Design Element
Element Requirements
Rationale/Support for Need
Area Requirements
Comments
Sports Courts
4 Indoor basketball
courts, including 1 as
Show Court preference
sprung timber flooring.
Existing membership and current
usage levels indicate a need for 4
courts.
1 ‘Show Court’ FIBA Level
2 specification.
Show Court to be
resurfaced to utilise
sprung wooden
floorboards
Other three courts to be multipurpose suitable for netball and
indoor soccer/futsal at a minimum.
Volleyball and badminton are
options subject to demand.
3 Multi-purpose courts to
cater for basketball FIBA
Level 3 Specification
The individual courts
playing floor areas are
minimum 36.6m x 21.35m
including runoff =
781.41m2 per court.
Area to accommodate
scorer’s table and team
benches to be located
outside playing floor area
for 4 No. courts (in
accordance with FIBA
Official Basketball Rules
2012). Say 1m.
Show court should only
include line-markings for
basketball.
3 additional courts to be a
multi-use surface suitable
for a number of sports as
well as functions and
regular school assemblies
Minimum height 7.5m
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Design Element
Element Requirements
Rationale/Support for Need
Area Requirements
Comments
Indoor pool
Indoor heated pool
Currently no provision of pool in
local area due to recent closure of
a privately run pool in Kadina. The
is a direct need for pool provision.
15x8m pool and change
facilities to NCC
standards.
Should run a variety of
programs including:
Change facilities
Disabled access
Learn to swim programs
Leisure/lap swimming
Disability programs
Aqua aerobics
Hydrotherapy
Extension and relocation
of fitness facilities (i.e.
Gym/cardio)
Café / Reception
Extension of both the
cardio space and flexible
area for additional
activities as well as the
weights area. Both to be
relocated on top floor of
the proposed facility.
Currently there is scope within the
local community to increase the
number of cardio fitness classes
available at the centre, but more
floor space is required. It also
makes sense to consolidate the
spaces (weights and cardio) over
one floor
Weights room 580sqm,
Café (with seating space)
To provide food and beverage
services easily accessible for
users/members and revenue
generation opportunities.
Large ‘open’ area, needs
to be adequate space for
tables, seating Café and
seating area 113sqm with
flexibility to expand into
foyer & outdoors
Open reception area
Classes Room 220sqm
Cardio Room 215sqm
Will create an inviting and
family friendly space
within the centre.
Close proximity to crèche
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Design Element
Element Requirements
Rationale/Support for Need
Area Requirements
Comments
Crèche
Child safe
Current crèche facility lacks
connectivity with the remainder of
the centre and is not adequately
equipped in terms of facility
requirements
189sqm open area plus
34sqm for crèche facilities
such as kitchen, laundry,
WC and change room.
A new crèche facility will
provide better
opportunities for families
that want to utilise the
centre
Compliance with early
childhood centre NCC
criteria
Food preparation area
with sink, HB and fridge, a
laundry, nappy changing
bench with bench bath &
HB.
Foyer space
Not specified
Creates a new/modern entrance
for the centre.
150sqm total (116sqm
front, 32sqm rear) up to
150 individuals (max)
Open, inviting space
Atrium linkage/display
space
Functional
Links together front and back of
centre with linkages (both direct
and indirect) to all major elements
of centre
335sqm size relevant to
overall design of centre
Gives indoor sports an
area to display club
memorabilia and creates
a sense of identity within
the centre
Display space available
Tiered seating on upper
level
Not specified
Additional viewing space for new
indoor courts
120 person capacity
based on NCC rates
Tennis/ netball
clubrooms
Not specified
Gives tennis/netball an area to
display club memorabilia and
creates a sense of identity within
the centre
250sqm. 140 persons
seated, up to 200 persons
standing
Connects to the outdoor
viewing area looking over
tennis/netball courts
Other sanitary facilities for
the clubrooms required for
these capacity numbers
Court circulation
Not specified
Facilitate movement around sports
courts
2m spacing (minimum)
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Design Element
Element Requirements
Rationale/Support for Need
Area Requirements
Comments
Outdoor playground
Not specified
Young children need a place to
play outdoors
Dependant on
functionality & design
Encourages the family
friendly attitude of the
centre
90sqm Total therefore up
to 90 persons standing.
Links with the clubrooms
for tennis/netball.
Maintaining visual contact of the
tennis/netball courts is also
beneficial from a safety
perspective
Outdoor viewing area
(tennis/netball)
Large outdoor viewing
deck on upper level
Provides spectators with a
vantage point to safely watch
games across a number of courts
Other sanitary facilities for
the clubrooms required for
these capacity numbers
Spectator Seats
Suitable seating
provision for provided
courts
Spectators/supporters/family’s
needs a safe and dedicated place
to view games
220 seating capacity for
regular games for the
show court. This Can be
expanded to 1000
spectators maximum as
noted with change
room/WC facilities.
Seating capacity to be
further tested.
Note FIBA requires 5m
separation between
spectators and playing
floor area.
Permanent and/or
retractable options.
type/configuration site
dependent.
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Design Element
Element Requirements
Rationale/Support for Need
Area Requirements
Comments
Stores
General storage
requirements
Storage is required for
merchandise/regular use, sports
equipment, pool equipment,
function/assembly stages, tables
and chairs, cleaner’s
products/equipment etc.
Several large store rooms
totalling 182sqm.
Allow required circulation
space outside storage
areas.
Required for general health and
safety purposes
Minimum 4 x 3 = 12 m2
First Aid
First Aid Room
Allowance for 1000 chairs
to be stacked 8 high
(107sqm), separate
storage for netball and
tennis (68sqm) and 8sqm
for program pool.
Provide door width
required for access
2 beds provided.
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Design Element
Element Requirements
Rationale/Support for Need
Area Requirements
Comments
Male Change / Female
Change
Tennis/netball
In accordance with BCA
requirements
Minimum 4 separate
change rooms 25m 2 each.
NCC requirements dictate
the following
Swimming
For 160 participants:.
Basketball
i.e. 80-160 male : WC –
4-8, Urinals – 8, Basins –
8-16
i.e. 80-160 female: WC –
16, Basins - 16
Plus disabled access
facilities to Codes
WC’s provided in lieu of
required urinals to
increase flexibility of
change rooms.
Additional shower
provided per each change
room to that required.
Meeting/multipurpose
rooms
Cater for 100-150 people
with direct viewing over
show-court
To provide club facilities for
members and revenue generation
opportunities
Minimum 160m2
Elevated position is a
preference
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Design Element
Element Requirements
Rationale/Support for Need
Area Requirements
Comments
Kitchen, Store
Basic food preparation
areas.
To provide basic catering services
for users/members and revenue
generation opportunities
Staff Kitchen/Café 35m2
Three proposed
kitchenette locations
Sink
- tennis/netball clubrooms
- Crèche
- Café Area
Administration Offices
1 required
1 x Administration office (for 1
person)
Minimum size standard
office 15m2
Access to a “meeting space” is a
desirable.
Male Toilet
Separate public toilet
facilities
Membership/user need. Change
rooms not accessible at all times
to the public.
Separate public toilet
facilities to change rooms.
NCC compliant based on
1000 spectators
For 1000 spectators:
i.e. 500 male : WC – 2,
Urinals – 5, Basins - 4
Female Toilet
See above
As above
NCC compliant based on
500 spectators
i.e. 500 female: WC – 9,
Basins - 4
Disabled Toilet
See above
As above
NCC compliant based on
500 spectators
Plus disabled access
facilities to Codes
Bin Storage/Waste
Disposal
Not specified
15m2
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Design Element
Element Requirements
Plant room/s
Rationale/Support for Need
Area Requirements
Comments
Not specified
To be determined in
detailed design phase.
As required for specified
level of services –
Primarily Hydraulic, such
as water heating, cisterns
etc; Mechanical A/C plant
requirements; and
Electrical boards etc.
A/C Services Area
Not specified
To be determined in
detailed design phase.
As required for specified
level of mechanical
services
Car parking
Not specified
275 onsite car parking
spaces and 8 bus spaces.
Space numbers to be
further tested.
Adequate parking will be required
for proposed additional courts,
indoor pool and extended gym
facility.
Car parking bay
requirements based on
estimates only not
detailed parking analysis.
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11. Master Plan Design Options
A SWOT analysis is a strategic planning method that is used to evaluate the Strengths, Weaknesses, Opportunities, and Threats
involved in the possible outcomes of a project.
For this report a brief SWOT analysis has been prepared to identifying the pros and cons of each of the 3 proposed development
plans for the Copper Coast Sports and Leisure Centre.
Option 1: SWOT Analysis
Pros
Cons
Consolidated tennis & basketball facility
means that they can be constructed
together
Lack of adequate car parking
No pedestrian crossovers
Pool not located adjacent café space
Youth Centre remains un-changed
Croquet & lawn bowls will be shared
arrangement (potentially on synthetic)
First floor areas utilise existing kitchen
facilities for new tennis facilities
Playground located too far from café?
Crèche located centrally
Only 2 lawn bowls/croquet spaces, and
they are shared use
Café located centrally – good control
point
Program pool location has good
exposure
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11.1 Concept Plan - Option 1
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Option 2: SWOT Analysis
Pros
Cons
Everything is located centrally
Croquet & lawn bowls will be shared
arrangement (potentially on synthetic)
Good relationship between basketball
courts and existing show court via ex.
corridor
Playground located too far from café?
Café located centrally – good control
point
Loss of gym store as new change room
required. New store off to side of
basketball court
First floor areas utilise existing kitchen
facilities for new tennis facilities
Pool is not in prominent location
Viewing deck could be erected between
show court and new courts on first floor
lawn bowls/croquet spaces are shared
use
Pool located to rear on undeveloped land
which means less impact on existing
facility
4 croquet and lawn bowls greens
Good relationship between pool and café
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11.2 Concept Plan - Option 2
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Option 3: SWOT Analysis
Pros
Cons
Consolidated tennis & Basketball facility
means that they can be constructed
together
Pool is not in prominent location
No pedestrian crossovers
Playground is possibly located too far
from café
Youth Centre remains unchanged
4 outdoor courts remain (can be
resurfaced) and used as ‘future public
practice courts’
First floor areas currently under-utilised,
have been used for cardio classes
Crèche located centrally
Café located centrally-good control point
Gym facilities have been consolidated
over one floor- better surveillance by staff
Consultation room in good location
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11.3 Concept Plan - Option 3
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11.4 Summary of Options
Option 1 has been removed from consideration as the District Council of the Copper
Coast have a preference to locate the program pool at the rear of the centre. They
have received advice that there cost savings associated with locating the pool facility
at the rear of the centre.
Option 2 has been removed from consideration due to the oversupply of croquet
courts and lawn bowls greens. The supply of these facilities has been deemed
unnecessary in the short term due to the adequate provision of lawn bowls and
croquet facilities within Kadina. The provision of lawn bowls and croquet facilities
also detracts from the much needed (and limited) parking space provision. The
layout of the gym/cardio areas was also deemed undesirable in terms of the
connection and functionality of space/areas.
Option 3 has been designed with the stakeholder feedback in mind and the retention
of the positive features of options 1 and 2 incorporated, to develop the preferred
option. This option was circulated to key stakeholders and their feedback
considered in developing the preferred master plan design. Benefits include
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Provision of a four court stadium including show court suitable for large
tournaments and events for a range of sports (basketball, netball, volleyball,
indoor soccer)
Sprung timber Show Court that meets FIBA Level 2 requirements
3 Multi-purpose courts to cater for FIBA Level 3 Specification
Fully integrated fitness centre on one floor (approx. 1000 square metres)
Spectator seating provided on show court and 3 additional courts (for up to
1,000 people)
New prominent façade with high levels of ‘street presence’
Highly visible and welcoming entrance
Significantly more changeroom space
Expanded foyer, open and inviting.
Large cafe integrated with reception which can be either opened up or closed
off to the general public with flexibility to expand into foyer & outdoors
Large crèche in prominent position which meets contemporary requirements
Atrium linkage and display space creating a sense of identity within the centre
and an area to display club memorabilia
New clubrooms for centre users
New playground
Increased storage space
Designated first aid room
Extensive car parking
Provision for bus drop off and parking
Provision of indoor program pool with all year access and good outlook onto
the reserve.
Excellent connection between related spaces (i.e. crèche and café area,
weights/cardio area)
Inclusion of Consulting Rooms
Inclusion of Meeting Rooms
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Removal of bar and kitchen facilities on first floor (as to not compete with the
Football Club and other sports clubs in the community)
From the high level ‘bubble diagram’ plan an artist’s impression of the preferred
option has been developed along with a more detailed site plan, floor plans and
elevations to enable inclusion within a planning application.
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11.5 Concept Plan and Elevations
Perspective
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Site Plan
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12. Financial Analysis
12.1 Operational Performance
The Copper Coast Sport and Leisure Centre is owned by the District Council of the
Copper Coast and operated by a private facility management company who
specialise in the management and operation of sports and leisure facilities Belgravia
Leisure.
It is envisaged that the redeveloped leisure centre will be managed under a similar
arrangement. When current management agreement expires and if funding is
secured to redevelop the centre a longer term management arrangement would
likely be put in place (e.g. 3-5 years).
To evaluate the financial viability of the proposed redevelopment from an operating
perspective three scenarios have been developed and evaluated. A ‘best case’,
‘likely case’ and ‘worst case’. These are presented on the following pages. In the
‘best’ and ‘likely’ case scenarios the facility is able to operate at a surplus (for the
likely scenario Year 1 operates at a deficit). This includes an amount of $200,000
depreciation. If this is not reflected then the ‘worst case’ also operates at a surplus.
The ‘best case’ scenario assumes an increase in attendances and associated
revenue levels of 50%, the ‘likely case’ 25% and the ‘worst case’ assumes no
increase in attendances. The associated variable expenses have also been
increased by these levels.
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12.2 Summary of Operating Scenarios
Copper Coast Sports & Leisure Centre (Dry Facilities) - Five Year Operating
Statement (Post Re-Development)
Best Case Scenario:
Item
Total Revenue
Year 1
Year 2
Year 3
Year 4
Year 5
$
744,772
$ 826,921
$ 911,309
$ 932,697
$
954,375
Total Expenses
$
563,538
$ 591,715
$ 621,300
$ 652,365
$
684,984
DEFICIT/SURPLUS
$
181,235
$ 235,206
$ 290,009
$ 280,331
$
269,391
Depreciation
$
200,000
$ 200,000
$ 200,000
$ 200,000
$
200,000
Council Subsidy
$
48,000
$
48,000
$
$
48,000
$
48,000
$
29,235
$
83,206
$ 138,009
$ 128,331
$
117,391
Net Position
48,000
Copper Coast Sports & Leisure Centre (Dry Facilities) - Five Year Operating
Statement (Post Re-Development)
Likely Case Scenario:
Item
Total Revenue
Year 1
Year 2
Year 3
Year 4
Year 5
$
632,964
$ 709,522
$ 788,041
$ 803,265
$
818,472
Total Expenses
$
523,021
$ 549,172
$ 576,631
$ 605,463
$
635,736
DEFICIT/SURPLUS
$
109,943
$ 160,350
$ 211,410
$ 197,802
$
182,736
Depreciation
$
200,000
$ 200,000
$ 200,000
$ 200,000
$
200,000
Council Subsidy
$
48,000
$
48,000
$
48,000
$
48,000
$
48,000
-$
42,057
$
8,350
$
59,410
$
45,802
$
30,736
Net Position
Copper Coast Sports & Leisure Centre (Dry Facilities) - Five Year Operating
Statement (Post Re-Development)
Worst Case Scenario:
Item
Total Revenue
Year 1
Year 2
Year 3
Year 4
Year 5
$
521,157
$ 592,124
$ 664,773
$ 673,833
$
682,569
Total Expenses
$
482,505
$ 506,630
$ 531,962
$ 558,560
$
586,488
DEFICIT/SURPLUS
$
38,652
$
85,494
$ 132,811
$ 115,274
$
96,081
Depreciation
$
200,000
$ 200,000
$ 200,000
$ 200,000
$
200,000
Council Subsidy
$
48,000
$
48,000
$
48,000
$
48,000
$
48,000
-$
113,348
-$
66,506
-$
19,189
-$
36,726
-$
55,919
Net Position
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12.3 Best Case Scenario
Item
Year 1
Year 2
Year 3
Year 4
Year 5
Membership Fees
$ 208,038
$ 218,440
$ 229,362
$ 240,830
$ 252,871
Pool Income (net)
$
73,925
$ 122,531
$ 171,700
$ 156,107
$ 138,956
Kiosk Sales
$ 154,586
$ 162,315
$ 170,431
$ 178,952
$ 187,900
Rental Income
$
44,670
$
46,904
$
49,249
$
51,711
$
54,297
Basketball
$
14,994
$
15,744
$
16,531
$
17,357
$
18,225
Court/Stadium Hire
$
31,446
$
33,018
$
34,669
$
36,403
$
38,223
Hockey / Soccer
$
31,635
$
33,217
$
34,878
$
36,621
$
38,453
Netball
$
31,122
$
32,678
$
34,312
$
36,028
$
37,829
Casual Gym
$
57,869
$
60,763
$
63,801
$
66,991
$
70,340
Childcare
$
22,500
$
23,625
$
24,806
$
26,047
$
27,349
Personal Training - Gym
$
24,509
$
25,734
$
27,021
$
28,372
$
29,790
Programs / Events
$
5,928
$
6,224
$
6,536
$
6,862
$
7,206
Dry Programs - (School Hire Fee)
$
34,425
$
36,146
$
37,954
$
39,851
$
41,844
Merchandise Sales
$
9,126
$
9,582
$
10,061
$
10,564
$
11,093
Total Revenue
$ 744,772
$ 826,921
$ 911,309
$ 932,697
$ 954,375
Expenses
Item
Year 1
Year 2
Year 3
Year 4
Year 5
$ 267,033
$ 280,385
$ 294,404
$ 309,124
$ 324,580
Kiosk - Cost of Sales
$
$
$
$
$
Maintenance and Operations
$ 103,905
$ 109,100
$ 114,555
$ 120,283
$ 126,297
Advertising, Marketing and Business Development
$
16,434
$
17,256
$
18,118
$
19,024
$
Interest/Fees
$
4,950
$
5,198
$
5,457
$
5,730
$
6,017
Other Expenses (10% of total)
$
46,961
$
49,310
$
51,775
$
54,364
$
57,082
Total Expenses
$ 563,538
$ 591,715
$ 621,300
$ 652,365
$ 684,984
DEFICIT/SURPLUS
$ 181,235
$ 235,206
$ 290,009
$ 280,331
$ 269,391
Depreciation
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
Council Subsidy
$
48,000
$
48,000
$
$
Net Position
$
29,235
$
83,206
$ 138,009
Staff Wages
77,293
81,157
85,215
48,000
89,476
48,000
$ 128,331
Assumptions
Base revenue figures are 2012/13 and an increase of 50% applied for new development
0.5
Pool Income (net) calculated by DC Copper Coast
100% Profit generated from Kiosk Sales
All revenue predicted to increase by 5% per annum (except Pool Income which is calculated independently)
Straight line deprecitation of built assets of $10m over 50 years
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$
93,950
19,976
48,000
$ 117,391
12.4 Likely Scenario
Item
Year 1
Year 2
Year 3
Year 4
Year 5
Membership Fees
$ 173,365
$ 182,033
$ 191,135
$ 200,692
$ 210,726
Pool Income (net)
$
73,925
$ 122,531
$ 171,700
$ 156,107
$ 138,956
Kiosk Sales
$ 128,821
$ 135,262
$ 142,025
$ 149,127
$ 156,583
Rental Income
$
37,225
$
39,086
$
41,041
$
43,093
$
45,247
Basketball
$
12,495
$
13,120
$
13,776
$
14,465
$
15,188
Court/Stadium Hire
$
26,205
$
27,515
$
28,891
$
30,336
$
31,852
Hockey / Soccer
$
26,363
$
27,681
$
29,065
$
30,518
$
32,044
Netball
$
25,935
$
27,232
$
28,593
$
30,023
$
31,524
Casual Gym
$
48,224
$
50,636
$
53,167
$
55,826
$
58,617
Childcare
$
18,750
$
19,688
$
20,672
$
21,705
$
22,791
Personal Training - Gym
$
20,424
$
21,445
$
22,517
$
23,643
$
24,825
Programs / Events
$
4,940
$
5,187
$
5,446
$
5,719
$
6,005
Dry Programs - (School Hire Fee)
$
28,688
$
30,122
$
31,628
$
33,209
$
34,870
Merchandise Sales
$
7,605
$
7,985
$
8,385
$
8,804
$
9,244
Total Revenue
$ 632,964
$ 709,522
$ 788,041
$ 803,265
$ 818,472
Expenses
Item
Year 1
Year 2
Year 3
Year 4
Year 5
Staff Wages
$ 267,033
$ 280,385
$ 294,404
$ 309,124
$ 324,580
Kiosk - Cost of Sales
$
64,411
$
67,631
$
71,013
$
$
Maintenance and Operations
$
86,588
$
90,917
$
95,463
$ 100,236
$ 105,248
Advertising, Marketing and Business Development
$
13,695
$
14,380
$
15,099
$
15,854
$
16,646
Interest/Fees
$
4,125
$
4,331
$
4,548
$
4,775
$
5,014
Other Expenses (10% of total)
$
43,585
$
45,764
$
48,053
$
50,455
$
52,978
Total Expenses
$ 523,021
$ 549,172
$ 576,631
$ 605,463
$ 635,736
DEFICIT/SURPLUS
$ 109,943
$ 160,350
$ 211,410
$ 197,802
$ 182,736
Depreciation
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
Council Subsidy
Net Position
74,563
78,292
$
48,000
$
48,000
$
48,000
$
48,000
$
48,000
-$
42,057
$
8,350
$
59,410
$
45,802
$
30,736
Assumptions
Base revenue figures are 2012/13 and an increase of 25% applied for new development
0.25
Pool Income (net) calculated by DC Copper Coast
100% Profit generated from Kiosk Sales
All revenue predicted to increase by 5% per annum (except Pool Income which is calculated independently)
Straight line deprecitation of built assets of $10m over 50 years
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12.5 Worst Case Scenario
Item
Year 1
Year 2
Year 3
Year 4
Year 5
Membership Fees
$ 138,692
$ 145,627
$ 152,908
$ 160,553
$ 168,581
Pool Income (net)
$
73,925
$ 122,531
$ 171,700
$ 156,107
$ 138,956
Kiosk Sales
$ 103,057
$ 108,210
$ 113,620
$ 119,301
$ 125,266
Rental Income
$
29,780
$
31,269
$
32,832
$
34,474
$
36,198
Basketball
$
9,996
$
10,496
$
11,021
$
11,572
$
12,150
Court/Stadium Hire
$
20,964
$
22,012
$
23,113
$
24,268
$
25,482
Hockey / Soccer
$
21,090
$
22,145
$
23,252
$
24,414
$
25,635
Netball
$
20,748
$
21,785
$
22,875
$
24,018
$
25,219
Casual Gym
$
38,580
$
40,508
$
42,534
$
44,661
$
46,894
Childcare
$
15,000
$
15,750
$
16,538
$
17,364
$
18,233
Personal Training - Gym
$
16,339
$
17,156
$
18,014
$
18,914
$
19,860
Programs / Events
$
3,952
$
4,150
$
4,357
$
4,575
$
4,804
Dry Programs - (School Hire Fee)
$
22,950
$
24,098
$
25,302
$
26,567
$
27,896
Merchandise Sales
$
6,084
$
6,388
$
6,708
$
7,043
$
7,395
Total Revenue
$ 521,157
$ 592,124
$ 664,773
$ 673,833
$ 682,569
Expenses
Item
Year 1
Year 2
Year 3
Year 4
Year 5
Staff Wages
$ 267,033
$ 280,385
$ 294,404
$ 309,124
$ 324,580
Kiosk - Cost of Sales
$
51,529
$
54,105
$
56,810
$
59,651
$
62,633
Maintenance and Operations
$
69,270
$
72,734
$
76,370
$
80,189
$
84,198
Advertising, Marketing and Business Development
$
10,956
$
11,504
$
12,079
$
12,683
$
13,317
Interest/Fees
$
3,300
$
3,465
$
3,638
$
3,820
$
4,011
Other Expenses (10% of total)
$
40,209
$
42,219
$
44,330
$
46,547
$
48,874
Total Expenses
$ 482,505
$ 506,630
$ 531,962
$ 558,560
$
$ 586,488
DEFICIT/SURPLUS
$
85,494
$ 132,811
$ 115,274
$
Depreciation
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$ 200,000
$
$
$
$
$
48,000
36,726 -$
55,919
Council Subsidy
Net Position
38,652
48,000
-$ 113,348 -$
48,000
66,506 -$
48,000
19,189 -$
48,000
Assumptions
Base revenue figures are 2012/13 and an increase of 0% applied for new development
0
Pool Income (net) calculated by DC Copper Coast
100% Profit generated from Kiosk Sales
All revenue predicted to increase by 5% per annum (except Pool Income which is calculated independently)
Straight line deprecitation of built assets of $10m over 50 years
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96,081
13. Implementation Plan
The development of a sport and recreation facility requires extensive planning,
design and development work. The development of this Business Case occurs at
the early stages of the facility planning process as outlined below. The following
steps will require completion prior to the full development of the facility.
Assessment of Needs and
Opportunities
Provision Reviews
Benefits Analysis
Planning
Concept Planning
Design Brief
Schematic Design
Detailed Design
Contract Documentation
Construction
Construction
Management
Management/Operations*
Evaluation
In Use Evaluation
CONSULTATIONS
Design
DETERMINING COSTS AND PERFORMANCE MONITORING
Business Case
Figure 14: Project Implementation Plan
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14. Risk Management Plan
The Risk Management Plan, which is essential to demonstrating that all key risks
have been identified, assessed and appropriate mitigation or management strategies
put in place. The Plan addresses project risks from commencement of the project,
including construction and management in the medium term.
The Plan must addresses risks which are particular to the project, including for each
identified risk:



The nature of the identified risk
The likelihood of occurrence
Treatment and mitigation strategies
Table 14 Risk Assessment Matrix
Consequences
Likelihood
Catastrophic
Major
Medium
Minor
Almost Certain
Catastrophic
Extreme
High
Moderate
Possible
Extreme
High
Moderate
Low
Unlikely
High
Moderate
Low
Low
Qualitative Consequences

Catastrophic
Death, loss of system or plant, significant impact on operating environment
such that public interest or regulatory intervention occurs or reasonably could
occur.

Major
Major injury, severe disruption to service or project, major damage to system,
unplanned localised damage to operating environment.

Medium
Minor injury, some disruption to service or project delivery, minor damage to
system, non-damaging to operating environment.

Minor
Less than the above.
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Table 15 Risk Management Matrix
Risk
Description
Current
Controls in
Place
Likelihood
of
Occurrence
Consequences
of Occurrence
Overall
Risk
Level
Further Action
Required
Project
deadlines are
not met
Determine
realistic
deadlines
Possible
Major
High
Maintain regular
communication
with Consultant
during project.
Update Project
Sponsor regularly.
External
funding not
approved
Budget
Process
Possible
Catastrophic
Extreme
Liaise with
external funding
agencies to
identify funding
opportunities
Public risk
during
construction
Public risk
insurance.
Unlikely
Catastrophic
High
Require licensed
builders and
adherence to
appropriate
construction and
safety standards.
Project cost
overrun
Conservative
cost estimating.
Possible
Major
High
Strict budget
adherence.
Flexibility to alter
plans to reduce
costs.
Design fails
to meet
community
requirements
Sound
consultation &
needs analysis
process
Possible
Medium
Moderate
Ensure facility
design allows
flexibility for the
further addition of
infrastructure
should it be
required.
Ongoing
viability of
facilities once
established
Sound
business
planning.
Possible
Major
High
Financial Support
provided from
Council. Effective
management/
financial systems.
Impact on
nearby
sporting
activities
during
construction.
Communication
and early
awareness of
construction
schedule
Possible
Medium
Moderate
Early advice and
regular
communication
with adjoining
users
Signage
Temporary
fencing.
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15. Funding Opportunities
This section identifies potential external funding sources available through state and
federal government programs that could be utilised in the development of the
proposed upgrade to the Copper Coast Sports and Leisure Centre. The status of these
funding programs are continually changing and updated, this is a response to shifts in
community participation rates and the continual evolvement of the industry as a whole.
At the date of publication of the current programs include:
Office for Recreation and Sport
The current status and further information and lodgment details for all Office for
Recreation and Sport grants can be found on the department’s website
http://www.recsport.sa.gov.au
Community Recreation and Sports Facilities
Program (CRSFP)
The aim of this program is to support the sport and recreation ‘Target 83’ set within
the SA Strategic Plan by providing funding for the planning and development of
sustainable, inclusive, functional and fit for purpose active recreation and sport
facilities that meet the current and future needs of the SA community.
This program was established to allocate funds to eligible community-based
organisations, Local Government, Schools and State sporting and active recreation
associations. They offer grants under three categories:

Category 1: Facility Planning Projects (no maximum funding level) including
feasibility studies, facility audits/needs assessment and masterplans;

Category 2: Facility Development Projects (funding up to $200,000 excl.GST)
including facility and playing surface upgrades/development, irrigation/drainage
and floodlighting; and

Category 3: Facility Development Projects (funding between $200,001 - $500,000
excl.GST) including facility and playing surface upgrades/development,
irrigation/drainage and floodlighting.
For Category 1 projects there is an expectation that the applicant/key stakeholders will
make a significant financial contribution towards the cost of the project. For Category
2 and 3 projects the grant amount requested cannot be more than 50% of the total
project cost. Where the application meets the criteria for the Active Club Program (see
next page) it will be first assessed through that program. The next round for this
funding (2013/2014) is currently open.
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Active Club Program (ACP)
This program provides assistance to sport and/or active
recreation organisations to provide quality facilities and
deliver competition and activity experiences in the
community. They offer three types of grants:


Program and Equipment (up to $5,000)
Facility (up to $20,000)
Australian Sports Foundation
Further information can be found at http://www.asf.org.au
Sport Incentive Program
Specifically the Sport Incentive program aims to increase the opportunities for
Australians to participate in sport activities, and excel in sports performance. Eligible
organisations, including sporting clubs, schools, councils and community groups can
apply to register sport-related projects in either of the following categories:

Category 1 – to collect donations using the ASF's tax deductible status and to
receive consideration for discretionary grants from the ASF

Category 2 – discretionary grants starting from $500
Department of
Infrastructure
Planning,
Transport
&
Projects eligible for consideration should be designed to assist in the preservation,
enhancement and enjoyment of open space areas containing elements of natural
beauty, conservation significance and cultural value. Information is available at:
http://publicspace.planning.sa.gov.au.
Places for People Funding
The principal objective of the Places for People program is to help create new public
places or revitalise existing public spaces that contribute to the social, cultural and
economic life of the community they serve.
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Open Space Grant Funding
The State Government's Open Space Grant Funding program provides financial
assistance to local government for the purchase, development and planning of open
space. Subsides are also provided for works relating to conservation and recreation
on public land.
External funding sources are currently available through a variety of government
agencies and programs, foundations and the private sector and could be utilised in the
development of the Open Space and Public Realm Strategy. These programs include:
Regional Development Australia
The Australian Government has allocated
almost $1 billion to the Regional Development
Australia Fund. The RDAF is administered by
the Department of Regional Australia, Local
Government, Arts and Sport. The next round
of funding (round 6) is yet to be announced,
for funding announcements please refer to
www.regional.sa.gov.au
Office for Recreation & Sport
Funding of up to $500,000 may be received for facility. Additional funds may be
received for minor capital works, equipment and programs.
Refer
www.recsport.gov.au
Department of Planning and Local Government
When land is subdivided via strata or community title, or when subdivisions create less
than 20 additional allotments by normal land division, the developer is required to
make a financial contribution to the Planning and Development Fund. These funds are
then made available to local government through grant funding.
Refer
www.dpti.sa.gov.au
Trusts and Foundations
There are numerous trusts and foundations established in
Australia and a number provide funding for community
facility project such as this. Often they are established by
large corporations. Refer www.philanthropy.org.au.
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16. Recommendations
It is recommended that the following actions are undertaken to take the project
forward:

Formally endorse this report through the District of Copper Coast Council.

Continue the steering group and consultation sessions with the sporting
groups in the Copper Coast and the general community regarding the
business case and concept planning and the implementation of the
redevelopment.

Submit grant applications to all relevant funding bodies when and where these
funding opportunities become available.

Provide the necessary budget for the detailed design of the redevelopment in
the 2014/15 Financial Year.

Continue liaising with the DECD to secure capital funding and ongoing
funding.

Provide further funding in the forward capital works budget that can be used
as seed funding to match any possible grants received to enable the staging
of the project.
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