Camp Banksia Master Plan Report 120618 FINAL

Camp

Banksia Port Sorell

Master Plan

Options Report

DRAFT Issue

June 2018

Camp Banksia Master Plan Options Report DRAFT 1

CLIENT

Latrobe Council

170 Gilbert Street

Latrobe, Tasmania

CONSULTANT

LANGE Design

Suite 8

46‐48 George Street

Launceston Tasmania

Disclaimer

This report has been prepared in accordance with the scope of services described in the contract between Lange Design and Latrobe

Council. The report relies upon data, surveys and other information specified herein. Any findings, conclusions or recommendations only

apply to the aforementioned circumstances and no greater reliance should be assumed or drawn by the client. Furthermore, this report has

been prepared solely for the use of Latrobe Council. Lange Design accepts no responsibility for its use by others.


Contents

1.0 INTRODUCTION ............................................................................................................................ 1

2.0 CAMP BANKSIA MASTER PLAN OPTION ONE ................................................................................ 2

2.1 KEY ISSUES ................................................................................................................................. 2

2.2 BUILT FORMS ............................................................................................................................. 4

2.2.1 Camp Banksia Administration and Main Hall Building ....................................................... 4

2.2.2 Camp Banksia Group Cabins ............................................................................................... 5

2.2.3 Self Catering Kitchen .......................................................................................................... 5

2.2.4 Beachside Cabins ................................................................................................................ 6

2.2.5 Manager’s Residence ......................................................................................................... 6

2.2.6 Camp Banksia Maintenance Facility ................................................................................... 6

2.2.7 Kayak Storage Facility and Observation Deck .................................................................... 6

2.2.8 Picnic Shelter ...................................................................................................................... 7

2.3 HARDSTAND .......................................................................................................................... 7

2.3.1 Camp Banksia Entry and Carpark ....................................................................................... 7

2.3.2 Concrete Pavements and Pathways ................................................................................... 7

2.3.3 Basketball / Netball Court .................................................................................................. 7

2.3.4 Concrete Causeway ............................................................................................................ 8

2.3.5 Banksia Centre Additional Carpark ..................................................................................... 8

2.4 RECREATION ACTIVITIES ............................................................................................................ 8

2.4.1 Oval ..................................................................................................................................... 8

2.4.2 Bocce Court ........................................................................................................................ 8

2.4.3 Beach Volleyball Court ....................................................................................................... 9

2.4.4 Multi‐Purpose Track ........................................................................................................... 9

2.4.5 Group Fire Pit ..................................................................................................................... 9

2.4.6 Post and Ropes Challenge Course ...................................................................................... 9

2.4.7 Ultimate Challenge Tower ................................................................................................ 10

2.4.8 Large Log Challenge Course.............................................................................................. 10

2.4.9 Tennis Courts .................................................................................................................... 10

2.5 ENVIRONMENTAL .................................................................................................................... 10

2.5.1 Deep Water Wetland ....................................................................................................... 11

2.5.2 Overland Flow Swale ........................................................................................................ 11

2.5.3 Landscape ......................................................................................................................... 11

2.6 FUTURE WORKS ................................................................................................................... 11


2.6.1 Building Envelope ............................................................................................................. 11

3.0 CAMP BANKSIA MASTER PLAN OPTION TWO ........................................................................... 12

3.1 KEY ISSUES ............................................................................................................................... 12

3.2 BUILT FORMS ........................................................................................................................... 14

3.2.1 Camp Banksia Administration and Main Hall Building ..................................................... 14

3.2.2 Camp Banksia Group Cabins ............................................................................................. 14

3.2.3 Self Catering Kitchen ........................................................................................................ 15

3.2.4 Beachside Cabins .............................................................................................................. 15

3.2.5 Manager’s Residence ....................................................................................................... 15

3.2.6 Camp Banksia Maintenance Facility ................................................................................. 15

3.2.7 Kayak Storage Facility and Observation Deck .................................................................. 16

3.2.8 Picnic Shelter .................................................................................................................... 16

3.3 HARDSTAND ........................................................................................................................ 16

3.3.1 Camp Banksia Entry and Carpark ..................................................................................... 16

3.3.2 Concrete Pavements and Pathways ................................................................................. 16

3.3.3 Basketball / Netball Court ................................................................................................ 16

3.3.4 Banksia Centre Additional Carpark ................................................................................... 17

3.4 RECREATION ACTIVITIES .......................................................................................................... 17

3.4.1 Oval ................................................................................................................................... 17

3.4.2 Bocce Court ...................................................................................................................... 17

3.4.3 Beach Volleyball Court ..................................................................................................... 17

3.4.4 Multi‐Purpose Track ......................................................................................................... 17

3.4.5 Group Fire Pit ................................................................................................................... 18

3.4.6 Post and Ropes Challenge Course .................................................................................... 18

3.4.7 Ultimate Challenge Tower ................................................................................................ 18

3.4.8 Large Log Challenge Course.............................................................................................. 18

3.4.9 Tennis Courts .................................................................................................................... 18

3.5 ENVIRONMENTAL .................................................................................................................... 18



3.5.3 Landscape ......................................................................................................................... 19

3.6 FUTURE WORKS ....................................................................................................................... 19


4.0 CAMP BANKSIA MASTER PLAN OPTION THREE ........................................................................ 20

4.1 KEY ISSUES ............................................................................................................................... 20

4.2 BUILT FORMS ........................................................................................................................... 21


4.2.1 Camp Banksia Buildings and Associated Infrastructure ................................................... 21

4.2.2 Soccer Clubhouse ............................................................................................................. 21

4.2.3 Picnic Shelters .................................................................................................................. 21

4.3 HARDSTAND ........................................................................................................................ 21

4.3.1 Car Parking ....................................................................................................................... 21

4.3.2 Banksia Centre Forecourt ................................................................................................. 22

4.3.3 Anderson Street Car Park ................................................................................................. 22

4.3.4 Community Pathway Network ......................................................................................... 22

4.4 RECREATION ACTIVITIES ...................................................................................................... 22

4.4.1 Soccer Field ....................................................................................................................... 22

4.4.2 Recreational Open Space ................................................................................................. 22

4.5 ENVIRONMENTAL ................................................................................................................ 23



4.5.3 Landscape ......................................................................................................................... 23

4.6 FUTURE WORKS ................................................................................................................... 23


5.0 CAMP BANKSIA MASTER PLAN OPTION FOUR .......................................................................... 24

5.1 KEY ISSUES ............................................................................................................................... 24

5.2 BUILT FORMS ........................................................................................................................... 25

5.2.1 Camp Banksia Buildings and Associated Infrastructure ................................................... 25

5.2.2 Cricket and AFL Clubhouse ............................................................................................... 25

5.2.3 Picnic Shelters .................................................................................................................. 25

5.3 HARDSTAND ........................................................................................................................ 26

5.3.1 Car Parking ....................................................................................................................... 26

5.3.2 Banksia Centre Forecourt ................................................................................................. 26

5.3.3 Anderson Street Car Park ................................................................................................. 26

5.3.4 Community Pathway Network ......................................................................................... 26

5.4 RECREATION ACTIVITIES ...................................................................................................... 27

5.4.1 Cricket and AFL Oval ......................................................................................................... 27

5.4.2 Cricket Practice Nets ........................................................................................................ 27

5.4.3 Playground........................................................................................................................ 27

5.5 ENVIRONMENTAL ................................................................................................................ 27



5.5.3 Landscape ......................................................................................................................... 28


5.6 FUTURE WORKS ................................................................................................................... 28


6.0 QUANTITY SURVEYOR COSTINGS .............................................................................................. 29

7.0 PROGRESSING THE PROJECT FORWARD .................................................................................... 34

8.0 APPENDICES ................................................................................................................................ 35

8.1 Appendix 1 – Illustrated Master Plan – Option 1 .................................................................... 35




8.5 Appendix 5 – Quantity Surveyor’s Report ............................................................................... 43

8.6 Appendix 6 – Master Plan Option Feasibility Assessment Report .......................................... 50


1.0 INTRODUCTION

This report shall be read in conjunction with each of the four illustrated master plans that offer

alternative options for the Camp Banksia site. It follows on from the previous ‘Camp Banksia

Investigation Report’, and is a significant part of the overall strategy for Latrobe Council to understand

the options available for either retaining Camp Banksia as Council owned business or to redevelop the

site for recreational community use.

There are many opportunities and design options for the Camp Banksia site. To provide Council with a

benchmark, four master plan options were developed to illustrate the use of space either retaining

Camp Banksia, or by creating a sport orientated community asset for formalised club activities and for

informal recreation.

The following sections provide detailed information on each of the four master plan options with the

first two options retaining Camp Banksia as the primary use of the site. Options one and two focus on

upgrading building infrastructure and activities to twenty‐first century standards and to promote the

facility as a leading destination camp in northern Tasmania.

The two other master plan options explore the complete removal of Camp Banksia and all associated

infrastructure to make way for a designated Port Sorell recreation ground for either soccer, or cricket

and AFL. Options three and four are very similar in that they both provide public open space for the

community including picnic shelters and concrete pathway network, but differ with option three

accommodating soccer and option four accommodating cricket and AFL.


2.0 CAMP BANKSIA MASTER PLAN OPTION ONE

Option One focuses on the retention of Camp Banksia and the revitalisation of the appearance and

accessibility of all buildings, replacement of damaged and failed pavements, and the inclusion of more

recreational activities and infrastructure. Initial investigations indicate that the facility is no longer as

popular as it once was, and that the appearance, lack of maintenance and accessibility may be

primary contributors to the camp’s decline.

Accessibility is a significant component of providing a diverse suite of accommodation for the wider

community. The Disability Discrimination Act (DDA) establishes a benchmark for providing access and

usability for all abilities for not only buildings but also pathways.

Other than upgrading the existing buildings, some of the key components of Option One include

demolishing the existing beachside cabins to make way for six new self‐contained cabins, construction

of a three bedroom caretakers residence to provide a 24 hour, 365 day presence on‐site, and the

addition of a series of challenge structures aimed at school aged children, right through to middle age

mature adults.

The following key points form the basis for proposed works associated with Option One.

2.1 KEY ISSUES

The following items are shown on the illustrated Master Plan ‐ Option One (refer to appendix 1). The

items are arranged into the key issues with dot points under each issue for quick reference. Each

item will be extrapolated and explained in greater detail in the following sections.

BUILT FORMS

a. Retain office, toilet, laundry and main hall building.

b. Extend both ends of the main hall building to increase seating capacity.

c. Retain all cabin clusters.

d. Retain self catering outdoor kitchen.

e. Refurbish all buildings with new cladding.

f. Retrofit all buildings with DDA compliant door handles, light switches, etc.

g. Retrofit one cabin in each cluster to be fully DDA compliant and accessible for all.

h. Retrofit Sheoak cabin cluster to be fully DDA compliant and accessible for all.

i. Demolish beachside cabin buildings.

j. Construct six new self‐contained beachside cabins.

k. Construct new three bedroom manager’s residence.

l. Demolish maintenance buildings.

m. Construct new three bay maintenance shed and office.

n. Reconstruct kayak storage and observation deck.

o. Provision of a picnic shelter.


HARDSTAND

a. Demolish existing driveways, car park and turn around area off Anderson Street.

b. Construct new driveway, car park and bus turn around area off Anderson Street.

c. Construct new car park for beachside cabin guests.

d. Demolish and reconstruct all existing concrete pathways.

e. Demolish half of basketball/netball court.

f. Construct causeway between billabong and canoe pond.

g. Construct new driveway and carpark off Pitcairn Street.

h. Construct bus turn around area and hardstand to front of maintenance shed.

i. Extend pathway along Anderson Street to Freers Beach access.

RECREATION

a. Construct a levelled oval area.

b. Construct a full size bocce court.

c. Construct a full size beach volleyball court.

d. Construct a multi‐purpose track for bikes, scooters and skateboards.

e. Construct a group fire pit.

f. Construct a post and rope challenge course.

g. Construct an ultimate challenge tower.

h. Construct a large log challenge course.

i. Resurface tennis courts.

ENVIRONMENTAL

a. Construct a deep water wetland and extraction pump facility.

b. Modify overland flow swale to accommodate all year traffic.

c. Landscape buffer to the corner area of Pitcairn Street and Anderson Street.

d. Remove low vegetation along Anderson Street frontage.

e. Provide more tree planting throughout the site.

FUTURE WORKS

a. Building envelope for future buildings.


2.2 BUILT FORMS

Option One proposes that all Camp Banksia buildings are retained and refurbished to not only

enhance their appearance, but also to accommodate access for all. By revitalising the appearance

and providing more accessible buildings and infrastructure, the camp can be rebranded to attract a

greater number of guests from a wider and more diverse market.

Enhancing the appearance of all the buildings to a consistent theme would not only lift the

marketability of the camp, but also extend the life of the built forms. As the current external cladding

is deteriorating and requiring greater financial resources for maintenance, it would be more

economical to replace the cladding with a sustainable and durable material such as external plywood

cladding.

There are numerous external plywood cladding products available on the market today. By using an

external plywood panel with a selected finish and colour, the built forms of Camp Banksia will

maintain the original vision of providing a camp within a natural setting. To add to this setting, more

Tasmanian native shade trees scattered throughout the built forms will strengthen this vision, which

in turn will enrich the natural beauty of the camp.

In addition to the enhancement of the appearance, the function and accessibility of each building

should also be refurbished. Typical to all buildings, all door furniture, tap furniture, light switches and

power points should be replaced with furniture that complies with the Disability Discrimination Act

(DDA).

Furthermore, access and doorway openings to buildings should also be addressed to provide greater

accommodation options for potential guests. Providing ramps, landings and wider doorways to

buildings provides a far greater option for attracting not only individuals but also groups that rely on

DDA compliant facilities.

Upgrading bathroom facilities should also accompany the refurbishment of the buildings. One all

abilities accessible bathroom should be provided for every 10 beds, and two all abilities accessible

bathrooms provided for 11 to 40 beds.

By enhancing the buildings, guests from a diverse market will enjoy their stay in a camp that openly

accommodates the needs of all abilities. The following sub‐sections provide detailed information on

each of the built forms that exist within Camp Banksia.

2.2.1 Camp Banksia Administration and Main Hall Building Other than the Banksia Centre, the administration and main hall building is the largest of the Camp

Banksia buildings as it is the hub for all activities and administration requirements associated with the

camp. Included within this building is a commercial kitchen that services the main hall, four unisex

toilets, two electrical switchboards for the camp, a cleaning storage room and a food storage room.

The administration section of the building is a separate structure linked to the other sections of the

building by a covered decked walkway. The area consists of a reception and general office room,

sporting equipment storage room and a kitchenette. A disabled unisex toilet is also attached to this

section of the building. This toilet requires upgrading to comply with AS1428.1.


From the car park immediately in front of the building, access to the administration area is via a small

flight of stairs or a wheelchair accessible ramp. The ramp requires modification as the current

arrangement is too narrow and is not fitted with handrails. Handrails to the front steps are also

required in order to comply with current access codes.

Between the main hall and the administration area are three more unisex toilets, a cleaner’s chemical

storage room, a storage room for house‐keeping products, and a storage room for food. The

configuration of these rooms and toilets satisfies expected uses.

It is proposed that the main hall be extended at each end to increase the capacity for dining and

indoor activities. The extensions would require the demolition of the existing triangular covered

decks at each end, which are currently used for BBQs and wash down facilities. In addition to the

extensions, the straw ceiling within the main hall does not comply with current building codes and

should be replaced with a more suitable fire rated material.

2.2.2 Camp Banksia Group Cabins The appearance and enjoyment of each cabin cluster can be greatly enhanced by replacing the

exterior finish and providing accessible everyday items that cater for all abilities. Current door

handles for example are domed in shape which can be very difficult to open not only for children, but

for people with disabilities as well as the elderly.

Option one proposes that one cabin in each cluster, other than the Sheoak cluster, is refurbished to

cater for all abilities. Ease of access, door handles, light switches and lower bunk beds should be

modified to accommodate everyone regardless of the user’s abilities.

It is also proposed in Option One that every cabin and bathroom facility within the Sheoak cabin

cluster be modified to accommodate all abilities. By having one cluster designated for all abilities

access, Camp Banksia can market the facility to a wider audience, not only in Tasmania, but from the

mainland, and potentially overseas as well.

In addition to the buildings, every cabin cluster should have accessible picnic tables, to ensure people

in wheelchairs are included in all activities.

2.2.3 Self Catering Kitchen The self catering kitchen is an asset to Camp Banksia, however, it only accommodates able bodied

people, including the undercover tables. By modifying the kitchen and undercover outdoor dining

area, the option for catering for all abilities greatly increases the marketing opportunities for Camp

Banksia.

The self catering kitchen hardstand area should also be refurbished by applying a consistent surface

treatment. The treatment could either be patterned, plain or include game indicators such as

hopscotch, target drops or distance jumping.


2.2.4 Beachside Cabins Replacing the existing beachside cabins with six self‐catering cabins increases the variety of

accommodation at Camp Banksia. Two bedroom cabins provide accommodation for families, groups

or couples. Two of the cabins, as illustrated on the master plan, should be joined so that two cabins

can become one by opening up interconnecting doorways.

The cabins can provide temporary accommodation during the low periods of the year, to help sustain

the financial income, whether the guests utilise the additional facilities of Camp Banksia or not.

2.2.5 Manager’s Residence During the initial consultations with Camp Banksia staff, it was raised that there is no on‐site manager,

and that the facilities are not secure 24 hours a day. It was also made apparent that having a

manager’s residence on‐site, would enable greater flexibility in managing the camp as well as

providing quick assistance, surveillance and action when needed.

Option One includes a manager’s residence for this purpose. The long term financial benefits of

having an on‐site presence could be managed through job descriptions and agreements between

Council and the resident manager.

2.2.6 Camp Banksia Maintenance Facility Maintenance is a key function of camp operations. Currently the location of the maintenance facility

provides a visual obstruction between the administration building and the open space area adjoining

the foredune. The facility itself consists of an aging building with ‘add‐ons’ for storage and is

positioned where it detracts from the setting of the open space area.

As illustrated on the master plan, it is proposed to relocate and construct a new maintenance facility

next to the existing basketball / netball court hardstand area. The new facility would be placed on the

Pitcairn Street side of the existing masonry wall, with the construction of a new access driveway off

Pitcairn Street.

The facility would consist of a large prefabricated metal shed with a textured plywood cladding to

match the refurbished buildings of Camp Banksia. The size of the shed will accommodate three bays

with roller door access, plus an office and workshop space. Power, water and sewer services should

also be provided to ensure compliance with work place health and safety requirements.

2.2.7 Kayak Storage Facility and Observation Deck The existing kayak / canoe storage structure should also be upgraded during the redevelopment by

replacing failed materials and applying a stained finish to suit the surrounding landscape. To create a

more enjoyable experience for all users, a ramp could be included to provide access to the

observation deck overlooking the pond.

An additional level could also be constructed as an observation tower overlooking the redeveloped

oval. This additional level would feature a roof to provide protection from the sun during informal

sporting or community events.


2.2.8 Picnic Shelter Adjoining the proposed beach volleyball court is a picnic shelter. The intention for this shelter is to

provide protection from the sun for people watching either the beach volleyball activities or

supervising activities on the multi‐function bike track. Seating would consist of bench seating and a

stand up table.

2.3 HARDSTAND

2.3.1 Camp Banksia Entry and Carpark Option One proposes that the entire entry, driveway and car parking area off Anderson Street be

reconfigured to provide better access, more defined parking, and a loop return.

The entry driveway would consist of a structured crossover with clear signage and coastal themed

landscaping to create an uplifting, welcoming statement for those entering Camp Banksia. Car

parking will be line‐marked for clarity and the number of bays increased to cater for staff and guests.

The loop return provides an area where cars, delivery trucks and buses can safely return back to the

single entry/exit point to Anderson Street. The loop also provides adequate space for two buses to

drop‐off or pick‐up passengers with direct access to the main hall or onto the open lawn area, without

obstructing the driveway loop.

The loop also provides access for the beachside cabin guest parking area. This separate parking area

allows guests to access their car close to their cabin.

2.3.2 Concrete Pavements and Pathways The site investigation revealed that almost every pathway around Camp Banksia is lifting or failing,

which is a liability for Council and a financial burden regarding ongoing maintenance costs. It is

recommended that all pathways be removed and reinstalled with appropriate joints and

reinforcement products to eliminate these defects occurring in the future.

By replacing all concrete pavements, there is the opportunity to reconsider the connections between

buildings and activity areas. A 2m wide pathway could link the eastern side of the camp to the

western side, with a small 1.4m wide pathway branching off to cabin clusters.

In addition to the pathways mentioned above, the existing pathway along Anderson Street should be

extended to join the access path to Freers Beach.

2.3.3 Basketball / Netball Court Option One proposes to demolish half of the existing basketball/netball hardstand area, and resurface

the area to provide activity patterns such as hopscotch, throw targets, twister and a maze or

labyrinth. The existing masonry wall should be retained for ball games and to provide a screen for

movies or projections.


2.3.4 Concrete Causeway To maintain access from the new maintenance facility location to the oval, a concrete causeway for

vehicle access between the billabong and the canoe pond should be constructed to provide all

weather access.

Two options would be to provide a causeway which allows water to flow over, or install culverts to

increase the height of the crossing to provide a dry crossing for pedestrians as well.

2.3.5 Banksia Centre Additional Carpark The current car park for the Banksia Centre is too small to cater for large events. By relocating the

Camp Banksia maintenance facility, the opportunity arises to provide additional parking along the

western boundary to service the Banksia Centre and any additional buildings such as a Performing

Arts Centre. The capacity would also provide parking for community events held on the oval.

The driveway for the new maintenance facility would also provide a temporary bus parking area for

Camp Banksia guests, with the hardstand area fronting the maintenance facility allowing a bus to

manoeuvre into a parking position.

To prevent unauthorised access to the car park area and maintenance facility, a swing gate and a line

of bollards along the property boundary would provide sufficient security for the site.

2.4 RECREATION ACTIVITIES

There are currently a limited amount of structured activities at Camp Banksia. The inclusion of

additional all year round activities can increase the options for future guests and school groups to

choose Camp Banksia as their destination. The following activities have been included in Option One

to add to the adventure, excitement and experiences of Camp Banksia.

2.4.1 Oval Redeveloping the open space area requires a large quantity of fill to be imported to provide a levelled

oval surface. This would increase the useable levelled area to a diameter of approximately 115m.

This size oval will accommodate community, club, open age cricket games, junior AFL games, and

junior soccer games.

A levelled oval area also provides valuable community open space for events such as motor shows,

boat shows and fairs. By providing three phase power to the oval, large festivals could also take

place, therefore providing greater utilisation of the Camp Banksia site.

2.4.2 Bocce Court Bocce is a game that any age group can participate in, at any time of the day. Providing a full size,

non‐championship court at Camp Banksia allows guests to engage in a game that individuals or teams

can play.


2.4.3 Beach Volleyball Court Beach volleyball is another game that any age group can play either socially or competitively. As

illustrated on the master plan, a full size beach volleyball court located near the corner of Pitcairn

Street and Anderson Street provides an activity that can be seen from the street, which in turn

provides a feature within the camp that advertises fun and excitement.

Being close to the Banksia Centre also allows the court to be utilised by the community. The addition

of lighting would provide evening activities for both camp guests and the community.

2.4.4 Multi‐Purpose Track Also positioned near the corner of Pitcairn Street and Anderson Street, is the proposed multi‐purpose

bike track. This element provides a circuit for bicycles, scooters, skateboards and roller blades.

It differs from a skate park, as it provides greater opportunities for activities for people confined to

wheelchairs who cannot participate on an actual skate park. By providing this multi‐purpose track

within the grounds of the camp, this element can be used exclusively for Camp Banksia guests or

participants in structured events associated with the Banksia Centre.

The multi‐purpose track provides another activity that distinguishes Camp Banksia from other camps

and provides activities for a wider audience.

2.4.5 Group Fire Pit A camp fire is an activity that creates lasting memories, and as such, should be a feature included

within the natural setting of the camp. The group fire pit as illustrated on the master plan provides a

structured area where groups can gather around a camp fire in a safe and practical manner.

The group fire pit would consist of a concrete pavement with an earth coloured finish to provide a

safety area between the fire and the adjoining vegetation. Shade trees would also surround the

circular hardstand area to provide shade during the day, but also to add to the intimacy of the camp

fire experience.

The fire pit itself would be surrounded by a low wall to restrict the size of the fire and to provide camp

fire cooking opportunities such as swing away grills and hooks. Located nearby would be a fire hose

for added safety.

2.4.6 Post and Ropes Challenge Course For the success of the redevelopment of Camp Banksia, as mentioned earlier, activities for all age

groups must be offered. Such activities synonymous to camps of this nature, are challenge courses.

Currently Camp Banksia does not have a structured challenge course and this factor may be

contributing to the camp’s decline in use.

An integral component of the challenge course proposed for Camp Banksia is the post and ropes

course. This course can be used for informal play or linked as part of a challenge course with other

elements. Linking elements together would provide opportunities for team‐building activities not

only for school groups, but also for university students, families, corporations or sporting teams.


2.4.7 Ultimate Challenge Tower The central structure of a challenge course as mentioned in the previous sub‐section, is the ultimate

challenge tower. This structure would include a rock climbing wall consisting of textured plywood

panels and hand holds of various sizes arranged in easy, medium and hard climbing routes.

To provide a safe experience, automatic belay systems would be installed above the wall, and an

organic softfall material would be provided at the base of the wall. To prevent unauthorised use, the

lower climbing wall section would be on a swivel panel, which can be turned around and locked.

Above the climbing wall would be an observation deck where climbers can disembark from the wall

and return via an internal staircase or hook up to the 70m long double flying fox that flies over the

canoe pond. The users of the flying fox would be supervised by an adult and fitted with a safety

harness. A safety gate would provide controlled take off procedures.

At the landing end of the flying fox would be an automatic breaking system and organic softfall pad

where users can safely and comfortably disembark.

Also attached to the ultimate tower challenge is a large scramble net elevated 2m above the ground

where users can utilise the underside or top of the net for various challenge exercises. The net would

be suspended over an organic softfall layer for safety.

2.4.8 Large Log Challenge Course Another component of the challenge activities is the large log challenge course. This element consists

of logs of varying diameters, lengths and spacings where groups need to work together to get from

one end of the course to the other through a variety of means and challenges.

Linked with the other challenge elements, Camp Banksia will become a front runner in the industry by

providing fun and challenging activities in a safe environment, as part of the overall camp experience.

2.4.9 Tennis Courts The existing tennis courts require resurfacing to reinvigorate the appearance and usability of the

courts. Fencing and gated access should also be refurbished to provide more appealing assets.

2.5 ENVIRONMENTAL

The biggest asset to Camp Banksia is the close proximity of the beach and the adjoining bushland, and

the opportunities for additional coastal landscape works to be included within the camp.

The following sub sections describe the enhancement of the environmental aspects of Camp Banksia,

and how they will benefit the enjoyment and usability of the site.


2.5.1 Deep Water Wetland The Camp Banksia site is a low‐lying area and is prone to flooding during minor storm events. In the

north east corner of the site is a connection pipe that allows water to flow out onto Freers Beach via a

one way valve. Unfortunately, this pipe is broken which allows high tide water to flow back through

and into the Camp Banksia site.

It is proposed to create a deep water wetland where stormwater can be contained, and pumped into

a better one‐way flow system. The construction of the wetland would include rock filled gabion

baskets lining the full extent of the wetland, and a 1.6m high pool style safety fence and locked access

gate surrounding the water body.

The wetland will be planted out with local wetland species to reduce the visual impact of the wetlands

and to provide habitats for local fauna species and aquatic life.

2.5.2 Overland Flow Swale The existing overland flow swale that links the existing billabong with the new deep water wetland

would also be modified with a low flow french drain to reduce the water logged surface that restricts

access to the oval area.

At a designated point, an all‐weather access crossing should be installed for pedestrian and vehicle

access which consists of grass cells within the surface that provide a stable base for access.

2.5.3 Landscape As mentioned earlier, the biggest asset to Camp Banksia is the surrounding bushland, foredune and

beach areas. With the selection of appropriate species, the landscape within Camp Banksia can be

greatly enhanced with more shade trees and low level planting to reduce the visual and physical

impact of the built forms.

Currently on site there are dead standing trees, tree stumps, large gum trees, isolated tussocks and

scrambling vegetation, all of which require removal. Appropriate species around buildings would

include Blackwoods, Casuarinas and Banksias, with low level planting in large clumps concentrated

around the main buildings for visual aesthetics, and also to the Pitcairn Street and Anderson Street

corner frontage.

2.6 FUTURE WORKS

2.6.1 Building Envelope As illustrated on the master plan, the area to the west of the Banksia Centre is designated to future

works. This area is specifically set aside for future buildings works such as a Performing Arts Centre or

buildings associated with community health and wellbeing.

The existing Banksia Centre is a significant structure due to its bulk size and height. Additional building

works must address this form by providing features that bring the height down to a scale that suits

the surrounding residential and natural landscape.


3.0 CAMP BANKSIA MASTER PLAN OPTION TWO

Option One and Two master plans are very similar in the approach of retaining Camp Banksia and

focusing on revitalising the appearance and accessibility through refurbishing buildings and associated

infrastructure, replacing deteriorating, damaged and failed surfaces, and the inclusion of more

recreational activities. The main difference between Option One and Option Two is the removal of the

canoe pond, increasing the size of the oval, repositioning the Boobyalla cabin cluster, and including an

additional cabin cluster.

Both options propose the upgrading of existing buildings, demolishing the existing beachside cabins to

make way for new self‐contained cabins, construction of a three bedroom caretakers residence, and

the addition of a series of challenge structures aimed at all ages from school aged children right

through to middle age mature adults.

3.1 KEY ISSUES

The following items are shown on the illustrated Master Plan ‐ Option Two (refer to appendix 2). The

items are arranged into the key issues with dot points under each issue for quick reference.

BUILT FORMS

a. Retain office, toilet, laundry and main hall building.

b. Extend both ends of the main hall building to increase seating capacity.

c. Retain Willow, Sheoak and Blackwood cabin clusters.

d. Relocate Boobyalla cabin cluster.

e. Construct new fully DDA compliant and accessible for all cabin cluster.

f. Retain self catering outdoor kitchen.

g. Refurbish all buildings with new cladding.

h. Retrofit all buildings with DDA compliant door handles, light switches, etc.

i. Retrofit one cabin in each cluster to be fully DDA compliant and accessible for all.

j. Demolish beachside cabin buildings.

k. Construct five new self‐contained beachside cabins.

l. Construct new three bedroom manager’s residence.

m. Demolish maintenance buildings.

n. Construct new three bay maintenance shed and office.

o. Provision of picnic shelters.


HARDSTAND

a. Demolish existing driveways, car park and turn around area off Anderson Street.

b. Construct new driveway, car park and bus turn around area off Anderson Street.

c. Construct new car park for beachside cabin guests.

d. Demolish and reconstruct all existing concrete pathways.

e. Demolish basketball/netball court hardstand and wall.

f. Construct new driveway and carpark off Pitcairn Street.

g. Construct bus turn around area and hardstand to front of maintenance shed.

h. Extend pathway along Anderson Street to Freers Beach access.

RECREATION

a. Fill in canoe pond and overland flow swale.

b. Construct a levelled oval area.

c. Construct a full size bocce court.

d. Construct a full size beach volleyball court.

e. Construct a multi‐purpose track for bikes, scooters and skateboards.

f. Construct a group fire pit.

g. Construct a post and rope challenge course.

h. Construct an ultimate challenge tower.

i. Construct a large log challenge course.

j. Remove tennis courts.

ENVIRONMENTAL


b. Landscape buffer to the corner area of Pitcairn Street and Anderson Street.

c. Remove low vegetation along Anderson Street frontage.

d. Provide more tree planting throughout the site.

FUTURE WORKS



3.2 BUILT FORMS

Option Two, in similarity to Option One, proposes that all Camp Banksia buildings be retained and

refurbished to not only enhance their appearance, but also to accommodate access for all abilities.

Revitalising the appearance and providing more accessible buildings and infrastructure, will make the

camp an attractive destination to a greater number of guests from a wider and more diverse market.

Enhancing the appearance of all the buildings to a consistent theme would not only lift the

marketability of the camp, but also extend the life of the built forms. As the current external cladding

is deteriorating and requiring greater financial resources for maintenance, it would be more

economical to replace the cladding with a sustainable and durable material such as external plywood

cladding.

As shown in Option One, there are numerous external plywood cladding products available on the

market today. The cladding, along with finishes, colour and inclusion of more Tasmanian native shade

trees will strengthen the natural setting vision provided by Camp Banksia.

As with Option One, refurbishment of the buildings should also include replacement of all fixtures to

comply with DDA standards. Providing ramps, landings and wider doorways to buildings will also

assist in attracting groups that rely on DDA compliant facilities.

Upgrading bathroom facilities should also accompany the refurbishment of the buildings. One all

abilities accessible bathroom should be provided for every 10 beds, and two all abilities accessible

bathrooms provided for 11 to 40 beds.

By enhancing the buildings, guests from a diverse market will enjoy their stay in a camp that openly

accommodates the needs of all abilities. The following sub‐sections provide detailed information on

each of the built forms that exist within Camp Banksia.

3.2.1 Camp Banksia Administration and Main Hall Building The administration and main hall building is the largest of the camp buildings and is the hub for all

activities and administration requirements associated with the camp.

As detailed in Option One, item 2.2.1, it is proposed that the existing facilities servicing these buildings

be upgraded to satisfy all abilities standards and compliances.

It is proposed that the main hall be extended at each end to increase the capacity for dining and

indoor activities. The extensions would require the demolition of the existing triangular covered

decks at each end, which are currently used for BBQs and wash down facilities. In addition to the

extensions, the straw ceiling within the main hall does not comply with current building codes and

should be replaced with a more suitable fire rated material.

3.2.2 Camp Banksia Group Cabins The appearance and enjoyment of each cabin cluster can be greatly enhanced by replacing the

exterior finish and providing accessible everyday items that cater for all abilities. The existing door

handles can be quite difficult to open not only for children, but also for people with disabilities and

the elderly.


Option Two proposes that the ‘Boobyalla’ cluster of cabins be relocated to the opposite side of the

kitchen to allow for the oval size increase. One cabin in each of the existing clusters should be

refurbished to cater for all abilities. Ease of access, door handles, light switches and lower bunk beds

should be modified to accommodate everyone regardless of a guest’s abilities.

It is also proposed in Option Two that a new cabin cluster be constructed close to the main hall, in

which every cabin and bathroom facility will accommodate all abilities. By having one cluster as a

designated ‘access for all’ accommodation option, Camp Banksia can market their facility to a wider

audience, not only in Tasmania, but from the mainland, and potentially overseas as well.

In addition to the buildings, every cabin cluster should have accessible picnic tables, to ensure people

in wheelchairs are included in all activities.

3.2.3 Self Catering Kitchen The self catering kitchen is an asset to Camp Banksia, however, it only accommodates able bodied

people, including the undercover tables. By modifying the kitchen and undercover outdoor dining

area, the option for catering for all abilities greatly increases the marketing opportunities for Camp

Banksia.

The self catering kitchen hardstand area should also be refurbished by applying a consistent surface

treatment. The treatment could either be patterned, plain or include game indicators such as

hopscotch, target drops, or distance jumping.

3.2.4 Beachside Cabins Replacing the existing beachside cabins with five self‐catering, two‐bedroom cabins will increase the

accommodation potential for families, groups or couples.

The cabins can also provide temporary accommodation during the low periods of the year, to help

sustain the financial income, whether the guests utilise the additional facilities of Camp Banksia or

not.

3.2.5 Manager’s Residence As mentioned in Option One, greater security benefits can be achieved by having a manager’s

residence on‐site. This would also allow flexibility in managing the camp as well as providing quick

assistance or surveillance 24 hours a day, all year round.

3.2.6 Camp Banksia Maintenance Facility As illustrated on the master plan, it is proposed to relocate and construct a new maintenance facility

on the Pitcairn Street side of the site between the proposed bus turn around and the proposed

challenge tower, with the construction of a new access driveway off Pitcairn Street.

The facility would consist of a large prefabricated metal shed with a textured plywood cladding to

match the refurbished buildings of Camp Banksia. The size of the shed will accommodate three bays

with roller door access, plus an office and workshop space. Power, water and sewer services should

also be provided to ensure compliance with work place health and safety requirements.


3.2.7 Kayak Storage Facility and Observation Deck With the construction of a larger oval area, the existing canoe pond, kayak / canoe storage structure

and overland flow swale will be removed and filled in.

3.2.8 Picnic Shelter As shown on the master plan, three picnic shelters will be included on the site. One picnic shelter will

be located adjoining the beach volleyball activities as described in Option One, and the other two

located at the end of Anderson Street near the edge of the oval for the local community to utilise

when the camp in not in use.

3.3 HARDSTAND

3.3.1 Camp Banksia Entry and Carpark Option Two also proposes that the entire entry, driveway and car parking area off Anderson Street be

reconfigured to provide better access, more defined parking, and a loop return as previously

recommended in Option One.

In addition to the entry car park, Option Two also proposes another car park be installed to the

northern end of Anderson Street to service the oval and beach access areas. This car park would

include a one‐way entry and exit and would include 24 car spaces.

3.3.2 Concrete Pavements and Pathways As noted in Option One, the site investigation revealed that almost every pathway around Camp

Banksia is lifting or failing, which is a liability for Council and a financial burden regarding ongoing

maintenance costs. Option Two also recommends that all pathways be removed and reinstalled with

appropriate joints and reinforcement products to eliminate these defects occurring in the future.

Replacement of these concrete pavements, will allow the opportunity to reconsider the connections

between buildings and activity areas. As previously recommended, a 2m wide pathway could link the

eastern side of the camp to the western side, with a small 1.4m wide pathway branching off to the

cabin clusters.

In addition to the pathways mentioned above, the existing pathway along Anderson Street should be

extended to join the access path to Freers Beach.

3.3.3 Basketball / Netball Court Option Two proposes the full demolition and removal of the hardstand area and the masonry

retaining wall to make way for new activities.


3.3.4 Banksia Centre Additional Carpark As mentioned in Option One, the current car park for the Banksia Centre is too small to cater for large

events. Therefore, Option Two proposes to extend the existing car park as well as providing

additional parking along the driveway servicing the new maintenance facility.

The driveway for the new maintenance facility would also provide a temporary bus parking area for

Camp Banksia guests, with the hardstand area fronting the maintenance facility allowing a bus to

manoeuvre into a parking position.

To prevent unauthorised access to the car park area and maintenance facility, a swing gate and a line

of bollards along the property boundary would provide sufficient security for the site.


3.4.1 Oval Option Two proposes a larger oval area than Option One at the expense of the existing canoe pond

and overland flow swale. Although the size of the proposed oval (145m diameter), is at the smaller

end of the preferred Australian Rules Football oval size regulations, it is adequate for open age cricket

games and division two AFL games.

As described in Option One, the levelled oval will provide valuable community open space for events

such as motor shows, boat shows and fairs. By providing three phase power to the oval, large

festivals could also take place, therefore providing greater utilisation of the Camp Banksia site.

3.4.2 Bocce Court Provision of a full size, non‐championship bocce court will allow individual or team guests to engage in

an activity suitable for any age group, at any time of the day.

3.4.3 Beach Volleyball Court Beach volleyball is another game that any age group can play either socially or competitively. As

illustrated on the master plan and as per Option One, a full size beach volleyball court located near

the corner of Pitcairn Street and Anderson Street provides an activity that can be seen from the

street, promoting the fun and excitement of Camp Banksia. The court could also be utilised by the

community and the addition of lighting to the area would highlight the court as an evening activity as

well.

3.4.4 Multi‐Purpose Track As detailed in Option One and also positioned near the corner of Pitcairn Street and Anderson Street,

is the proposed multi‐purpose bike track. This element provides a circuit for bicycles, scooters,

skateboards and roller blades. It differs from a skate park, as it provides greater opportunities for

activities for people confined to wheelchairs who cannot participate on an actual skate park.

By providing this multi‐purpose track within the grounds of the camp, this element can be used

exclusively for Camp Banksia guests or participants in structured events associated with the Banksia

Centre.


The multi‐purpose track provides another activity that distinguishes Camp Banksia from other camps

and provides activities for a wider audience.

3.4.5 Group Fire Pit The group fire pit as illustrated on the master plan and as per Option One, provides a structured area

where groups can gather around a camp fire in a safe and practical manner.

The group fire pit would consist of a concrete pavement with an earth coloured finish to provide a

safety area between the fire and the adjoining vegetation. Shade trees would also surround the

circular hardstand area to provide shade during the day, but also to add to the intimacy of the camp

fire experience.

The fire pit itself would be surrounded by a low wall to restrict the size of the fire and to provide camp

fire cooking opportunities such as swing away grills and hooks. Located nearby would be a fire hose

for added safety.

3.4.6 Post and Ropes Challenge Course As discussed in Option One, the need for the inclusion of challenging activities, suitable to all ages,

cannot be underestimated and as such, these activities have been included in the Option Two

proposal. Please refer to Option One, item 2.4.6 for a detailed description of the Post and Ropes

Challenge Course.

3.4.7 Ultimate Challenge Tower Please refer to Option One, item 2.4.7 for a detailed description of the Ultimate Challenge Tower.

3.4.8 Large Log Challenge Course Please refer to Option One, item 2.4.8 for a detailed description of the Large Log Challenge Course.

3.4.9 Tennis Courts To make way for the larger oval area, the existing tennis courts require demolition. Guests of Camp

Banksia could be directed to the nearby Port Sorell Tennis Club in Meredith Street.

3.5 ENVIRONMENTAL

As detailed in Option One, the close proximity of the beach and natural bushland is a huge attraction

for Camp Banksia and provides significant opportunities for enhancement of the natural landscape

within and surrounding the site.

The following sub sections describe the enhancement of the environmental aspects of Camp Banksia,

and how they will benefit the enjoyment and usability of the site.


3.5.1 Deep Water Wetland As specified in Option One, creation of a deep water wetland area where stormwater can be

contained and pumped into a one‐way flow system is proposed to alleviate flood prone areas. This

wetland area would include rock filled gabion baskets lining the extent of the wetland, a 1.6m high

pool style safety fence with locked access gate and planted out with local wetland flora.

3.5.2 Overland Flow Swale To make way for the larger oval, the existing swale will be filled in. To address the site’s stormwater

issues, a large diameter pipe would be installed between the existing billabong and the new deep

water wetland.

The oval would be filled to finish slightly higher than the outer perimetre to allow major flooding to

still flow around the oval towards the new wetlands.

3.5.3 Landscape The landscape within Camp Banksia can be greatly enhanced with more shade trees and low level

planting of appropriate species, which in turn, will greatly reduce the visual and physical impact of the

built forms.

Currently on site there are dead standing trees, tree stumps, large gum trees, isolated tussocks and

scrambling vegetation, all of which require removal. Appropriate species around buildings would

include Blackwoods, Casuarinas and Banksias, with low level planting in large clumps concentrated

around the main buildings for visual aesthetics, and also to the Pitcairn Street and Anderson Street

corner frontage.

3.6 FUTURE WORKS

3.6.1 Building Envelope As illustrated on the master plan, the area to the west of the Banksia Centre is designated for future

works. This area is specifically set aside for future building works such as a Performing Arts Centre or

buildings associated with community health and wellbeing.

The existing Banksia Centre is a significant structure due to its bulk size and height. Additional building

works must address this form by providing features that bring the height down to a scale that suits

the surrounding residential and natural landscape.


4.0 CAMP BANKSIA MASTER PLAN OPTION THREE

The first two options for Camp Banksia include retaining the camp and refurbishing the site for

continued use well into the future. The next two options provide a different approach in that they

address the potential of the site as a designated sporting ground surrounded by community open

space.

4.1 KEY ISSUES

The following items are shown on the illustrated Master Plan ‐ Option Three (refer to appendix 3). The



BUILT FORMS

a. Demolish all Camp Banksia buildings and associated infrastructure.

b. Construct a full size soccer clubhouse.

c. Provision of community picnic shelters.

HARDSTAND

a. Demolish all existing hardstand surfaces associated with Camp Banksia.

b. Demolish Banksia Centre car park and create new forecourt area.

c. Construct new car park off Anderson Street.

d. Construct new car park at the northern end of Anderson Street.

e. Construct new driveway and car park off Pitcairn Street.

f. Construct concrete pathway network around the site.

RECREATION


b. Construct a levelled area for two full size soccer fields.

ENVIRONMENTAL


b. Tree planting throughout the site.

FUTURE WORKS



4.2 BUILT FORMS

4.2.1 Camp Banksia Buildings and Associated Infrastructure Option Three requires the demolition and full removal of all Camp Banksia buildings and associated

infrastructure to make way for the two new soccer fields, car parks and clubhouse.

Existing services that could be utilised within the new clubhouse infrastructure would be retained and

redirected where possible.

4.2.2 Soccer Clubhouse The option of including a clubhouse allows for Port Sorell and the surrounding areas to establish their

own soccer club, that would provide an additional club to Devonport and Ulverstone.

The proposed clubhouse for the soccer field would consist of the following:

‐ Club function room and amenities overlooking the soccer fields.

‐ Kiosk for players and spectators.

‐ Two male change rooms for club and visitors.

‐ Two female change rooms for club and visitors.

‐ Change room for male and female umpires.

‐ First aid room.

‐ Massage room.

‐ One vehicle bay for grounds maintenance requirements.

‐ One storage bay for maintenance workshop requirements.

‐ One storage bay for club storage.

‐ Public toilet with external access.

4.2.3 Picnic Shelters Adjoining the soccer fields are three picnic shelters. The picnic shelters are positioned to overlook the

eastern soccer field. They also provide shelter for general use. The picnic shelters will consist of a 4 x

5m skillion roof structure over a concrete pad, with a picnic table setting and one bench seat under.

4.3 HARDSTAND

4.3.1 Car Parking Option Three provides two 48 bay car parking areas for the site, with access off Pitcairn Street for the

western side of the site, and off Anderson Street for the eastern side of the site.


Both car parks amounting to 96 bays, which provides parking for approximately 200 people. There is

also additional parking at the end of Anderson Street, and across the road at the school. Access to

the western car park requires a constructed road intersection with kerb and channelling off Pitcairn

Street directly opposite the school exit.

4.3.2 Banksia Centre Forecourt The master plan illustrates the removal of the existing car park fronting the Banksia Centre to make

way for the building envelope for future works. This allows the construction of a larger pedestrian

orientated forecourt for the Banksia Centre including any additional buildings associated with the

existing building.

The forecourt will provide better street address with the inclusion of trees and low landscape planting

to help reduce, but not hide, the visual impact of the building.

4.3.3 Anderson Street Car Park At the end of Anderson Street is a small structured car park that accommodates 12 cars for people

either watching soccer games, accessing the pathway network or accessing Freers Beach.

4.3.4 Community Pathway Network With the full removal of Camp Banksia, the site should be made more accessible to the community. A

concrete pathway network as illustrated on the master plan, will provide all‐weather access around

the site for informal recreation activities, such as riding, jogging and walking.

The pathway will link up with the existing pathway that runs through Pitcairn Reserve to the south,

and the esplanade pathway along Freers Beach.


4.4.1 Soccer Field By removing all infrastructure associated with Camp Banksia, the site can be utilised for sporting

activities. Option Three focuses on providing two full size soccer fields side by side that will cater for

junior and senior games. The layout of the area designated for the two full size fields can also

accommodate four junior fields. The area designated for the two fields will consist of a pop‐up

irrigation system and a herringbone drainage pattern to eliminate water‐logging and to ensure high

quality turf cover.

4.4.2 Recreational Open Space An area for informal recreation has been provided between the foredune and the northern boundary

of the soccer fields. This space provides a warm up area for teams as well as a kick about space

separate to the fields.


4.5 ENVIRONMENTAL

4.5.1 Deep Water Wetland To alleviate flood water remaining on the site after heavy storm events, it is proposed to create a

deep water wetland to the north east corner of the site where stormwater can be contained and

pumped out to Freers Beach via the existing stormwater system.

The wetland would include rock filled gabion baskets lining the full extent of the wetland, and a 1.6m

high pool style safety fence and locked access gate surrounding the water body. The wetland will be

planted out with local wetland species to reduce the visual impact of the wetlands and to provide

habitats for local fauna species and aquatic life.

4.5.2 Overland Flow Swale To allow for the construction of the soccer fields, the existing canoe pond and overland flow swale

require filling in, however, a diversion swale to the new deep water wetland will be created to the

west and north around the soccer field to connect the billabong to the Freers Beach outlet.

In addition to the overland flow swale, a large diameter stormwater pipe will be installed under the

soccer field to connect the billabong to the new deep water wetland.

4.5.3 Landscape Shade trees and low level planting of local native plant species planted throughout the site will

provide a physical connection to the foredune and adjoining bushland areas. The informal planting of

trees with mown grass underneath along the Anderson Street frontage will provide shade for

spectators and a pleasant outlook from the residential properties across the street.

Suitable shade trees will also be provided throughout the car parking areas, around buildings and

along the pathway network to strengthen the connection with the adjoining bushland.

4.6 FUTURE WORKS

4.6.1 Building Envelope The Option Three master plan illustrates areas adjoining the east and west of the Banksia Centre to be

designated for future building works. The two areas have been specifically set aside for a potential

Performing Arts Centre to the west and an indoor lawn bowls facility to the east.

As mentioned previously, the existing Banksia Centre is a significant structure due to its bulk size and

height. Any additional building works should be consistent in materials but of a lower building form to

bring the height down to a scale that suits the surrounding residential and natural landscape.


5.0 CAMP BANKSIA MASTER PLAN OPTION FOUR

Similar to Option Three, Option Four provides a different approach than Options One and Two by

providing a designated sporting ground surrounded by community open space. Option Four focuses

on Cricket and AFL, whereas Option Three only focused on soccer.

5.1 KEY ISSUES

The following items are shown on the illustrated Master Plan ‐ Option Four (refer to appendix 4). The



BUILT FORMS

a. Demolish all Camp Banksia buildings and associated infrastructure.

b. Construct a cricket / AFL clubhouse.

c. Fill and prepare areas for future buildings.

d. Provision of community picnic shelters.

HARDSTAND

a. Demolish all existing hardstand surfaces associated with Camp Banksia.

b. Demolish Banksia Centre car park and create new forecourt area.

c. Construct new car park off Anderson Street.

d. Construct new car park at the end of Anderson Street.

e. Construct new intersection, road and car park off Pitcairn Street.

f. Construct concrete pathway network around the site.

g. Extend pathway along Anderson Street to Freers Beach access.

RECREATION


b. Construct a levelled area for full size cricket / AFL oval.

c. Provision of cricket practice nets.

d. Provision of a medium sized playground.

ENVIRONMENTAL


b. Provide more tree planting throughout the site.


FUTURE WORKS


5.2 BUILT FORMS

5.2.1 Camp Banksia Buildings and Associated Infrastructure To redevelop the site into a full size cricket and AFL oval and clubhouse, the full demolition and

removal of all Camp Banksia buildings and associated infrastructure is required.

Existing services that could be utilised within the new clubhouse infrastructure would be retained and

redirected where possible.

5.2.2 Cricket and AFL Clubhouse The proposed clubhouse for Cricket and AFL teams would consist of the following:

‐ Small covered grandstand above the clubhouse.

‐ Club function room with amenities overlooking oval.

‐ Kiosk for players and spectators.

‐ Two female change rooms for club and visitors.

‐ Two male change rooms for club and visitors.

‐ Change room for male and female umpires.

‐ First aid room.

‐ Massage room.

‐ One vehicle bay for grounds maintenance requirements.

‐ One storage bay for maintenance workshop requirements.

‐ One storage bay for the cricket club.

‐ One storage bay for the AFL club.

‐ Public toilet with external access.

5.2.3 Picnic Shelters With the site dominated by cricket and AFL activities, a greater number of spectators would be

expected, therefore, five picnic shelters are provided for the site, with four along the eastern side of

the oval, and one adjoining the proposed playground.

The four shelters along the eastern boundary will also provide shelter for general use during non‐

game days. The picnic shelters will consist of a 4 x 5m skillion roof structure over a concrete pad, with

a picnic table setting and one bench seat under.


5.3 HARDSTAND

5.3.1 Car Parking Option Four provides two car parking areas for the site, with the primary parking area off Pitcairn

Street for the clubhouse and Banksia Centre. The other car parking is provided off Anderson Street for

the eastern side of the site.

The western car park requires a constructed road intersection with kerb and channelling off Pitcairn

Street directly opposite the school exit. The road would extend up to the clubhouse where it would

split to provide one way access for vehicle and bus pick‐up and drop‐off area directly in front of the

clubhouse. The main access to the car park will be provided off this new road and central to the car

park. This car park accommodates 96 bays providing parking for approximately 200 people.

The new road construction off Pitcairn Street would be within the existing designated road reserve.

This provides for the potential to extend the road towards Shearwater Esplanade where the road will

need to deviate around the end residential property, or over crown land and link up with Princess

Crescent.

The car park off Anderson Street accommodates 54 bays providing parking for approximately 115

people. This car park includes a pick‐up and drop‐off area which is linked to the clubhouse and

Banksia Centre by a wide concrete pathway network.

5.3.2 Banksia Centre Forecourt As proposed in Option Three, Option Four also proposes to demolish the existing car park fronting the

Banksia Centre to make way for future building works and to provide a more pedestrian orientated

forecourt and street address.

5.3.3 Anderson Street Car Park At the end of Anderson Street is a small structured car park that accommodates 12 cars for people

either watching cricket or football games, accessing the pathway network or accessing Freers Beach.

5.3.4 Community Pathway Network With the full removal of Camp Banksia, the site should be made more accessible to the community. A

concrete pathway network as illustrated on the master plan, provides all‐weather access around the

site with potential links to the adjoining bushland for informal recreation activities, such as riding,

jogging and walking.

The pathway will link up Shearwater Esplanade with the existing pathway that runs through Pitcairn

Reserve to the south.



5.4.1 Cricket and AFL Oval By removing all infrastructure associated with Camp Banksia, the site can be utilised for ‘A’ grade

sporting activities. Option Four focuses on providing one full size cricket and AFL oval measuring

150m across x 165m long.

This size oval will accommodate Tasmanian division one cricket and AFL games. The oval would

consist of a synthetic turf cricket wicket over concrete slab in the centre of the oval, with a north

south orientation. A traditional white picket fence will also be installed to enclose the oval.

As the oval will be designed to a division one playing surface, the grounds will consist of a pop‐up

irrigation system and a herringbone drainage pattern to eliminate water‐logging and to ensure high

quality turf cover.

5.4.2 Cricket Practice Nets The proposed cricket practice nets as illustrated on the master plan shall consist of two 3.6 metre

wide nets with 27 metre long side panels, and a chainmesh roof to cover a 6 metre long area over the

batting crease in accordance with Cricket Australia’s design guidelines. Ideally, one practice wicket

should be gated for club use only, with the other allocated for club and public use.

5.4.3 Playground Option Four proposes a medium size playground to provide a favourable space for families utilising

either the clubhouse or the Banksia Centre. The playground would ideally consist of play equipment

manufactured from timber and steel in colours that complement the adjoining bushland area.

Play equipment would include an all abilities basket swing, a climbing cubby structure with slides,

balance beams and climbing nets, and a look out structure also with climbing nets and a climbing wall.

The play equipment would be surrounded by organic softfall with the exception of the basket swing

which would include wet pour rubber surfacing for wheelchair access.

5.5 ENVIRONMENTAL

5.5.1 Deep Water Wetland Included in all four options is a deep water wetland where stormwater can be contained, and pumped

into a better one‐way flow system out to Freers Beach. The construction of the wetland would

include rock filled gabion baskets lining the full extent of the wetland, and a 1.6m high pool style

safety fence and locked access gate surrounding the water body.

The wetland will be planted out with local wetland species to reduce the visual impact of the wetlands

and to provide habitats for local fauna species and aquatic life.


5.5.2 Overland Flow Swale For the construction of the full size oval, a large diameter pipe would be installed between the

existing billabong and the new deep water wetland. In addition, the oval would be filled to finish

slightly higher than the outer perimetre with the outer area to the west and north of the oval profiled

to allow major flooding to flow around the oval towards the new wetlands.

5.5.3 Landscape To provide comfort and amenity for spectators and the community, shade trees and low level planting

of local native plant species will greatly enhance the enjoyment and aesthetics of the site. An

informal planting of trees along the Anderson Street frontage will provide a backdrop for the sports

oval as well as a pleasant outlook from the residential properties across the street, while small trees

would be included along the Pitcairn Street frontage.

Suitable shade trees scattered throughout the open space areas, car parks and around the built forms

will provide a physical connection with the adjoining bushland and the overall appearance of the site.

5.6 FUTURE WORKS

5.6.1 Building Envelope The Option Four master plan illustrates areas adjoining the east and west of the Banksia Centre to be

designated for future building works. The two areas have been specifically set aside for a potential

Performing Arts Centre to the west and an indoor lawn bowls facility to the east.

As mentioned previously, the existing Banksia Centre is a significant structure due to its bulk size and

height. Any additional building works should be consistent in materials but of a lower building form to

bring the height down to a scale that suits the surrounding residential and natural landscape.


6.0 QUANTITY SURVEYOR COSTINGS

This section applies costings established by the project’s Quantity Surveyor ‘Lifecycle Cost

Management’ (refer appendix 5 for Quantity Surveyor’s report), for the implementation of each

master plan option.

The following pages itemise the key components of each option and their estimated costs. Each

option has the potential to be staged over five to ten years, as well as reducing the extent of works

currently illustrated.

The costings shown are based upon a master plan approach. A refined design will result in refined

costings.


Costings for Master Plan Option One

DESCRIPTION OF WORKS TOTAL

Demolition ‐ Demolition of maintenance shed and Banksia beachside cabins ‐ Demolish existing main hall ends to allow for extensions ‐ Demolish concrete pathways, half of basketball/netball hardstand ‐ Demolish driveway and car park

‐ Full removal of trees and scrub vegetation

$ 115,200

Earthworks ‐ Excavation of new deep water wetlands ‐ Import fill for construction of a levelled oval ‐ Import fill for new cabins, manager’s residence and car park area

‐ Fill south‐eastern corner of site

$ 305,640

Buildings ‐ Re‐clad each cabin with 'Shadowclad' external plywood ‐ Refurbish each cabin and toilets to DDA compliance ‐ Increase size of Sheoak access bathroom to DDA compliance ‐ Refurbish and extend main hall including DDA compliance ‐ Refurbish admin building to DDA compliance ‐ Refurbish self‐catering kitchen ‐ New two bedroom beach side units (40m2 each unit) ‐ New two bedroom duplex beach side unit (2 joined units) ‐ New three bedroom care takers unit (150m2 + carport) ‐ New four bay maintenance shed (prefabricated)

‐ New picnic shelter adjoining beach volley ball court (4 x 5m)

$ 1,607,050

Hardscape ‐ Pump and housing for wetland overflow to beach ‐ New wetland fence (1600 wallaby proof fence) ‐ New fence to existing billabong (1600 wallaby proof fence) ‐ Footbridge access over overland flow swale (8 x 2m) ‐ New concrete pathways linking built forms ‐ New asphalt driveway and car park and unit car park ‐ New asphalt car park and maintenance shed access to road reserve ‐ Privacy fence to caretakers private open space ‐ Prepare and re‐paint tennis courts ‐ Resurface self catered kitchen pavement area ‐ Beach volley ball court (300mm sand) ‐ Bike/skate/scooter track ‐ Camp fire pit and surrounding pavement ‐ Concrete causeway between kayak pond and adjoining billabong ‐ New constructed kayak storage shed and observation deck ‐ Climbing wall (8m h), flying fox take off deck, and scramble net element ‐ Post and rope challenge element ‐ Log and balance challenge element ‐ New bocce court (24 x 4m) ‐ Irrigation tractor for oval

‐ Irrigation (pop up) for lawn areas adjoining buildings

$ 720,280

Landscape Works ‐ Wetland planting to northeast corner of site ‐ Shade tree planting (300mm pot + steel mesh tree guards)

‐ Detailed landscape planting

$ 48,450

GRAND TOTAL $ 2,796,620


Costings for Master Plan Option Two


Demolition ‐ Demolition of maintenance shed and Banksia beachside cabins ‐ Demolish existing main hall ends to allow for extensions ‐ Demolish concrete pathways, basketball/netball hardstand, and tennis court ‐ Demolish driveway and car park ‐ Demolish canoe / kayak storage and observation deck ‐ Full removal of trees and scrub vegetation

$ 182,000

Earthworks ‐ Excavation of new deep water wetlands ‐ Fill in canoe / kayak pond and overland flow swale ‐ Import fill for construction of a levelled oval ‐ Import fill for new cabins, manager’s residence, driveways and car parking areas

‐ Fill north‐eastern corner of site

$ 559,920

Buildings ‐ Relocate Boobyalla cabin cluster ‐ Re‐clad each cabin with 'Shadowclad' external plywood ‐ Refurbish each cabin and toilets to DDA compliance ‐ Increase size of Sheoak access bathroom to DDA compliance ‐ Construct new fully DDA compliant cabin cluster including amenities ‐ Refurbish and extend main hall including DDA compliance ‐ Refurbish admin building to DDA compliance ‐ Refurbish self‐catering kitchen ‐ New two bedroom beach side units (40m2 each unit) ‐ New two bedroom duplex beach side unit (2 joined units) ‐ New three bedroom care takers unit (150m2 + carport) ‐ New four bay maintenance shed (prefabricated)

‐ New picnic shelter adjoining beach volley ball court (4 x 5m)

$ 1,921,050

Hardscape ‐ Pump and housing for wetland overflow to beach ‐ New wetland fence (1600 wallaby proof fence) ‐ New fence to existing billabong (1600 wallaby proof fence) ‐ New concrete pavement under relocated and new cabin clusters ‐ New concrete pathways linking built forms ‐ New asphalt driveway and car park at entry ‐ New asphalt car park and maintenance shed access to road reserve. ‐ New asphalt carpark extension to Banksia Centre car park ‐ New asphalt car park at the end of Anderson Street ‐ Privacy fence to manager’s private open space ‐ Resurface self‐catered kitchen pavement area ‐ Beach volleyball court (300mm sand) ‐ Bike/skate/scooter track ‐ Camp fire pit and surrounding pavement ‐ Stormwater connection pipe (300mm) between billabong and new wetland ‐ Irrigation tractor for oval ‐ Irrigation (pop up) for lawn areas adjoining buildings ‐ Climbing wall (8m h), flying fox take off deck, and scramble net element ‐ Post and rope challenge element ‐ Log and balance challenge element

‐ New bocce court

$ 865,075



$ 51,000



Costings for Master Plan Option Three


Demolition ‐ Demolition of all buildings associated infrastructure and hardstand areas ‐ Full removal of trees and scrub vegetation

$ 291,900

Earthworks ‐ Excavation of wetlands to northeast corner ‐ Fill required to level existing open space area ‐ Fill in canoe / kayak pond and overland flow swale

‐ Fill required to raise level for new clubhouse

$ 305,640

Buildings ‐ New soccer clubhouse

‐ New picnic shelter

$ 1,707,000

Hardscape ‐ Pump and housing for wetland overflow to beach ‐ New wetland fence (1600 wallaby proof fence) ‐ New fence to existing billabong (1600 wallaby proof fence) ‐ New concrete pathways (2m wide) ‐ New asphalt car park (48) off Anderson Street ‐ New asphalt car park (12) at end of Anderson Street ‐ New asphalt car park (48) and access off Pitcairn Street ‐ New asphalt car park extension to Banksia Centre car park ‐ New asphalt car park at the end of Anderson Street ‐ Stormwater connection pipe (300mm) between billabong and new wetland ‐ Irrigation tractor for ovals

‐ Irrigation (pop up) for lawn areas around clubhouse

$ 1,288,650



$ 39,250



Costings for Master Plan Option Four


Demolition ‐ Demolition of all buildings associated infrastructure and hardstand areas ‐ Full removal of trees and scrub vegetation

$ 306,900

Earthworks ‐ Excavation of wetlands to northeast corner ‐ Fill in canoe / kayak pond and overland flow swale ‐ Fill required to level existing open space area for full size AFL and Cricket oval

‐ Fill required to raise level for new clubhouse ‐ Partially fill billabong for new works

$ 875,400

Buildings ‐ New AFL and Cricket clubhouse with grandstand.

‐ New picnic shelters

$ 5,025,000

Hardscape ‐ Pump and housing for wetland overflow to beach ‐ New wetland fence (1600 wallaby proof fence) ‐ New concrete pavement area fronting new clubhouse ‐ New concrete pathways (2m wide) ‐ New asphalt car park (54) off Anderson Street ‐ New asphalt car park (12) at end of Anderson Street ‐ New asphalt car park (96) adjoining new road off Pitcairn Street ‐ New asphalt car park at the end of Anderson Street ‐ New road connecting Princess Crescent to Pitcairn Street ‐ Stormwater connection pipe (300mm) between billabong and new wetland ‐ Irrigation tractor for oval ‐ Irrigation (pop up) for lawn areas around clubhouse ‐ New three bay cricket practice nets

‐ New playground

$ 1,393,450



$ 59,500



7.0 PROGRESSING THE PROJECT FORWARD

The four master plans described in this report have been developed to provide Latrobe Council with

redevelopment options for the future of the Camp Banksia site. Each option has been carefully

produced to incorporate the outcomes of the community consultation event and ideas and

suggestions from Council and Camp Banksia staff.

Each option has their own merit, with one and two retaining Camp Banksia as a Council owned

business with more open space designated for community use, while options three and four shift the

focus of the site to structured sporting activities including purpose built playing surfaces and

clubhouse facilities.

If Camp Banksia is retained and refurbished, Council have the potential to re‐brand the education,

activity and accommodation business and re‐establish the facility as a market leader. A revitalised

Council and community asset has the potential to attract greater use of the camp, increase revenue

for the business, employ more local residents and acquire services from local businesses.

Options one and two also have the opportunity to hold large community events and festivals on the

grounds as the proposed ovals are not specifically designed for sports, therefore allowing greater

flexibility in usage.

Options three and four, however, shift the primary use of the site from a Council owned business to a

community asset with a dominant use of either soccer, or cricket and AFL. Sporting clubs provide a

very important role in developing a healthy, active and social community, and by providing a sporting

club on the same site as the Banksia Centre, the site becomes a hub for community recreation events.

The master plan option feasibility assessment report by Moore Consulting (appendix 6) provides an

assessment of the feasibility of three of the master plan options. Option three, which focused on the

site being developed for soccer, was excluded from the feasibility study at Council’s request.

In conclusion, Council and the community, must consider the financial benefits of all options, and the

social benefits that all options will provide the community. Refurbishing Camp Banksia has a cost, but

it is a cost that can be reclaimed over time as detailed in the master plan option feasibility assessment

report.


8.0 APPENDICES

8.1 Appendix 1 – Illustrated Master Plan – Option 1








8.5 Appendix 5 – Quantity Surveyor’s Report

Camp Banksia Redevelopment Summary

Ref. Description % BC Quantity Unit Rate Total

A Notes, Inclusions and Exclusions 0.00 0

B Option 1 Calculation details 36.34 218,600

C Option 2 Additional Calculation details 62.17 374,000

D Option 3 Additional Calculation details 1.50 9,000

GFA: 0.00 m2 100.00 601,600

9/10/2017 7:39:38 PM Lifecycle Cost Management Pty Ltd Page 1 of 1

Camp Banksia Redevelopment Report Details


Notes, Inclusions and Exclusions

Generally

A.1 For the purposes of comparison of Options 1-4, we have included a proportionof builder's preliminaries (6%) and design and construction contingencies(10%) in our rates

0.00 1 note INCL

A.2 Since potential commencement date of any Option is unknown, we have notincluded any Building Price Escalation. If this is required for future fundingsubmissions, this should be factored in at 3% PA

0.00 1 note EXCL

A.3 We have not included any professional design fees. However, for fundingapplication purposes, these can be factored in at 10%

0.00 1 note EXCL

A.4 No geotechnical investigation has been undertaken, and no allowance hasbeen made for potential adverse site conditions/foundation problems requiringpiling under structures

0.00 1 note EXCL

A.5 No allowance has been made for land subdivision costs, legal or marketingfees

0.00 1 note EXCL

A.6 No allowance has been made for loose or special equipment, furniture orfurnishings

0.00 1 note EXCL

A.7 No allowance has been made for major external services infrastructure, whichis unknown and outside the scope of comparison of the various Options

0.00 1 note EXCL

A.8 No asbestos register has been provided, however, for the purposes of thisreport, an allowance for removal of asbestos eaves lining in the older 12 Nocabins, and wall linings to Banksia Beachside Cabins & Manager's residence isincluded

0.00 1 note INCL

A.9 Capacity of the existing site services infrastructure is unknown, however, forthe purposes of this report it has been assumed that there is sufficient capacityin the existing electrical and water supply, and no new electrical substation isrequired

0.00 1 note EXCL

A.10 It is further assumed that the existing fire services ring main has sufficientpressure, and no major upgrades of sewer and stormwater drainageinfrastructure would be required for any Option

0.00 1 note EXCL

Assumed scope

A.11 Assumed $10,000 to remove asbestos from beachside cabins 0.00 1 note INCL

A.12 Basketball hardstand demolition allowed as asphalt based on site photos 0.00 1 note INCL

A.13 2 grades of fill assumed: Type 1 under open spaces to be local sand won fromsite or surplus from other local civils works. Type 2 under buildings to becompacted structural fill from quarry or other local civils works

0.00 1 note INCL

A.14 Reclad cabins with Shadowclad includes for removal of existing cladding andnew insulation

0.00 1 note INCL

A.15 Refurbish and extend main hall. Our rate includes for extension, only minorinternal refurbishment work and DDA compliance work

0.00 1 note INCL

A.16 Refurbish self catering kitchen. Our rate includes for DDA compliance work,minor upgrades to fittings and new finishes internally, minor electricalupgrades. Assume reused kitchen equipment and appliances

0.00 1 note INCL

A.17 New two bedroom duplex beach side unit (2 joined units). Assume 40m2 eachUnit

1 note

A.18 Prefabricated sheds to be Ranbuilt type or similar but for Options 3 and 4, withply external cladding, each bay 3.5 x 7 metres

0.00 1 note INCL




Notes, Inclusions and Exclusions (Continued)

A.19 Footbridge access over overland flow swale assumed to be timber construction 0.00 1 note INCL

A.20 New ashphalt driveway, carpark, access road rates include for some kerbs anddrainage

0.00 1 note INCL

A.21 Bike/skate/scooter track assumed good quality or coloured asphalt or plainconcrete

0.00 1 note INCL

A.22 Concrete causeway between kayak pond and adjoining billabong assumed tobe partially elevated for drainage under

0.00 1 note INCL

A.23 Irrigation tractor for oval is unknown $5,000 Provisional Sum allowed 0.00 1 note INCL

A.24 Re-locate Boobyala cabin cluster includes for disconnection and making safeall services, extension of all services, new raised concrete plinths, new 50m2covered area, protection, cranage, labour

0.00 1 note INCL

A.25 Soccer Clubhouse to be standard construction single storey including first aid,function room and 4 changerooms

0.00 1 note INCL

A.26 Stadium to be standard precast concrete construction elevated grandstandseating plats, DDA lift to spectator area, steel framed roof construction,clubrooms, four changerooms and 3 no. maintenance bays below

0.00 1 note INCL

BCA Compliance Report

A.27 Assume accessibe bathrooms to She Oak cluster to be gutted, increased insize and all new finishes, fittings and fixtures

0.00 1 note INCL

A.28 Existing Hot Water to be checked if tempered - no allowance made fortempering

0.00 1 note EXCL

A.29 Change indoor BBQ sliding door to swing door, landing/handrail and guttersand downpipe issues included in rate to Refurbish Self-catering kitchen inOption 1 & 2

0.00 1 note INCL

A.30 No allowance for fencing dams on site 0.00 1 note EXCL

A.31 Allowances have been made in Option 1 for Accessible paths to netball, tenniscourts and from Admin to Community building

0.00 1 note INCL

A.32 No allowance to replace glazing to all buildings suspected to be generallynon-conforming (other than Community building, which is 2-3 years old)

0.00 1 note EXCL

A.33 Allowance has been made to reline Dining room ceiling with plasterboard tomitigate fire hazard

0.00 1 note INCL

A.34 Energy efficiency of all existing buildings except Community building has onlybeen considered insofar as recladding cabins with Shadowclad (Options 1 & 2)includes for new R2.5 wall insulation batts

0.00 1 note INCL

A.35 Energy efficiency studies e.g. replacing glazing with sealed double glazedunits, upgraded roof & floor insulation, energy-efficient lighting, heating andcooling, solar panels, solar hot water, passive solar, sunshades are beyond thescope of this report

0.00 1 note EXCL

A.36 There would be opportunities to select water efficient appliances and implementwater harvesting as part of BCA bathroom upgrades and roof stormwaterdisposal in Options 1 & 2

0.00 1 note NA

A.37 Although it is not an item of building works and is beyond the scope of thisreport, Evacuation Plans should be updated, provided and displayed by themanagement of Camp Banksia

0.00 1 note NA




Option 1 Calculation details (Continued)

B.1 Re-clad each cabin with 'Shadowclad' external plywood - assumed average2700 high

1,696 m2

Refurbish each cabin to DDA compliance

B.2 Form landing outside door minimum 750mm long then 250mm min step ifrequired

0.21 1 no 1,250.00 1,250

B.3 Widen door to 920mm door size to provide 850mm clear opening to eachcluster

0.22 1 no 1,300.00 1,300

B.4 Upgrade door furniture to accessible lever handles 0.05 1 no 300.00 300

B.5 Upgrade to rocker type access switches/power points 0.05 1 no 300.00 300

B.6 Connect roof stormwater to drainage system 0.17 1 no 1,000.00 1,000

B.7 Fire detection 0.05 1 no 300.00 300

Sub-total 4,450

Refurbish She Oak cabin to DDA compliance

B.8 Bathroom needs to be increase in size if building permit is required for upgradework

4.16 1 no 25,000.00 25,000

B.9 Widen door to obtain 850mm clear opening 0.00 1 note INCL

Sub-total 25,000

Refurbish each cabin toilets to DDA compliance

B.10 Relocate gas bottles and instantaneous hot water unit to be 500mm belowopenings and 1m horizontally

0.09 1 no 500.00 500

B.11 Ambulant toilet facility for male and female required where located in block oftoilets with access toilet

1.00 2 no 3,000.00 6,000

B.12 Form landing outside door minimum 750mm long then 250mm min step ifrequired

0.21 1 no 1,250.00 1,250

B.13 Install minimum two sets of mixing valves to access bathroom facilities 0.34 1 no 2,000.00 2,000

B.14 Tempered Hot Water to be checked 0.00 1 note EXCL

B.15 Connect roof stormwater to drainage system 0.17 1 no 1,000.00 1,000

B.16 Fire detection 0.05 1 no 300.00 300

Sub-total 11,050

Refurbish Hall to DDA compliance (included in m2 rate for refurb and extend)

B.17 Install minimum two sets of mixing valves to access bathroom facilities 0.34 1 no 2,000.00 2,000

B.18 Upgrade to rocker type access switches/power points 0.17 1 no 1,000.00 1,000

B.19 Round handrails to each side of ramp required to conform to AS1428.1including hand and kerb rail each side and tactile indicators

1.83 1 no 11,000.00 11,000

B.20 contrasting non slip nosings to steps 0.34 1 no 2,000.00 2,000

B.21 Fire detection 0.59 350 m2 10.00 3,500




Option 1 Calculation details (Continued)

B.22 Replace or reline hall ceiling 4.21 253 m2 100.00 25,300

B.23 Emergency lighting 1.38 550 m2 15.00 8,250

Sub-total 8.82 53,050

Refurbish Admin Building to DDA compliance

B.24 Upgrade Accessible toilet administration building non-compliant 2.50 1 item 15,000.00 15,000

B.25 Ambulant toilet facility for male and female required where located in block oftoilets with access toilet

1.00 2 no 3,000.00 6,000

B.26 Upgrade door furniture to accessible lever handles. In toilets accessibleengaged latch

0.09 1 no 500.00 500

B.27 Round handrails to each side of ramp required to conform to AS1428.1including hand and kerb rail each side and tactile indicators

1.00 1 no 6,000.00 6,000

B.28 contrasting non slip nosings to steps 0.17 1 no 1,000.00 1,000

B.29 Fire detection 0.34 200 m2 10.00 2,000

Sub-total 30,500

Accessible path to DDA compliance

B.30 Sealed paving to Basketball Court 1.00 60 m2 100.00 6,000

B.31 Sealed paving to Tennis Court 3.33 200 m2 100.00 20,000

B.32 Sealed paving Admin to Community Centre 1.67 100 m2 100.00 10,000

Sub-total 36,000

Community Building DDA compliance

B.33 Timber decking boards to be replaced to DDA 0.44 11 m2 240.00 2,640

B.34 Handrail to stairs 0.12 6 m 120.00 720

B.35 Nosings to stairs 0.26 22 m 70.00 1,540

B.36 Tactiles 0.10 2 m2 300.00 600

Sub-total 5,500

Option 2 Additional Calculation details

Re-locate Boobyala cabin cluster behind self-catered kitchen

C.1 Disconnect and remove water, FHRs, sewer plumbing 0.25 1 cluster 1,500.00 1,500

C.2 Disconnect and make safe electrical supply 0.25 1 cluster 1,500.00 1,500

C.3 Mobile crane hire 0.40 8 units 300.00 2,400

C.4 Labour for cranage 0.32 32 hrs 60.00 1,920

C.5 Allow for protection/making good damage in cranage 0.67 8 units 500.00 4,000

C.6 Allow for new stumps or raised plinths 2.66 8 units 2,000.00 16,000

C.7 Assume steps/ramps part of DDA compliance work 0.00 1 note EXCL

C.8 Allow to disconnect and relocate gas bottles and supply 0.34 2 sets 1,000.00 2,000




Option 2 Additional Calculation details (Continued)

C.9 New water supply to 2 bathrooms 0.40 40 m 60.00 2,400

C.10 New hose reel supply 0.25 25 m 60.00 1,500

C.11 New sewer supply and connect to existing fixtures 0.84 25 m 200.00 5,000

C.12 New stormwater supply to downpipes - incl in BCA issues 0.00 60 m incl 0

C.13 New canopy area 4.58 50 m2 550.00 27,500

C.14 New power supply underground 2.50 150 m 100.00 15,000

C.15 Prelims 6% 0.80 1 item 4,800.00 4,800

C.16 Continigencies 10% 1.42 1 item 8,500.00 8,500

C.17 rounding 0.00 1 -20.00 -20

94,000

Construct new 6 cabin cluster including Amenities

C.18 Area of cabins and amenities 44.89 216 m2 1,250.00 270,000

Accessible path to DDA compliance

C.19 Sealed paving Admin to Community Centre 1.67 100 m2 100.00 10,000

Sub-total 10,000

Option 3 Additional Calculation details

D.1 asbestos removal from 12 no older cabins eaves 1.50 90 m2 100.00 9,000

GFA: 0.00 m2 100.00 601,600



8.6 Appendix 6 – Master Plan Option Feasibility Assessment Report

[DOCUMENT

TITLE]

CAMP BANKSIA Master Plan Option Feasibility

Assessment Report

Moore Consulting March 2018

1 | P a g e Camp Banksia Master Plan Feasibility Assessment Report

Contents

Document Description ............................................................................................................................ 2

Project Rationale ..................................................................................................................................... 2

Option One .......................................................................................................................................... 2

Option Two ......................................................................................................................................... 3

Option Three ....................................................................................................................................... 3

Option Four ......................................................................................................................................... 3

Project Methodology .............................................................................................................................. 3

Project Findings ....................................................................................................................................... 4

Research Analysis ................................................................................................................................ 4

Financial Assumptions Underlying the Forecasts ............................................................................... 6

Conclusions ........................................................................................................................................... 13

Recommendations ................................................................................................................................ 13

Appendix A ............................................................................................................................................ 15

Option Cashflow Projections by Funding Scenario ........................................................................... 15

Appendix B ............................................................................................................................................ 28

Option Two Cashflow Projections by Revenue Scenario .................................................................. 28


Document Description 1. This document is a report to the Latrobe Council regarding an assessment of the feasibility of

three development options for Camp Banksia, at Banksia Park, Port Sorell.

2. This report has been prepared by Warren Moore from Moore Consulting and has the

following structure:

a. Document Description

b. Project Rationale

c. Project Methodology

d. Project Findings

e. Conclusions and Recommendations

Project Rationale 1. The issues, opportunities and future development of Camp Banksia has been the subject of a

number of reports and studies including those undertaken in 2005, 2010 and 2017.

2. The Investigation Report prepared by Lange Design in June 2017 led to Lange Design

preparing a Master Plan Options Report in October 2017. This Master Plan provided details

relating to four potential development options for Camp Banksia.

3. Since the preparation of the Master Plan Options Report, the four development options

have been reduced to three.

4. It is in relation to each of the three development options that Moore Consulting has been

requested to undertake a feasibility assessment, the subject of this report.

5. The three development options are summarised below and are taken directly from the

Camp Banksia Master Report prepared by Lange Design in October 2017.

6. Continuing the current operations of Camp Banksia without any modifications is not

considered a viable option from the following points of view:

a. The limited and declining propensity for Camp Banksia to cover operating costs from

operating revenues;

b. Th growing gap between the demands of institutions that have used Camp Banksia

in the past and the capacity of Camp Banksia, as it currently operates, to meet these

demands, particularly as they relate to managing risk;

c. The capacity of Camp Banksia to successfully compete in the market for mainly

institutional and group based social and recreation activities; and,

d. The accumulating and increasing costs of both repairs and maintenance based on

the existing infrastructure available comprising Camp Banksia.

Option One ‘Option One focuses on the retention of Camp Banksia and the revitalisation of the appearance and accessibility of all buildings, replacement of damaged and failed pavements, and the inclusion of


more recreational activities and infrastructure. Initial investigations indicate that the facility is no longer as popular as it once was, and that the appearance, lack of maintenance and accessibility may be primary contributors to the camp’s decline. Accessibility is a significant component of providing a diverse suite of accommodation for the wider community. The Disability Discrimination Act (DDA) establishes a benchmark for providing access and usability for all abilities for not only buildings but also pathways. Other than upgrading the existing buildings, some of the key components of Option One include demolishing the existing beachside cabins to make way for six new self‐contained cabins, construction of a three bedroom caretakers residence to provide a 24 hour, 365 day presence onsite, and the addition of a series of challenge structures aimed at school aged children, right through to middle age mature adults.’

Option Two ‘Option One and Two master plans are very similar in the approach of retaining Camp Banksia and focusing on revitalising the appearance and accessibility through refurbishing buildings and associated infrastructure, replacing deteriorating, damaged and failed surfaces, and the inclusion of more recreational activities. The main difference between Option One and Option Two is the removal of the canoe pond, increasing the size of the oval, repositioning the Boobyalla cabin cluster, and including an additional cabin cluster. Both options propose the upgrading of existing buildings, demolishing the existing beachside cabins to make way for new self‐contained cabins, construction of a three bedroom caretakers residence, and the addition of a series of challenge structures aimed at all ages from school aged children right through to middle age mature adults.’

Option Three (Has been eliminated)

Option Four ‘The first two options for Camp Banksia include retaining the camp and refurbishing the site for continued use well into the future. Option Four provides a different approach in that it addresses the potential of the site as a designated sporting ground surrounded by community open space. Option Four focuses on Cricket and AFL, whereas Option Three only focused on soccer.’

Project Methodology 1. Work in this project involved a number of discussions with Leon Lange from Lange Design

regarding the development options for Camp Banksia and relevant background material.

This also included reviewing the most recent reports regarding Camp Banksia particularly the

Camp Banksia Investigation Report (Lange Design, June 2017) and the Camp Banksia Master

Plan Options Report (Lange Design, October 2017).

2. Moore Consulting then undertook desk research regarding participation by members of the

public in sport and recreation activities throughout Australia. This work included reviewing

reports and data from the Australian Sports Commission and the Australian Bureau of

Statistics. This work was undertaken with a view to establishing the nature of potential


demand for sport and recreation facilities such as those identified by Lange Design in the

Camp Banksia Master Plan Options Report.

3. Further research was undertaken regarding the revenues, charges and costs of operating

sporting ovals and associated facilities operated by local governments in north west

Tasmania.

4. Interviews were also held with a representative of the Tasmanian government’s division of

Sport and Recreation and with an outdoor education teacher who has used Camp Banksia.

5. Moore Consulting reviewed and analysed financial reports relating to the revenues and costs

associated with the operation of Camp Banksia from the years 2012 to 2016 and part of

2017.

6. From this information and the detailed costings of the three development options provided

by Lange Design, Moore Consulting has prepared profit and cash forecasts for each of the

three proposed development options.

7. In relation to the forecasts for each development option, Moore Consulting has provided

forecasts for four funding outcomes relating to the establishment costs of each of the three

options.

8. The four funding outcomes comprises:

a. 100% external funding (no contribution from the Latrobe Council)

b. 90% external funding (10% contribution from the Latrobe Council)

c. 80% external funding (20% contribution from the Latrobe Council)

d. 70% external funding (30% contribution from the Latrobe Council)

9. Moore Consulting has also undertaken a sensitivity analysis on the most feasible option. The

sensitivity analysis is represented in the form of worst case, likely case and best case

scenarios.

Project Findings

Research Analysis 1. From the analysis of the data from the Australian Sports Commission and the Australian

Bureau of Statistics the following summary can be made.

2. Over 80% of people who participate in sport and recreation activities, participate on an

unorganised basis (non club) with only 20% (and declining) of people participating in sport

and recreation on an organised basis. Table One outlines the top five activities undertaken

on an unorganised basis.


Table One Participation in Unorganised Sport and Recreation

Activity Percentage (%) of Participants

Walking 42.6%

Fitness/gym 32.1%

Jogging/running 15.8%

Swimming 14.5%

Cycling 11.7%

3. Table Two outlines the top five activities undertaken on an organised basis.

Table Two Participation in Organised Sport and Recreation

Activity Percentage (%) of Participants

Fitness/gym 42.6%

Swimming 8.1%

Golf 4.5%

Football 4.2%

Yoga 3.3%

4. Participation in sport and recreation activities on an unorganised basis is trending upwards

with participation in sport and recreation activities on an organised basis trending

downward. This data and trend has been confirmed with the Division of Sport and

Recreation in Tasmania.

5. A review of the proposed development options for Camp Banksia with an outdoor education

teacher, further confirmed a clear preference for Option One and Two.

6. Upgrading the overall amenity as outlined in Options One and Two is welcome with any

water-based activities (eg kayaking) seen as high risk and can act to discourage participation

by the education sector.

7. Lack of high level risk management at Camp Banksia (now and in the future) is seen as a

major barrier to participation by the education sector. This is together with reductions in

school budgets for sport and recreation activities and, a fall in the number of qualified and

experienced outdoor education teachers.


8. Moore Consulting’s experience with providers of services to people with disability (Family

Based Care and Multicap) indicate a growing opportunity for Camp Banksia to provide

services for people with disability, particularly through National Disability Insurance Scheme

(NDIS) funding.

9. With regard to Option Four, research indicated that annual use charges by Devonport City

Council and Burnie City Council for the use of Devonport Oval (and associated facilities) and

West Park Oval (and associated facilities) are in a range between $5,000 - $6,000 annually

each for both AFL and cricket clubs.

10. Research was not able to indicate any unmet demand for AFL/cricket facilities in north west

Tasmania.

11. The potential use of a facility as described in Option Four by mainland-based AFL clubs in the

off season was considered outside the scope of this project.

12. Scenarios were prepared for each of the three options whereby the Latrobe Council are

required to contribute between 0% and 30% of the establishment costs.

Financial Assumptions Underlying the Forecasts

1. The forecasts for Options One and Two are based on the following assumptions.

a. In general, these forecasts present a conservative approach in that forecast revenues

have been slightly underestimated and expenditure slightly over estimated.

b. Operating revenues are based on the existing Camp Banksia revenues but with an

increase in forecast annual revenues to reflect the improved amenity.

c. Revenues from group accommodation, cabin accommodation and catering have been

increased initially to reflect the improved quality of the overall facility, the increase in

the number of cabins for rent, and an increase in the hire charges when compared with

the current charges.

d. Operating costs are based on existing Camp Banksia costs but with an increase to reflect

the increased levels of activity.

e. GST inclusive direct costs are calculated to be 22% of associated revenues. This is based

on historical costs of Camp Banksia. GST free direct costs (associated with labour

component) are calculated to be 11% of associated revenues.

f. Over the ten period from 2018/19 to 2027/28 revenues are forecast to increase 2% each

year but with group and cabin accommodation increasing at a rate of 5% each year.

These revenue increases are considered conservative.

g. Over the forecast period, fixed costs are forecast to increase by 2.5%. Each year in line

with the Reserve Bank of Australia’s 2-3% inflation target.


h. Depreciation has been calculated on a 40 year straight line basis, but excludes the

establishment costs associated with earthworks and demolition. However, depreciation

amounts will need further work.

i. Depreciation has been treated as a cashflow item and has been forecast to increase at

2.5% annually.

j. Option Two forecast revenues for group accommodation is higher than in Option One to

reflect the increase in the number of beds available in group accommodation associated

with Option Two.

k. These baseline assumptions provide only a broad indication as to likely future revenues

and costs and, are outlined in the following table. These assumptions apply to Options

Two and Three and are based the current revenues and expenditures associated with

Camp Banksia.


Table Three Revenue and Expense Assumptions

Revenue, Variable Cost and Overhead Assumptions

The following assumptions are based on the operating revenues and expenses for Camp Banksia for 2015/16

This financial performance information has been taken from reports provided by the Latrobe Council

Revenue 2015/16 (rounded) 2018/19 (estiimate)

Venue Hire 9,000$ 9,450$

Sundry Income 800$ 840$

Reimbursements 10$ 11$

Linen Hire 1,700$ 1,785$

Equipment Hire 400$ 420$

Crockery Hire 6,300$ 6,615$

Commission 120$ 126$

Catering 166,000$ 174,300$

Camp Banksia ‐ User Charges 23,000$ 24,150$

Activities ‐ User Charges 3,200$ 3,360$

Accommodation ‐ User Charges 140,000$ 171,520$

Total Revenue 350,530$ 392,577$

Expenditure 2015/16 (rounded) 2018/19 (estimate)

Water & Sewerage 7,886$ 10,508$

Waste Disposal 582$ 776$

Training Costs ‐ Camp 600$ 800$

Telephone ‐ Materials 1,361$ 1,814$

Support Staff ‐ 30,684$ 40,886$

Sundry Expenses 1,120$ 1,492$

Staff Uniforms ‐ Camp 566$ 754$

Repairs & Maintenance 7,454$ 9,932$

Rates Remitted 3,056$ 4,072$

Printing & Stationery 119$ 159$

Power ‐ Materials 10,539$ 14,043$

Postage ‐ Materials 113$ 151$

Overheads Allocated 15,391$ 20,509$

Minor Operating 1,000$ 1,333$

Minor Equipment 5,805$ 7,735$

Marketing & Promotion 5,179$ 6,901$

Manager ‐ Inside 38,673$ 51,532$

Maintenance Staff 20,925$ 27,883$

Linen Hire 200$ 267$

Insurance 317$ 422$

Grounds Maintenance 1,000$ 1,333$

Food ‐ Ingredients 34,968$ 46,595$

Fire System 3,266$ 4,352$

Facsimile Costs 305$ 406$

Directors ‐ Inside 3,095$ 4,124$

Depn Expense ‐ Plant 1,100$ 1,466$

Depn Expense ‐ Minor 1,953$ 2,602$

Depn Expense ‐ Land 711$ 947$

Depn Expense 38,538$ 51,352$

Consumables ‐ Gas 1,552$ 2,068$

Consumables 7,380$ 9,834$

Consultancy 750$ 999$

Cleaning Staff 22,152$ 29,518$

Administrative 16,439$ 21,905$

Activity Staff 537$ 716$

285,316$ 380,184$

% Revenue

Variable Costs GST Free 41,602$ 11%

Variable Costs GST Inclusive 87,130$ 22%

Total Variable Cost 128,731$ 33%

Total Fixed Costs 251,452$

Total Costs 380,184$

Camp Banksia Re-Development Options


2. Forecasts for Option Four are based on the following assumptions:

a. Revenue forecasts for Option Four comprise those associated with leasing the facility to

a local cricket club and a local AFL club. Based on market rates, these revenues are

forecast to be in the vicinity of $13,200 for the first year including GST.

b. Depreciation has been calculated on a 40 year straight line basis, but excludes the

establishment costs associated with earthworks and demolition.

c. Fixed costs are based on known benchmarks and some information based on the fixed

costs for the Latrobe recreation ground.

d. Variable costs, including lighting and promotion have been assumed to be the

responsibility of the lessee in Option Four.

3. The following table (Table Four) provides a summary of the likely cashflow over a ten-year

period for each of the three development options based on the four funding scenarios (0%, 10%,

20%, 30% contribution by Council). Further detail regarding these cashflows is provided in

Appendix A.

4. Table Four provides a summary of forecast cash flows for each of the options. This is distinct

from a summary of forecast profitability. Forecast profitability does not take into account the

timing of cash flows nor does it account for any cash contributions (say for establishment costs)

made by the Council.

5. Regarding the Caretaker and the Caretaker’s Residence, the likely scenario would be that the

Camp Manager lives on site and not an additional employee. The assumption is that the

Manager has rent free accommodation in return for additional work hours that arise from being

on the facility 24/7. Salary projections remain as per the current Assessment.


Table Four Option Cashflow Projections by Funding Scenario

Option 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028

Closing

Balance

Option 1

100% Funded 10,157- 8,998- 3,908- 1,521 7,367 13,636 20,388 27,634 35,403 58,854 141,739

90% Funded 194,511- 78,882- 3,908- 1,521 7,367 13,636 20,388 27,634 35,403 58,854 112,499-

80% Funded 378,865- 148,767- 3,908- 1,521 7,367 13,636 20,388 27,634 35,403 58,854 366,737-

70% Funded 563,218- 218,652- 3,908- 1,521 7,367 13,636 20,388 27,634 35,403 58,854 620,976-

Option 2

100% Funded 500 2,172 8,094 14,397 21,167 28,411 36,198 44,537 53,461 79,679 288,615

90% Funded 241,588- 81,107- 8,094 14,397 21,167 28,411 36,198 44,537 53,461 79,679 36,753-

80% Funded 483,677- 164,387- 8,094 14,397 21,167 28,411 36,198 44,537 53,461 79,679 362,121-

70% Funded 725,765- 247,666- 8,094 14,397 21,167 28,411 36,198 44,537 53,461 79,679 687,489-

Option 4

100% Funded 235,608- 235,941- 241,781- 247,887- 254,145- 260,539- 267,111- 273,844- 280,744- 252,398- 2,549,996-

90% Funded 343,090- 824,845- 241,781- 247,887- 254,145- 260,539- 267,111- 273,844- 280,744- 252,398- 3,246,382-

80% Funded 450,572- 1,413,750- 241,781- 247,887- 254,145- 260,539- 267,111- 273,844- 280,744- 252,398- 3,942,768-

70% Funded 558,054- 2,002,654- 241,781- 247,887- 254,145- 260,539- 2,667,111- 273,844- 280,744- 252,398- 4,639,155-


6. Option One, even when establishment costs are fully funded, still commences with small

negative cash balances for the first three years to reflect the slower growth in income levels

relative to fixed costs, particularly in the earlier years. Slower growth in forecast income for

Option One is likely due to the fact that a significant source of forecast revenue (group

accommodation and catering) is from institutional buyers (schools, larger community

groups), who, traditionally, take a longer period of time to change purchasing decisions,

particularly when compared with buyers who are individuals (for example, users of

accommodation cabins).

7. Option Two has a more favourable cashflow than Option One due to the higher revenue

streams expected to be derived from increased group accommodation over the 10 year

forecast period. Option Two is forecast to be cash positive in each of the forecast years if the

establishment costs of Option Two are fully funded from external sources.

8. Option Four, due to both the high establishment costs and low revenue forecasts, is

expected to deliver unfavourable cashflows over the forecast period.

9. Moore Consulting has prepared a sensitivity analysis for the most favourable option (Option

Two). This analysis provides forecasts for:

a. worst case (revenues 25% less than forecasts with fixed costs remaining the same);

b. likely case (revenues and costs as forecast); and

c. best case (revenues 15% higher than forecast with fixed costs remaining the same)

scenarios.

10. The following table summarises the forecast cashflows for Option Two, for each scenario

over a ten year period. Further detail regarding these cashflows is provided in Appendix B.


Table Five Option Two Cashflow Projections by Revenue Scenario

As expected, Option Two is only cash positive throughout each year of the 10 year forecast period under the best case and likely case revenue scenarios

and, when the project receives 100% funding from external sources. If Option Two obtains 90% or 80% external funding, and revenues follow the best case

scenarios, then, over the 10 year forecast period, projected cash flow for these two funding scenarios, is also positive.

Option 2 - 100% Funded 2018/2019 2019/2020 2020/2021 2021/2022 2022/2023 2023/2024 2024/2025 2025/2026 2026/2027 2027/2028

Closing

Balance

Best Case 39,679 42,145 49,936 58,201 67,028 76,423 86,471 97,182 108,593 137,414 763,071

Likely Case 500 2,172 8,094 14,397 21,167 28,411 36,198 44,537 53,461 79,679 288,615

Worst Case 64,800- 64,448- 61,644- 58,610- 55,267- 51,608- 47,591- 43,205- 38,427- 16,546- 502,147-

Option 2 - 90% Funded

Best Case 202,409- 41,135- 49,936 58,201 67,028 76,423 86,471 97,182 108,593 137,414 437,704

Likely Case 241,588- 81,107- 8,094 14,397 21,167 28,411 36,198 44,537 53,461 79,679 36,753-

Worst Case 306,888- 147,728- 61,644- 58,610- 55,267- 51,608- 47,591- 43,205- 38,427- 16,546- 827,514-


Best Case 444,497- 124,414- 49,936 58,201 67,028 76,423 86,471 97,182 108,593 137,414 112,336

Likely Case 483,677- 164,387- 8,094 14,397 21,167 28,411 36,198 44,537 53,461 79,679 362,121-

Worst Case 548,976- 231,008- 61,644- 58,610- 55,267- 51,608- 47,591- 43,205- 38,427- 16,546- 1,152,882-


Best Case 686,585- 207,694- 49,936 58,201 67,028 76,423 86,471 97,182 108,593 137,414 213,032-

Likely Case 725,765- 247,666- 8,094 14,397 21,167 28,411 36,198 44,537 53,461 79,679 687,489-

Worst Case 791,064- 314,287- 61,644- 58,610- 55,267- 51,608- 47,591- 43,205- 38,427- 16,546- 1,478,250-


Conclusions a. Continuing the current operations of Camp Banksia without any modifications is not

considered a viable option from the following points of view:

a. The limited and declining propensity for Camp Banksia to cover operating costs from

operating revenues;

b. Th growing gap between the demands of institutions that have used Camp Banksia

in the past and the capacity of Camp Banksia, as it currently operates, to meet these

demands, particularly as they relate to managing risk;

c. The capacity of Camp Banksia to successfully compete in the market for mainly

institutional and group based social and recreation activities; and,

d. The accumulating and increasing costs of both repairs and maintenance based on

the existing infrastructure available comprising Camp Banksia.

b. The future and increased demand for sport and recreation facilities is likely to be derived

significantly more from people participating in sport and recreation activities on an

unorganised basis rather than on an organised basis.

c. Active participation in club-based cricket and Australian Rules football is likely to continue to

fall over the forecast period.

d. Continued demand for and usage of Camp Banksia by the education sector is highly

dependent on the degree to which risks to students are avoided, minimised or managed in

an acceptable manner. Upgrading the quality of the amenity as described in the Master Plan

prepared by Lange Design, in terms of both functionality and compliance, is likely to assist in

this regard.

e. Upgrading the amenity as described in the Master Plan prepared by Lange Design, (Options

One and Two) to improve disability access to a larger number of people is likely to increase

the attractiveness of Camp Banksia to people with disabilities, their support providers and

carers. There may be the opportunity for family-based functions (such as family reunions)

with the potential for both accommodation and catering needs.

f. Trend increases in holiday visitor numbers to Port Sorell, in addition to the increasing size of

Port Sorell permanent population (increase in the visiting friends and relatives visitor

market), is likely to increase the demand for holiday cabin accommodation at Banksia Park.

g. Only Option One and Option Two funded fully through external funding and using the likely

case scenario are forecast to generate a positive cashflow over the ten-year forecast period.

h. Best case scenarios for Option Two with 100%, 90% and 80% external funding also develop

positive cashflows over the ten-year forecast period.

Recommendations a. That Option Four not be considered as the preferred development option for Camp Banksia.


b. That Option Two be considered as the preferred development option for Camp Banksia.

c. That the Latrobe Council pursue all options to secure 100% external funding for the

redevelopment of Camp Banksia.

d. That the Latrobe Council undertake investigations to determine a preferred legal and

operating structure for Camp Banksia including:

a. A Latrobe Council in-house business unit;

b. A corporation/trading enterprise owned by Latrobe Council;

c. Outsource to an external service provider;

d. Privatisation.


Appendix A

Option Cashflow Projections by Funding Scenario


Moore Consulting Ten Year Profit and Cash Forecasts for Banksia Park - Option One - 100% Funding

10 YEAR SALES FORECAST (inc GST)

2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 9,450 9,639 9,832 10,028 10,229 10,433 10,642 10,854 11,072 11,292 103,471

Other Income sales 840 857 874 891 909 927 946 965 984 1,004 9,197

Reimbursements sales 11 11 11 12 12 12 12 13 13 13 120

Linen Hire sales 1,785 1,821 1,857 1,894 1,932 1,971 2,010 2,050 2,091 2,133 19,545

Equipment Hire sales 420 428 437 446 455 464 473 482 492 502 4,599

Crockery Hire sales 6,615 6,747 6,882 7,020 7,160 7,303 7,449 7,598 7,750 7,905 72,430

Commissions sales 125 128 130 133 135 138 141 144 146 149 1,369

Catering sales 174,300 183,015 192,166 201,774 211,863 222,427 233,548 245,226 257,487 270,326 2,192,132

Banksia Retreat sales 24,150 24,633 25,126 25,628 26,141 26,662 27,195 27,739 28,294 28,858 264,427

Activities sales 3,360 3,427 3,496 3,566 3,637 3,710 3,784 3,859 3,937 4,015 36,790

Group Accommodation sales 70,000 73,500 77,175 81,034 85,085 89,328 93,794 98,484 103,408 108,565 880,374

Cabin Accommodation sales 101,520 106,596 111,926 117,522 123,398 129,551 136,029 142,830 149,972 157,450 1,276,794

Total Revenue(inc GST) 392,576 410,802 429,911 449,948 470,957 492,926 516,024 540,245 565,646 592,212 4,861,247

Less GST Collectable 35,689 37,346 39,083 40,904 42,814 44,811 46,911 49,113 51,422 53,837 441,932

Total Revenue(exc GST) 356,887 373,456 390,829 409,043 428,142 448,114 469,112 491,132 514,224 538,375 4,419,316

Gross Profit 233,489 244,325 255,686 267,598 280,089 293,150 306,882 321,282 336,383 352,176

Net Profit After Tax -13,816 -9,163 -4,139 1,277 7,110 13,365 20,102 27,333 35,085 58,143

10 YEAR CASH FORECAST

2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Opening Bank Balance 0 -10,157 -19,155 -23,063 -21,542 -14,176 -540 19,848 47,482 82,885

Cash Receipts 392,576 410,802 429,911 449,948 470,957 492,926 516,024 540,245 565,646 592,212

Cash Payments 402,733 419,800 433,819 448,427 463,590 479,290 495,636 512,611 530,243 533,359

Nett Cash Movement -10,157 -8,998 -3,908 1,521 7,367 13,636 20,388 27,634 35,403 58,854

Closing Bank Balance -10,157 -19,155 -23,063 -21,542 -14,176 -540 19,848 47,482 82,885 141,739

10 YEAR BREAK-EVEN ANALYSIS

2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 378,006 387,462 397,155 407,091 417,275 427,685 438,383 449,350 460,590 449,492

Net Cost of sales 130,700 133,974 137,330 140,770 144,296 147,900 151,604 155,401 159,292 155,458

Gross Margin 247,306 253,488 259,826 266,321 272,979 279,785 286,780 293,949 301,298 294,034

LESS EXPENSES (incl GST)

Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 251,226 257,507 263,945 270,543 277,307 284,221 291,326 298,609 306,074 297,452

Total Expenses (inc GST) 258,126 264,579 271,194 277,974 284,923 292,027 299,327 306,811 314,481 306,068

Less GST payable 10,821 11,091 11,368 11,653 11,944 12,242 12,548 12,861 13,183 12,034

Total Expenses (exc GST) 247,306 253,488 259,826 266,321 272,979 279,785 286,780 293,949 301,298 294,034

Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 96.3% 94.3% 92.4% 90.5% 88.6% 86.8% 85.0% 83.2% 81.4% 75.9%

as a % of sales budget

TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 9,450 9,639 9,832 10,028 10,229 10,433 10,642 10,854 11,072 11,292 103,471



Linen Hire sales 1,785 1,821 1,857 1,894 1,932 1,971 2,010 2,050 2,091 2,133 19,545




Catering sales 174,300 183,015 192,166 201,774 211,863 222,427 233,548 245,226 257,487 270,326 2,192,132








Gross Profit 233,489 244,325 255,686 267,598 280,089 293,150 306,882 321,282 336,383 352,176



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Opening Bank Balance 0 -194,511 -273,394 -277,302 -275,780 -268,414 -254,778 -234,390 -206,756 -171,353

Cash Receipts 392,576 410,802 429,911 449,948 470,957 492,926 516,024 540,245 565,646 592,212

Cash Payments 587,087 489,685 433,819 448,427 463,590 479,290 495,636 512,611 530,243 533,359


Closing Bank Balance -194,511 -273,394 -277,302 -275,780 -268,414 -254,778 -234,390 -206,756 -171,353 -112,499


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 378,006 387,462 397,155 407,091 417,275 427,685 438,383 449,350 460,590 449,492

Net Cost of sales 130,700 133,974 137,330 140,770 144,296 147,900 151,604 155,401 159,292 155,458

Gross Margin 247,306 253,488 259,826 266,321 272,979 279,785 286,780 293,949 301,298 294,034


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 251,226 257,507 263,945 270,543 277,307 284,221 291,326 298,609 306,074 297,452


Less GST payable 10,821 11,091 11,368 11,653 11,944 12,242 12,548 12,861 13,183 12,034


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 96.3% 94.3% 92.4% 90.5% 88.6% 86.8% 85.0% 83.2% 81.4% 75.9%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 9,450 9,639 9,832 10,028 10,229 10,433 10,642 10,854 11,072 11,292 103,471



Linen Hire sales 1,785 1,821 1,857 1,894 1,932 1,971 2,010 2,050 2,091 2,133 19,545




Catering sales 174,300 183,015 192,166 201,774 211,863 222,427 233,548 245,226 257,487 270,326 2,192,132








Gross Profit 233,489 244,325 255,686 267,598 280,089 293,150 306,882 321,282 336,383 352,176



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 392,576 410,802 429,911 449,948 470,957 492,926 516,024 540,245 565,646 592,212

Cash Payments 771,441 559,569 433,819 448,427 463,590 479,290 495,636 512,611 530,243 533,359




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 378,006 387,462 397,155 407,091 417,275 427,685 438,383 449,350 460,590 449,492

Net Cost of sales 130,700 133,974 137,330 140,770 144,296 147,900 151,604 155,401 159,292 155,458

Gross Margin 247,306 253,488 259,826 266,321 272,979 279,785 286,780 293,949 301,298 294,034


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 251,226 257,507 263,945 270,543 277,307 284,221 291,326 298,609 306,074 297,452


Less GST payable 10,821 11,091 11,368 11,653 11,944 12,242 12,548 12,861 13,183 12,034


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 96.3% 94.3% 92.4% 90.5% 88.6% 86.8% 85.0% 83.2% 81.4% 75.9%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 9,450 9,639 9,832 10,028 10,229 10,433 10,642 10,854 11,072 11,292 103,471



Linen Hire sales 1,785 1,821 1,857 1,894 1,932 1,971 2,010 2,050 2,091 2,133 19,545




Catering sales 174,300 183,015 192,166 201,774 211,863 222,427 233,548 245,226 257,487 270,326 2,192,132








Gross Profit 233,489 244,325 255,686 267,598 280,089 293,150 306,882 321,282 336,383 352,176



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 392,576 410,802 429,911 449,948 470,957 492,926 516,024 540,245 565,646 592,212

Cash Payments 955,794 629,454 433,819 448,427 463,590 479,290 495,636 512,611 530,243 533,359




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 378,006 387,462 397,155 407,091 417,275 427,685 438,383 449,350 460,590 449,492

Net Cost of sales 130,700 133,974 137,330 140,770 144,296 147,900 151,604 155,401 159,292 155,458

Gross Margin 247,306 253,488 259,826 266,321 272,979 279,785 286,780 293,949 301,298 294,034


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 251,226 257,507 263,945 270,543 277,307 284,221 291,326 298,609 306,074 297,452


Less GST payable 10,821 11,091 11,368 11,653 11,944 12,242 12,548 12,861 13,183 12,034


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 96.3% 94.3% 92.4% 90.5% 88.6% 86.8% 85.0% 83.2% 81.4% 75.9%


TOTAL REVENUE


Moore Consulting Ten Year Profit and Cash Forecasts for Banksia Park - Option Two - 100% Funding


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 9,450 9,639 9,832 10,028 10,229 10,433 10,642 10,854 11,072 11,292 103,471



Linen Hire sales 1,785 1,821 1,857 1,894 1,932 1,971 2,010 2,050 2,091 2,133 19,545




Catering sales 174,300 183,015 192,166 201,774 211,863 222,427 233,548 245,226 257,487 270,326 2,192,132



Group Accommodation sales 105,000 110,250 115,763 121,551 127,628 133,992 140,692 147,726 155,113 162,847 1,320,561





Gross Profit 254,292 266,168 278,621 291,680 305,375 319,697 334,756 350,549 367,114 384,440

Net Profit After Tax -3,441 1,992 7,841 14,130 20,886 28,115 35,885 44,206 53,112 78,897


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Opening Bank Balance 0 500 2,672 10,766 25,163 46,330 74,741 110,938 155,475 208,936

Cash Receipts 427,576 447,552 468,499 490,465 513,499 537,590 562,921 589,487 617,351 646,495

Cash Payments 427,076 445,380 460,405 476,068 492,332 509,179 526,723 544,951 563,890 566,816

Nett Cash Movement 500 2,172 8,094 14,397 21,167 28,411 36,198 44,537 53,461 79,679

Closing Bank Balance 500 2,672 10,766 25,163 46,330 74,741 110,938 155,475 208,936 288,615


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 92.1% 90.2% 88.4% 86.5% 84.7% 82.9% 81.2% 79.4% 77.8% 72.3%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 9,450 9,639 9,832 10,028 10,229 10,433 10,642 10,854 11,072 11,292 103,471



Linen Hire sales 1,785 1,821 1,857 1,894 1,932 1,971 2,010 2,050 2,091 2,133 19,545




Catering sales 174,300 183,015 192,166 201,774 211,863 222,427 233,548 245,226 257,487 270,326 2,192,132








Gross Profit 254,292 266,168 278,621 291,680 305,375 319,697 334,756 350,549 367,114 384,440



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 427,576 447,552 468,499 490,465 513,499 537,590 562,921 589,487 617,351 646,495

Cash Payments 669,164 528,659 460,405 476,068 492,332 509,179 526,723 544,951 563,890 566,816

Nett Cash Movement -241,588 -81,107 8,094 14,397 21,167 28,411 36,198 44,537 53,461 79,679



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 92.1% 90.2% 88.4% 86.5% 84.7% 82.9% 81.2% 79.4% 77.8% 72.3%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 9,450 9,639 9,832 10,028 10,229 10,433 10,642 10,854 11,072 11,292 103,471



Linen Hire sales 1,785 1,821 1,857 1,894 1,932 1,971 2,010 2,050 2,091 2,133 19,545




Catering sales 174,300 183,015 192,166 201,774 211,863 222,427 233,548 245,226 257,487 270,326 2,192,132








Gross Profit 254,292 266,168 278,621 291,680 305,375 319,697 334,756 350,549 367,114 384,440



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 427,576 447,552 468,499 490,465 513,499 537,590 562,921 589,487 617,351 646,495

Cash Payments 911,253 611,939 460,405 476,068 492,332 509,179 526,723 544,951 563,890 566,816




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 92.1% 90.2% 88.4% 86.5% 84.7% 82.9% 81.2% 79.4% 77.8% 72.3%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 9,450 9,639 9,832 10,028 10,229 10,433 10,642 10,854 11,072 11,292 103,471



Linen Hire sales 1,785 1,821 1,857 1,894 1,932 1,971 2,010 2,050 2,091 2,133 19,545




Catering sales 174,300 183,015 192,166 201,774 211,863 222,427 233,548 245,226 257,487 270,326 2,192,132








Gross Profit 254,292 266,168 278,621 291,680 305,375 319,697 334,756 350,549 367,114 384,440



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 427,576 447,552 468,499 490,465 513,499 537,590 562,921 589,487 617,351 646,495

Cash Payments 1,153,341 695,218 460,405 476,068 492,332 509,179 526,723 544,951 563,890 566,816




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 92.1% 90.2% 88.4% 86.5% 84.7% 82.9% 81.2% 79.4% 77.8% 72.3%


TOTAL REVENUE


Moore Consulting Ten Year Profit and Cash Forecasts for Camp Banksia - Option Four 100% Funding


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

AFL Lease sales 6,600 6,765 6,934 7,107 7,285 7,467 7,653 7,845 8,041 8,241 73,939

Cricket Lease sales 7,260 7,260 7,260 7,260 7,260 7,260 7,260 7,260 7,260 7,260 72,600

Total Revenue(inc GST) 13,860 14,025 14,194 14,367 14,545 14,727 14,913 15,105 15,301 15,501 146,539


Total Revenue(exc GST) 12,600 12,750 12,904 13,061 13,223 13,388 13,558 13,732 13,910 14,092 133,217

Gross Profit 12,600 12,750 12,904 13,061 13,223 13,388 13,558 13,732 13,910 14,092

Net Profit After Tax -229,862 -235,673 -241,629 -247,731 -253,985 -260,376 -266,943 -273,672 -280,568 -253,098


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Opening Bank Balance 0 -235,608 -471,549 -713,330 -961,217 -1,215,361 -1,475,900 -1,743,011 -2,016,854 -2,297,598

Cash Receipts 13,860 14,025 14,194 14,367 14,545 14,727 14,913 15,105 15,301 15,501

Cash Payments 249,468 249,966 255,975 262,255 268,690 275,266 282,024 288,948 296,045 267,899

Nett Cash Movement -235,608 -235,941 -241,781 -247,887 -254,145 -260,539 -267,111 -273,844 -280,744 -252,398

Closing Bank Balance -235,608 -471,549 -713,330 -961,217 -1,215,361 -1,475,900 -1,743,011 -2,016,854 -2,297,598 -2,549,996


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 242,462 248,423 254,532 260,793 267,208 273,764 280,500 287,404 294,478 267,190

Net Cost of sales 0 0 0 0 0 0 0 0 0 0

Gross Margin 242,462 248,423 254,532 260,793 267,208 273,764 280,500 287,404 294,478 267,190


Sales & Marketing 0 0 0 0 0 0 0 0 0 0

Admin & Overhead 266,708 273,266 279,986 286,872 293,929 301,140 308,551 316,144 323,926 293,910


Less GST payable 24,246 24,842 25,453 26,079 26,721 27,376 28,050 28,740 29,448 26,719


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 1749.4% 1771.3% 1793.2% 1815.2% 1837.1% 1859.0% 1880.9% 1902.7% 1924.6% 1723.7%


TOTAL REVENUE


Moore Consulting Ten Year Profit and Cash Forecasts for Camp Banksia - Option Four 90% funded


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

AFL Lease sales 6,600 6,765 6,934 7,107 7,285 7,467 7,653 7,845 8,041 8,241 73,939





Gross Profit 12,600 12,750 12,904 13,061 13,223 13,388 13,558 13,732 13,910 14,092



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Opening Bank Balance 0 -343,090 -1,167,935 -1,409,716 -1,657,603 -1,911,748 -2,172,286 -2,439,397 -2,713,241 -2,993,984

Cash Receipts 13,860 14,025 14,194 14,367 14,545 14,727 14,913 15,105 15,301 15,501

Cash Payments 356,950 838,870 255,975 262,255 268,690 275,266 282,024 288,948 296,045 267,899


Closing Bank Balance -343,090 -1,167,935 -1,409,716 -1,657,603 -1,911,748 -2,172,286 -2,439,397 -2,713,241 -2,993,984 -3,246,382


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 242,462 248,423 254,532 260,793 267,208 273,764 280,500 287,404 294,478 267,190

Net Cost of sales 0 0 0 0 0 0 0 0 0 0

Gross Margin 242,462 248,423 254,532 260,793 267,208 273,764 280,500 287,404 294,478 267,190


Sales & Marketing 0 0 0 0 0 0 0 0 0 0

Admin & Overhead 266,708 273,266 279,986 286,872 293,929 301,140 308,551 316,144 323,926 293,910


Less GST payable 24,246 24,842 25,453 26,079 26,721 27,376 28,050 28,740 29,448 26,719


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 1749.4% 1771.3% 1793.2% 1815.2% 1837.1% 1859.0% 1880.9% 1902.7% 1924.6% 1723.7%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

AFL Lease sales 6,600 6,765 6,934 7,107 7,285 7,467 7,653 7,845 8,041 8,241 73,939





Gross Profit 12,600 12,750 12,904 13,061 13,223 13,388 13,558 13,732 13,910 14,092



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 13,860 14,025 14,194 14,367 14,545 14,727 14,913 15,105 15,301 15,501

Cash Payments 464,432 1,427,775 255,975 262,255 268,690 275,266 282,024 288,948 296,045 267,899

Nett Cash Movement -450,572 -1,413,750 -241,781 -247,887 -254,145 -260,539 -267,111 -273,844 -280,744 -252,398



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 242,462 248,423 254,532 260,793 267,208 273,764 280,500 287,404 294,478 267,190

Net Cost of sales 0 0 0 0 0 0 0 0 0 0

Gross Margin 242,462 248,423 254,532 260,793 267,208 273,764 280,500 287,404 294,478 267,190


Sales & Marketing 0 0 0 0 0 0 0 0 0 0

Admin & Overhead 266,708 273,266 279,986 286,872 293,929 301,140 308,551 316,144 323,926 293,910


Less GST payable 24,246 24,842 25,453 26,079 26,721 27,376 28,050 28,740 29,448 26,719


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 1749.4% 1771.3% 1793.2% 1815.2% 1837.1% 1859.0% 1880.9% 1902.7% 1924.6% 1723.7%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

AFL Lease sales 6,600 6,765 6,934 7,107 7,285 7,467 7,653 7,845 8,041 8,241 73,939





Gross Profit 12,600 12,750 12,904 13,061 13,223 13,388 13,558 13,732 13,910 14,092



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 13,860 14,025 14,194 14,367 14,545 14,727 14,913 15,105 15,301 15,501

Cash Payments 571,914 2,016,679 255,975 262,255 268,690 275,266 282,024 288,948 296,045 267,899

Nett Cash Movement -558,054 -2,002,654 -241,781 -247,887 -254,145 -260,539 -267,111 -273,844 -280,744 -252,398



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 242,462 248,423 254,532 260,793 267,208 273,764 280,500 287,404 294,478 267,190

Net Cost of sales 0 0 0 0 0 0 0 0 0 0

Gross Margin 242,462 248,423 254,532 260,793 267,208 273,764 280,500 287,404 294,478 267,190


Sales & Marketing 0 0 0 0 0 0 0 0 0 0

Admin & Overhead 266,708 273,266 279,986 286,872 293,929 301,140 308,551 316,144 323,926 293,910


Less GST payable 24,246 24,842 25,453 26,079 26,721 27,376 28,050 28,740 29,448 26,719


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 1749.4% 1771.3% 1793.2% 1815.2% 1837.1% 1859.0% 1880.9% 1902.7% 1924.6% 1723.7%


TOTAL REVENUE


Appendix B

Option Two Cashflow Projections by Revenue Scenario


Moore Consulting Ten Year Profit and Cash Forecasts for Banksia Park - Option Two - 100% Funding - Best Case


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 10,868 11,085 11,307 11,533 11,763 11,998 12,238 12,483 12,732 12,986 118,992

Other Income sales 966 985 1,005 1,025 1,046 1,066 1,088 1,110 1,132 1,154 10,577


Linen Hire sales 2,053 2,094 2,136 2,178 2,222 2,266 2,312 2,358 2,405 2,453 22,476




Catering sales 200,445 210,467 220,991 232,040 243,642 255,791 268,581 282,010 296,110 310,875 2,520,951








Gross Profit 292,436 306,093 320,415 335,432 351,181 367,651 384,969 403,132 422,181 442,106

Net Profit After Tax 34,703 41,917 49,634 57,882 66,692 76,069 86,098 96,789 108,179 136,563


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Opening Bank Balance 0 39,679 81,824 131,761 189,962 256,989 333,412 419,882 517,064 625,658

Cash Receipts 491,712 514,685 538,774 564,034 590,524 618,228 647,359 677,910 709,953 743,469

Cash Payments 452,033 472,540 488,837 505,833 523,496 541,806 560,888 580,729 601,360 606,055

Nett Cash Movement 39,679 42,145 49,936 58,201 67,028 76,423 86,471 97,182 108,593 137,414

Closing Bank Balance 39,679 81,824 131,761 189,962 256,989 333,412 419,882 517,064 625,658 763,071


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 80.1% 78.5% 76.8% 75.2% 73.6% 72.1% 70.6% 69.1% 67.6% 62.8%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 9,450 9,639 9,832 10,028 10,229 10,433 10,642 10,854 11,072 11,292 103,471



Linen Hire sales 1,785 1,821 1,857 1,894 1,932 1,971 2,010 2,050 2,091 2,133 19,545




Catering sales 174,300 183,015 192,166 201,774 211,863 222,427 233,548 245,226 257,487 270,326 2,192,132








Gross Profit 254,292 266,168 278,621 291,680 305,375 319,697 334,756 350,549 367,114 384,440



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Opening Bank Balance 0 500 2,672 10,766 25,163 46,330 74,741 110,938 155,475 208,936

Cash Receipts 427,576 447,552 468,499 490,465 513,499 537,590 562,921 589,487 617,351 646,495

Cash Payments 427,076 445,380 460,405 476,068 492,332 509,179 526,723 544,951 563,890 566,816

Nett Cash Movement 500 2,172 8,094 14,397 21,167 28,411 36,198 44,537 53,461 79,679

Closing Bank Balance 500 2,672 10,766 25,163 46,330 74,741 110,938 155,475 208,936 288,615


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 92.1% 90.2% 88.4% 86.5% 84.7% 82.9% 81.2% 79.4% 77.8% 72.3%


TOTAL REVENUE


Moore Consulting Ten Year Profit and Cash Forecasts for Banksia Park - Option Two - 100% Funding - Worst Case


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 7,088 7,229 7,374 7,521 7,672 7,825 7,981 8,141 8,304 8,469 77,604

Other Income sales 630 643 655 669 682 696 709 724 738 753 6,898


Linen Hire sales 1,339 1,366 1,393 1,421 1,449 1,478 1,508 1,538 1,568 1,600 14,658




Catering sales 130,725 137,261 144,124 151,331 158,897 166,820 175,161 183,919 193,115 202,745 1,644,099




Cabin Accommodation sales 76,140 79,947 83,944 88,142 92,549 97,163 102,022 107,123 112,479 118,087 957,596




Gross Profit 190,719 199,626 208,966 218,760 229,031 239,772 251,067 262,912 275,335 288,330



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 320,682 335,664 351,374 367,848 385,124 403,192 422,191 442,116 463,013 484,871

Cash Payments 385,482 400,113 413,019 426,458 440,392 454,800 469,782 485,321 501,440 501,417




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 122.9% 120.3% 117.8% 115.3% 112.9% 110.6% 108.2% 105.9% 103.7% 96.3%


TOTAL REVENUE


Moore Consulting Ten Year Profit and Cash Forecasts for Banksia Park - Option Two - 90% Funding Best Case


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 10,868 11,085 11,307 11,533 11,763 11,998 12,238 12,483 12,732 12,986 118,992



Linen Hire sales 2,053 2,094 2,136 2,178 2,222 2,266 2,312 2,358 2,405 2,453 22,476




Catering sales 200,445 210,467 220,991 232,040 243,642 255,791 268,581 282,010 296,110 310,875 2,520,951








Gross Profit 292,436 306,093 320,415 335,432 351,181 367,651 384,969 403,132 422,181 442,106



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Opening Bank Balance 0 -202,409 -243,543 -193,607 -135,406 -68,378 8,044 94,515 191,697 300,290

Cash Receipts 491,712 514,685 538,774 564,034 590,524 618,228 647,359 677,910 709,953 743,469

Cash Payments 694,121 555,820 488,837 505,833 523,496 541,806 560,888 580,729 601,360 606,055


Closing Bank Balance -202,409 -243,543 -193,607 -135,406 -68,378 8,044 94,515 191,697 300,290 437,704


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 80.1% 78.5% 76.8% 75.2% 73.6% 72.1% 70.6% 69.1% 67.6% 62.8%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 9,450 9,639 9,832 10,028 10,229 10,433 10,642 10,854 11,072 11,292 103,471



Linen Hire sales 1,785 1,821 1,857 1,894 1,932 1,971 2,010 2,050 2,091 2,133 19,545




Catering sales 174,300 183,015 192,166 201,774 211,863 222,427 233,548 245,226 257,487 270,326 2,192,132








Gross Profit 254,292 266,168 278,621 291,680 305,375 319,697 334,756 350,549 367,114 384,440



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 427,576 447,552 468,499 490,465 513,499 537,590 562,921 589,487 617,351 646,495

Cash Payments 669,164 528,659 460,405 476,068 492,332 509,179 526,723 544,951 563,890 566,816




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 92.1% 90.2% 88.4% 86.5% 84.7% 82.9% 81.2% 79.4% 77.8% 72.3%


TOTAL REVENUE


Moore Consulting Ten Year Profit and Cash Forecasts for Banksia Park - Option Two - 90% Funding Worst Case


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 7,088 7,229 7,374 7,521 7,672 7,825 7,981 8,141 8,304 8,469 77,604



Linen Hire sales 1,339 1,366 1,393 1,421 1,449 1,478 1,508 1,538 1,568 1,600 14,658




Catering sales 130,725 137,261 144,124 151,331 158,897 166,820 175,161 183,919 193,115 202,745 1,644,099








Gross Profit 190,719 199,626 208,966 218,760 229,031 239,772 251,067 262,912 275,335 288,330



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 320,682 335,664 351,374 367,848 385,124 403,192 422,191 442,116 463,013 484,871

Cash Payments 627,570 483,392 413,019 426,458 440,392 454,800 469,782 485,321 501,440 501,417




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 122.9% 120.3% 117.8% 115.3% 112.9% 110.6% 108.2% 105.9% 103.7% 96.3%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 10,868 11,085 11,307 11,533 11,763 11,998 12,238 12,483 12,732 12,986 118,992



Linen Hire sales 2,053 2,094 2,136 2,178 2,222 2,266 2,312 2,358 2,405 2,453 22,476




Catering sales 200,445 210,467 220,991 232,040 243,642 255,791 268,581 282,010 296,110 310,875 2,520,951








Gross Profit 292,436 306,093 320,415 335,432 351,181 367,651 384,969 403,132 422,181 442,106



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 491,712 514,685 538,774 564,034 590,524 618,228 647,359 677,910 709,953 743,469

Cash Payments 936,209 639,099 488,837 505,833 523,496 541,806 560,888 580,729 601,360 606,055


Closing Bank Balance -444,497 -568,911 -518,975 -460,774 -393,746 -317,324 -230,853 -133,671 -25,078 112,336


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 80.1% 78.5% 76.8% 75.2% 73.6% 72.1% 70.6% 69.1% 67.6% 62.8%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 9,450 9,639 9,832 10,028 10,229 10,433 10,642 10,854 11,072 11,292 103,471



Linen Hire sales 1,785 1,821 1,857 1,894 1,932 1,971 2,010 2,050 2,091 2,133 19,545




Catering sales 174,300 183,015 192,166 201,774 211,863 222,427 233,548 245,226 257,487 270,326 2,192,132








Gross Profit 254,292 266,168 278,621 291,680 305,375 319,697 334,756 350,549 367,114 384,440



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 427,576 447,552 468,499 490,465 513,499 537,590 562,921 589,487 617,351 646,495

Cash Payments 911,253 611,939 460,405 476,068 492,332 509,179 526,723 544,951 563,890 566,816




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 92.1% 90.2% 88.4% 86.5% 84.7% 82.9% 81.2% 79.4% 77.8% 72.3%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 7,088 7,229 7,374 7,521 7,672 7,825 7,981 8,141 8,304 8,469 77,604



Linen Hire sales 1,339 1,366 1,393 1,421 1,449 1,478 1,508 1,538 1,568 1,600 14,658




Catering sales 130,725 137,261 144,124 151,331 158,897 166,820 175,161 183,919 193,115 202,745 1,644,099








Gross Profit 190,719 199,626 208,966 218,760 229,031 239,772 251,067 262,912 275,335 288,330



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Opening Bank Balance 0 -548,976 -779,984 -841,628 -900,238 -955,505 -1,007,113 -1,054,704 -1,097,909 -1,136,336

Cash Receipts 320,682 335,664 351,374 367,848 385,124 403,192 422,191 442,116 463,013 484,871

Cash Payments 869,658 566,672 413,019 426,458 440,392 454,800 469,782 485,321 501,440 501,417


Closing Bank Balance -548,976 -779,984 -841,628 -900,238 -955,505 -1,007,113 -1,054,704 -1,097,909 -1,136,336 -1,152,882


2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 122.9% 120.3% 117.8% 115.3% 112.9% 110.6% 108.2% 105.9% 103.7% 96.3%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 10,868 11,085 11,307 11,533 11,763 11,998 12,238 12,483 12,732 12,986 118,992



Linen Hire sales 2,053 2,094 2,136 2,178 2,222 2,266 2,312 2,358 2,405 2,453 22,476




Catering sales 200,445 210,467 220,991 232,040 243,642 255,791 268,581 282,010 296,110 310,875 2,520,951








Gross Profit 292,436 306,093 320,415 335,432 351,181 367,651 384,969 403,132 422,181 442,106



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 491,712 514,685 538,774 564,034 590,524 618,228 647,359 677,910 709,953 743,469

Cash Payments 1,178,297 722,379 488,837 505,833 523,496 541,806 560,888 580,729 601,360 606,055




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 80.1% 78.5% 76.8% 75.2% 73.6% 72.1% 70.6% 69.1% 67.6% 62.8%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 9,450 9,639 9,832 10,028 10,229 10,433 10,642 10,854 11,072 11,292 103,471



Linen Hire sales 1,785 1,821 1,857 1,894 1,932 1,971 2,010 2,050 2,091 2,133 19,545




Catering sales 174,300 183,015 192,166 201,774 211,863 222,427 233,548 245,226 257,487 270,326 2,192,132








Gross Profit 254,292 266,168 278,621 291,680 305,375 319,697 334,756 350,549 367,114 384,440



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 427,576 447,552 468,499 490,465 513,499 537,590 562,921 589,487 617,351 646,495

Cash Payments 1,153,341 695,218 460,405 476,068 492,332 509,179 526,723 544,951 563,890 566,816




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 92.1% 90.2% 88.4% 86.5% 84.7% 82.9% 81.2% 79.4% 77.8% 72.3%


TOTAL REVENUE




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

Venue Hire sales 7,088 7,229 7,374 7,521 7,672 7,825 7,981 8,141 8,304 8,469 77,604



Linen Hire sales 1,339 1,366 1,393 1,421 1,449 1,478 1,508 1,538 1,568 1,600 14,658




Catering sales 130,725 137,261 144,124 151,331 158,897 166,820 175,161 183,919 193,115 202,745 1,644,099








Gross Profit 190,719 199,626 208,966 218,760 229,031 239,772 251,067 262,912 275,335 288,330



2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028


Cash Receipts 320,682 335,664 351,374 367,848 385,124 403,192 422,191 442,116 463,013 484,871

Cash Payments 1,111,746 649,951 413,019 426,458 440,392 454,800 469,782 485,321 501,440 501,417




2018/ 2019 2019/ 2020 2020/ 2021 2021/ 2022 2022/ 2023 2023/ 2024 2024/ 2025 2025/ 2026 2026/ 2027 2027/ 2028

SALES (incl GST) 393,965 403,821 413,922 424,277 434,890 445,739 456,889 468,318 480,032 467,106

Net Cost of sales 136,232 139,644 143,142 146,727 150,401 154,157 158,018 161,975 166,030 161,564

Gross Margin 257,733 264,176 270,781 277,550 284,489 291,582 298,871 306,343 314,002 305,543


Sales & Marketing 6,900 7,073 7,249 7,431 7,616 7,806 8,001 8,201 8,406 8,616

Admin & Overhead 262,696 269,264 275,995 282,895 289,967 297,197 304,627 312,242 320,048 310,112


Less GST payable 11,863 12,160 12,464 12,775 13,095 13,421 13,757 14,101 14,453 13,185


Nett Profit 0 0 0 0 0 0 0 0 0 0

Break-even point 122.9% 120.3% 117.8% 115.3% 112.9% 110.6% 108.2% 105.9% 103.7% 96.3%


TOTAL REVENUE

Documents

Camp Banksia Master Plan Report 120618 FINAL