Tredwell Management | Copper Coast Sports and Leisure ... Sport and... · Business Case incorporating the scope and outputs of the project o Management Modeling o Financial Modeling

Tredwell Management | Copper Coast Sports and Leisure Centre Master Plan - 2013 1 | P a g e


Table of Contents

1. INTRODUCTION/BACKGROUND .................................................................. 4

1.1 Project Scope and Requirements ...................................................................... 5

1.2 Methodology ...................................................................................................... 6

1.3 Methodology Table and Proposed Timeline ....................................................... 7

2. REGIONAL OVERVIEW .................................................................................. 8

2.1 District Council of the Copper Coast .................................................................. 8

2.2 Kadina ............................................................................................................... 9

2.1 Demographic Profile .........................................................................................10

2.2 Demographic Summary ....................................................................................12

2.3 Age/Population Profiles: ...................................................................................13

2.4 Wider Catchment Market ..................................................................................15

3. BENEFITS OF SPORT AND RECREATION ................................................. 16

3.1 Potential Benefits for Kadina .............................................................................17

4. PARTICIPATION TRENDS ........................................................................... 18

4.1 Local Context ...................................................................................................18

4.2 State Context ....................................................................................................19

4.3 National Context ...............................................................................................23

4.4 Summary of Tables ..........................................................................................26

4.5 Megatrends ......................................................................................................27

5. STRATEGIC CONTEXT ................................................................................ 30

5.1 Strategic Documents ........................................................................................30

5.2 Strategic Document Flowchart ..........................................................................36

6. CURRENT CENTRE USAGE ........................................................................ 37

6.1 Copper Coast Sport and Leisure ......................................................................37

7. CURRENT AND/OR POTENTIAL USER GROUPS ...................................... 39

8. CONSULTATION FINDINGS......................................................................... 43

9. NEEDS ANALYSIS ........................................................................................ 46

9.1 Individual User Groups .....................................................................................46

9.2 Community Needs ............................................................................................48

9.3 Opportunities and Constraints Matrix ................................................................49

10. DESIGN CONSIDERATIONS ........................................................................ 50

10.1 Design Logic .....................................................................................................50

10.2 Accommodation Schedule – .............................................................................51

11. MASTER PLAN DESIGN OPTIONS ............................................................. 59

11.1 Concept Plan - Option 1 ...................................................................................60



11.4 Summary of Options .........................................................................................65

11.5 Concept Plan and Elevations ............................................................................70


12. FINANCIAL ANALYSIS ................................................................................. 72

12.1 Operational Performance ..................................................................................72

12.2 Summary of Operating Scenarios .....................................................................73

12.3 Best Case Scenario ..........................................................................................74

12.4 Likely Scenario .................................................................................................75

12.5 Worst Case Scenario ........................................................................................76

13. IMPLEMENTATION PLAN ............................................................................ 77

14. RISK MANAGEMENT PLAN ......................................................................... 78

15. FUNDING OPPORTUNITIES......................................................................... 80

16. RECOMMENDATIONS .................................................................................. 83


1. Introduction/Background

The Copper Coast Sports and Leisure Centre located on Doswell Terrace, Kadina is owned by the District Council of the Copper Coast and managed by Belgravia Leisure.

The Centres main users are the Fitness Centre (600+ members), Basketball (700+ members), Netball, Tennis and Kadina High School. Other activities include; futsal, sport aerobics, children activities and vacation care.

The recent growth in the usage of the centre is resulting in a push for ad hoc change to occur, which if allowed to continue in an uncontrolled manner could result in increased future reinstatement and maintenance costs. Therefore, before any change occurs, it is important that a plan is developed so that the changes can be implemented in a systematic and cost effective way.

The Basketball Association is seeking the construction of an additional three undercover courts, which could ensure the centre is suitable for regional and state events.

The Council currently does not have the budget to fully fund any redevelopment and therefore this project aims to prepare all the necessary documentation for a grant application.

Image 1: Current Copper Coast Sports and Leisure Centre


1.1 Project Scope and Requirements

The aim of the project is to prepare a Master Plan for the Sports Centre to enable a future RDA or other suitable grant application for its development into a regional centre. This master plan will provide a framework for future development of the site. It will be a strategic plan that determines the location, scale and type of developments that could occur at the site. The master planning process will include reviewing the existing physical conditions, analysing site issues and developing an agreed strategic plan for the site. Consulting with all necessary stakeholders will then assist in determining a series of agreed design outcomes.

The following is a summary of the key requirements of the project:

Documented public consultation

Site plans and elevations suitable for a development application

Identifying economic and social benefits

Certified cost estimates

Business Case incorporating the scope and outputs of the project

o Management Modeling

o Financial Modeling

Asset and Operational strategies (incl. 5 year financial projections)

Cost/benefit analysis

o Risk Management Assessment

Project Management Plan

Identify partnership funding from stakeholders

Deliver a final report in both electronic and hard copy Sport in the Copper Coast region is of high importance, many local residents play multiple sports over the summer and winter seasons. Basketball is one of the most popular sports in Kadina and surrounding areas and with a 700 strong membership base justifies at face value an increase in indoor space. However the cost of developing such a significant addition (3 courts) is in the millions of dollars and therefore a prudent analysis and preparation of a business case is a necessary first step. Preparing the business case in line with key funding body requirements such as Regional Development Australia and the Office for Recreation and Sport is a fundamental step in providing the best opportunity to receive external funding.


1.2 Methodology

This methodology has been developed to ensure that the project incorporates relevant consultation, research and planning processes while meeting the brief requirements. The Team understands the importance that timely and effective consultation plays in ensuring that a diligent business case & associated plans are prepared. The five stage methodology proposed will ensure that all of the project requirements outlined in the project brief are addressed. The five stages are:

Stage 1: Start-Up and Current Situation Analysis Stage 2: Key Stakeholder Consultation Stage 3: Needs Analysis & Site Options Stage 4: Draft Master Plan Stage 5: Finalise Master Plan

The Methodology for each of these stages is discussed in detail below including the key outputs that will be produced from each Stage.

Image 2: Current Copper Coast Sports and Leisure Centre


1.3 Methodology Table and Proposed Timeline

Table 1: Methodology and proposed timeline

Stage Key outputs

1. Start-Up and Current Situation Analysis

Initial start-up meeting and discussions with key stakeholders

Site tour (check basic site dimensions, levels and conditions)

Summary of Literature Review Findings

2. Key Stakeholder Consultation

Stakeholder interviews

Summary of consultation findings report including a succinct survey findings report

3. Needs and Options Analysis

Opportunities and Constraints Matrix

Confirmation of current and future basketball/indoor facility needs, trends and demands.

Identification of development options (high level block plans);

Confirmation of required facility elements including an accommodation schedule

Substantiated selection of preferred scenario

Progress meeting to present the findings and receive feedback

4. Draft Master Plan Business Case

A high level concept master plan including stadium and associated infrastructure

High level site plans, floor plans and indicative elevations

Order of cost estimate

Asset Management and Operations Plan

Project Management Plan

Risk Management Plan

Identification of potential funding sources

Feedback from Project Manager/Steering Committee

5. Finalise Master Plan

Finalised Master Plan


2. Regional Overview

2.1 District Council of the Copper Coast

The District Council of the Copper Coast is on the north western section of the Yorke Peninsula. The District Council of the Copper Coast covers 773km2 and has an approximate population of 13,000 permanent residents with roughly 100,000 visitors to the region annually. The local population has seen gradual growth in recent times and is expected to increase by 7% over the next decade.

The District Council of the Copper Coast covers many small townships including Port Hughes, North Beach, Moonta Bay and Paskeville. However, the three main urban areas within the council are Wallaroo, Moonta and Kadina, with Kadina being the largest of the three.

Image 3: District Council of the Copper Coast www.coppercoast.sa.gov.au

http://www.coppercoast.sa.gov.au/


2.2 Kadina

Kadina is located 148km out of Adelaide and has roughly 3,000 residents. This makes it the largest town on the Yorke Peninsular and also indicates why it is seen as the central hub (in terms of employment, housing and shopping) for the thriving agricultural community of the Copper Coast. Agriculture is the main source of employment within the area yet it is not the sole industry of the region. Recent times have seen a healthy growth in industries such as mining, manufacturing and fishing, other strong industries in the area include retail and tourism.

The town of Kadina was first settled by Cornish miners in 1859 who actively mined the natural copper deposits in the area. Today the town of Kadina holds the Kernwek Lowender (Cornish festival) every second year to celebrate its past. This festival is the largest of its kind (world-wide) and has been held every second year since 1973. It is this rich history that has led many to refer to the Copper Coast as being “Australia’s little Cornwell”. A well-known feature of Kadina is Victoria Square. This square is popular due to its well shaded parkland, BBQ facilities, old rotunda (which is regularly used), public amenities and also the fact that this is the location of the monthly rotary markets.

Sport and recreation in Kadina is prominent with numerous sporting codes and facilities including the Kadina Football Club, Kadina Cricket Club, Kadina Bowling Club, Northern Yorke Peninsular Little Athletics Centre, Motocross Club, Kadina BMX Club and the Kadina Golf Club. However, the most prominent sporting facility in Kadina is the multi-use Copper Coast Sports and Leisure Centre which includes fitness facilities, indoor and outdoor courts utilised for basketball, tennis, netball, futsal and clubroom facilities.

Image 4: Locations in Kadina


2.1 Demographic Profile

To inform the likely need and demand for the use of the proposed development of the Copper Coast Sport and Recreation Centre facility it is necessary to analyse the demographic profile of the likely facility catchment areas. The following tables analyse the townships of Kadina (due to the location of the centre in Kadina), Wallaroo (due to its proximity to Kadina and population) and also the wider District Council of the Copper Coast (due to this council encompassing the target catchment area for the developed centre). It should be noted that the regional nature of the facility also attracts participants from outside these areas from communities such as Bute and Maitland. The key findings from this demographic data and analysis are outlined on the following page in table 2.


Table 2: Summary of Demographics for Kadina, Wallaroo, District Council of the Copper Coast and South Australia

Area Kadina Wallaroo District Council of the Copper Coast South Australia

Total population 2,938 3,227 12,949 1,596,572

Population Breakdown

48.8% were male and were 51.2% female

1.1% were indigenous







Family Demographics

796 families in total

34.5% were couple families with children

49.0% were couple families without children

15.6% were one parent families

0.9% were other families

936 families in total





3,688 families in total





430,250 families in total





Employment 1,244 people over 15 were labour force

55.2% were employed full time

32.2% were employed part-time

6.8% were employed but away from work

5.8% were unemployed

1,184 people over 15 were labour force




9% were unemployed











Common Industries of Employment

Managers 16.3%

Professionals 14.6%

Technicians and Trade Workers 13.1%

Sales workers 12.6%

Labourers 12.5%

Labourers 17.6%

Managers 13%

Technicians and Trade Workers 13%

Community and Personal Service Workers 12.4%

Professionals 11.5%

Technicians and Trade Workers 16%

Labourers 14.5%

Managers 13.2%

Professionals 12.7%

Community and Personal Service Workers 11.7%

Professionals 19.6%

Clerical and Administrative Workers 14.4%

Technicians and Trade Workers 14.1%

Managers 12.6%

Labourers 11.1%

Income The median weekly personal income for people aged 15 years and over was $455.

Median household income $779

The median weekly personal income for people aged 15 years and over was $380.





Median household income $1,044


2.2 Demographic Summary

From the demographic profile provided in table 2 a number of conclusions can be drawn about the potential catchment population of a well-developed Copper Coast Sports and Leisure Centre.

A key point to acknowledge about the summary demographics is that amongst the four areas identified (Kadina, Wallaroo, the District Council of the Copper Coast and South Australia) the variation in key statistics is generally relatively low.

The total populations of Kadina and Wallaroo show a slight variation with Kadina having 2,938 residents and Wallaroo having 3,227. Of the two locations Wallaroo hosts the majority of residents, but what is interesting is that the total combined population of the two towns (Kadina and Wallaroo) makes up 48% of entire population of the District Council of Copper Coast which is 12,949.

The indigenous population of Kadina is low (1.1%) when compared to Wallaroo and the District Council of Copper Coast which have indigenous populations of 2.6% and 2.1% respectively. This indicates that the areas around Kadina have a higher than average proportion of indigenous inhabitants when compared to the rest of the state, yet Kadina itself has slightly lower than average indigenous inhabitants.

In Wallaroo only 27.8% of couples had children and when compared to Kadina (34.5% of couples with children), the District Council of Copper Coast (31% of couples with children) and South Australia (41.5% of couples with children) this is a relatively low percentage. Kadina has a greater number of families with children amongst the community in comparison to neighbouring Wallaroo and the wider District Council of Copper Coast but this is not the case when comparing to South Australia as a whole.

The income statistics directly affect the disposable income, and it is disposable income that is spent on products such as gym membership and sport/leisure centre membership so this is an important statistic. The median weekly personal income (for people 15+ years) was $455 for Kadina, $380 for Wallaroo, $398 for the District Council of Copper Coast and $534 for South Australia. This indicates that residents of Kadina are more likely to have disposable income to spend on discretionary items such as gym/recreation centre memberships when compared to neighbouring Wallaroo and the wider District Council of Copper Coast. This is further supported by the median household income statistics which indicates a figure of $779 for Kadina residents, $700 for Wallaroo and $749 for the wider District Council of Copper Coast. It is important to note that Wallaroo, Kadina and the District Council of Copper coast all have a much lower median household income than that of South Australia which is $1,044. This indicates that the surrounding area of the Copper Coast Sports and Leisure Centre generally has a lower income compared to the rest of the state and furthermore that pricing of facility services will be an important factor moving forward.


2.3 Age/Population Profiles:

The median age of Kadina is 45, with the majority of the population (23.2%) belonging to the age bracket of 65+. The following two best represented age brackets are between 45-54 (14.1%) and 55-64 (12.9%). This indicates that Kadina is very much an aging population. The median age for the entire District Council of Copper Coast is 47, this is slightly higher than that of Kadina (+2 years). The majority of the population within the District Council of Copper Coast fall into the 65+ age bracket (24.2%). The following two best represented age brackets are between 55-64 (15.8%) and 45-54 (13.9%). This is very similar to the age spread seen in Kadina, and further indicated the importance of recreational facilities that are able to support the needs of an aging community. The median age of South Australia is much lower than any other represented area at 39 years of age. This is 11 years less than wallaroo, 8 years less than the District Council of Copper Coast and 6 years less than Kadina. What this indicates is that, in general, the areas surrounding the Copper Coast Sports and Leisure Centre are likely to contain a higher proportion of older people. This should be taken into account in terms of facility design and future program planning for the redeveloped centre. A point that can be drawn from this is that the proposed developments to the Copper Coast Sports and Leisure Centre, if done correctly, could be used to encourage younger families to visit or move permanently to the Copper Coast, lowering the average age of the area.

Table 3: Age Profiles for Kadina, Wallaroo, District Council of Copper Coast and South Australia1

1 ABS Census Data 2011

Kadina Wallaroo District Council of

Copper Coast South Australia

No. of People

% of Total No. of People



% of Total

0 – 4 Years 177 6.0% 185 5.0% 729 5.6% 96,143 6%

5 – 14 Years

371 12.6% 347 9.5% 1467 11.3% 190,793 11.9%

15-24 Years

319 10.8% 340 9.3% 1279 9.9% 208,834 13.1%

25-34 Years

274 9.4% 297 8.1% 1104 8.5% 202,327 12.6%

35-44 Years

325 11% 373 10.1% 1388 10.7% 216,374 13.5%

45-54 Years

415 14.1% 546 14.9% 1800 13.9% 224,942 14.1%

55-64 Years

377 12.9% 638 17.3% 2042 15.8% 199,608 12.5%

65 + Years 682 23.2% 947 25.7% 3139 24.2% 257,551 16.2%

Median Age

45 50 47 39


The District Council of Copper as an area has experienced steady growth since 1996. Since this time there has been an average population growth of approximately 1,000 individuals every 5 years. This means if population growth was to continue at its current rate then a 7% growth in population over the next 10-15 years can be expected.

Table 4: Past and predicted populations for Copper Coast2

1996 2001 2006 2011 2016 2021 2026

Males 4,826 5,172 5,836 6,427 6,934 7,432 7,924

Females 5,057 5,374 5,971 6,541 7,003 7,482 7,947

Total 9,883 10,546 11,807 12,968 13,937 14,914 15,871

If we were to compare this rate of growth to the South Australian statistics, we would find that recent figures from the Australian Bureau of Statistics indicate that the population of South Australia grew by 1% (equivalent to 16,500 individuals) in 2012. Therefore over a 10-15 year period, if growth rates were to remain stable, the South Australian population could be expected to grow by roughly 10-15%. Even though this is potentially double that of the expected 7% growth rate of the Copper Coast’s population, it is important to note that the fact that the Copper Coast is likely to maintain steady growth over the next 10-15 is positive. This is due to the fact that many population bases in rural and regional localities in South Australia are in decline or showing minimal growth. A further encouraging statistic for population growth in the Copper Coast is that 53% of its current permanent residential population have moved there since the year 20002, this indicates that the majority of the population is relatively new to the area. This is beneficial for the Copper Coast as large number of recent arrivals could encourage more individuals/families to follow suit as the Copper Coast becomes known as a popular area to reside.

2 Hugo and Harris (2012), Survey of non-resident and resident ratepayers of the District Council of the Copper Coast, The University of Adelaide.


2.4 Wider Catchment Market

It is important to note that current and potential users of the Copper Coast Sport and Leisure Centre (CCSLC) are not limited to residents of the Copper Coast. Users of the current facility reside in a number of locations across Yorke Peninsular and are known to come from as far south as Yorketown or Edithburgh or as far north as Port Pirie (see figure 1). This greatly increases the potential market for a newly developed CCSLC with the population of the Yorke Peninsular alone being composed of roughly 24,000 individuals. The development of the CCSLC would not only benefit/service the individuals within the Copper Coast but also the wider Yorke Peninsular Population.

Figure 2: Potential Catchment of the CCSLC

Key:

Copper Coast Sports & Leisure Centre

Potential Catchment Population


3. Benefits of Sport and Recreation

Recreation and sport provides a wide range of benefits to individuals and communities that have been identified through numerous university and government research reports and studies. These factors can be important contributors to “quality of life” with individuals benefiting from:

Improved physical and mental health

Positive self-esteem and confidence

Increased social interaction and support

Sense of achievement

Skill development

Challenge and competition

Achievement and leadership At a broader level the community benefits socially, economically and environmentally. Socially through

Improved personal and societal health and well-being

Increased community pride

Social inclusiveness

Safer communities through reduced anti-social and criminal behaviour Economically through

Employment in the industry and associated industries

Economic benefits of sport and recreation tourism such as special events

Reduction in health care-costs Environmentally through

Increased understanding of the environment, particularly through trail based activities

Protection of environmentally significant flora and fauna within recreation areas (open spaces, coast, rivers, open spaces, natural reserves etc)

Image 5: The Benefits of Sport and Recreation


3.1 Potential Benefits for Kadina

By developing the Copper Coast Sports and Leisure Centre the town of Kadina would be providing additional sport and recreation opportunities resulting in a net benefit for the local and surrounding communities.

The direct benefits would include the ability for Kadina to host major events for basketball, netball, indoor soccer, volleyball etc., the ability to centralise current local facilities such as the showgrounds facilities. Increased participation at the centre itself, job creation throughout the development, increased sense of community pride and a healthier local community.

Indirectly the town of Kadina may benefit further from the development of the Copper Coast Sports and Leisure Centre by increasing awareness of the town and thus potentially increasing the number of visitors/tourists. More tourists should lead to an increase in the number of customers for local businesses which in turn increases the local economy and supports the local community.

Image 6: Community Benefits


4. Participation Trends

To assist in gauging the level for the future use of the Copper Coast Sports and Leisure Centre it is necessary to have an understanding of a series of sporting and recreation participation trends and facts. These include people’s participation rates in relevant sport and recreation activities (i.e. swimming, basketball, netball, weights training etc.).

4.1 Local Context

The residents of the District Council of Copper Coast are regularly involved in sport and recreational activities. The table below (table 5) highlights the most popular sport and recreational activities within the district. The most popular activity was fishing with 19.1% involvement, followed by swimming (13.8%), boating (11.5%), lawn bowls (10.4%) and fitness (10.1%). The most popular indoor sporting activities were netball with 3.9% involvement and basketball with 3.6% involvement. The sport/recreational activities that are highlighted in bold all can take place in an indoor recreation and aquatic facility.

Table 5: Resident use of sport and recreation activities in DC of Copper Coast3

Sport/recreational activity Number (‘000) Precent (%)

Fishing 431 19.1

Swimming 310 13.8

Boating 260 11.5

Lawn bowls 234 10.4

Fitness 228 10.1

Golf 170 7.5

Football 95 4.2

Netball 87 3.9

Basketball 82 3.6

Cricket 53 2.4

Tennis 51 2.3

Sailing 36 1.6

Soccer (outdoor) 11 0.5

Other 206 9.1

Total 2254 100.0

3 Hugo and Harris (2012), Survey of non-resident and resident ratepayers of the District Council of the Copper Coast, The University of Adelaide.


4.2 State Context

Sport and recreation participation in South Australia has been steadily increasing. Pursuits such as walking and aerobics/ fitness lead the way and have experienced the greatest percentage increase in the last 5-6 years, probably due to increased awareness of the need to exercise and ‘keep fit’. Other less conventional sporting and recreational pursuits that have enjoyed popularity include dancing, martial arts and weight training which are all activities that are offered at indoor recreation facilities.

Participation rates are highest amongst 15-24 year olds and as a general rule gradually decline with age. 16.5% of all South Australians participated in physical activity organised by fitness, leisure and indoor sports centres in SA in 2008. Once again the 15-24 age bracket dominated these participation statistics (at over 28% participation for leisure centre based activities).

Some of the following information that has been used is sourced from the Exercise Recreation and Sport Survey (ERASS) which is conducted on an annual basis by the Australian Sports Commission in conjunction with the State and Territory governments. The survey is conducted at a national and state level, however data at a more localised level is not readily available therefore the SA state based information has been used.

Table 6 (on the following page) is a representation of sport and recreation participation in South Australia, from 2006-2010, for selected sports/ activities relevant to indoor recreation facilities. The total participation rate is the number of persons who participated in the activity at least once in the last 12 months expressed as a percentage of the population aged 15 years and over. The relevant sports/activities are listed in order of popularity with the activity with the highest popularity listed first (i.e. Aerobics/fitness).


Table 6: Indoor Sports Participation in South Australia 2006-2010

2006 2007 2008 2009 2010

No. ‘000

Rate % No. ‘000

Rate % No. ‘000 Rate % No. ‘000

Rate % No. ‘000

Rate %

Aerobics/ Fitness

222.6 17.6 251.5 20.1 301 23.8 286.4 22.1 319.3 24.3

Netball 65.5 5.2 52.3 4.2 82.4 6.5 62.6 4.8 79.3 6.1

Weight Training

47.1 3.7 24.9 2 69.6 5.5 35.2 2.7 46.3 3.5

Basketball 62.2 4.9 41.5 3.3 59.9 4.7 59.5 4.6 46 3.5

Martial Arts 23.3 1.8 19.4 1.6 25.9 2 25.3 2 27.8 2.1

Dancing 29.1 2.3 20.5 1.6 23.1 1.8 27.1 2.1 21.8 1.7

Indoor Soccer

30.2 2.4 18.3 1.5 27.1 2.1 26 2 20.9 1.6

Table Tennis 8.4 0.7 7.4 0.6 16.9 1.3 *12 *0.9 *11.5 *0.9

Badminton 14.1 1.1 4.8 0.4 16.8 1.3 *9.3 *0.7 *11 *0.8

Squash 10.6 0.8 9 0.7 9.8 0.8 19.7 1.5 *7.7 *0.6

Roller Sports

2.6 0.2 9.3 0.7 2.8 0.2 *4.9 *0.4 *2.7 *0.2

*Estimate has a relative standard error of between 25% and 50% and should be used with caution

When analysing the data in is noted that the participation in aerobics/ fitness activities increased from 222,600 (in 2006) to 319,000 (in 2010), this is an increase of 43%. Other sports to experience a significant increase in participation over the 5 year period include netball (up 21%) and martial arts (up 18%). Weight training, basketball and indoor soccer have fluctuated in participation rates over the five years. Whereas roller sports, squash, badminton and table tennis have lower participation rates and these sports have not seen significant changes in their activity levels.


In South Australia a higher proportion of people from the younger age groups (i.e. 15-24) attend fitness, leisure and indoor sports centres than older age groups, although it is important to note that older age groups are still significant markets for indoor centres (See Table 7). From this table we can see a strong correlation between and increase in age and a decrease in participation rate, the only age bracket that differing from this trend is the 55-64 age bracket which shows an increase of 0.2% in participation from the previous age bracket of 45-54.

Table 7: Fitness and leisure participants — total participation in physical activities organised by fitness, leisure and indoor sports centres for South Australia4

Table 8 (over the page) shows both the number of participants and the associated participation rates for the most popular sports in South Australia for 2010, the table also shows how well those sports were represented in both 2009. Sports/activities that are likely to be catered for in the re-developed Copper Coast Sports and Leisure Centre are in bold. The total participation rate is the number of persons who participated in the activity at least once in the last 12 months expressed as a percentage of the surveyed population aged 15 years and over.

Analysis of the data (in table 8) reveals that recreation centre based activities including aerobics/fitness, weight training, basketball, netball, tennis, gymnastics and swimming all feature in the most popular sports in SA for 2010. This highlights the need to accommodate such activities in any future development of the Copper Coast Sport and Leisure Centre. A further point that can be drawn from the table is that non-organised, often individual activities dominate the participation statistics with walking, aerobics/ fitness, cycling, swimming and running making up the top 5, with golf, fishing and weight training also in the top activities. A number of these activities are provided for within indoor recreation and sporting facilities again highlighting the need to provide quality indoor recreation and sporting facilities. Organised (traditionally indoor) team sports such as netball and basketball have strong participation rates, both featuring in the most popular activities

4 ERASS Data 2008

Age Groups Participation%

15 to 24 28.1%

25 to 34 20.1%

35 to 44 16.4%

45 to 54 12.3%

55 to 64 12.5%

65 and over 7.7%


Table 8: Popular Sports (outdoor inclusive) in South Australia in 2009/20105

2009 2010

Number Of participants ‘000

Participation rate % Number Of participants ‘000

Participation rate %

Walking 475.0 36.6 514.5 39.2

Aerobics / Fitness 286.4 22.1 237.1 24.3

Cycling 124.8 9.6 150.4 11.5

Swimming 128.9 9.9 132.9 10.1

Running 113.9 8.8 125.7 9.6

Tennis 89.1 6.9 91.6 7.0

Netball 62.6 4.8 79.6 6.1

Australian Rules Football 65.6 5.1 68.6 5.2

Cricket (Outdoor) 44.3 3.4 54.4 4.1

Basketball 59.5 4.6 46 3.5

Baseball 3.1** 0.2** 3.9* 0.3*

Gymnastics 2.0** 0.2** 4.7* 0.4*

Weight training N/A N/A N/A N/A

Fishing N/A N/A N/A N/A

Golf N/A N/A N/A N/A

* Estimate has a relative standard error of between 25% and 50% and should be used with caution. ** Estimate has a relative standard error greater than 50% and is considered too unreliable for general use.

5 ERASS Data 2010


4.3 National Context

Within the national context, South Australia has the second lowest (62.3%) overall participation rates in sport and recreational activities (see table 8). The lowest ranked state in terms of overall participation is Queensland with 61.9% of the population involved in sport and recreation activities. In comparison the highest rates of participation are seen in the ACT with an average participation rate of 80.3%, this is 18% higher than South Australia. South Australia is also one of the few states (the others being Tasmania and the Northern Territory) that has a higher participation rate from females compared to males, 64.3% to 60.3% respectively.

Table 9: Participants in Sport and Recreation in Australian States and Territories 2011-126

Number of participants

(‘000)

Participation Rate

(%)

State or territory males females persons males females persons

New South Wales 1 897.9 1 911.4 3 809.3 66.1 64.1 65.1

Victoria 1 506.4 1 503.9 3 010.3 67.2 65.0 66.1

Queensland 1 145.1 1 085.9 2 231.0 64.3 59.5 61.9

South Australia 395.0 436.5 831.5 60.3 64.3 62.3

Western Australia 654.3 598.3 1 252.7 68.9 64.2 66.5

Tasmania 137.1 142.9 280.0 69.0 69.1 69.0

Northern Territory 44.6 45.3 89.9 65.1 66.9 66.0

Australian Capital Territory 115.7 116.3 232.0 81.8 78.8 80.3

6 ABS Data 2011/12


In the national context, there are two sporting/recreational activities that rank highest (in terms of participation) for both male and female participants (see table 9). These activities are walking for exercise and fitness/gym. However, it is important to note that they are not the only two sport/recreational activities that are common within the top ten for both males and females. Other common activities amongst the sexes included Swimming/diving, jogging/running, cycling/BMXing and tennis. Many of these activities are catered for in a modern sport and recreation facility. Other activities that can be facilitated by a modern sport and recreation centre that featured in the top 10 for either males or females included yoga, basketball, netball, and dance/ballet.

Table 10: National Participation in Selected Sports and Recreation Activities 2011-20127

Number of Participants (‘000) Participation Rate (%)

MALES

Walking for exercise 1 474.1 16.5

Fitness/gym 1 343.6 15.1

Cycling/BMXing 875.5 9.8

Jogging/running 775.3 8.7

Golf 732.5 8.2

Swimming/diving 671.9 7.5

Tennis 436.1 4.9

Soccer (outdoor) 368.6 4.1

Cricket (outdoor) 268.3 3.0

Basketball 245.6 2.8

FEMALES

Walking for exercise 2 784.7 30.4

Fitness/gym 1 745.7 19.1

Swimming/diving 729.2 8.0

Jogging/running 585.4 6.4

Cycling/BMX 490.6 5.4

Netball 410.5 4.5

Tennis 314.2 3.4

Yoga 298.9 3.3

Dancing/ballet 229.1 2.5

Bush walking 216.8 2.4

7 ABS Data 2011/2012


The table below (table 10) compares the participation trends of Australian children for various sporting activities from 2006, 2009 and 2012. Table 11: Children’s Participation in Sporting Activities in Australia8

Participation in organised sports 2006 2009 2012

No. (‘000) Rate % No. (‘000) Rate % No. (‘000) Rate %

Swimming 462.5 17.4 502.9 18.5 492.1 17.7

Soccer (outdoor) 351.1 13.2 360.4 13.2 397.6 14.3

Australian Rules football 200.4 7.5 235.1 8.6 226.5 8.1

Netball 225.8 8.5 228.5 8.4 222.7 8.0

Tennis 195.1 7.3 214.8 7.9 205.2 7.4

Basketball 176.3 6.6 201.9 7.4 220.2 7.9

Martial arts 120.4 4.5 154.6 5.7 161.0 5.8

Cricket (outdoor) 143.5 5.4 142.5 5.2 130.7 4.7

Gymnastics 93.3 3.5 124.9 4.6 134.5 4.8

Rugby League 111.5 4.2 97.2 3.6 109.9 3.9

Athletics, track and field 77.5 2.9 89.4 3.3 88.6 3.2

Soccer (indoor) 58.7 2.2 76.9 2.8 48.0 1.7

Hockey 51.8 1.9 57.4 2.1 45.8 1.6

Other organised sports 364.9 13.8 460.1 17.3 56.8 2.0

The rates of Australian children participating in sporting activities have increased in noticeably for a number of sports from 2006 to 2012. The main sports that illustrate this increase are Basketball (1.3% increase), Martial Arts (1.3% increase), Gymnastics (1.3% increase) and Outdoor Soccer (1.1% increase). An increase of 1.1 to 1.3% in participation rates can indicate an increase of tens of thousands in the number of children participating. For example the participation rate increase in Gymnastics (of 1.3%) represents an increase of an additional 41,200 children participating in the sport.

Not all sporting activities are showing increases in rates of children participation. Some of the sporting activities that show decreases in participation from 2006 to 2012 include Hockey (0.3 % decrease), Indoor Soccer (0.5% decrease), Rugby League (0.3% decrease), Cricket (0.7% decrease) and Netball (0.5% decrease). The largest decrease by far is seen in the other organised sports category where there has been a decrease of 15.3% in the participation rates of children from 2009 to 2012, this represents a decrease of 403, 300 children participating in other organised sports.

8 ABS 2006, 2009, 2012


4.4 Summary of Tables

The residents of the District Council of Copper Coast are regularly involved in sport and recreational activities. The most popular indoor sporting activities were netball with 3.9% involvement and basketball with 3.6% involvement In South Australia walking and aerobics/ fitness lead the way in terms of the most popular sport and recreational activities as they have experienced the greatest percentage increase in the last 5-6 years, probably due to increased awareness of the need to exercise and ‘keep fit’. Other less conventional sporting and recreational activities increasing in popularity include dancing, martial arts and weight training which are all activities that are offered at indoor recreation facilities. Participation rates are highest amongst 15-24 year olds and as a general rule gradually decline with age. In the national context, sport and recreational activities are becoming increasingly popular. On the National scale there are two sporting/recreational activities that outrank all others in terms of participation for both male and female participants; these activities are walking for exercise and fitness/gym, both are activities which can be undertaken in a modern indoor sport and recreation The rates of Australian children participating in sporting activities have increased in noticeably for a number of sports from 2006 to 2012 including Basketball (1.3% increase), Martial Arts (1.3% increase), Gymnastics (1.3% increase) and Outdoor Soccer (1.1% increase).


4.5 Megatrends

A recent report entitled The Future of Australian Sport (CSIRO/Australian Sports Commission) published in April 2013 identified six sporting ‘megatrends’ that may redefine the Australian sport sector over the next 30 years.

1. A Perfect Fit

2. From Extreme to Mainstream

3. More than Sport

4. Everybody’s Game

5. New Wealth, New Talent

6. Tracksuit to Business Suit

The four main megatrends that are most likely to affect the Copper Coast Sports and Leisure Centre moving forward are a Perfect Fit, From Extreme to Mainstream, More Than Sport and Everybody’s Game.

A Perfect Fit refers to the trend of increasing popularity amongst individualised sport and fitness activities (yoga, gym, aerobics, jogging etc.). People are increasing becoming involved in individualised sport and fitness activities as they are generally living busier lifestyles and have less time for structured/organised sports, individual fitness pursuits allow people to align their fitness activities with their ever-changing weekly schedules.

From Extreme to Mainstream refers to the trend of ‘Adventure’, ‘Lifestyle’, ‘Extreme’ and ‘Alternative’ sports increasing in popularity. This is especially the case in younger individuals as they are more likely to be attracted to these forms of sport and recreation through generational change and increased awareness through online content (Facebook, YouTube and Twitter etc.). These sports are often characterised by a strong lifestyle element and participants often obtain cultural self-

Figure 3: Increasing popularity of individualised sport/fitness activities Image 7: Increasing Popularity of Individualised Sport/Fitness


identity and self-expression through participation in these sports/activities. These sports are beginning to appear at the Olympic Games (e.g. BMX cycling).

Everybody’s Game refers to the trend of sports/recreational activities becoming more and more geared towards the ageing and more culturally diverse Australian population. This will change both the types of sports we play and how we play them, with indications that more and more Australians are embracing sport well into their old age. Australia is becoming more culturally diverse, and the population ages, the sports preferences of the nation are likely to change as a result.

More than Sport refers to the trend of governments (at federal, state and local level) and companies increasing their utilisation of sport to achieve their policy objectives. Governments in particular are increasingly incorporating sport into various policies to tackle a range of issues from childhood obesity through to community wellbeing. Furthermore, local governments associated with marginalised communities are trending towards the utilisation of Sport as a means of building social capital within their community.

Image 8: An Aging and Culturally Diverse Australia


Current Mega Trends will affect the future of the Copper Coast Sports and Leisure Centre. If the centre does not respond to the major trends of the market place it runs the risk of providing a low level community service due to the fact that it only meets the needs of a declining portion of the community. This could potentially see attendances decrease which would place an increasing financial pressure on the facility. However, if the centre does respond proactively to the major market place trends and it evolves its service/facility provision to meet the needs of the surrounding community, the CCSLC opens itself to the prospect of increasing attendances/memberships and financial profitability. The following points identify key ways in which the CCLSC could respond to the current Mega Trends moving forward:

A perfect fit (i.e. the rise of individualised activities) will require the Copper Coast Sports and Leisure Centre to provide greater space/facilities for personal fitness (weights, yoga etc.). This could be achieved by extending the gym and cardio space.

From extreme to mainstream (i.e. the rise of ‘Adventure’, ‘Lifestyle’, ‘Extreme’ and ‘Alternative’ sports activities) will require the Copper Coast Sports and Leisure Centre to think outside of the square and may require the consideration of providing more alternative fitness programs, this may include programs such as cross fit, TRX fitness, mixed martial arts etc.

Everybody’s Game (i.e. the rise of culturally diverse and age tolerant activities) will require the Copper Coast Sports and Leisure Centre to further diversify what programs and facilities are offered at their centre. The provision of pool facility may meet the needs of this mega trend as a pool will provide opportunities for the elderly (i.e. aqua aerobics) and for individuals of all cultural backgrounds via ‘learn to swim’ programs. Further opportunities exist in the provision of sports that are more popular internationally (i.e. badminton, volleyball).

More than Sport (i.e. the increase in governments/companies utilising sport and recreation to achieve policy objectives) will require the Copper Coast Sports and Leisure Centre to be proactive in its promotion to local companies and all levels of government. Centre management should encourage talks to align strategic goals and directions with those of government (in terms of sport, recreation and community health/wellbeing). This could potentially solidify the Copper Coast Sports and Leisure Centre as a key community facility moving forward as well as raising its profile amongst the local community.


5. Strategic Context

To develop an understanding of the specific strategic directions relevant to the District Council of the Copper Coast, information was reviewed and sourced from the following documents;

The Office for Recreation and Sport Strategic Plan (2013-2015)

The District Council of the Copper Coast Business Plan (2008-2018)

Yorke Regional Recreation Sport and Open Space Strategy (2004)

The District Council of the Copper Coast Strategic Plan ‘Moving Towards

2022’ (2012-2022)

The District Council of the Copper Coast Long Term Financial Plan (2012/13-

2021/22)

Copper Coast Development Plan (2012)

The District Council of the Copper Coast Disability Discrimination Act, Access

and Inclusion Action Plan (2010-2013)

5.1 Strategic Documents

The following extracts from the above listed documents are seen as highly relevant to the future direction and operation of the proposed Copper Coast Sport/Recreation/Community Centre;

1) The Office for Recreation and Sport Strategic Plan (2013-2015)

This strategic plan outlines the focus of ORS for the next four years to deliver on the Government’s Strategic Plan Target 83 – Sport and recreation: Increase the proportion of South Australians participating in sport or physical recreation at least once per week to 50% by 2020. The following are key strategies that relate to the proposed development of the Copper Coast Sports & Leisure centre:

2.2 Implement a sports hub approach to the development of shared local and regional facilities. 2.4 Contribute to the development of strategic community sport and active recreation infrastructure.

2) The District Council of the Copper Coast Business Plan (2008-2018)

Council’s Business Plan “Our Community” links the strategies contained in the Strategic Plan ‘Moving Toward 2020’ to action statements, and is focussed on outcomes or elements of program responsibility and specific actions rather than the higher levels contained in the Strategic Plans objectives and goals.


The following are key strategies that relate to the proposed development of the Copper Coast Sports & Leisure centre:

4.1 Sport & Recreation: To provide a diverse range of quality sporting venues with recreational opportunities for people of all ages and abilities. 4.1.1 Commit to the development of initiatives contained in the Yorke Peninsula Regional Recreational Sport and Open Space Strategy Plan.

4.1.2 Work with local sport and recreation groups to ensure the range of activities and venues provided is meeting the changing community needs.

4.1.3 Investigate the feasibility of a heated swimming pool in the Copper Coast.

4.2 Leisure: Increase accessibility, availability and enjoyment of open spaces for leisure. 4.2.1 Seek external funds to implement the findings of the Open Space Strategy Plan.

4.2.2 Ensure Council’s planning and development objectives reflect the growth and demand of communities for leisure and open space. 4.2.3 Provide public places that are “people friendly”

3) Yorke Peninsula Regional Recreation Sport and Open Space Strategy (2004)

The Strategy provides a strategic framework as well as specific directions for facilities and open space, and will assist the region’s Local Councils and State Government to determine appropriate actions and priorities in the future. The following are key themes, strategies and actions that relate to the proposed development of the Copper Coast Sports & Leisure centre: Three themes have been identified to provide a framework for addressing the issues and priorities that are important to the region. The theme objectives are outlined below and the themes are further explained in the ‘Background and Findings’.

Theme 1 Supporting Sport and Community Activity

Maintain and increase participation in sport and community activity through strategic provision, planning, development and management, and through a commitment to sports development and activity projects.

1.1 Strategic Provision of Outdoor Sports Facilities Adopt practices that improve the effectiveness and efficiency of outdoor sports facilities across the region


relating to provision, development, location, use and management.

1.2 Planning for Indoor and Aquatic Facilities Improve the quality and accessibility of existing facilities and plan for existing and additional facilities from a regional perspective. This will require appropriate planning and feasibility assessment.

1.2.3 Assess the demand for and feasibility of establishing an additional two full sized indoor courts linked to the Kadina Recreation Centre. 1.2.6 Assess the appropriateness and feasibility of establishing one or more indoor swimming pools in the region. Undertake this assessment from a regional perspective and consider opportunities for partnerships and subsidisation of a facility, e.g. by a resort, fitness centre, licensed club or hospital.

1.3 Sports Development Facilitate sports development through additional people resources, funding projects and communication opportunities.

1.4 Community Participation Initiatives Broaden and strengthen participation initiatives through additional projects and partnerships with the community and other organisations.

Theme 2 Supporting Visitors and Informal Recreation

Improve the quality of recreation open space and facilities and provide appropriate facilities and infrastructure to better support recreation by residents and visitors. 2.1 Enhancing Key Recreation Spaces

Improve the quality and appeal of foreshore and key recreation areas to enhance recreation opportunities and strengthen tourism in the region.

2.3 Quality Recreation Facilities Enhance the provision of key recreation facilities including recreation boating facilities, playgrounds, youth facilities and golf courses to better cater for residents and visitors.

Theme 3 Achieving Directions and Initiatives

Aim to achieve the directions and initiatives by working together as a region, strengthening partnerships and committing available resources as appropriate. 3.1 Coordinated Regional Approach

Adopt a regional approach to implementing and reviewing the Strategy Plan and to future planning for recreation, sport and open space.

3.2 Strengthening Partnerships


Continue to encourage the involvement of the community in developing and managing facilities and programs and strengthen the partnerships in the community and with other organisations and the private sector.

3.3 Resourcing the Strategy Plan

Reflect the Strategy Plan in other strategic plans and works programs, and pursue and guide grant funding to achieve the strategies and actions in the Strategy Plan.

4) The District Council of the Copper Coast Strategic Plan ‘Moving Towards 2022’ (2012-2022)

The Strategic Plan “Moving Toward 2022” is the overarching framework for Councils suite of plans. The Council’s Key Directions are contained in 5 objectives with complementary goals. Key strategies and responsibility for strategy delivery are also outlined.

The following are key strategies within the plan that relate to the proposed development of the Copper Coast Sports & Leisure centre:

4.1 Sport and Recreation: To facilitate a diverse range of quality sporting venues with recreational opportunities for all ages and abilities Responsibility – Community Services Performance Measures

Percentage of budget allocated to maintaining sports facilities.

The number of multi-club sporting complexes

Percentage of community satisfaction with the parks, gardens, sport and recreation areas (and their use).

4.2 Leisure:

Facilitate accessible, available and enjoyable open spaces for leisure. Responsibility – Community and Infrastructure Services Performance Measures

Number of people participating in sport as a percentage of overall population.

Number of people who access and enjoy the existing open spaces as a percentage of overall population.

Percentage of community satisfaction with the level of maintenance provided to parks, gardens, playgrounds and open spaces.


5) The District Council of the Copper Coast Long Term Financial Plan (2012/13-2021/22)

The Long Term Financial Plan is a ‘high-level’ summarised document towards the future Planning of Council’s financial operations – particularly in relation to key components such as rate movements, service levels to our community, major infrastructure asset replacement/renewal, loan indebtedness and internal cash reserves. This plan states that the Capital Expenditure for the replacement of recreation assets is $125,000 per year this will include works required at sporting ovals, reserves and recreation facilities. Playgrounds/picnic areas are allocated a further $30,000 per year.

6) Copper Coast Development Plan (2012)

The Copper Coast Development Plan expresses the future development objectives and principals for the District Council of the Copper Coast The following objectives and principals relate to the proposed development of the Copper Coast Sports & Leisure centre: COMMUNITY FACILITIES Objective 1: To provide a range of community facilities:

(a) designed for multi-purpose use; (b) which meet the demonstrated needs of the community; (c) readily accessible to the population they serve; and

(d) assembled in suitable locations, and where appropriate, in association with local shops or educational establishments.

PRINCIPLES OF DEVELOPMENT CONTROL 1 Community facilities should be conveniently located in relation to the population they are to serve. 2 Community facilities such as schools, churches and the like should be located together with complementary facilities and where possible should be capable of common use. 3 The scale and use of community facilities should be designed to minimise disturbance of the amenity of nearby residents. The location proposed for the construction of the proposed facility is appropriately zoned (with in the recreation (park lands) zone) and is consistent with the following objectives. Objective 1: A zone primarily comprising open space and providing facilities for a range of appropriate, active and passive recreational pursuits. Objective 2: A zone accommodating recreation, conservation and institutional uses which preserve and enhance the character and amenity of the land. Objective 3: A zone in which active recreational facilities and buildings are screened from adjoining roads and residential areas by landscaping.


PRINCIPLES OF DEVELOPMENT CONTROL 1 The zone should accommodate open space, community development and facilities for a range of active and passive recreational pursuits. 2 Vehicle and pedestrian access to the parklands should be gained from a limited number of points and should not cause a disturbance to adjoining residential areas. 3 Development involving the clearance of native vegetation should not be undertaken. 4 Facilities should be integrated where possible to aid conservation of the existing natural environment. 5 Access roads, car-parking and facilities should be shared where safe and convenient. 6 Buildings and other structures should be low profile, using compatible building materials and finishes which are of a natural colour and texture. 7 Buildings, structures, footways and other dominant man-made elements should be screened with native vegetation so as to reinforce the zone's open character. 8 Hard surface play areas should be drained in a manner that does not cause flooding or soil erosion. 7) The District Council of the Copper Coast Disability Discrimination Act, Access and Inclusion Action Plan (2010-2013)

The District Council of Copper Coast’s Access and Inclusion Action Plan has been developed in accordance with Council’s Strategic Plan. It aims to ensure that the District Council of the Copper Coast provides fair and equitable access to services and facilities by people with disabilities.

The following are key strategies and actions within the plan that relate to the proposed development of the Copper Coast Sports & Leisure centre:

5.2 Assess access for all when considering the community’s recreation needs.

5.3 Improve access and equity principals in the development of strategies and Master Plans for recreation infrastructure.

5.4 Incorporate access and equity principals in the development of strategies and Master Plans for recreational infrastructure

a) Planning, design and construction of all new council facilities for sports, leisure and arts to incorporate access and equity needs, and respond to legislative obligations of the DDA

b) Youth facilities and recreational events can be designed, planned and delivered to a cross section of young people

c) Facilities of young people to be accessible, safe and have appropriate levels of amenities to fulfil the needs of young people.

f) Promote accessible recreational facilities as educational, rehabilitation and fitness opportunities for all.


5.2 Strategic Document Flowchart

The District Council of the

Copper Coast Business Plan

(2008-2018)

Copper Coast Development Plan

(2012)

Yorke Regional Recreation Sport and Open Space Strategy (2004)

The District Council of the Copper

Coast Long Term Financial Plan

(2012/13-2021/22)

The Office for Recreation and

Sport Strategic Plan

(2013-2015)


Coast Strategic Plan ‘Moving

Towards 2022’

(2012-2022)


Coast Disability Discrimination Act,

Access and Inclusion Action Plan

(2010-2013)

Copper Coast Sports and Leisure Centre Master Plan

(2013)

Figure 4: Strategic Document Location


6. Current Centre Usage

In determining the likely usage of the multi-purpose facility extension/ development proposed for the Copper Coast, it is important to look at a range of information and research data to enable us to gather an idea of potential use. Factors such as sporting club membership projections, population growth and relevant demographic analysis has been analysed and used as a guide to allow an insight into the predicted usage of the proposed new facility.

6.1 Copper Coast Sport and Leisure

The health club was last re-developed in 2006. Currently it is equipped with a select number of fitness and strength equipment as well as available fitness classes. The fitness classes on offer range from strength and toning classes to your more controlled classes with body balance and Pilates. Both junior (for students aged 12-16) and standard memberships are available with current membership totalling (approximately) 578*.

The Copper Coast Sport and Leisure Centre also conducts social basketball, social netball and social soccer (futsal) on the current mutli-use indoor courts. The graph below details the use of the indoor courts (the number of $6 dollar passes sold) each month over the past year. These figures do not include the usage of the courts by the Basketball Association, School and other hire groups which is detailed below.

Figure 5: Recent Indoor Court Usage Copper Coast Sport and Leisure Centre*

The above figure highlights a peak in indoor court usage from June to August in 2012. In July 2012 there were some 700+ users of the indoor courts; the reason for this is due to a regional tournament that was held at the Copper Coast Sports and Leisure Centre during July. The higher numbers in attendance either side of July (i.e. June and August) also show elevated levels of court usage, this may be an overflow effect of the regional tournament or it may also be due to the wetter/colder weather generally associated with the winter months, encouraging more individuals to train/play indoors. The remainder of months represented in the graph (September 2012 – April 2013) show indoor court usage fluctuates between 100 and 300 users. The overall average for the graphed time frame was 308 users per month.

0

100

200

300

400

500

600

700

800

Vis

iits

Pe

r M

on

th

Indoor Court Usage

Indoor Court Usage Average


Statistics on crèche usage for the past 6 months (December 2012 to May 2013) are represented below. This highlights the sporadic nature of crèche attendance at the current centre with the total attendees per month showing a variance of 186 individuals from January to February. The average attendees per week are slightly more consistent yet this still shows a variance of 46 individuals from the highest (February) to lowest (January) average attendees per week. The statistics provided* indicate that on average there were 54 attendees per week to the crèche over this 6 month period. As crèche only runs from Monday to Friday one can infer that the average daily attendance for the crèche is 11 children.

Figure 6: Crèche Usage for the Copper Coast Sport and Leisure Centre*9

Recently (as of December 2012) the Copper Coast Sports and Leisure Centre have begun a school holiday program for children. This program cost $45.00 per day and the duration of the program varies depending on the associated holiday period. The attendance numbers are presented in the table below. From this we can see there has been a steady increase in the number of attendees per week.

Table 12: Crèche Usage for the Copper Coast Sport and Leisure Centre*

Month & Year Duration (Weeks) Attendees Attendees/Week

(average)

December 2012 1 35 35

January 2013 4 166 41.5

April 2013 2 95 47.5

*Figures Provided by Current Copper Coast Sport and Leisure Centre Management

52 3076

4273 52

156

120

306

171

293

209

0

50

100

150

200

250

300

350

400

450

December January February March April May

Att

en

dan

ce

Crèche Attendance

Total

Average perweek


7. Current and/or Potential User Groups

The Copper Coast Sport and Leisure Centre have a number of current and or potential user groups including basketball, netball, tennis, bowls, cricket, swimming, school groups and show society some of which have a number of teams and or members that could potentially benefit from the proposed re-development of the Centre. The following groups/associations are seen as key stakeholders in the proposed re-development of the Copper Coast Sport and Leisure Centre.

Kadina Memorial School:

Kadina Memorial School educates children from reception through to year 12 and in 2013 had a total of 1,034 students enrolled. Sport is an important part of school curriculum at Kadina Memorial School with all students studying Health and Physical Education in Years R - 9, with it being a choice subject for Years 10 - 12. Current sports offered by the school include swimming, netball, basketball, softball, athletics, football, cricket, hockey and tennis.

The school are currently significant users of the centre during school hours. The school also hosts various day and carnivals including Sports Day, YP Interschool, Primary District Day, SAPSASA Cross Country, Secondary Schools Athletics and South Australian State Day. Further opportunity for students to be involved in sport includes the House Sporting Competition (held each term) as well as a range of SAPSASA and SASSSA Knock-Out Sports. The school are guaranteed regular users of the proposed 3 court stadium. They would utilise the facility for assemblies, large events and presentation nights.

It is important to note that this school is currently growing and the strong relationship that it currently maintains with the Copper Coast Sports and Leisure Centre almost ensures a steady flow of school children utilising the facility for their sport and recreation needs into the future. If facilities at the Copper Coast Sports and Leisure Centre were to be improved or added to then the needs of the school should be held in high regard as there continued usage of the centre is integral to the centres continued viability. The addition of swimming facilities could provide mutual benefit for both the Copper Coast Sports and Leisure centre as well as Kadina Memorial School. A pool facility would give younger student a space to learn to swim and older students a chance to practice prior to interschool swimming meets held outside of Kadina. A high usage rate of any pool facility from the school would benefit the Copper Coast Sports and Leisure centre as it would ensure the pool is being utilised and would make the prospect of a pool facility more financially viable.

Yorke Valley Amateur Basketball Association:

The Yorke Valley Amateur Basketball competition consists of eight clubs and operates 22 weeks a year over summer season (utilising both indoor and outdoor courts). The clubs involved are Arthurton, Bute, Kadina, Moonta, Paskeville, Port Broughton, Wallaroo and the Bears Basketball Club.

The association use the centre on all nights of the week (excluding Saturday) anywhere from 5pm to 11pm (12pm to 8pm on a Sunday). They are the largest Country Association playing (predominantly) at a single site, due to this they are regularly required to use the Harvest Indoor Centre (local private school) due to the lack of court space available at the current centre.


Currently, the association has a total membership of over 700; the competition has the following grades

Junior U10, U12, U14 & U16 Boys and Girls

A, B, C Men and Women

U19 Men and Women

The Basketball Association are a key driver behind the expanded courts and centre as it will enable them to operate basketball year round (with the addition of a winter competition) and also to play all games within indoor facilities. In addition they will be able to host regional, state and potentially national tournaments if they have access to a four court stadium.

Kadina and Districts Netball Association:

The Kadina and District Netball Association hold their winter competition from April to September. The Kadina and Districts Netball Association utilises the outdoor courts (tennis courts) on a regular basis. The competition consists of the following divisions:

A & B Grade

16 & Under

13 & Under

11 & Under DIV 1

11 & Under DIV 2

The 6 clubs affiliated with Kadina & Districts Netball Association are:

Centennials Netball Club

CJ's Netball Club

Gems Netball Club

Harvest Netball Club

Royals Netball Club

Techrons Netball Club

The Netball Association would benefit from expanded courts and the centre through

the ability to train in all weather, host regional tournaments and access to additional

courts.


Kadina Netball Club:

Kadina Netball Club follows the local Australian Rules football league. The club is affiliated with the Yorke Peninsula Netball Association. The Kadina Netball Club utilises the outdoor courts (four western courts) on a regular basis. There are 9 clubs affiliated with the Yorke Peninsula Netball Association, they are;

Ardrossan Netball Club

Bute Netball Club

CMS Crows Netball Club

CY Cougars Netball Club

Kadina Netball Club

Moonta Netball Club

Paskeville Netball Club

Southern Eagles Netball Club

Wallaroo Netball Club

The Kadina Netball Club would benefit from the development though access to

additional all weather indoor courts for training and competition and the addition of

three new outdoor courts.

Kadina Tennis Club Inc.:

The Kadina Tennis Club (Inc.) took over responsibility of 8 courts (which they share

with the Netball Association) in 1996 when they agreed to peppercorn rent

agreement of $25.00 per year. The Club is not associated with Tennis SA and

currently has 70 members made up of 40 seniors and 30 juniors. The current surface

was laid in 2006 and is known as one of the best surfaces in the Association

(composed of 11 separate clubs). Both the School and SAPSASSA have

agreements to use the courts. The Tennis Club would benefit from the expanded

courts and centre through access to the improved amenities, storage and club

facilities.

Kadina AH & F Society (Show society):

The Kadina Agricultural Horticultural and Floriculture (AH & F) Society was established around 1871 and currently has approximately 200 members. The AH & F society currently organises two shows annually, a larger show during August and a smaller show during July, the society proudly runs what they refer to as ‘the classic country show’. The shows involve a mix of attractions including horse riding events, car shows, various community stalls, item swaps and the provision of fresh produce. Moving towards the future the society would like to increase the number of shows (from 2 to 3 per year) and would like to maintain their shows in current form. The AH & F society currently utilise the Kadina Show Grounds. The Kadina AH & F Society are potential users of proposed 3 court stadium as they could use this as a show pavilion space.


Lawn Bowls:

The Kadina Lawn Bowls Club has approximately 90 members and has a great local reputation for being a welcoming club with high quality greens. Currently the club utilise 2 greens and a club house. The club actually owns a third green but have a verbal agreement in place with the neighbouring croquet club so that the croquet club can utilise the 3rd green. The current members of the club are happy with its current facilities and location, and they see no immediate need to move to an alternative site. The major issues for the Lawn Bowls Club are a lack of younger members (aging membership base), lack of parking during games/events and the cost of greens maintenance (i.e. water costs). In the future there may be an opportunity to relocate to the Copper Coast Sports and Leisure Centre to become part of a fully integrated centre. Croquet Club:

The Kadina Croquet Club currently maintains 2 full size croquet courts and a clubhouse facility. The club is thought to have formed around the 1950’s and currently has 30 social members and a further 10 pennant players (members involved in formal inter-club completion), so 40 members in total. Currently the club does not have adequate space to support all members playing needs and is forced to split one of their two full sized courts into separate half sized playing areas during game times. Currently the major issue for the croquet club is the cost of court maintenance due to the associated water costs. The local croquet club have an opportunity to relocate to be involved in the redeveloped centre in the future as currently there is no provision of croquet facilities at the Copper Coast Sports and Leisure Centre.

Aquatic Users (from closed pool):

Until recently (April 2013) a local resident of Kadina was provided swimming services for the public via their private pool located on their private property. This pool has since been closed to the public. The local community had access to a number of services including learn-to-swim classes, toddler programs, hydrotherapy, leisure swimming, disabled swimming programs and aqua aerobics. Due to The closure of this pool there is now a gap present in the provision of services to the community and the need for an accessible pool facility is present.

Below is a list detailing the total number of participants for each program during the 4th school term of 2012.

Learn to swim: 269

Toddlers: 192

Hydrotherapy: 23-29

Leisure: 20-25

Disability: 22-28

Aqua Aerobics: 42

Although not the focus of this study the development of an indoor aquatic facility has been considered as part of the proposed redevelopment master planning and concept design.


8. Consultation Findings

A key component of the consultation process for the Copper Coast Sport and Leisure Centre Master Plan was to survey the general public. The survey was conducted over a period of 4 weeks in March and April 2013.

The survey asked 14 questions both quantitative and qualitative requesting information on the following aspects:

Place of residence

Age demographics

Current usage of the center (membership status, facilities/programs utilised)

Positives/negatives of the current centre

Needs/aspirations/expectations for the centre’s future

Recommendations/comments

The consultation process received a strong community response with 199 individuals completing the online survey. Of these respondents 49% were aged between18-34 and a further 37% between the ages of 35-49. In terms of where the respondents were from 70% lived in Kadina, 13% lived Moonta and a further 9.4% Wallaroo. The remaining respondents identified other towns as there place of residence, these were Maitland, Bute, North Beach, Kulpara, Weetulta, Sunnyvale, Balgowan and Arthurton

The survey indicates that the most used facilities amongst the respondents were the indoor courts, outdoor courts, health/fitness/cardio-class rooms and the gym/weights room. The survey also indicated that amongst the respondents the most popular programs were basketball, weights/gym, netball, strength/toning and body pump and finally the childcare program.

In terms of customer satisfaction the survey results show that the majority of respondents ranked all surveyed aspects as either good or satisfactory. In terms of the aspects that received poor ratings, grounds and gardens ranked the poorest (19.7% of respondents ranking it as ‘poor’). This was then followed by general presentation (11.5%) as well as opening hours and value for money (6.8% each).

Respondents were asked how they would rate the presentation of the various centre facilities in terms of appearance, cleanliness and atmosphere. From figure 7 we can see that two aspects of the centre were perceived above all other as ‘good’ in terms of presentation were the Gym/Fitness Areas and also the Indoor Courts. These two areas also received low response levels rating them as ‘poor’, hence amongst the respondents they are likely to be seen as two aspects of the centre that are best presented. The aspects of the centre that received the highest number of ‘poor’ responses were the Outdoor Courts and the Surrounds, hence amongst the respondents they are likely to be seen as two aspects of the centre that need the most improvement in terms of presentation.


From the responses it appears that the majority of facilities meet the user’s needs. In saying this there were several facilities that had at least 20% of respondents identifying them as only partly meeting their needs; they included the spectator areas, kiosk, outdoor and indoor courts. This may suggest that these areas may provide functional use in their current state but at least 20% of surveyed individuals felt they cannot achieve what they would like to whilst recreating in these facilities.

Respondents were asked how they felt the Copper Coast Sports and Leisure Centre performed in various areas. Figure 10 shows that generally there was quite a lot of positive feedback surrounding the current performance of the centre. Most respondents acknowledged that the majority of the general features within the centre were performing at a level they ranked between ‘satisfactory’ and ‘very good’. The key areas identified by the respondents as performing poorly (in order of most poor to least poor) were the quality of the playing surface (outdoor), amenities, quality of the playing surface (indoor) and the provision of social opportunities. The remaining areas had a minimum 90% satisfaction rate with current performance.

0%10%20%30%40%50%60%70%80%90%

100%

Val

ue

fo

r m

on

ey

Qu

alit

y o

f p

layi

ng

surf

ace

(in

do

or)

Qu

alit

y o

f p

layi

ng

surf

ace

(ou

tdo

or)

We

igh

ts a

rea

pro

vid

ed

Fitn

ess

eq

uip

me

nt

Gro

up

fit

ne

sscl

asse

s

Yoga

an

d p

ilate

s

Soci

al o

pp

ort

un

itie

s

Cre

che

and

ch

ildm

ind

ing

Am

enit

ies

Centre performance Very Good

Good

Satisfactory

Poor

Figure 9: Respondents ranking of various aspects on the centre

0 10 20 30 40 50 60 70 80

Indoor Courts

Outdoor Courts

Gym/Fitness Areas

Entrance and Foyer

Kiosk

Child care

Surrounds

Number of Responses

Asp

ect

s o

f th

e C

en

tre

Centre Presentation

Poor

Satisfactory

Good

Figure 8: Respondent views on the presentation of various centre aspects


Figure 11 highlights that all suggested improvements are seen as important by the surveyed individuals. This can be said as the average responses graphed in this figure indicate that no development has an average rating below 5, therefore one could infer that all proposed developments are seen as ranking between medium to high importance. The developments that have been suggested a most important amongst the surveyed individuals include the development of a pool (hydrotherapy and learn to swim), improvement of the change rooms, upgraded outdoor courts, the addition of a playground and also the additional of indoor courts. None of the listed developments were deemed of little or no importance by the respondents (ranking from 1= no importance to 10= extremely important).

The survey also identified several key reasons why individuals may not be using the current centre. These reasons include the lack of a pool, opening times/scheduling of programs, lack of gym support and associated costs.

0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.0010.00

Additional indoor sports courts

Hydrotherapy pool

Learn-to-swim pool

Improved change-room facilities

Consolidation of the fitness/gym facilities…

Spin room

Cafe area

Additional sports lighting on the outdoor…

Upgraded clubroom facilities for basketball

Improved storage

Upgraded outdoor sports courts

Playground

Meeting space

Importance of Developments

Figure 12: Importance of various developments


9. Needs Analysis

The Copper Coast Sport and Leisure Centre is home to a number of sporting groups, all of which have individual needs and desires for the proposed development of the centre. Below is a list of the key user groups currently utilising centre facilities, also detailed below are the specific requests for the development of the centre from each group.

9.1 Individual User Groups

Kadina Memorial School:

Would like to utilise stadium for school assemblies and events (weekly basis)

Space/stage for school assemblies

Possible overflow location for student sport training/games and P.E. lessons

Yorke Valley Amateur Basketball Association:

Need 3 additional courts with sprung timber floor to cater for programming

requirements and to create an indoor only competition.

Need a meeting space (25 people) and clubroom facilities

Place to display memorabilia

Kadina Tennis Club Inc.:

Maintain a minimum of 8 tennis courts

Clubroom to utilise for meetings and display of memorabilia – Kadina Tennis club and Kadina & District Netball Association to be consulted regarding location and structure

Storage facility fir nets, posts, balls etc.

Court re-surfacing

Floodlighting of a minimum of 4 courts

Renew/replace perimeter fencing

New structure to be a minimum of 7 meters from the boundary of our second bank courts. This would allow for provision of a veranda/shaded area on the southern side of the new structure

Access to toilets and canteen facilities (particularly for our juniors)

Playground/grassed area near to courts


Kadina & District Netball Association:

We need a minimum of 6 outdoor courts (Cannot use the indoor courts for our competition or carnival as playing indoors and on a different surface is not compatible with play on outdoor courts)

Courts to have floodlights

Need a clubroom for meetings and to display our memorabilia and to use on our carnival day as a ‘control centre’

Need storage facility to store goal posts etc. during off season

Playground

Need access to the canteen and toilets during winter season

Backstops are in need of repair

Courts will need to be resurfaced in the next couple of years

New stadium needs to be at least 7m away from our courts

We would like to be consulted on the design and location of clubrooms during the planning stage

We would like written confirmation that we will be no worse off than we are now and that if we are not in the financial position, at the moment, to contribute towards the grant that we can still have input

Kadina AH & F Society (Show society):

Currently the Show ground facilities utilised by the AH & F society are sufficient for their needs, however the society could potentially utilise the proposed indoor stadium for future shows/events if deemed necessary/beneficial by the society itself. It is important to note that no commitment has been made by the AH & F society to utilise any space in the proposed development of the Copper Coast Sports and Leisure Centre, they have simply indicated interest in the development.

Lawn bowls:

Provision of 2 bowling greens within the redeveloped centre

Associated clubroom

Croquet Clubs:

Provision of 3 purpose built croquet court within the redeveloped centre.

The preference of surface type would be synthetic as currently cost of water to maintain current greens is major financial drain on the club

Associated clubroom

Aquatic Users (closed pool):

Due to the recent closure of a local publicly accessible pool there is currently no provision of swimming programs/facilities for local residents. Hence there is a direct need amongst the local community for the provision of the following.

Learn to swim programs

Community pool provision

Time allocated for leisure and or lap swimming

Disability programs

Aqua aerobics

Hydrotherapy facilities

Change facilities


9.2 Community Needs

This section summarises the key community level needs and constraints that have been identified in this report.

Demographically the total combined population of Kadina and Wallaroo make up 48% of entire population of the District Council of Copper Coast. This re-enforces that the current location of the centre in Kadina is ideal in terms of proximity to residents and that there is a need for a regional level facility in this location.

Kadina has only 1.1% indigenous population; this is approximately 48% less than the District Council of Copper Coast, 58% less than the neighbouring Wallaroo and 43% less than the wider South Australia. This potentially indicates the need for indigenous inclusion in the centre whether it is via public art display or community programs to encourage indigenous participation.

Kadina also has the greatest number of families with children amongst the community in comparison to neighbouring Wallaroo and the wider District Council of Copper Coast. This highlights the need for the centre to be family friendly and inclusive of young children to support local families. Families in the surrounding area of the Copper Coast Sports and Leisure Centre also have a lower average income than the rest of the state, therefore pricing of facility services will be an important factor moving forward.

The literature review highlights several key documents, all of which identify a number of targets, strategies, or goals for the implementation of sport and recreation programs and or facilities such as the Copper Coast Sport and Leisure Centre. The key needs that can be identified from this review includes the need for the centre design to be for multi-purpose use, create a family friendly environment, meet the demonstrated needs of the community and to be readily accessible to the population they serve (incorporating disabled access and equity principals). The literature review also identifies the need to investigate the provision of an indoor pool and additional indoor courts within Kadina.

Figure 13: Local Community


9.3 Opportunities and Constraints Matrix

The following table highlights the possible opportunities and constraints for the proposed developments at the Copper Coast Sports and Leisure Centre.

Opportunities

Provision of indoor 3 court stadium to serve the needs of indoor sports (basketball, netball, futsal etc.) and the Kadina Memorial School. Use as a show pavilion (potential) and as a venue for major events.

Provision of improved change facilities, outdoor and indoor viewing areas, additional storage space, café/canteen area and update dated façade of the centre to improve the functionality and viability of the centre.

The creation of more usable spaces with enhanced linkages within the centre.

Potential for school use (assemblies) and private use (functions) in new 3 court stadium.

Extension of Gym (increase cardio and weights space) to cater for increasing demand and provide for all required activities.

Provision of clubrooms for netball/tennis/basketball and other centre users to utilise, provides clubs with a sense of identify and a space to utilise for club functions/events/administration.

Resurface show court to allow high level indoor sport completions and improve participant safety.

Relocation of lawn bowls and croquet facility to provide an integrated community sporting hub.

Provision of playground to cater for the needs of children and families utilising other centre facilities.

Provision of indoor aquatic facilities to replace recently closed private facility.

Constraints

Capital cost of development.

Operating expense.

Disruption to users during construction.

Integration of new additions with existing aging facility.

Challenge in meeting all user group’s needs.

Current facility layout/site orientation.


10. Design Considerations

10.1 Design Logic

The proposed design elements have been put forward based on several key channels of information/feedback, these include community consultation, discussion with key stakeholders and professional knowledge and experience. It is worth noting that although 3 alternative designs have been proposed for the redevelopment of the Copper Coast Sports and Leisure Centre there are key proposed facility elements that are common to all three designs. The variation between the 3 designs comes from the proposed layout of these elements and to what extent each element is developed. The new facility elements that have been proposed include the following:

Stadium (3 courts, assembly hall/large function space, improved change rooms, viewing areas)

Resurfaced show court (sprung timber flooring)

New outdoor netball courts (x3)

Indoor pool (hydrotherapy, learn to swim, lap swimming, ‘wet’ change rooms)

Extension and relocation of gym (increased cardio and weights space plus provision of a spin room)

Café/reception

New crèche

Foyer space

Atrium linkage/display space

Tiered seating on upper level for viewing over new indoor courts

Tiered seating on new show court

Meeting rooms

Consulting rooms ( to be hired out be external companies (i.e. physiotherapy)

Tennis/netball club rooms

Tennis/netball change rooms

Outdoor playground

Outdoor courts – viewing deck (upper level)

Additional storage space

Addition of office spaces and a dedicated first aid room

Stage

Resurface current outdoor training courts

Addition parking (cars and busses)

Landscaping


10.2 Accommodation Schedule –

The following accommodation schedule was created to guide the development of a ‘high level concept plan’. It is not the intention of this schedule to inform the development of a detailed design at this stage although it will assist in this process. During the detailed design phase this accommodation schedule will be further refined.

Table 13: Preliminary Accommodation Schedule – Proposed Copper Coast Sport and Leisure Centre Development

Design Element Element Requirements Rationale/Support for Need Area Requirements Comments

Sports Courts 4 Indoor basketball courts, including 1 as Show Court preference sprung timber flooring.

Existing membership and current usage levels indicate a need for 4 courts.

Other three courts to be multi-purpose suitable for netball and indoor soccer/futsal at a minimum. Volleyball and badminton are options subject to demand.

1 ‘Show Court’ FIBA Level 2 specification.

3 Multi-purpose courts to cater for basketball FIBA Level 3 Specification

The individual courts playing floor areas are minimum 36.6m x 21.35m including runoff = 781.41m2 per court.

Area to accommodate scorer’s table and team benches to be located outside playing floor area for 4 No. courts (in accordance with FIBA Official Basketball Rules 2012). Say 1m.

Minimum height 7.5m

Show Court to be resurfaced to utilise sprung wooden floorboards

Show court should only include line-markings for basketball.

3 additional courts to be a multi-use surface suitable for a number of sports as well as functions and regular school assemblies



Indoor pool Indoor heated pool

Change facilities

Disabled access

Currently no provision of pool in local area due to recent closure of a privately run pool in Kadina. The is a direct need for pool provision.

15x8m pool and change facilities to NCC standards.

Should run a variety of programs including:

Learn to swim programs

Leisure/lap swimming

Disability programs

Aqua aerobics

Hydrotherapy

Extension and relocation of fitness facilities (i.e. Gym/cardio)

Extension of both the cardio space and flexible area for additional activities as well as the weights area. Both to be relocated on top floor of the proposed facility.

Currently there is scope within the local community to increase the number of cardio fitness classes available at the centre, but more floor space is required. It also makes sense to consolidate the spaces (weights and cardio) over one floor

Weights room 580sqm,

Classes Room 220sqm

Cardio Room 215sqm

Café / Reception Café (with seating space)

Open reception area

To provide food and beverage services easily accessible for users/members and revenue generation opportunities.

Close proximity to crèche

Large ‘open’ area, needs to be adequate space for tables, seating Café and seating area 113sqm with flexibility to expand into foyer & outdoors

Will create an inviting and family friendly space within the centre.



Crèche Child safe

Compliance with early childhood centre NCC criteria

Current crèche facility lacks connectivity with the remainder of the centre and is not adequately equipped in terms of facility requirements

189sqm open area plus 34sqm for crèche facilities such as kitchen, laundry, WC and change room.

A new crèche facility will provide better opportunities for families that want to utilise the centre

Food preparation area with sink, HB and fridge, a laundry, nappy changing bench with bench bath & HB.

Foyer space Not specified Creates a new/modern entrance for the centre.

150sqm total (116sqm front, 32sqm rear) up to 150 individuals (max)

Open, inviting space

Atrium linkage/display space

Functional

Display space available

Links together front and back of centre with linkages (both direct and indirect) to all major elements of centre

335sqm size relevant to overall design of centre

Gives indoor sports an area to display club memorabilia and creates a sense of identity within the centre

Tiered seating on upper level

Not specified Additional viewing space for new indoor courts

120 person capacity based on NCC rates

Tennis/ netball clubrooms

Not specified Gives tennis/netball an area to display club memorabilia and creates a sense of identity within the centre

250sqm. 140 persons seated, up to 200 persons standing

Connects to the outdoor viewing area looking over tennis/netball courts

Other sanitary facilities for the clubrooms required for these capacity numbers

Court circulation Not specified Facilitate movement around sports courts

2m spacing (minimum)



Outdoor playground Not specified Young children need a place to play outdoors

Maintaining visual contact of the tennis/netball courts is also beneficial from a safety perspective

Dependant on functionality & design

Encourages the family friendly attitude of the centre

Outdoor viewing area (tennis/netball)

Large outdoor viewing deck on upper level

Provides spectators with a vantage point to safely watch games across a number of courts

90sqm Total therefore up to 90 persons standing.

Links with the clubrooms for tennis/netball.

Other sanitary facilities for the clubrooms required for these capacity numbers

Spectator Seats Suitable seating provision for provided courts

Spectators/supporters/family’s needs a safe and dedicated place to view games

220 seating capacity for regular games for the show court. This Can be expanded to 1000 spectators maximum as noted with change room/WC facilities.

Seating capacity to be further tested.

Note FIBA requires 5m separation between spectators and playing floor area.

Permanent and/or retractable options. type/configuration site dependent.



Stores General storage requirements

Storage is required for merchandise/regular use, sports equipment, pool equipment, function/assembly stages, tables and chairs, cleaner’s products/equipment etc.

Several large store rooms totalling 182sqm.

Allow required circulation space outside storage areas.

Allowance for 1000 chairs to be stacked 8 high (107sqm), separate storage for netball and tennis (68sqm) and 8sqm for program pool.

First Aid First Aid Room Required for general health and safety purposes

Minimum 4 x 3 = 12 m2 Provide door width required for access

2 beds provided.



Male Change / Female Change

Tennis/netball

Swimming

Basketball

In accordance with BCA requirements

Minimum 4 separate change rooms 25m2 each.

NCC requirements dictate the following

For 160 participants:.

i.e. 80-160 male : WC – 4-8, Urinals – 8, Basins – 8-16

i.e. 80-160 female: WC – 16, Basins - 16

Plus disabled access facilities to Codes

WC’s provided in lieu of required urinals to increase flexibility of change rooms.

Additional shower provided per each change room to that required.

Meeting/multipurpose rooms

Cater for 100-150 people with direct viewing over show-court

To provide club facilities for members and revenue generation opportunities

Minimum 160m2

Elevated position is a preference



Kitchen, Store Basic food preparation areas.

Sink

To provide basic catering services for users/members and revenue generation opportunities

Staff Kitchen/Café 35m2 Three proposed kitchenette locations

- tennis/netball clubrooms

- Crèche

- Café Area

Administration Offices 1 required 1 x Administration office (for 1 person)

Access to a “meeting space” is a desirable.

Minimum size standard office 15m2

Male Toilet Separate public toilet facilities

Membership/user need. Change rooms not accessible at all times to the public.

Separate public toilet facilities to change rooms.

NCC compliant based on 1000 spectators

For 1000 spectators:

i.e. 500 male : WC – 2, Urinals – 5, Basins - 4

Female Toilet See above As above NCC compliant based on 500 spectators

i.e. 500 female: WC – 9, Basins - 4

Disabled Toilet See above As above NCC compliant based on 500 spectators

Plus disabled access facilities to Codes

Bin Storage/Waste Disposal

Not specified 15m2



Plant room/s Not specified To be determined in detailed design phase.

As required for specified level of services – Primarily Hydraulic, such as water heating, cisterns etc; Mechanical A/C plant requirements; and Electrical boards etc.

A/C Services Area Not specified To be determined in detailed design phase.

As required for specified level of mechanical services

Car parking Not specified Adequate parking will be required for proposed additional courts, indoor pool and extended gym facility.

275 onsite car parking spaces and 8 bus spaces.

Space numbers to be further tested.

Car parking bay requirements based on estimates only not detailed parking analysis.

Tredwell Management | Copper Coast Sports and Leisure Centre Master Plan – 2013 59 | P a g e

11. Master Plan Design Options

A SWOT analysis is a strategic planning method that is used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in the possible outcomes of a project.

For this report a brief SWOT analysis has been prepared to identifying the pros and cons of each of the 3 proposed development plans for the Copper Coast Sports and Leisure Centre.

Option 1: SWOT Analysis

Pros Cons

Consolidated tennis & basketball facility means that they can be constructed together

Lack of adequate car parking

No pedestrian crossovers Pool not located adjacent café space

Youth Centre remains un-changed Croquet & lawn bowls will be shared arrangement (potentially on synthetic)

First floor areas utilise existing kitchen facilities for new tennis facilities

Playground located too far from café?

Crèche located centrally Only 2 lawn bowls/croquet spaces, and they are shared use

Café located centrally – good control point

Program pool location has good exposure


11.1 Concept Plan - Option 1



Pros Cons

Everything is located centrally Croquet & lawn bowls will be shared arrangement (potentially on synthetic)

Good relationship between basketball courts and existing show court via ex. corridor

Playground located too far from café?

Café located centrally – good control point

Loss of gym store as new change room required. New store off to side of basketball court

First floor areas utilise existing kitchen facilities for new tennis facilities

Pool is not in prominent location

Viewing deck could be erected between show court and new courts on first floor

lawn bowls/croquet spaces are shared use

Pool located to rear on undeveloped land which means less impact on existing facility

4 croquet and lawn bowls greens

Good relationship between pool and café





Pros Cons

Consolidated tennis & Basketball facility means that they can be constructed together

Pool is not in prominent location

No pedestrian crossovers Playground is possibly located too far from café

Youth Centre remains unchanged

4 outdoor courts remain (can be resurfaced) and used as ‘future public practice courts’

First floor areas currently under-utilised, have been used for cardio classes

Crèche located centrally

Café located centrally-good control point

Gym facilities have been consolidated over one floor- better surveillance by staff

Consultation room in good location




11.4 Summary of Options

Option 1 has been removed from consideration as the District Council of the Copper Coast have a preference to locate the program pool at the rear of the centre. They have received advice that there cost savings associated with locating the pool facility at the rear of the centre.

Option 2 has been removed from consideration due to the oversupply of croquet courts and lawn bowls greens. The supply of these facilities has been deemed unnecessary in the short term due to the adequate provision of lawn bowls and croquet facilities within Kadina. The provision of lawn bowls and croquet facilities also detracts from the much needed (and limited) parking space provision. The layout of the gym/cardio areas was also deemed undesirable in terms of the connection and functionality of space/areas.

Option 3 has been designed with the stakeholder feedback in mind and the retention of the positive features of options 1 and 2 incorporated, to develop the preferred option. This option was circulated to key stakeholders and their feedback considered in developing the preferred master plan design. Benefits include

Provision of a four court stadium including show court suitable for large tournaments and events for a range of sports (basketball, netball, volleyball, indoor soccer)

Sprung timber Show Court that meets FIBA Level 2 requirements

3 Multi-purpose courts to cater for FIBA Level 3 Specification

Fully integrated fitness centre on one floor (approx. 1000 square metres)

Spectator seating provided on show court and 3 additional courts (for up to 1,000 people)

New prominent façade with high levels of ‘street presence’

Highly visible and welcoming entrance

Significantly more changeroom space

Expanded foyer, open and inviting.

Large cafe integrated with reception which can be either opened up or closed off to the general public with flexibility to expand into foyer & outdoors

Large crèche in prominent position which meets contemporary requirements

Atrium linkage and display space creating a sense of identity within the centre and an area to display club memorabilia

New clubrooms for centre users

New playground

Increased storage space

Designated first aid room

Extensive car parking

Provision for bus drop off and parking

Provision of indoor program pool with all year access and good outlook onto the reserve.

Excellent connection between related spaces (i.e. crèche and café area, weights/cardio area)

Inclusion of Consulting Rooms

Inclusion of Meeting Rooms


Removal of bar and kitchen facilities on first floor (as to not compete with the Football Club and other sports clubs in the community)

From the high level ‘bubble diagram’ plan an artist’s impression of the preferred option has been developed along with a more detailed site plan, floor plans and elevations to enable inclusion within a planning application.





11.5 Concept Plan and Elevations

Perspective


Site Plan


12. Financial Analysis

12.1 Operational Performance

The Copper Coast Sport and Leisure Centre is owned by the District Council of the Copper Coast and operated by a private facility management company who specialise in the management and operation of sports and leisure facilities Belgravia Leisure. It is envisaged that the redeveloped leisure centre will be managed under a similar arrangement. When current management agreement expires and if funding is secured to redevelop the centre a longer term management arrangement would likely be put in place (e.g. 3-5 years). To evaluate the financial viability of the proposed redevelopment from an operating perspective three scenarios have been developed and evaluated. A ‘best case’, ‘likely case’ and ‘worst case’. These are presented on the following pages. In the ‘best’ and ‘likely’ case scenarios the facility is able to operate at a surplus (for the likely scenario Year 1 operates at a deficit). This includes an amount of $200,000 depreciation. If this is not reflected then the ‘worst case’ also operates at a surplus. The ‘best case’ scenario assumes an increase in attendances and associated revenue levels of 50%, the ‘likely case’ 25% and the ‘worst case’ assumes no increase in attendances. The associated variable expenses have also been increased by these levels.


12.2 Summary of Operating Scenarios

Copper Coast Sports & Leisure Centre (Dry Facilities) - Five Year Operating Statement (Post Re-Development)

Best Case Scenario:

Item Year 1 Year 2 Year 3 Year 4 Year 5

Total Revenue $ 744,772 $ 826,921 $ 911,309 $ 932,697 $ 954,375

Total Expenses $ 563,538 $ 591,715 $ 621,300 $ 652,365 $ 684,984

DEFICIT/SURPLUS $ 181,235 $ 235,206 $ 290,009 $ 280,331 $ 269,391

Depreciation $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000

Council Subsidy $ 48,000 $ 48,000 $ 48,000 $ 48,000 $ 48,000

Net Position $ 29,235 $ 83,206 $ 138,009 $ 128,331 $ 117,391


Likely Case Scenario: Item Year 1 Year 2 Year 3 Year 4 Year 5

Total Revenue $ 632,964 $ 709,522 $ 788,041 $ 803,265 $ 818,472

Total Expenses $ 523,021 $ 549,172 $ 576,631 $ 605,463 $ 635,736

DEFICIT/SURPLUS $ 109,943 $ 160,350 $ 211,410 $ 197,802 $ 182,736

Depreciation $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000

Council Subsidy $ 48,000 $ 48,000 $ 48,000 $ 48,000 $ 48,000

Net Position -$ 42,057 $ 8,350 $ 59,410 $ 45,802 $ 30,736


Worst Case Scenario: Item Year 1 Year 2 Year 3 Year 4 Year 5

Total Revenue $ 521,157 $ 592,124 $ 664,773 $ 673,833 $ 682,569

Total Expenses $ 482,505 $ 506,630 $ 531,962 $ 558,560 $ 586,488

DEFICIT/SURPLUS $ 38,652 $ 85,494 $ 132,811 $ 115,274 $ 96,081

Depreciation $ 200,000 $ 200,000 $ 200,000 $ 200,000 $ 200,000

Council Subsidy $ 48,000 $ 48,000 $ 48,000 $ 48,000 $ 48,000

Net Position -$ 113,348 -$ 66,506 -$ 19,189 -$ 36,726 -$ 55,919


12.3 Best Case Scenario


Membership Fees 208,038$ 218,440$ 229,362$ 240,830$ 252,871$

Pool Income (net) 73,925$ 122,531$ 171,700$ 156,107$ 138,956$

Kiosk Sales 154,586$ 162,315$ 170,431$ 178,952$ 187,900$

Rental Income 44,670$ 46,904$ 49,249$ 51,711$ 54,297$

Basketball 14,994$ 15,744$ 16,531$ 17,357$ 18,225$

Court/Stadium Hire 31,446$ 33,018$ 34,669$ 36,403$ 38,223$

Hockey / Soccer 31,635$ 33,217$ 34,878$ 36,621$ 38,453$

Netball 31,122$ 32,678$ 34,312$ 36,028$ 37,829$

Casual Gym 57,869$ 60,763$ 63,801$ 66,991$ 70,340$

Childcare 22,500$ 23,625$ 24,806$ 26,047$ 27,349$

Personal Training - Gym 24,509$ 25,734$ 27,021$ 28,372$ 29,790$

Programs / Events 5,928$ 6,224$ 6,536$ 6,862$ 7,206$

Dry Programs - (School Hire Fee) 34,425$ 36,146$ 37,954$ 39,851$ 41,844$

Merchandise Sales 9,126$ 9,582$ 10,061$ 10,564$ 11,093$

Total Revenue 744,772$ 826,921$ 911,309$ 932,697$ 954,375$


Staff Wages 267,033$ 280,385$ 294,404$ 309,124$ 324,580$

Kiosk - Cost of Sales 77,293$ 81,157$ 85,215$ 89,476$ 93,950$

Maintenance and Operations 103,905$ 109,100$ 114,555$ 120,283$ 126,297$

Advertising, Marketing and Business Development 16,434$ 17,256$ 18,118$ 19,024$ 19,976$

Interest/Fees 4,950$ 5,198$ 5,457$ 5,730$ 6,017$

Other Expenses (10% of total) 46,961$ 49,310$ 51,775$ 54,364$ 57,082$

Total Expenses 563,538$ 591,715$ 621,300$ 652,365$ 684,984$

DEFICIT/SURPLUS 181,235$ 235,206$ 290,009$ 280,331$ 269,391$

Depreciation 200,000$ 200,000$ 200,000$ 200,000$ 200,000$

Council Subsidy 48,000$ 48,000$ 48,000$ 48,000$ 48,000$

Net Position 29,235$ 83,206$ 138,009$ 128,331$ 117,391$

Assumptions

Base revenue figures are 2012/13 and an increase of 50% applied for new development 0.5

Pool Income (net) calculated by DC Copper Coast

100% Profit generated from Kiosk Sales

All revenue predicted to increase by 5% per annum (except Pool Income which is calculated independently)

Straight l ine deprecitation of built assets of $10m over 50 years

Expenses


12.4 Likely Scenario


Membership Fees 173,365$ 182,033$ 191,135$ 200,692$ 210,726$

Pool Income (net) 73,925$ 122,531$ 171,700$ 156,107$ 138,956$

Kiosk Sales 128,821$ 135,262$ 142,025$ 149,127$ 156,583$

Rental Income 37,225$ 39,086$ 41,041$ 43,093$ 45,247$

Basketball 12,495$ 13,120$ 13,776$ 14,465$ 15,188$


Hockey / Soccer 26,363$ 27,681$ 29,065$ 30,518$ 32,044$

Netball 25,935$ 27,232$ 28,593$ 30,023$ 31,524$

Casual Gym 48,224$ 50,636$ 53,167$ 55,826$ 58,617$

Childcare 18,750$ 19,688$ 20,672$ 21,705$ 22,791$


Programs / Events 4,940$ 5,187$ 5,446$ 5,719$ 6,005$



Total Revenue 632,964$ 709,522$ 788,041$ 803,265$ 818,472$


Staff Wages 267,033$ 280,385$ 294,404$ 309,124$ 324,580$




Interest/Fees 4,125$ 4,331$ 4,548$ 4,775$ 5,014$


Total Expenses 523,021$ 549,172$ 576,631$ 605,463$ 635,736$

DEFICIT/SURPLUS 109,943$ 160,350$ 211,410$ 197,802$ 182,736$

Depreciation 200,000$ 200,000$ 200,000$ 200,000$ 200,000$

Council Subsidy 48,000$ 48,000$ 48,000$ 48,000$ 48,000$

Net Position 42,057-$ 8,350$ 59,410$ 45,802$ 30,736$

Assumptions

Base revenue figures are 2012/13 and an increase of 25% applied for new development 0.25





Expenses


12.5 Worst Case Scenario


Membership Fees 138,692$ 145,627$ 152,908$ 160,553$ 168,581$

Pool Income (net) 73,925$ 122,531$ 171,700$ 156,107$ 138,956$

Kiosk Sales 103,057$ 108,210$ 113,620$ 119,301$ 125,266$

Rental Income 29,780$ 31,269$ 32,832$ 34,474$ 36,198$

Basketball 9,996$ 10,496$ 11,021$ 11,572$ 12,150$


Hockey / Soccer 21,090$ 22,145$ 23,252$ 24,414$ 25,635$

Netball 20,748$ 21,785$ 22,875$ 24,018$ 25,219$

Casual Gym 38,580$ 40,508$ 42,534$ 44,661$ 46,894$

Childcare 15,000$ 15,750$ 16,538$ 17,364$ 18,233$


Programs / Events 3,952$ 4,150$ 4,357$ 4,575$ 4,804$



Total Revenue 521,157$ 592,124$ 664,773$ 673,833$ 682,569$


Staff Wages 267,033$ 280,385$ 294,404$ 309,124$ 324,580$




Interest/Fees 3,300$ 3,465$ 3,638$ 3,820$ 4,011$


Total Expenses 482,505$ 506,630$ 531,962$ 558,560$ 586,488$

DEFICIT/SURPLUS 38,652$ 85,494$ 132,811$ 115,274$ 96,081$

Depreciation 200,000$ 200,000$ 200,000$ 200,000$ 200,000$

Council Subsidy 48,000$ 48,000$ 48,000$ 48,000$ 48,000$

Net Position 113,348-$ 66,506-$ 19,189-$ 36,726-$ 55,919-$

Assumptions

Base revenue figures are 2012/13 and an increase of 0% applied for new development 0





Expenses


13. Implementation Plan

The development of a sport and recreation facility requires extensive planning,

design and development work. The development of this Business Case occurs at

the early stages of the facility planning process as outlined below. The following

steps will require completion prior to the full development of the facility.

Figure 14: Project Implementation Plan

Assessment of Needs and Opportunities

Provision Reviews

Benefits Analysis

Business Case

Concept Planning

Design Brief

Schematic Design

Detailed Design

Contract Documentation

Construction

Management/Operations*

In Use Evaluation

CO

NS

UL

TA

TIO

NS

DE

TE

RM

ININ

G C

OS

TS

AN

D P

ER

FO

RM

AN

CE

MO

NIT

OR

ING

Planning

Design

Construction

Management

Evaluation


14. Risk Management Plan

The Risk Management Plan, which is essential to demonstrating that all key risks have been identified, assessed and appropriate mitigation or management strategies put in place. The Plan addresses project risks from commencement of the project, including construction and management in the medium term. The Plan must addresses risks which are particular to the project, including for each identified risk:

The nature of the identified risk

The likelihood of occurrence

Treatment and mitigation strategies

Table 14 Risk Assessment Matrix

Likelihood Consequences

Catastrophic Major Medium Minor

Almost Certain Catastrophic Extreme High Moderate

Possible Extreme High Moderate Low

Unlikely High Moderate Low Low

Qualitative Consequences

Catastrophic Death, loss of system or plant, significant impact on operating environment such that public interest or regulatory intervention occurs or reasonably could occur.

Major Major injury, severe disruption to service or project, major damage to system, unplanned localised damage to operating environment.

Medium Minor injury, some disruption to service or project delivery, minor damage to system, non-damaging to operating environment.

Minor Less than the above.


Table 15 Risk Management Matrix

Risk Description

Current Controls in

Place

Likelihood of Occurrence

Consequences of Occurrence

Overall Risk Level

Further Action Required

Project deadlines are not met

Determine realistic deadlines

Possible Major High Maintain regular communication with Consultant during project. Update Project Sponsor regularly.

External funding not approved

Budget Process

Possible Catastrophic Extreme Liaise with external funding agencies to identify funding opportunities

Public risk during construction

Public risk insurance.

Unlikely Catastrophic High Require licensed builders and adherence to appropriate construction and safety standards.

Project cost overrun

Conservative cost estimating.

Possible Major High Strict budget adherence. Flexibility to alter plans to reduce costs.

Design fails to meet community requirements

Sound consultation & needs analysis process

Possible Medium Moderate Ensure facility design allows flexibility for the further addition of infrastructure should it be required.

Ongoing viability of facilities once established

Sound business planning.

Possible Major High Financial Support provided from Council. Effective management/ financial systems.

Impact on nearby sporting activities during construction.

Communication and early awareness of construction schedule

Possible Medium Moderate Early advice and regular communication with adjoining users

Signage

Temporary fencing.


15. Funding Opportunities

This section identifies potential external funding sources available through state and federal government programs that could be utilised in the development of the proposed upgrade to the Copper Coast Sports and Leisure Centre. The status of these funding programs are continually changing and updated, this is a response to shifts in community participation rates and the continual evolvement of the industry as a whole.

At the date of publication of the current programs include:

Office for Recreation and Sport

The current status and further information and lodgment details for all Office for Recreation and Sport grants can be found on the department’s website http://www.recsport.sa.gov.au

Community Recreation and Sports Facilities Program (CRSFP)

The aim of this program is to support the sport and recreation ‘Target 83’ set within the SA Strategic Plan by providing funding for the planning and development of sustainable, inclusive, functional and fit for purpose active recreation and sport facilities that meet the current and future needs of the SA community.

This program was established to allocate funds to eligible community-based organisations, Local Government, Schools and State sporting and active recreation associations. They offer grants under three categories:

Category 1: Facility Planning Projects (no maximum funding level) including

feasibility studies, facility audits/needs assessment and masterplans;

Category 2: Facility Development Projects (funding up to $200,000 excl.GST)

including facility and playing surface upgrades/development, irrigation/drainage

and floodlighting; and

Category 3: Facility Development Projects (funding between $200,001 - $500,000

excl.GST) including facility and playing surface upgrades/development,

irrigation/drainage and floodlighting.

For Category 1 projects there is an expectation that the applicant/key stakeholders will make a significant financial contribution towards the cost of the project. For Category 2 and 3 projects the grant amount requested cannot be more than 50% of the total project cost. Where the application meets the criteria for the Active Club Program (see next page) it will be first assessed through that program. The next round for this funding (2013/2014) is currently open.

http://www.recsport.sa.gov.au/


Active Club Program (ACP)

This program provides assistance to sport and/or active recreation organisations to provide quality facilities and deliver competition and activity experiences in the community. They offer three types of grants:

Program and Equipment (up to $5,000)

Facility (up to $20,000)

Australian Sports Foundation

Further information can be found at http://www.asf.org.au

Sport Incentive Program

Specifically the Sport Incentive program aims to increase the opportunities for Australians to participate in sport activities, and excel in sports performance. Eligible organisations, including sporting clubs, schools, councils and community groups can apply to register sport-related projects in either of the following categories:

Category 1 – to collect donations using the ASF's tax deductible status and to

receive consideration for discretionary grants from the ASF

Category 2 – discretionary grants starting from $500

Department of Planning, Transport & Infrastructure

Projects eligible for consideration should be designed to assist in the preservation, enhancement and enjoyment of open space areas containing elements of natural beauty, conservation significance and cultural value. Information is available at:

http://publicspace.planning.sa.gov.au.

Places for People Funding

The principal objective of the Places for People program is to help create new public places or revitalise existing public spaces that contribute to the social, cultural and economic life of the community they serve.

http://www.asf.org.au/index.asp

http://publicspace.planning.sa.gov.au/


Open Space Grant Funding

The State Government's Open Space Grant Funding program provides financial assistance to local government for the purchase, development and planning of open space. Subsides are also provided for works relating to conservation and recreation on public land.

External funding sources are currently available through a variety of government agencies and programs, foundations and the private sector and could be utilised in the development of the Open Space and Public Realm Strategy. These programs include:

Regional Development Australia

The Australian Government has allocated almost $1 billion to the Regional Development Australia Fund. The RDAF is administered by the Department of Regional Australia, Local Government, Arts and Sport. The next round of funding (round 6) is yet to be announced, for funding announcements please refer to www.regional.sa.gov.au

Office for Recreation & Sport

Funding of up to $500,000 may be received for facility. Additional funds may be received for minor capital works, equipment and programs. Refer www.recsport.gov.au

Department of Planning and Local Government

When land is subdivided via strata or community title, or when subdivisions create less than 20 additional allotments by normal land division, the developer is required to make a financial contribution to the Planning and Development Fund. These funds are then made available to local government through grant funding. Refer www.dpti.sa.gov.au

Trusts and Foundations

There are numerous trusts and foundations established in Australia and a number provide funding for community facility project such as this. Often they are established by large corporations. Refer www.philanthropy.org.au.

http://www.regional.sa.gov.au/

http://www.recsport.gov.au/

http://www.dpti.sa.gov.au/

http://www.philanthropy.org.au/


16. Recommendations

It is recommended that the following actions are undertaken to take the project forward:

Formally endorse this report through the District of Copper Coast Council.

Continue the steering group and consultation sessions with the sporting groups in the Copper Coast and the general community regarding the business case and concept planning and the implementation of the redevelopment.

Submit grant applications to all relevant funding bodies when and where these funding opportunities become available.

Provide the necessary budget for the detailed design of the redevelopment in the 2014/15 Financial Year.

Continue liaising with the DECD to secure capital funding and ongoing funding.

Provide further funding in the forward capital works budget that can be used as seed funding to match any possible grants received to enable the staging of the project.