Newcastle City Council. Pool Service Delivery Model

Transcription

1 Newcastle City Council Pool Service Delivery Model July 2007 Adopted December 2007

2 Newcastle City Council Pool Service Delivery Model 2007 Prepared by: Strategic Leisure Group Leisure Planning and Management Consultants (PO Box 1358) Suite 4, 27 Mt Cotton Road CAPALABA QLD 4157 Phone: (07) Fax: (07) Web: July Strategic Leisure Pty Ltd t/a Strategic Leisure Group. This document may only be used for the purposes for which it was commissioned and in accordance with the terms of engagement for the commission. Unauthorised use of this document in any form whatsoever is prohibited.

3 1. Introduction Current Situation Community Consultation Aquatic Participation Trends Performance Data Facility Mix Recommendations and Business Planning Assumptions Management Models Recommendations Location of NCC Swimming Centres and 5km Radius Catchment Map Newcastle Aquatic and Leisure Centre PSDM Summary Newcastle Aquatic and Leisure Centre Concept Plan Mayfield Community / Leisure Hub PSDM Summary Mayfield Community / Leisure Hub PSDM Concept Plan Beresfield Swimming Centre PSDM Summary Beresfield Swimming Centre PSDM Concept Plan Stockton Swimming Centre PSDM Summary Stockton Swimming Centre PSDM Concept Plan Wallsend Swimming Centre PSDM Summary Wallsend Swimming Centre PSDM Concept Plan ATTACHMENTS Attachment A Location of NCC Swimming Centres and 5 km Radius Catchment Map Attachment B PSDM Recommendation Summary by Swimming Centre PSDM Report July 2007 i

4 Acknowledgements The Strategic Leisure Group acknowledges the advice and assistance of the Project Coordinator, Ms Susan Denholm and the Newcastle Facilities Management staff, in particular, Mr Des Lawson (Project Manager), Mr Bruce Carpenter, Mr Peter Withers, Mr Peter Waghorn and Ms Jennifer Westbrook for their direction and assistance provided throughout the Project. The assistance and contributions received of the following persons is also acknowledged: Councillor John Tate - Lord Mayor of the City of Newcastle / Project Steering Group (PSG) Councillor Barbara Gaudry Newcastle City Council / PSG / Sports Advisory Panel (SAP) Councillor Marilyn Eade Newcastle City Council / PSG Councillor Cassandra Arnold Newcastle City Council / PSG Councillor Helene O'Neill Newcastle City Council / (SAP) Councillor Sonia Hornery Newcastle City Council / State Member for Wallsend Mr Graham Clarke - Group Manager, Community Development Mr Mel Horadam - Recreation and Project Officer, Facilities Management Mr Fred Wivell Pool Superintendent Ms Donna Procter - Sports Advisory Panel Mr Brett Derwin - Sports Advisory Panel Mr Denis Broad Sports Advisory Panel Mr Terry Charlton Sports Advisory Panel Mr Bill Moncrieff Sports Advisory Panel Ms Del Saunders Sports Advisory Panel Mr Graeme Matthews, Manager, Parks and Recreation, Newcastle City Council Mr Rod Maughan, Parks and Recreation, Newcastle City Council Ms Anne Sander Cessnock City Council Mr Ian Broadfoot - Lake Macquarie City Council Mr Warwick Beard Principal, Mayfield East Primary School Ms Kathie Heyman Mayfield Main Street Committee Coordinator Mr Bill Robertson Hunter Star Foundation and Mayfield Matters Mr Jenny Coburn Callaghan College Wallsend Campus Finally, we would like to thank the regional Local Government Council officers and the numerous community stakeholders who attended meetings and workshops and subsequently assisted in the development of the Newcastle Pool Service Delivery Model. PSDM Report July 2007 ii

5 Abbreviations The following abbreviations or short form references are used in this report: NCC Council NA&LC LMCC PSDM BCA SLG P&C CERM CERM PI PWD LGA MAPPS EFT Newcastle City Council Newcastle City Council Newcastle Aquatic and Leisure Centre at Lambton Park Lake Macquarie City Council Pool Service Delivery Model Building Code of Australia Strategic Leisure Group Prior and Cheney Architects Centre for Environmental and Recreation Management Centre for Environmental and Recreation Management Performance Indicators Person with a Disability Local Government Authority Major Asset Preservation Program Equivalent Full Time PSDM Report July 2007 iii

6 1. I NTRODUCTION Newcastle City Council (NCC) operates five inland swimming pools. They are situated in the suburbs of Lambton, Mayfield, Stockton, Beresfield and Wallsend (See Attachment A for locations and 5 km radius catchment maps). The pools have an average age of 37 years with the oldest being the Lambton Swimming Centre which opened in Over the past 15 years, Council has been investigating the performance and future of these pools. The research was triggered by a number of factors; two of the significant drivers are: 1. All Council inland pools have witnessed a significant trend of declining annual attendances for over 25 years 1 ; and 2. The increasing maintenance costs and annual operating cost per patron (subsidy per visitation). Council has invested significantly in assessing and planning for the future provision of community aquatic facilities. Since 1994, Council has undertaken more than ten studies dealing with the performance or condition of the five swimming pools during this period. In 1994, a Strategic Review of Councils Swimming Facilities 2 identified: the facilities are aging, the product is no longer appropriate for today's marketplace and as a consequence, attendances are declining. Operating costs are increasing, particularly those relating to maintenance and refurbishment, and income is either static or declining as attendances fall and Councils face difficulty in increasing prices for a product which offers little or no improvement from year to year Trends consistent across the previous research include: 1. The continuing decline in use of the existing pools; 2. The increasing annual subsidy per pool visitation; 3. The changing nature of swimming pool designs and community use of leisure water; 4. The popularity of swimming as a preferred physical activity of Newcastle residents. 1 - NCC Council records 1979/80 to 2006/ LRM Australia Pty Ltd PSDM Report July

7 Council s 2006 Recreation Plan 3 recommended the redevelopment of Lambton and Wallsend Swimming Centres. Further, in terms of Council s five swimming pools, the Recreation Plan recommended Council research the future design and provision of aquatic services for the Newcastle community. Based on the findings from previous pool studies, the Strategic Leisure Group was engaged to develop the 2007 Pool Service Delivery Model (PSDM). Council s brief requires the PSDM to assist it to better understand the issues of operating five 50 metre swimming pools in 2007 and to use this information to plan for more contemporary and sustainable aquatic facilities that can meet the community s future competition, program and leisure swimming needs. The key goals for the 2007 PSDM are: Deliver sustainable aquatic facilities that meet community needs; Bring NCC Swimming Centres up to current industry standards and statutory requirements; Increase patronage to NCC Swimming Centres; Increase efficiencies in relation to maintenance expenditure; Operate in a more environmentally efficient manner; Provide value added opportunities including secondary spending and multi-use opportunities. 3 - Newcastle Recreation Plan: Beca in association (2006) PSDM Report July

8 2. C URRENT S ITUATION Newcastle City Council - Pool Service Delivery Model 2007 The Lambton Swimming Centre was developed as Council s first inland swimming pool; it opened in It was followed by Mayfield (1966), Beresfield (1971), Stockton (1973) and Council s most recent aquatic facility development, the Wallsend Swimming Centre opened in The following table summarises each venue s main facility provision/ history. The pools are aging and do not meet the contemporary, year-round requirements of community aquatic competition, leisure and program activities in Swimming Centre Water Operates 50m Pool Diving Pool Learners Pool Toddler Pool Slide Lambton Heated 40 weeks 4 yes Yes yes yes yes Beresfield Heated 30 weeks yes removed yes yes X Mayfield Cold 30 weeks yes removed yes X removed Stockton Heated 30 weeks yes X yes X removed Wallsend Cold 30 weeks yes X yes yes removed The similarity of the five venues is also thought to severely limit the delivery of any significant diversity between the pools in terms of programs and services. This fact is magnified by overlapping market catchments highlighted by the proximity of Wallsend, Lambton and Mayfield pools to each other. These three pools all fall within a notional 5km catchment radius. The range of aquatics and sporting options available in Newcastle and the introduction of two additional commercial indoor aquatic facilities into the market place 5 have contributed to the steady decline in annual pool attendances over the past decades. In the early 1980 s the total NCC pool attendances were approaching 600,000 visits a year, however since that time there has been a steady decline as shown in the following chart: 4-40 Weeks season + Winter period 12 Weeks (2005) & 10 Weeks (2006) 5 - Wests Club Balance at Mayfield and Newcastle University Forum PSDM Report July

9 The reduced revenues associated with declining attendances described on the previous page are further compounded by Council s increasing maintenance expenditure and operating costs. In 2005/06, the operational deficit for the five pools totalled (-$1,511,409) and the average subsidy per patron was $4.36 per visit based on annual attendances of 346,615. Since the initial 1994 Strategic Review of Swimming Pools was undertaken, Council has continued to invest in and trial a range of facility and service improvements which were designed to increase attendances and use of the pools. These include: Construction of a water slide at Lambton in 2000; Increasing the hours of pool operation; Extending season at Lambton; Acquisition of large pool inflatables; Heating three of the pools; Conducting Free Open Days and community promotions. Despite these initiatives and other Council pool planning endeavours attempted in recent years, the NCC inland pool attendances have continued to decline. Since 1994, previous research undertaken by Council and the broad asset management and capital replacement principles investigated and described in the The Newcastle Report: Issues for Sustainability 6, indicate the continued operation of five similar, non contemporary and aging swimming pools located in the same LGA is not a sustainable strategy. It is also evident the dated nature of the pool infrastructures (ranging from 44 years at Lambton to 29 years at Wallsend) will exponentially impact on the operational costs of Council s pools and infrastructure unless renewal planning is implemented to accommodate population growth over the next twenty years. Council records show a total of $609,337 was spent on pool infrastructure maintenance over the past six years ( ). While this figure may have been influenced by Council s adoption of a conservative maintenance approach over these years pending the finalisation and direction of the adopted PSDM, Council s Major Asset Preservation Program (MAPPS) forecasts the expenditure on swimming centre maintenance over the next six years (2007 to 2012) will need to be increased to $10.9m. This amount represents an average annual increase of 364% in swimming centre maintenance requirements through to Review Today Pty Ltd: Professor Percy Allan AM (February, 2007) PSDM Report July

10 The significant issues impacting on the NCC pool service are assessed to be: Lack of broad community access to contemporary year-round facilities and indoor leisure water and aquatic programs; Declining or static annual attendances at the existing venues; and The ongoing cost of emergent and cyclical maintenance being delivered to the aging pool infrastructures. These issues are consistent with the factors influencing the declining performances of many Australian LGA swimming pools built pre PSDM Report July

11 3. C OMMUNITY C ONSULTATION Newcastle City Council - Pool Service Delivery Model 2007 User surveys and general community consultation seeking feedback on facilities and services at the swimming centres have been conducted regularly since the Swimming Centres Service Review in At the commencement of the PSDM process in 2004, swimming centre users and stakeholders were invited to contribute feedback and attend a workshop. The 2007 phases of the PSDM undertook more focused consultation with key stakeholders. These included: 1. Meetings and presentations to the Project Control Group (PCG), Newcastle Sports Advisory Panel (SAP), the PSDM Steering Committee and NCC staff at the conclusion of each phase of the study. (Total meetings and presentations =15); 2. Internal Staff Workshops, with representation from: Community Partnerships, Youth Venue, Aged & Disability Services, Parks & Recreation, City Projects, Infrastructure Development, Social Planning, Urban Planning & Partnerships, Asset Management, Environmental Services and Organisation Performance (Total meetings = 2); 3. Community Workshops: Stockton, Mayfield & Lambton, Wallsend & Beresfield (Total = 3); 4. Youth/student workshop (Number = 1); 5. Older Adults workshop (Number = 1); 6. Pool entry suburb of origin surveys (Total number of attendees recorded = 28,165); 7. Face-to-face pool entry surveys ( Total interviews = 191); 8. Adjoining LGA sport, recreation and planning staff. (Total meetings = 3); 9. Operators of existing commercial/ tertiary aquatic facilities (Total meetings = 2). This section provides an overview of the key findings that were used to progress the phases of the PSDM and the recommendations for the facility mix requirements and sketch plans for each swimming centre (refer Attachment B) Community Workshops The consultations were designed to: a. Investigate the suitability of existing facilities / programs; b. Determine current and anticipated localised / city-wide needs of each Centre s user groups; c. Determine current and anticipated community needs in terms of health and fitness, leisure and recreation; d. What types of facilities / programs would encourage increased participation at each Centre. PSDM Report July

12 3.1.1 Lambton Swimming Centre Community has been seeking an indoor facility for 30 years ; Regionally the (2 big) Councils need to develop one international standard venue; Regionally Newcastle needs a Hydrotherapy Pool; Lambton is perceived to be an underutilised facility and not meeting its potential; Needs to offer an indoor pool facility that operates all year; Provide access and space for people with a disability (PWD); Increase health/fitness benefits of operating facility; Need to keep costs reasonable if redeveloped especially for youth!; Clubs are looking for anything that will attract youth and encourage more participation; Deliver a better service at fewer pools, recognise can t afford to do it all; Clubs need to play and train year-round (i.e. water polo and diving); Currently can t spread activity over the year because all pools are not available in winter; Consider and cost the potential of the facility as regional sports tourism attraction; Needs appropriate amenities for event and community functions (catering); Provision needs to be made for covered diving facilities for year-round events; Existing pool is considered slow and sub-standard for competition; Nothing for swimming facilities in Newcastle for many years; Kiosk facilities need to be dramatically improved; Community is due for a new pool even if that means rationalising current stock Stockton Swimming Centre General support for a 25m indoor pool at Stockton; Prevailing winds limit when the pool can be used and does not encourage regular use or membership; Stockton residents travel to other pools to get a better swim experience; Need indoor program pool and hydrotherapy services; Needs planning for disability access; Needs undercover seating for supervising adults; Potential for meeting rooms, coffee shop & restaurant to serve the local community; PSDM Report July

13 There are opportunities to develop linkages with Tourist Park; LTS programs (in conjunction with school holidays) as an activity for the Tourist Park; Other ideas included providing a diving board and events such as movie nights, etc Mayfield Swimming Centre Highly valued social space Centre is not just a pool ; Plan needs to recognise the community value; Start with basic need which is to heat the pools; Consider developing active after school programs; Need to increase access for learn to swim; Upgrade dressing rooms; Be aware of the costs for this pool in terms of entry fees in future; Need proper disability access arrangements (Lambton only pool with PWD hoist); Schools need more shade; Not perceived in the community to have received funding over the years; More promotion and attractions needed (free entry/ regular pool inflatable sessions); Kiosk design needs upgrading Wallsend Swimming Centre Wallsend is a developing area that will benefit from better swimming facilities; Change rooms need to be upgraded; Insufficient shelter; parents need to shelter in change rooms Neighbouring Callaghan College, Wallsend has 740 students and will reach 1000 in near future; A need for youth activities at Wallsend. waterslides etc; Water is too cold for swimming lessons for primary school children and toddlers; Indoor 25m is preferable to an outdoor 50m; Need to keep entry affordable at any improved facilities; Need to ensure that appropriate facilities are available for school sports and carnivals; Programming is concentrated into February and March because lack of pool heating; PSDM Report July

14 Shaded areas with space for coffee shop for parents; Wallsend and adjoining communities are isolated; there are no immediate facilities; Learn to Swim is booming and should be provided for at Wallsend Swimming Centre; Beach Volleyball/ general kick about spaces in design things to do other than swim; Wallsend Pool already linked to an acknowledged Sports Precinct ; Wallsend needs greater water play features; Beresfield Swimming Centre There is a need for an indoor pool somewhere in the Western part of the City; Thornton is a growth area adjacent to Beresfield and this area will need facilities; Opportunity to provide a water play feature for young families; Beach Volleyball/ general kick about spaces in design things to do other than swim; Beresfield Swimming Centre already sits within an acknowledged Sports Precinct ; Focus on developing additional Dry Facilities ; LTS program needs an indoor LTS facility; Kiosks are not a draw card. Food Services need to be dramatically improved; Beresfield needs more water play features; Concerns about level of vandalism and security at Beresfield Student / Youth Workshop This session was conducted with approximately 16 students from the Lambton Public School and teacher representatives from Lambton Primary and High Schools, St Columbas, Hunter/Central Coast Region Department of Education and Catholic Schools Office for the Maitland-Newcastle Diocese. The session investigated what was good and what needed improving at swimming pools in Newcastle and what could be done to make the swimming centres more of a destination for young people. General responses are summarised by the following: Kids are looking for fun things to do ; Liked the diving towers and water slide at Lambton fun and exciting ; Water play facilities would definitely increase number of visits per year; PSDM Report July

15 Get bored easily using the slide a little bit of variety keeps up the enthusiasm to visit; Would love something like a Lazy River with real WOW factor; Improved kiosk and food service is needed when you re at a pool for a long time; Parents need a coffee shop so they can sit back & have a coffee and watch kids safely; Improve and provide more private change rooms; Develop more shade; Concrete concourses and areas around some pools/ kiosks get too hot; Need to keep prices low for kids to go regularly; Think about introducing a day pass; Teachers are looking for support Recreation Officer to lead activities at pools; Schools would value a package that offered transport, entry and lessons; More lane space to accommodate more than just lap swimmers; Heating Lambton was good for early morning swimming and schools; Need to increase shade at the pool if staying outside for a long time; Lambton struggles to accommodate the school demand during summer; Some schools would pay for a swimming carnival to be organised by pool staff i.e. for weekly sports activities run and supervised by staff: offer water polo, aquarobics etc; Improved supervision and management is needed for some bad/ bullying behaviour Older Adults Low-impact exercise programs in heated water; Ramp access; Improve facilities for the young people. Give them somewhere to go and meet people and be active, somewhere where we can take our grandchildren; Organised transport would greatly assist older people to participate in aqua exercises and to go and socialise; A coffee shop would also encourage socialising Pool entry Suburb of Origin Over the ten day period, 12th to 21st January 2007, a total of 28,165 attendances across the five swimming centres had their suburb of origin recorded upon entry to each of the centres. The following chart depicts attendance numbers at each Centre for that survey period. PSDM Report July

16 Pool Entry Suburb of Origin Attendances Survey Results Newcastle City Council - Pool Service Delivery Model 2007 The top ten suburbs being served by each pool during the survey period are shown in the table below. Table 1: Suburb of Origin LAMBTON n BERESFIELD n MAYFIELD n From other Suburbs 2586 Thornton 922 Mayfield outside NCC 2009 New Lambton 2026 Beresfield 832 Tighes Hill 169 Lambton 1646 Woodberry 699 From other Suburbs outside NCC 146 Waratah 640 Tarro 252 Mayfield West 116 Wallsend 638 From other Suburbs 136 Mayfield East outside NCC 108 Merewether 585 East Maitland 82 Waratah 108 Kotara (inc South) 443 Ashtonfield 63 Maryville 105 Charlestown 419 Metford 50 Carrington 101 Cardiff 394 From interstate 36 Islington 85 Mayfield 350 Blackhill 32 Warabrook 76 WALLSEND n STOCKTON n 1 Wallsend 870 Stockton 968 Maryland 714 From other Suburbs 2 outside NCC 563 From other Suburbs 318 From Interstate 3 outside NCC 71 4 Fletcher 279 Fern Bay 62 5 Elermore Vale 190 Williamtown 34 6 Shortland 153 New Lambton 16 7 Jesmond 108 Rankin Park 10 8 Glendale 93 Waratah 9 9 Rankin Park 75 Hamilton 8 10 Valentine 72 Mayfield 8 PSDM Report July

17 3.3. Point of Entry Surveys and Community Feedback The following tables and commentary list responses generated from face-to-face Point of Entry surveys and general feedback collected. 191 completed surveys were conducted with persons entering the five swimming pools during January Last visit to pool Table 1 indicates that the majority of respondents visit their regular pool 7 frequently, with almost three quarters (72.8%) visiting the pool within the last week. Only 7.3% of respondents last visited their pool more than six months ago, whilst less than seven percent (6.8%) were visiting the pool for the first time. Table 2: Frequency of Visit Pool last visited Number % First visit In the last week In the last month In the last 6 months In the last 12 months Over 12 months ago Total Reason for visiting the pool today In terms of the reason respondents visited the pool; Table 2 indicates the most commonly cited reason for visiting a pool was for lap or fitness swimming (44.0%). Visiting with the family was the next most commonly cited reason (29.3%). Table 3: Visiting Other Pools Reason for visiting the pool Total numbers Total % Lap/fitness swimming Family visit Attending with friends Other reason Other aquatic programs Club or squad Total The pool the respondent was surveyed at is considered their regular or home pool. PSDM Report July

18 Table four (below) provides a summary of the proportion of respondents who stated that they swam at another pool in the Newcastle City Council area, other than the pool they were attending at the time of the survey. Proportionally, the amount of people who stated they swim at pools besides the pool they were attending at the time of the survey is quite high (approximately 40% of the total sample also visit pools other than the pool they were surveyed at i.e. 79 out of a total sample of 191). Ocean Baths (30% of respondents who visited other pools stated they visited an Ocean Baths) and Lambton (22% of respondents who visited other pools stated they visited Lambton) appear to generate the most visits of all the pools from visitors whose home pool is not either an Ocean Baths or Lambton. Table 4: Use of Other Pools Survey Pool Beresfield Lambton Mayfield Stockton Wallsend Total Mayfield (10%) Lambton (22%) Wallsend (10%) The Forum (9%) Beresfield (0%) Stockton (3%) Ocean Baths (30%) Other (17%) Total 79 (100%) Reason for using other pools The Table below outlines the reasons given by respondents as to why they used other pools. Table 5: Reason for Use of Other Pools Reason for visiting other pools Total numbers Total % Lap/fitness swimming Family visit Attending with friends Other aquatic programs Club or squad Total Lap / Fitness swimming was stated as the main reason for visiting another pool (51.9% of respondents who visited another pool stated they did so for lap or fitness swimming reasons). Family visit was the second most common reason for visiting another pool, with 27.8% of respondents stating this as a reason for visiting another pool. In terms of individual swimming centres, Lambton was the highest visited for lap/fitness reasons, and Mayfield was the highest visited for family visit reasons. PSDM Report July

19 3.3.4 Probability of influence to change pool due to improvements Responses indicated that year-round access to heated indoor water was rated as the improvement with the greatest likelihood of influencing respondents to change to another swimming centre. The relatively high number of responses suggests it is a more generally held perception, rather than a feature that may appeal only to a select group or a few individuals. More shade over the pool areas and access to heated outdoor water also obtained a high response rate, although the mean likelihood for respondents changing pool was notably lower than for heated indoor water Aquatic facilities which don t exist or are presently considered inadequate: Year-round outdoor swimming pool; More use of Inflatables; Quality and value of children s pools; More access to lap lanes/ pool; Diving blocks for club use; Access to learn to swim pool; Regional standard 50 metre pool; Outdoor water play areas; Hydrotherapy pool; Spa/sauna; Indoor leisure pool; Water slides, whirlpools, and waves; Indoor water play; Year-round indoor heated water Enhancing or replacing the existing aquatic facilities: Facilities need greater cleanliness; Water quality improvement is needed; Year round indoor heated water; Increase water temperature at pools Providing for additional dry use facilities to include: Fitness gym facilities; Informal social areas; Crèche / child minding facilities; Outdoor parkland setting; Tennis courts; Meeting / multi-purpose spaces which can be for community / private use Enhancing or replacing the existing service facilities Café, healthy foods; Upgrade change and toilet facilities with heated indoor facilities; Fees which are not restrictive / and are appropriate to level of facility & services offered. Improved Parking; Staffing improved interaction with users and improved programming. Staff trained in cross cultural services; PSDM Report July

20 3.3.9 Providing new services and service facilities Newcastle City Council - Pool Service Delivery Model 2007 Barbeques; Casual seating indoors, outdoors; Child care; Crèche; Disabled access to the venues (e.g.: provide bus) and rails/ ramps into pool; Supervision improvement; Transport: public, community; Hours of opening extended; Night lighting; Outdoor lawn areas: extensive, larger; Shaded areas; Spectator areas; Storage for school and club equipment, bags, marshalling; Wind breaks Providing new or improved programs and activities: Aerobics; After school activities/care; Aquarobics; Children's parties; Community events; Develop synergies /cross promotions with other providers; Culturally-relevant / acceptable programs; Dance; Disabled programs at appropriate times; Educational programs; Family outings; Flexible, variable programs for all ages; Gentle exercise classes; Health programs which complement private providers; Youth social activities and programs. Healthy living, rehabilitation programs; Better information about programs; Lap swimming; Learn to swim lessons; Less restrictive approach to activities; Massage/ physiotherapy / chiropractic; Playgroups; Programming pools to reduce crowding; Scheduling which allows equitable use; Schools holiday programs; Self defence / martial arts; Senior s activities; Social visits; Swimming club activities and carnivals; Training programs e.g. First aid; University of the Third Age (U3A) activities; Women-only activities; Yoga / relaxation classes. PSDM Report July

21 4. A QUATIC P ARTICIPATION T RENDS 4.1. Background In 1978 Newcastle City Council opened the last of its five 50 metre outdoor pools at Wallsend. Since that time, Australian swimming pools have undergone significant changes in design and delivery of community swimming centres. Over the past two decades in particular, the industry has moved away from developing and operating traditional outdoor 50 metre rectangular swimming pools. There has been differentiation between regional and local facilities, with facilities being developed to create a total aquatic leisure experience. Venues incorporate quality services and facilities and often dry income generating components such as gymnasiums and programmable spaces. Contemporary aquatic leisure centres provide for a combination of year-round swimming facilities catering to the needs of competition swimmers, fitness and recreation swimmers, educational and school programs and increasingly the provision of leisure water venues that are a destination for more than just lap swimming activities. They often feature large freeform water facility components. Photo above: Kurri Indoor Aquatic Centre 25 metre pool and leisure water Community awareness of the need for enhanced physical activity levels for health and well being and entrepreneurial approaches to how swimming centres are operated and marketed are all impacting on the range of programs and activities being offered to patrons. Redeveloped or renewed facilities are reporting reversals in previously declining attendances and participation numbers and some of the larger and/or more innovative centres are no longer being subsidised and are regularly reporting annual attendances in the hundreds of thousands. It is generally acknowledged and broadly reported that conventional 50 metre outdoor pools are less cost-effective than the modern aquatic venue alternatives. PSDM Report July

22 Lack of shallow and heated water, the impact of weather conditions and seasonal operations combined with a usually heavy commitment to club and lap swimming activities all limit the range and flexibility of programming at traditional outdoor 50 metre pool facilities. Such facilities do not satisfy a growing demand for year-round leisure swimming, educational programs, fitness activities, sports therapy treatment, hydrotherapy and quality learn to swim experiences. In terms of need and participation levels, ABS data, consistently report swimming as one of the Top 5 activities listed in Australian youth sport participation surveys. The current ABS statistics, National Statistics for Children s Participation in Organised Sport, (ABS, 2006) show that swimming is now the second most popular organised sport after soccer for males, and third for females after dancing and netball. However in terms of total participation, swimming ranked first with a participation rate of 33.2%. The following table indicates the popularity of swimming with boys and girls under the age of 15 years. Table 6: Activity participation levels of Australian boys and girls aged 5 14 years Activity Females Participation Rate (%) & Rank Males Participation Rate (%) & Rank Rate Rank Rate Rank Dancing Netball Swimming Tennis Basketball Gymnastics (trampolining) Soccer (outdoor) People aged 15 Years & Over From Australian Sports Commission data, Swimming is ranked the third most popular exercise, recreation and sport activities of NSW residents aged 15 years and over: 1. Walking (other than bushwalking) 2. Aerobics / fitness 3. Swimming Table 7, on the following page, shows the top 20 exercise, recreation and sport activities of NSW residents aged 15 years and over: PSDM Report July

23 Table 7: Top 20 exercise, recreation and sporting activities most frequently participated in by NSW persons - 15 years old & over (2005) ACTIVITY Total Persons Females Males Participation Rate (%) Rank Participation Rate (%) Rank Participation Rate (%) Rank Walking (other) Aerobic Fitness Swimming Tennis Cycling Golf Running Walking (bush) Football (outdoor) Yoga Surf Sports Netball Touch Football Basketball Dancing Lawn Bowls Martial Arts Cricket (outdoor) Rugby League Fishing An estimated 11.1 million persons participated at least once per week in a physical activity for exercise, recreation and sport. Of these, 4.5 million (41%) participated at least once per week in a physical activity for exercise, recreation and sport that was organised by a club, association, fitness centre or other type of organisation. This represents a participation rate of 28.4%. Refer to Table 8 over page. PSDM Report July

24 Table 8: Top 15 Exercise, Recreation & Sport Activities of Australians aged 15 years and older (by age cohorts) for 2005 ACTIVITY Walking (other than bushwalking) TOTAL PARTICIPATION % 37.3 AGE GROUP % % % % % % Aerobics/ fitness Swimming Cycling Tennis Running ** Golf Walking (bush) Soccer/ Football (outdoor) * - Netball * 0.1** Basketball Yoga Australian Football ** - Cricket (outdoor) ** 0.1** Surf Sports * 0.2** Touch Football * - 0.1** * 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 Newcastle Context The 2006 Newcastle Recreation Plan Household Survey identified a number of issues regarding NCC Aquatic Facilities. From a sample of 865 Newcastle households, 32% reported swimming as the activity most participated in away from home, which was second only to walking at 53%; The most common age group for swimmers was the 10 14, and age cohorts; 5% of respondents cited swimming as the activity they would like to do but don t which was again second only to cycling at 8% of respondents. Things that would encourage participation included: PSDM Report July

25 provide discounts / less expensive activities better quality facilities facilities more conveniently located more information about activities available and where provide opportunities to participate on a social basis assist learning activity to develop confidence in water Direct household use of the five inland pools were reported to be: Lambton (22% of total responses) Wallsend (6% of total responses) Mayfield (6% of total responses) Stockton (3% of total responses) Beresfield (2% of total responses) 49% of respondents identified that they use outdoor swimming facilities that are outside their local neighbourhood. Further, in October 2005, the Hunter Valley Research Foundation conducted the NCC annual Community Survey. The following is a summary of some of the key findings: 31% of respondents identified they used a swimming pool located in the City of Newcastle; 70% of respondents identified the Lambton Swimming Centre as their preferred venue; 20% identified better quality facilities would encourage more respondents to use Lambton; Cheaper prices / entry fees were identified for the Mayfield, Beresfield and Stockton Swimming Centres but not for Wallsend; Better quality facilities and heated water were nominated as needs of Wallsend Data Implications of Trends for Aquatic Planning Implications of these trends for swimming pools and aquatic sport and recreation planning include: Participation in swimming activities is one sport that spans all demographic cohorts; Local Government will likely have an increasingly important role in changing physical activity behaviour (e.g. via development of sporting facilities/ activities); People will want to be able to access recreation opportunities easily from where they live especially in areas where density is increasing. Local and regional linkages via cycle / walkways and public transport will grow in importance; PSDM Report July

26 Planning will need to take into account the needs of people of different abilities, ages and cultures, particularly in view of the increasing proportion of seniors and cultural diversity amongst youth; Future facilities and activities will need to be safe, easily accessible, with minimal barriers to entry, and cater for formal and informal forms of participation. Provision of safe facilities and safe access-ways is of particular importance where participation by females is concerned; Facilities will need to ensure provision of appropriate facilities and amenities for female participants and families. This will include provision of crèche or programs with organised childcare; Facility design should maximise opportunities for generating increased revenue and utilisation and/ or to reduce operating costs; In order to maximise usage and synergies with existing infrastructure, site location should focus on links with other facilities such as parkland and other sporting facilities, retail centres, or educational establishments; Increasing demands within limited budgets are likely to reinforce the need for regional scale planning of higher level facilities to ensure that facilities are economically and socially viable; There will be an increasing need for less traditional/ alternative sport and recreation activities to address the trend towards unstructured recreation. Facility design will need to remain flexible so as to enable opportunities for informal/ non-organised and alternative activities; With children off their hands, older people will have more leisure time and higher disposable incomes and will seek to participate in more active forms of leisure than in the past; Service providers will be obliged to adequately distribute and make readily available information and promotion of sport, recreation and physical activity opportunities amongst the community. PSDM Report July

27 5. P ERFORMANCE D ATA 5.1. Newcastle Local Government Area Newcastle City Council - Pool Service Delivery Model 2007 The population in the Newcastle LGA was at its peak in 1971 at 146,009 persons. The LGA lost significant numbers of people during the late 1970 s and 1980 s with the population in 1986 falling to 129,460 (a loss of 16,549 or 11.3%). According to Council Records, the LGA regained 7,847 persons over the subsequent 15 years ( ) and it is forecast the population will increase to 156,500 by It is in this environment that Council will need to plan for its future provision of aquatic services and facilities. The following graph indicates the Newcastle population trends and forecasts to Newcastle population trends and projections , ,000 pop. count 140, , , , , Census year Council has operated five inland swimming centres since The following graph provides an overview of the total annual attendances at the swimming centres from 1979 to Lambton has traditionally had the largest annual attendances of the five swimming centres. This venue regularly achieves more than 50% of total attendances. PSDM Report July

28 5.2. Total Newcastle Swimming Centre Attendances 2005/ /06 % of Attendances by Pool 60.00% 50.00% 40.00% 30.00% % 20.00% 10.00% 0.00% Lambton Beresfield Wallsend Mayfield Stockton Lambton Swimming Centre Despite Lambton s consistently higher attendances than the other four pools, the trend line for this venue still continues to reflect a decline in annual attendances over the past decade and dropped from 182,125 in 2005/06 to 173,340 in 2006/07 with an operating deficit of ($-480,756). PSDM Report July

29 5.2.2 Beresfield Swimming Centre Newcastle City Council - Pool Service Delivery Model 2007 In 2005/06, Beresfield was the second highest performing Centre in terms of annual attendances, 51,734, recording nearly 15% of all NCC swimming centre total attendances. The venue has also reversed a decline in attendance numbers since 2002/03. This may be due to a number of factors however it is significant to note that solar heating was installed in 2003/04. Beresfield s 2006/07 attendances totalled 44,475 with an operating deficit of ($-335,940) Wallsend Swimming Centre In 2005/06, Wallsend was the third highest Centre with 42,059 attendances or just under 13% of total attendances. Over the past decade, attendances have been declining however they have been generally static over the past five years. It is noted that Wallsend is one of two pools that are not heated. Wallsend s 2006/07 attendances totalled 41,533 with an operating deficit of ($-287,867). PSDM Report July

30 5.2.4 Mayfield Swimming Centre Newcastle City Council - Pool Service Delivery Model 2007 Similar to Lambton and Wallsend, the attendances at Mayfield have been declining (down approximately 20% since 1998). In 2005/06 the 38,456 attendances represented 11% of all NCC pool attendances that year. Mayfield pool is also not heated. Mayfield s 2006/07 attendances totalled 36,571 with an operating deficit of ($-279,451) Stockton Swimming Centre Council records supplied for Stockton start in 2000/01 and the six year trend again indicates a decline in the number of persons attending this venue. In 2005/06, 32,241 attendances represented just over 9% of all NCC centre attendances. Stockton was heated for the 2005 season. Stockton s 2006/07 attendances totalled 29,673 with an operating deficit of ($-257,508). PSDM Report July

31 In conclusion, while the Newcastle LGA population trend has been increasing since 1986, swimming centre attendances have been declining over the same period School Use of Council Swimming Centres Over the period October 2006 to March 2007, there were 45,747 school student attendances across the five swimming centres. The following chart indicates the % of these students that attended each pool during that period. Due to the outdoor and seasonal nature of the 5 swimming pool operations the majority of schools will use the venues in Terms 1 and 4 for learn to swim, carnivals and end of year events. 2005/06 School Pool Visitations 45.00% 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Lambton Beresfield Wallsend Mayfield Stockton Over the past five years school usage of Council s swimming centres has declined as shown in the following table and chart. This coincides with the operation of the Forum s indoor 50m pool, at which school student attendances are increasing. Table 9: Total School Student Attendances 2002/ / / / / / /07 Total Beresfield 9,567 11,590 12,991 11,148 8,803 54,099 Mayfield 12,640 10,208 9,864 8,778 7,478 48,968 Lambton 21,264 19,272 19,618 17,120 17,647 94,921 Stockton 5,923 4,661 4,560 4,978 3,628 23,750 Wallsend 11,604 13,069 10,624 8,882 8,191 52,370 Total 60,998 58,800 57,657 50,906 45, ,108 PSDM Report July

32 The chart below shows school student attendances at each swimming centre from 2002/03 to 2006/07. Number of school student attendances Year Comparison of School Attendances 2002/ / / / /07 Beresfield Mayfield Lambton Stockton Wallsend Swimming Centre PSDM Report July

33 6. F ACILITY M IX R ECOMMENDATIONS AND B USINESS P LANNING A SSUMPTIONS 6.1. Introduction The strategic review of the City s Swimming Pools in 1994 was described by the consultant team as: the Newcastle City Council is ultimately striving to provide the best possible recreation opportunities and services for its community while taking into account the annual subsidy cost to Council and its ratepayers." In 2007 the PSDM process is still seeking to prioritise the actions that will resolve the key issues of: Delivering sustainable aquatic facilities in the future; Updating at least one swimming facility to meet current industry standards; Increase efficiencies in relation to current maintenance expenditure; Increase patronage to NCC swimming centres; Operate in a more environmentally efficient manner. The research undertaken by the 2007 PSDM confirms Council s previous reports that the operation of five aging, rectangular outdoor pools located in close proximity to each other is not sustainable. Council currently operates five swimming facilities which were designed as local or district standard facilities. Preliminary estimates based on the draft facility concept plans prepared for the PSDM, indicate significant capital investment would be required to redevelop all five pools in a manner that would meet the consultation outcomes described in Section 3 and to offer any real differentiation between the pools while adequately meeting the project brief (Section 1). The Draft PSDM, the 2006 Newcastle Recreation Plan and numerous other studies and reports commissioned by Council since 1994, have, in part, identified that Council needs to adopt a renewal strategy for the Lambton Swimming Centre and / or develop this location as the City s primary aquatic competition and leisure water facility. PSDM Report July

34 6.2. Lambton Swimming Centre Photo: Existing Lambton Swimming Centre adjoining part of Lambton Park & the Lambton Bowls Club The Lambton Swimming Centre serves as a district venue and also as the quasi Newcastle Regional 50 metre outdoor competition facility. Unlike the other four pools, Lambton offers a 50 metre (9 lane) pool and also provides a 33 metre water polo/ diving pool with 10 metre diving tower, water slide, toddler pool, shallow program / LTS pool and grand stand facilities for approximately 1,100 spectators (serving both the main 50m and water polo / diving pools). The Newcastle Recreation Plan and the PSDM 2007 both recommend the renewal of Lambton Swimming Centre as Council s first priority. This action enables the Lambton venue to be progressed as the City s premier indoor aquatic competition, leisure and program facility and to serve regionally as the Newcastle Aquatic and Leisure Centre at Lambton Park (NA&LC). PSDM Report July

35 6.2.1 Forecast Catchment In 2004, assuming a 5km radius, the Council s previous PSDM research described the Lambton Swimming Centre catchment to be 109,243 persons 8. At a regional level, with the sections of other LGA s that are contained within a notional 10km radius, the 2001 catchment was estimated to be 209,054 and this is forecast to increase by 3.8% to 216,998 9 by Table 10: Actual 2001 and forecast 2011 age cohort analysis for a NA&LC notional 10km catchment TOTAL ,938 13,377 13,451 44,912 45,311 46,147 32, ,054 % 6.19% 6.40% 6.43% 21.48% 21.67% 22.07% 15.75% % ,586 13,020 12,369 46,872 46,004 48,174 37, ,998 % 5.80% 6.00% 5.70% 21.60% 21.20% 22.20% 17.50% % 10 year variation -0.39% -0.40% -0.73% +0.12% -0.47% +0.13% +1.75% +3.8% A catchment radius of 10km around the Lambton site takes in several other Council operated pools and two NCC ocean baths. There are also commercially operated swimming and fitness facilities operating as part of the Newcastle University Forum facility and the Wests Leagues Club sports operations at Mayfield. The NA&LC would operate as a major aquatic and indoor health and fitness venue serving both the City s indoor aquatic sport and leisure needs as well as sections of the Lower Hunter Regional community. A modern indoor aquatic and leisure facility developed at Lambton Park would need to be designed to meet the majority of aquatic and leisure program and facility requirements for the immediate 5km catchment 10 as well as many of the same needs across the entire Lower Hunter Region. Similar to the priority given to the Wallsend District Library, the PSDM recommends the NA&LC be developed and then based on the performance of that venue, Council then determine to further assess the operational performance and needs of the remaining swimming centres. The need to consider how economies of scale and operational efficiencies can be delivered within an environment where three NCC operated swimming centres and other commercially operated pool venues operate within 5km of each other (refer Attachment A) will be critical to the success of the NA&LC and the PSDM overall. 8 - Source: Newcastle Pool Service Delivery Model 2004 Workshops 9 - Source: NCC Social Planning Unit (April 2007) and assumes a growth rate of 3.8% 10 - More than 50% of all inland pool attendances are attributed to the Lambton Swim Centre. PSDM Report July

36 In the 2007 context, if Newcastle City Council and the adjoining Lower Hunter LGA s were planning for the delivery of swimming centres using green field planning conditions, the PSDM research considers it unlikely that three Council operated 50m outdoor pools would be developed in a catchment with the same 5km notional radius. The following table identifies the proximity and estimated road travelling time of all NCC facilities and the other major aquatic service providers in close proximity to the Lambton venue. Table 11: Travel time and travel distance from Lambton Swimming Centre to other swimming centres Route Estimated Travel time Estimated Road Distance Stockton to Lambton 22 min 17.5k Beresfield to Lambton 19 min 17.2k Mayfield to Lambton 9 min 5.5k Wallsend to Lambton 9 min 6.0k Charlestown to Lambton 12 min 7.5k University Forum to Lambton 6 min 4.1k Wests Balance at Mayfield to Lambton 10 min 5.3k Estimated Road Distances and Traveling Times from NCC Pools and Commercial Venues within 10km Catchment Lambton, Mayfield and Wallsend Swimming Centres are existing venues and are established community facilities. The PSDM process takes into account, the investment in these facilities and the value given to them by their respective communities. However, the PSDM also predicts that three 50m Council operated swimming pools in the same catchment, and fundamentally offering the same facility mix, will not be sustainable Recommended Facility Mix for Newcastle Aquatic & Leisure Centre Based on the research and consultation, the recommended facility mix for a renewal of the Lambton Swimming Centre as Newcastle s premier facility (NA&LC) includes: (a) Indoor (enclosed) 50 metre x 25 metre, 10 lane pool; (b) Indoor program pool (with future potential for hydrotherapy facilities); (c) Indoor leisure water; (d) Upgrade entrance/ kiosk/ amenities; (e) New internal grandstand seating, (450 seats); (f) New grandstand seating, (150 seats) for existing diving pool; (g) Health and Fitness Centre; (h) Meeting / programmable spaces and crèche etc; (i) Development of the second water slide; (j) Outdoor (seasonal) lagoon adventure playground; (k) Shaded outdoor meeting and picnic space. PSDM Report July

37 All facilities will need to be designed to meet Swimming Australia minimum competition requirements and BCA requirements for Persons with a Disability (PWD) access. With the exception of the current diving pool and tower, water slide and sections of the current plant room, the facility mix effectively replaces the Lambton Swimming Centre infrastructure which is 44 years old. City Wide Indoor Year-round Aquatic Facilities This PSDM facility mix recommendations for the NA&LC at Lambton Park delivers the majority 11 of the competition, program and leisure water from within an indoor environment. Large indoor aquatic centres operating year-round are capable of meeting the broadest range of aquatic programs and services, and report a greater capacity to meet or exceed operational costs than do combined indoor/ outdoor centres Business Case Planning Assumptions The Business Case development for the Lambton Swimming Centre was prepared using a number of operating and planning assumptions determined by the early phases of the PSDM and that the operation of the four other Council swimming centres will be generally in line with the information and developments described in this Section. In summary, these anticipate the Lambton Swimming Centre will: be Council s first priority for any future PSDM development implementation; be developed as the region s principle aquatic competition and leisure centre; in 2011, the regional catchment population (10km) used to progress financial forecasts is estimated to be 217,000,(with a minimum forecast loss of 35% of this catchment to other pools in the area); actively compete with Wallsend Swimming Centre, The Forum and the Wests Balance Health Club s Mayfield facilities which all fall within the traditional 5km population catchment radius; apply the 2006 median CERM Performance Indicators for Group 7 Centres as shown at Sections The diving pool and the water slide remain as outdoor facilities with the diving pool connected to the indoor pools via operable walls. PSDM Report July

38 The fees and charges used in the PSDM recognise the 2011 recommended charges also reflect the assumed increased value of the new facilities. The slightly higher than CPI increases used recognise the upgraded year-round and indoor nature of the NA&LC facilities. This is considered to be consistent with Council s current multi-tier pricing approach which already charges slightly more for admission to Lambton outdoor heated pool than the other NCC heated and non-heated pools. All prices are GST inclusive 12 : Table 12: current and proposed fees and charges Lambton Swimming Centre and NA&LC Swimming 2007/ /12 Adult Casual Admission $3.50 $5.00 Casual Child Admission $3.50 $5.00 Adult Annual Swim Pass $ $ Child Annual Swim Pass Seasons $ $ Schools (with teacher supervision) $2.10 $2.50 Average LTS / Squad session (excluding admission) N/A $9.50 Water Slide (5 rides) includes second slide development $2.50 $2.50 Water Slide (10 rides) includes second slide development $4.50 $4.50 Average Community Pool Program (excluding admission) N/A $9.50 Gymnasium & Dry Fitness Average Community Pool Program (including pool N/A $10.50 admission) Casual Gymnasium visit (including pool admission) N/A $10.50 Gym Membership (including pool) per month N/A $ Annual CPI and Attendance Growth Annual CPI used is 2.5%. It is assumed attendances will also grow with population growth and increased interest generated by the marketing used in the forecast budgets. A conservative growth allowance of between 1.5% and 2.5% per annum has been applied to the modelling All business case forecasts are GST exclusive and assume Council s overall inputs and outputs result in a GST neutral outcome. PSDM Report July

39 6.2.5 Program and Secondary Spend Overview Currently the Lambton Swimming Centre does not actively deliver aquatic programs and activities. The need to introduce new services and generate more revenue from programs and secondary spending is as important as the proposed infrastructure developments. The business case for the NA&LC assumes a professionally managed centre that is commercially operated, programmed and marketed as a contemporary indoor aquatic and leisure centre 13. Lambton Swimming Centre currently provides food and beverage services via a leased kiosk facility. The kiosk and associated first floor residence are located away from the main entry point and do not serve Centre patrons as they enter and exit the Centre. The concept plans (refer Attachment B) feature a new food and beverage area as an integral part of the main foyer with links to all the Centre s activities. The business case assumes the operation of the kiosk and new café area under the same management as the pool facilities. The inclusion of health and fitness facilities in the design enhance the range and scope of services offered from the Centre and enable patrons to participate in a far wider range of physical activity programs such as aerobics, circuits, yoga, pilates and general strength and conditioning. The new dry facilities are also forecast to contribute $630,500 p.a. to the Centre s revenues. New services and activities that would traditionally be based from a facility equivalent to the proposed NA&LC include: National, regional and state aquatic events Intensive and weekly LTS classes; and carnivals; Health and fitness memberships; Therapy and rehabilitation; Social activities; Family fun days; Special NCC target group programs; Sports training camps; Squad swimming; Aqua-aerobics and deep water running; Swim club programs / dry sports training; Fun and fitness programs; Corporate fitness; Water safety education and school programs The business case forecasts between 2.5% and 9% of annual total expenditure will be expended on marketing the new Centre and its programs. This is compared to less than 1% of current total annual expenditure spent on marketing and promotion. PSDM Report July

40 6.2.6 CERM PI Data Directions for Lambton The Centre for Environmental and Recreation Management (CERM) based out of the University of South Australia collects and analyses a range of performance data and indicators for sport and recreation facilities throughout Australia. The CERM PI system ranks facilities on a range of criteria including their size and the mix of indoor and outdoor facilities. Lambton is currently considered to be a Group 5 outdoor wet centre. The CERM equivalent indicators for Lambton Swimming Centre are shown in Column A of the table 13 below. 'Column B' shows the average median performance indicators for all Group 5 centres with a medium catchment population of 186, Column C indicates the median performances of 7 Victorian and NSW indoor aquatic facilities offering both wet and dry facilities and with populations between 90,000 and 215,772 (the median being 156,778). Finally, Column D shows the optimum reported performances (as distinct to the median performance) for some of the categories of the Group 7 centres. Table 13: CERM Performance Indicators for various centre groupings CERM Performance indicator Expense Recovery (Gross Revenues / Gross Expenditure) Column A Column B Column C Column D Lambton Group 5 Group 7 Max G % 50% 108% 119% Program Range (Weekly timeslots/ Total Space x 1000 N/A Catchment Multiple Labour Cost Share (Labour Costs / Gross Expenditure)x % 15 62% 63% - Energy Cost Share % (Energy Cost / Gross Exp) x % 9.3% 6.9% - (- Subsidy) and Surplus per visit (-$2.66) (-$3.66) $0.50 $0.89 Secondary Spend (Gross secondary revenues/total visits) - $0.34 $ Fees (revenue) per visit $2.55 $2.97 $4.82 $ As reported in the 2006 CERM National Operational Management Performance Indicators Report (Volume 15, No.1) 15 - Does not include any reception staff and does include recharges. PSDM Report July

41 6.2.7 Estimate of Redevelopment Capital Costs The estimated cost of redeveloping Lambton Swimming Centre based on the facility mix recommendations and the Concept Plans shown at Attachment B is $23.9million Lambton Swimming Centre Financial Performance The Lambton Swimming Centre 2005/06 and 2006/07 financial and attendance performances respectively are shown in the following tables: Table 13: Financial Year 2005/06 05/06 Income 05/06 Expenditure 05/06 Deficit 05/06 Attendances 05/06 Subsidy $506,838 $991,769 (-$484,931) 182,125 -$2.66 Table 14: Financial Year 2006/07 06/07 Income 06/07 Expenditure 06/07 Deficit 06/07 Attendances 06/07 Subsidy $514,084 $994,840 (-$480,756) 173,340 -$ Forecast PSDM Facility Mix Performance Table 15: Operating Expenditure, Revenue and Net Results Current and Projected Current 2005/06 16 Business Case Projections Year 1 Business Case Projections Year 3 Business Case Projections Year 5 Total Operating Expenditure $991,770 $3,119,091 $3,162,525 $3,359,628 Total Operating Revenue $506,839 $3,221,399 $3,463,004 $3,670,784 Net Totals (-$484,931) $102,307 $300,478 $311,155 Business case modelling for the NA&LC assumes the existing Council 50 metre pool at Mayfield is decommissioned when the NA&LC facilities commence operations in 2011/12. Based on the research data and the assumptions used and reflecting the CERM PI research data for the seven Group 7 indoor aquatic centres with similar catchment numbers to the proposed NA&LC, the modelling indicates major increases in attendance figures for the new regional venue and a significant reduction in the net operating costs from Year Source: Council s 2005/06 financial records PSDM Report July

42 These forecasts are consistent with current aquatic industry performance standards for large, professionally operated indoor aquatic centres drawing on catchment populations of greater than 150,000. These centres are designed and operated to draw attendances well outside their traditional 5km notional catchment and generate higher per visitation spends because of the range and nature of the facilities, programs and services delivered from larger indoor aquatic and leisure centres Potential Funding Strategies For the purposes of estimating the potential capital costs associated with undertaking the NA&LC development, Council staff provided a simple indicative costing formula 17. For the purposes of further calculations, this has been translated into a figure of approximately $80,000 per million borrowed / annum over 30 years Loan Borrowings Council borrowing $23.9 million to fully enclose a venue with competition, program and leisure water would cost circa $1.91 million per annum. This forecast business case, (prepared as part of Phase Three of the PSDM and using demographic forecasts and attendance figures and CERM based assumptions in Sections 6.2.6), indicates the current Lambton Swimming Centre operating deficit would be eliminated. It is estimated that the new venue would record a small operating surplus of approximately $100,000 in Year 1 and by Year 5, this would level out to deliver an annual operating surplus of approximately $311, This represents an average net saving per annum of approximately $715,000 over the initial 5 years of operation. This could represent an amount of up to $3.6 million over this period. Previous Council reports have described the existing Lambton facilities as being tired and in poor condition. Council s forward maintenance forecasts for the next five years have reflected this and scheduled $3.6 million for pool maintenance and related capital replacements (MAPP s). It is suggested these funds could be applied to the project fund to reduce loan borrowings and annual debt servicing costs as the outcomes effectively deliver the same result i.e. the strategic repair/ replacement of the ageing infrastructure albeit as part of the overall NA&LC renewal process For indicative purposes not tested on a 2011 funding environment. Assumes a 30 year loan taken at 7% All figures quoted are estimates developed using industry knowledge and CERM PI reported findings for centres considered to be equivalent to the models being progressed in the PSDM. They have NOT been tested within the user group communities and require further detailed feasibility and financial planning investigation. PSDM Report July

43 Potential Development Partnership Opportunities If the PSDM Report recommendation prioritising the development of the NA&LC is endorsed, Council could actively investigate project partnership opportunities with neighbouring LGAs and the private sector. Lake Macquarie City Council Consultation with representatives of the Lake Macquarie City Council identified some potential for joint planning for the development of a new regional aquatic centre. There is a reported precedent 19 given that the two Councils have previously worked in cooperation in the development of the Hunter Sports Complex (Regional Athletics Centre) located in Glendale. This should be further investigated by Council officers to determine if there is potential to joint venture the redevelopment of the Lambton and / or Wallsend Swimming Centres. Community Sport and Fitness Clubs There may be potential for the proposed NA&LC to progress a range of strategies including reciprocal rights, joint venturing and future facility management arrangements with community sport and fitness clubs. Newcastle University Management of the Newcastle University Forum Centre staff in preliminary discussions indicated a possible interest in discussing future management partnership opportunities Recommended Implementation Plan Given the costs escalations that are associated with the development of a NA&LC style project, it is recommended the NA&LC be progressed as soon as practical, pending Council s identification of potential project partners and / or budget / capital borrowings capacity. It is recommended further detailed design planning and detailed feasibility research and procurement planning be commenced in the 2007/08 financial year. This will afford Council the opportunity to apply for project funding and discuss partnership options in a fully informed manner Anecdotal data from LMCC and NCC staff. PSDM Report July

44 This recommendation is based on a number of key determinants: a. the annual operating deficit and costs associated with the operating the current facilities (circa $485,000 in 2005/06); b. the need to enact maintenance and statutory upgrade requirements if no renewal is undertaken in the short term (estimated to be $3.6 million over the next 5 years); c. The escalation in capital costs associated with the recommended development (i.e. the similar development scenario recommended in 1995 was estimated to be $10.38 million or 43% of the estimated 2009 project costings) Project Procurement The proposed implementation strategy is: In 2007/08, undertake a detailed feasibility and design study into the renewal requirements and partnership options for the NA&LC. The study should include detailed consultation and validation concerning the 2007 PSDM Business Case forecasts and attendance numbers and provide for further industry consultation to finalise the detailed design and construct requirements for the redevelopment. Seek discussions with the Lake Macquarie City Council regarding partnership and joint development planning potential for the NA&LC Management Model Section 7 of this Report details the range of management models commonly used throughout Australia in the operation of public swimming and sporting venues. Given Council s investment in the NA&LC and the need to determine its true position, it is recommended that: Council operate the NA&LC for the first two years to establish the actual performance potential of the Centre, and then consider the need to undertake a review of alternative management arrangements (i.e. leasing, contract management, etc) based on that performance based information. Enter into discussions with the Newcastle University Forum Sports Centre to form a regional approach to development of facilities for securing and delivering future aquatic events and carnivals, and the potential for other management synergies. Seek expressions of interest from potential private sector partners regarding project partnership and future joint operation / reciprocal rights opportunities. PSDM Report July

45 6.3. Mayfield Swimming Centre The Mayfield Swimming Centre is situated within a 3km catchment radius of the Lambton Swimming Centre and 5.5km travelling distance. For Council s PSDM to meet the key outcomes identified in the Project Brief, and in particular to ensure all residents have access to affordable quality aquatic facilities and programs in the future, the development of two new aquatic facilities offering similar services within the same catchment is not considered sustainable and is not supported by the research. The retention of Mayfield as an outdoor swimming pool would see this venue continue to operate at a significant loss, with declining attendances. The issue of continuing to duplicate facilities is further compounded by Mayfield Swimming Centre s proximity to Wests Balance Health Club Mayfield s swimming pool and fitness facilities. The study acknowledges the Mayfield community uses the Mayfield Swimming Centre as a facility that is reported to serve not only as a swimming pool but also as a valued social space. Accordingly, the PSDM facility mix recommends that after the NA&LC is developed, the Mayfield Swimming Centre be redeveloped and the precinct, including the adjoining Dangar Park, be master planned as a new, all-ages community / leisure park and water-play precinct. PSDM Report July

46 The development of this model affords the Mayfield community access to both the new NA&LC complex while also acquiring a new local Community / Leisure Hub which would support a range of community, leisure, recreation and meeting space needs including some youth services. The strategy also supports the future performance of the NA&LC. Such an approach to the future of the Mayfield Swimming Centre could position the renewed Mayfield venue as a destination in its own right with a facility mix unique to Newcastle. This approach to the future planning for the current Mayfield Swimming Centre operation is a key PSDM reform. This reduction in operating and maintaining one of five heavily subsidised Council pools is considered to be consistent with the principles contained in the City s infrastructure analysis mentioned earlier in this Report Recommended Facility Mix The preliminary concept plans shown at Attachment B provides for: Community coffee shop and kiosk; Water play-park with water cannons, sprays mist machines, buckets and splash pads; Neighbourhood House (Community Centre); Living and Learning Centre (Community Skills Exchange); community meeting space; Community events Centre (birthday and celebratory events); Picnic areas with all ages playpark. The picture below is from the Lake Leanyer Recreation Park in Darwin, and provides an example of the style of equipment that could be developed for Mayfield. PSDM Report July

47 6.3.2 Forecast Performance The 2005/06 Mayfield operating deficit was (-$263,938). The recommended facility mix proposed for Mayfield Community / Leisure Hub will require funding for power, cleaning and maintenance and some staffing costs for a coordinator. If these services are estimated at $120,000, and revenue from coffee shop and room hire is estimated at $30,000 p.a., the net saving to Council and the PSDM would be circa $170, Recommended Implementation Plan The continued operation of the Mayfield Swimming Centre will be required during the construction period of the NA&LC at Lambton Park. Assuming the NA&LC is completed in 2011/12, the renewal of the Mayfield Community / Leisure Hub at Dangar Park could also be commenced at this time Management Model It is recommended the Mayfield Community / Leisure Hub be administered on behalf of Council by an appropriate community-based Committee or similar organisation with funding support from Council agreed subject to both parties entering into a management agreement and adoption of appropriate key performance indicators. Council would also support the general cyclical maintenance and the plant room costs associated with operating the water playpark. The Mayfield Community/ Leisure Hub renewal is considered a key PSDM reform both in terms of delivering an overall reduction in the net operating costs associated with Council s operated swimming pools and upgrading the community and leisure services offered to the Mayfield community. This approach significantly reduces the recurrent operating costs for one of the five Council pools. From the PSDM perspective, overall net operating costs for the swimming centres are reduced by up to $170,000 per annum Beresfield, Stockton and Wallsend Swimming Centres It is recommended the operation of the Beresfield, Stockton and Wallsend Swimming Centres be continued with only essential capital investments until the completion of the NA&LC, forecast to occur by 2011/12. Similar to the Mayfield Swimming Centre, each of these venues will play a role in supporting the swimming clubs, schools and general public during the development of the NA&LC Source: Mayfield Swim Centre operating deficit - NCC 2005/06 budget records compared with the net operating costs of the Mayfield Community/ Leisure Hub model forecasts. PSDM Report July

48 Upon completion of the NA&LC, the performance and opportunities for these centres would need to again be reviewed and assessed in the context of the operating environment and catchment demographics at that time and the impact of opening of the NA&LC. The overall facility mix strategy identifies the need for continued operation of the Stockton and Beresfield Centres and planning for the likely upgrading of these two venues after the NA&LC is built. The Stockton and Beresfield communities fall outside 15 minutes travelling time by road, to Lambton and both communities are forecast to grow and have ongoing needs for direct access to district level swimming and aquatic recreation facilities in the future. The PSDM facility mix recommendations for these two swimming centres support the inclusion of indoor programmable pool spaces making them more attractive to the broader community as well as improving their year-round viability and operational performance Stockton Swimming Centre The future facility mix for the Stockton Swimming Centre recommends the existing 50 metre pool be replaced with a more contemporary indoor heated facility with links to the adjoining foreshore parkland and tourist park. Developed as a contemporary indoor 25 metre facility, the Stockton Beach Leisure Centre venue would be likened to the Kurri Aquatic Centre in terms of its facility mix and forecast performance. The Kurri Centre has forecast for 2006/07 annual attendances exceeding 100,000 and an operating deficit of (-$76,500). Stockton Swimming Centre s 2006/07 annual attendances were 29,673 with an operating deficit of (-$257,508). PSDM Report July

49 The Stockton PSDM facility mix recommends: Heated indoor 25 metre pool; New entrance / kiosk / coffee shop; Tourist Park and foreshore integration; Parkland aquatic playground and lagoon style leisure water; Kick-about space; Dry program and community meeting space (Stage 2). The rationale for this approach is: The existing 50 metre pool is reported to be underutilised primarily because of the impact of the wind coming in off the Stockton Beach. Clubs and community users report that consistent training and planned program use of the pool has not been possible due to the wind chill factors. The fact that the pool is heated may also accentuate these effects as swimmers get out and move around in the cooler air compared to the pool s heated water. The operating costs for Stockton Swimming Centre are forecast to be significantly reduced and the proposed works should be progressed as soon as is practical after the completion of the NA&LC to generate further operating cost savings and to add to the community s participation in health and fitness related needs. Redevelopment and operation of Lambton will have minimal impact on Stockton in terms of day-to-day swimming opportunities or demand. Significant opportunities are identified for the medium to long term (post 2012) because: The Fern Bay development is likely to have significant impact on the Stockton catchment; Stockton is a peninsula suburb with its own identified and discrete catchment. PSDM Report July

50 6.5. Beresfield Swimming Centre The long-term retention and operation of the Beresfield Swimming Centre can be supported by the research. It is recommended that some of the existing outdoor toddler water at the Beresfield Swimming Centre be converted into an indoor heated program and / or lap pool. Similar to the Stockton facility mix recommendations, the PSDM recognises the Beresfield facility will continue to serve a growing community. The Beresfield PSDM facility mix recommends: Retention of the existing 50 metre pool; Incorporate indoor program pool; Inclusion of a flip-up bulk head; Upgrade café and amenities; Improve shade provision; Incorporate lagoon leisure water; Incorporate kick-about space. PSDM Report July

51 The rationale for this approach is: Beresfield is the most westerly of the five pools and will continue to serve a growing community over the next twenty years. Redevelopment and operation of Lambton will have minimal impact on Beresfield in terms of day-to-day swimming opportunities or demand. The new indoor pool provides increased opportunities for year-round learn to swim and community aquatic programs. Significant opportunities identified for the medium to long term (post 2012) because: Beresfield and surrounding suburbs forecast future growth; It is an inland suburb with its own identified and discrete catchment; Diminishing asset condition which will impact on operating costs in the future. In summary, the PSDM Business Case recommends that Beresfield and Stockton Swimming Centres be redeveloped to include new indoor programmable pool spaces. These developments would be consistent with industry trends 21 and make both venues more attractive for year-round community use. Given appropriate professional management arrangements, this would improve their operational performance, viability and community service Centre for Environmental and Recreation Management (CERM) University 2006 National Operational Management Performance Indicators indicates indoor swimming centres attract up to 6 times the annual attendances of outdoor wet centres and have an expense recovery of 91% compared to a reported 54% for outdoor pools. PSDM Report July

52 6.6. Wallsend Swimming Centre The Wallsend Swimming Centre was initially identified as having some potential for future development as a diversified aquatic venue targeting Youth Xtreme water and leisure facilities however the PSDM does not support the 2006 Recreation Plan s recommendation that the Wallsend Swimming Centre be redeveloped in the same context as proposed for the NA&LC. Wallsend Swimming Centre s 2006/07 operating deficit was ($287,867) and annual attendances were 41,533. The PSDM identifies Wallsend has targeted potential, but this is thought to be as an aquatic venue targeting Youth orientated activities and water / leisure facilities in the future. Given its proximity to the Lake Macquarie City Council boundary and sharing a property boundary with the adjacent Callaghan College Wallsend Campus, the facility mix model recommends any future planning and facility development at this location, in the first instance, be investigated in partnership with these two entities. The Wallsend PSDM facility mix recommends: Retention of the existing 50 metre pool; Energy efficient heating of the 50 metre pool; Inclusion of a flip-up bulk head ; Incorporate Youth Xtreme water; PSDM Report July

53 Incorporate kick-about space; Incorporate beach volley ball and half-court basketball areas; Upgrade café and amenities; Improve shade provision. No major capital development is recommended for Wallsend until the NA&LC facilities are completed and become operational after 2011/12. This is based on: Wallsend Swimming Centre s close proximity to the proposed NA&LC; The modelling indicates that if the NA&LC is developed as the City s priority aquatic project, it will need to serve the majority of aquatic and leisure service requirements of its primary 5km catchment. Both Wallsend and Mayfield pools fall within this catchment. If either of these venues was developed simultaneously with the NA&LC, they would cannibalise the NA&LC s primary catchment. This is forecast to significantly impact on the financial performance of the NA&LC Facility Mix Recommendation Conclusion After the NA&LC is developed, the full implications for the Beresfield, Stockton and Wallsend Swimming Centres will become clearer and their future operational requirements, design needs and catchment demographics can be more accurately assessed after the NA&LC is operational Estimated Project Costs The estimated Project costs are based on Concept Plans shown in Attachment B. Table 16: Recommended Priorities and Estimated Project Costs Priority Delivery PSDM Venue Capital Cost MAPPS 5 Yr Allocations Estimated Net Annual Saving Yr 1 1 Lambton $23,906,137 $3,600,000 $587,000 2 Mayfield $1,881,559 $1,600,000 $144,000 3 Beresfield $6,080,396 $2,000,000 Maintain the 4 Stockton $10,134,476 $1,700,000 operational status quo until 2011/12 5 Wallsend $5,211,366 $2,100,000 and then review $47,213,934 $11,000,000 $731,000 PSDM Report July

54 6.9. Recommended Project Timing The recommended Project procurement strategy based on the facility mix and concept plans included in Attachment B, is shown in Table 17 below: Table 17: PSDM Project Procurement Stages VENUE PSDM Project Procurement Stages Year Commence Design Planning 2007/08 NA&LC at Lambton Park Develop and Construct $23,906,137 Open Newcastle Aquatic and Leisure Centre 20011/12 Mayfield Community/ Leisure Hub $1,881,559 Beresfield $6,080,396 Stockton $10,134,476 Wallsend $5,211,366 Establish Community Working Group Commence Design Planning 2007/08 Develop and Construct 20011/12 Reassess each venues needs post NA&LC Revise Facility Mix needs Commence Design Planning Design, Develop and Open as approved Post 2012 as per adopted/ revised PSDM roll out PSDM Report July

55 7. M ANAGEMENT M ODELS 7.1. Management Options Newcastle City Council - Pool Service Delivery Model 2007 Newcastle City Council currently directly manages the five inland swimming centres supervision and lifeguard duties. Responsibility for the collection of pool admissions and the operation of the kiosks is leased to private operators. The future operation of the PSDM s two highest recommendations, namely the NA&LC and the Mayfield Community / Leisure Hub parkland precinct, will require a review of existing management arrangements. In particular, the NA&LC operations will involve administration of an estimated annual budget in the vicinity of $3 million. Specialist knowledge of marketing / promotion and sponsorships, food and beverage service, health and fitness centre operations, learn to swim, squad coaching and general business management will all be mandatory selection criteria irrespective of the management model used by Council. The three most commonly used management models for swimming centres in Australia are: 1. Management by Lease 2. Contract Management 3. Direct Council Management 7.2. Management by Lease In general terms, a lease transfers areas of agreed responsibility for the care, control and management (and potentially, some capital expenditures) of a venue to an entity set up specifically to manage the community sport and recreation venue in return for an agreed lease fee. Roles and Responsibilities A lease is structured to reflect Council s venue management requirements and can be structured to give short, medium or long-term tenure to the lessee. If well prepared, the agreement will clearly specify the lessee s responsibilities and the areas in which Council will retain control. Some of the areas Council could retain control include: 1. Setting of fees and charges with a view to ensuring ongoing equitable community access; 2. Cyclical / planned building maintenance with a view to protecting Council s investment; 3. Venue maintenance; 4. Capital improvements; 5. Purchase and supply of bulk chemicals, energy supply; 6. Aspects of occupational, health and safety matters; 7. Public safety (training in areas such as emergency procedures and evacuations etc); 8. Building Insurances. PSDM Report July

56 In addition, the lease may also specifically nominate the degree of tenure and rights and responsibilities still to be afforded to third parties, for example, a resident swimming club or sporting organisation based at the venue and other lease or sub-lease holders within the complex, such as the food and beverage outlets and / or a health and fitness centre. Structure Under a lease, Council removes itself from the day-to-day operations of the facility, in favour of a single-point of contact and relationship with the designated representative of the leasing entity. This should simplify Council s involvement, having divested the majority of operational responsibilities directly to the lessee. Relationships with Key Stakeholders Under a lease, Council will rely on the designated representatives of the lessee to initiate, develop and maintain direct relationships with all key stakeholders and providers. Council s role will be limited to that of arbiter, should the various stakeholders, clients and / or providers become dissatisfied with the service offered by the lessee. All being well, this is a limited and occasional role. The primary relationship for Council is between the responsible Council officer designated to administer the lease and the lessee s nominated representative / pool operator. It can be a significant advantage if Council s designated officer has aquatic experience and understanding of the industry. The potential advantages of Management by Lease can include: 1. Responsibility for all staff matters including salary and wages rest with the lessee; 2. The risk of fluctuations in net costs is transferred to the lessee; 3. Annual net operating cost to Council is defined and stabilised as a pre-determined budget amount; 4. A greater degree of flexibility in day-to-day management / decision-making on the part of the lessee; 5. Council is able to selectively determine the aspects of facility management it wishes to retain including major asset maintenance plans, chemical supply, power and gas. A lease also carries more potential for Council to seek capital contributions from the lessee under a partnering arrangement. This is usually negotiated under the terms of the tender in return for a longer lease term (i.e., years) and / or a reduction in expected annual return to Council. This can remove the need for Council to initiate and carry all the venue development capital costs while still delivering new facilities to the community in a timely fashion. PSDM Report July

57 The potential weaknesses of Management by Lease can include: 1. Availability of service providers in the marketplace: Council may discover that well-qualified aquatic venue managers are scarce, and that a tender process yields disappointing results in terms of applicants and / or leasing fees; 2. Council becomes once-removed from the Centre, and loses its understanding and control of the day-to-day operation and most particularly, loses control of the programming, recruitment and selection standard of staff hired to deliver the programs and other aspects of quality control and pricing of the programs and services. 3. The requirement for staff to setup and oversee lease contract conditions can also be a significant hidden cost to Council and should be considered part of a total lease cost. 4. Venue management companies may seek to insure themselves when tendering for the management rights to new unknown facilities. This can translate into Council paying a premium for the unknown quantity associated with operating a new venue like the NA&LC Contract Management Contract management offers Council an opportunity to retain direct management of the facility, but divest itself of the responsibilities accruing to staff recruitment, selection and management, together with any other aspects that Council would choose to transfer. In short, contract management is a hybrid version of Direct Council Management (see following section) and Management by Lease (see section above), tailored to suit Council s current needs. Roles and Responsibilities Under Contract Management, Council effectively retains the bulk of responsibility for the facility, as described in the Direct Council Management. These include: 1. Setting of pay-as-you-enter fees & charges with a view to ensuring equitable access; 2. Cyclical / planned building maintenance with a view to protecting Council s investment; 3. Pool plant maintenance with a view to protecting Council s investment and to delivering standards of water quality / hygiene; 4. Capital improvements; 5. Purchase and supply of bulk chemicals, electricity supply with a view to ensuring hygienic operation of the facilities; 6. Other aspects pertaining to public safety, e.g. training in defined areas such as Emergency Procedures & Evacuations etc; 7. Public Liability Insurance and building insurance with a view to protecting Council s investment. PSDM Report July

58 Council can choose the aspects of day-to-day operation in which it seeks to remain involved, the main point being that Council retains the right to direct the contractor as, and when necessary. Under a Contract Management scenario, Council is likely to transfer responsibility for the following components to the contractor: 1. Recruitment, selection and management of onsite pool staff; 2. Day-to-day facility management; 3. Program delivery and operations; 4. Cleaning and minor maintenance. Structure The contract management model will effectively reflect the Direct Management structure, with the exception that the contractor forms the link between Council and the Centre staff. As under leased management, Council retains its role of arbiter, should a stakeholder or provider become dissatisfied with the relationship / services offered by the contract manager. This is however, less likely to occur due to the closer professional relationship between the contractor and the line management of Council. Potential Advantages of Contract Management can include: 1. Responsibility for all staff matters including salary and wages rest with the Contractor; 2. A greater degree of flexibility in day-to-day management / decision-making on the part of the contractor will enable a pro-active response to changing market conditions, particularly in terms of the range of programs on offer, and / or their pricing; this should also apply to response times for on-site matters such as minor maintenance; 3. Council retains a high level of understanding and control of the day-to-day operation, and most particularly, retains control of: a. programming made available to the community; b. quality and pricing of programs and services components which pertain most directly to pool safety, hygiene and cleanliness (e.g. maintenance, chemical supply, energy). 4. The contractor delivers staff, programs and services for a set fee which will include the contractor s profit margin; Council can determine to retain all revenues and if well-managed and operated, these revenues can offset the initial contract fee over time, particularly over the initial years of operation, if the programs become established and attendances increase. PSDM Report July

59 Potential weaknesses of the Contract Management model can include: 1. Access to suitable contract managers in the marketplace; 2. The risk of fluctuations in net costs rests with Council; 3. Council s line management needs to have a clear understanding of the venue s objectives and a capacity to manage the contractor accordingly Direct Council Management Under the Direct Council Management option Council s existing Facility Management Section or a new Aquatic Facilities Management Unit would directly oversee the management and operations of the NA&LC. Given the multi-million dollar nature of the initial capital investment and the significant operations budget that is associated with the NA&LC, Direct Council Management would require: 1. The recruitment of a highly experienced Venue Management Team ; 2. Upgrade training of all existing lifeguard staff across all NA&LC operational components; 3. Recruitment of other staff to fill the roles required to operate the venue up to 17 hours per day and up to 119 hours per week; 4. A Standards of Service be developed, adopted and implemented. Potential Advantages of Direct Council Management 1. Council has hands on control in real time, of the operations and asset maintenance of the Centre as per a Standards of Service for the NA&LC; 2. Operational costs can be defrayed or minimised by using Council s existing operations, (payroll, insurances, accounting procedures, asset and building services etc); 3. Flexible & responsive management systems which can be linked directly to Council policies; 4. Provide an initial understanding of the NA&LC s management and operational requirements that will provide performance information to assist in determining future management system requirements; 5. Council has an accurate picture of the performance and potential of the venue and is able to work closely with the residents and user groups in regard to future operational and development initiatives; 6. Council retains the benefits and any operational surpluses associated with a professionally managed swimming centre. PSDM Report July

60 Potential Disadvantages of Direct Council Management 1. Council is seen as the operator and this can impact positively and negatively on the community s perception of the new facility; 2. Council is not seen as being arms length from the operational issues and community demands; 3. Council may not consider venue management to be its Core Business ; 4. Greater expenditure is often required for staffing under LG Award Rates; 5. Council s processes and procedures may not be conducive to the timing associated with commercially driven decision making; 6. Requires additional initial investment by Council in management systems (eg bookings, asset management, ticketing, catering, financial management, HR setup etc); 7. All of the operational risk rests with Council; 8. Council is responsible for all operating costs and any unforeseen deficits; 9. Potential for exposure to industrial relations issues; 10. Possible difficulty in recruiting and retaining suitable staff due to in-house staff benchmarking and structures 22. Employment Creation Opportunities under Direct Management Requirements Key Venue Management staff are engaged either as permanent salaried employees or as contracted employees with a specific employment tenure (that can be renewed as required). The Venue Manager would need a higher level mix of management and marketing skills, combined with the professional knowledge of aquatic sport, leisure and recreation services, and a capacity to understand and influence the development of the City s future Health, Lifestyle and Sport based policies and procedures. A business and market oriented approach to the management and operation of the aquatic centre will be essential for this option to maximise usage and viability and, in particular, seek commercial outcomes and events. A highly developed model for customer service should drive recruitment because venues like the NA&LC are high profile facilities for residents and community organisations An experienced venue manager can demand a package in excess of $100,000 per year. PSDM Report July

61 Principal Management Responsibilities Newcastle City Council - Pool Service Delivery Model 2007 Under Direct Council Management, a facility the size of the NA&LC will require the Manager to be given high levels of autonomy in terms of decision making and the delegations issued to address the day-to-day operational issues, staffing and programming requirements. This will include: 1. Commissioning of the Centre, including staff recruitment and training requirements; 2. Implementing Council s operational and performance objectives for the new Newcastle Aquatic & Leisure Centre; 3. Preparing budget / financial reports on the Centre s budget performance / compliance; 4. Liaising with the patrons, user groups, local and regional swimming clubs and associations and coordinate regular bookings to maximise usage and participation in programs; 5. Coordinating event planning and liaising with promoters in respect of commercial activities including carnivals, special events and larger community events; 6. Liaising with state and national sporting organisations and preparing bids for the staging of sporting events and carnivals; 7. Preparing and administering the venue s Risk Management Plan and ensuring compliance with Council s Standards of Service and legislation by staff; 8. Implementing a promotions strategy which maximises venue usage, program sales and revenues; 9. Overseeing the catering, merchandising and equipment hire operations of the venue; 10. Ensuring appropriate operating standards and risk management protocols are maintained at all times; 11. Ensuring appropriate staff training standards are developed and regularly maintained; 12. Preparing performance reports, as required by Council; 13. In conjunction with the Facilities Management Unit, prepare and manage the venues Strategic Asset Maintenance Plan. PSDM Report July

62 Likely Staff Structure Requirements Based on the forecast salary and wages budget for the proposed NA&LC at Lambton Park (circa $1.5 million), up to thirty (30) equivalent full time (EFT) staff could be required to operate the NA&LC from 2011/12. These would include a combination of casual, permanent part time, full time and contracted staff. The range of duties and associated positions include: 1. Centre Manager / General Manager; 2. Duty Officers Senior Administration Staff; 3. Receptionists; 4. Food and Beverage Manager; 5. Kiosk Staff; 6. Health and Fitness and Dry Program Staff; 7. Centre Attendants / Lifeguards; 8. Head Swimming Coach; 9. Assistant Coaches / Swimming Instructors; 10. Cleaners and Maintenance staff; 11. Other specialist staff as required. PSDM Report July

63 8. R ECOMMENDATIONS Newcastle City Council - Pool Service Delivery Model 2007 A detailed breakdown of rationale and timeframes is shown at Attachment B. The following lists the key Pool Service Delivery Model recommendations generated by the PSDM research described in this Report. That Council: 1. adopt the renewal of the Lambton Swimming Centre as the City s Pool Service Delivery Model key priority; 2. adopt the Newcastle Aquatic and Leisure Centre at Lambton Park as the working title for City s first indoor aquatic and leisure venue; 3. incorporate preliminary design and planning requirements into the development of the Lambton Park Master Planning process; 4. allocate $40,000 to further develop detailed financial modelling and analysis of the facility mix for the NA&LC and Mayfield Community / Leisure Hub projects to inform and support future funding applications and any further investigation required by both projects; 5. complete the NA&LC and then determine to renew the Mayfield Swimming Centre and redevelop the existing pool site into the Mayfield Community / Leisure Hub, incorporating the Dangar Parkland precinct; 6. form a community working group to facilitate the planning and development of the Mayfield Community / Leisure Hub Project; 7. adopt the proposed facility mix and draft site plan layout for the Beresfield Swimming Centre; 8. continue to operate, maintain and develop the Beresfield Swimming Centre in accordance with the proposed facility mix and site plan; 9. adopt the proposed facility mix and draft site plan layout for the Stockton Swimming Centre; 10. continue to operate, maintain and develop the Stockton Swimming Centre in accordance with proposed facility mix and site plan; 11. adopt the proposed facility mix and draft site plan layout for the Wallsend Swimming Centre; 12. continue to operate, maintain and develop the Wallsend Swimming Centre in accordance with proposed facility mix and concept plan; 13. investigate the Wallsend Swimming Centre development options that may exist with project partners including Callaghan College Wallsend (NSW Education Dept) and Lake Macquarie City Council; 14. upon commissioning of the Newcastle Aquatic and Leisure Centre circa 2012, review the performance and then reassess the recommended facility mix proposals for the Beresfield, Stockton and Wallsend Swimming Centres. PSDM Report July

64 ATTACHMENT A COUNCIL SWIMMING CENTRE LOCATIONS 9. L OCATION OF NCC SWIMMING C ENTRES AND 5 KM R ADIUS C ATCHMENT M AP Beresfield Swimming Centre Mayfield Swimming Centre Wallsend Swimming Centre Stockton Swimming Centre Lambton Swimming Centre PSDM Draft Final Report July

65 ATTACHMENT B: PSDM RECOMMENDATION SUMMARIES 10. N EWCASTLE A QUATIC AND L EISURE C ENTRE PSDM SUMMARY Recommendations Rationale / Comment/ Requirements Financial Overview Rank/ Priority Council: 1. Adopt the renewal of the Lambton Swimming Centre as the PSDM s first priority. 2. Determine to name the new indoor aquatic centre at Lambton Park the Newcastle Aquatic and Leisure Centre at Lambton Park. 3. Allocate $40,000 to assist in the development of financial modelling and detailed analysis of the facility mix for the NA&LC and Mayfield Community / Leisure Hub to support future funding application development and further investigations with these two projects. Lack of existing facility relevance to broad community needs; Opened in 1963, the Lambton Centre is the oldest of Council s 5 inland pools and is reported to be in the poorest condition; The central location of the Lambton facilities, not only to Newcastle residents but to the overall Lower Hunter Region; Existing infrastructure costs and Council s forecast future capital works and maintenance costs are becoming prohibitive; Failing condition of the existing Grandstand; Pool consistently attracts more than 50% of all total inland pool attendances; therefore offering the greatest immediate community impact across the City. Estimated cost of Newcastle Aquatic and Leisure Centre at Lambton Park Financial Modelling and detailed analysis of facility mix $40,000 Immediate: Commence 07/08 4. Incorporate design requirements and early planning requirements as part of the development of the Lambton Park Landscape Masterplan. Ensure model implements a strategy for the delivery of best practice set of aquatic services & facilities for Newcastle; Meet Newcastle s regional aquatic event requirements; Maximise Ecologically Sustainable Design elements; Incorporate PWD design principles (ramp entry strategy but avoid loss of competition specs); Provide for elite competition and training needs within the region; Meet all Australian / FINA standards, regulations and specifications; Estimated Costs: $23,906,137 Exclusions: Upgraded service supply Infrastructure Land, legal and finance Adverse ground conditions High = within 3 years. Commence Design Planning: 07/08 Develop and Construct: Open Newcastle Leisure and Aquatic Centre: 2011/12 Meet all State water quality and treatment guidelines. GST Key Facility Mix Components Key Program Deliverables Financial Summary Y1 Indoor 50 x 25 metre 10 lane competition pool & bulkhead; Indoor leisure water; Indoor program / hydro pool; Outdoor lagoon features and shade; New Wet amenities blocks; New Dry amenity blocks ; Second waterslide and concourses; Health & fitness centre; Dry programs/ activity space; Meetings and club rooms; Storage spaces; New reception, offices, main entrance; Upgraded amenities, plant room & café facilities; Increased car parking facilities; Grand Stand for competition events/ casual viewing; Shade Pavilions for special event and hirings; New diving pool grandstand. Delivering both wet and dry programs and activities; State and National events; Club competition & training; Deliver all ages Learn to Swim (commercially viable programs) Community health and fitness; Provide for senior citizens & active ageing; Community Swimming; Diving (up to 10 metre outdoor); Water polo (full size outdoor & 25 metre training indoor); Community events & attractions; Youth activities; School based programs, activities and carnivals; With 52% of all current NCC annual pool attendances, this is an established facility. Asset condition is poor and already needs major capital expenditures; Central location would serve the Region well and has potential to be a joint LGA project; Demonstrable need by management and clubs for storage, meetings and general operations space. Estimated Annual Income $3,221,399 Estimated Annual Expenditure $3,119,091 Estimated Year 1 Surplus/(Deficit) of $102,307. Note: Estimated Years 3 & 5 Surplus of $300,000+ Est. Year 1saving compared with 05/06 $587,000 MAPPS = $3.6m Potential for redundant asset capital works not required under a NA&LC renewal model. PSDM Report July

66 ATTACHMENT B: PSDM RECOMMENDATION SUMMARIES N EWCASTLE A QUATIC AND L EISURE C ENTRE C ONCEPT P LAN PSDM Report July

67 ATTACHMENT B: PSDM RECOMMENDATION SUMMARIES 11. M AYFIELD C OMMUNITY / LEISURE H UB PSDM SUMMARY Recommendations Rationale / Comment/ Requirements Financial Overview Rank/ Priority Council: 5. Continue to operate the Mayfield Swimming Centre until the commissioning of the Newcastle Aquatic & Leisure Centre; 6. Allocate $40,000 to assist in the development of financial modelling and detailed analysis of the facility mix for the NA&LC and Mayfield Community / Leisure Hub to support future funding application development and further investigations with these two projects. 7. Upon completion of the NA&LC renew the Mayfield Swimming Centre and redevelop the pool site and the Dangar Parkland precinct as the Mayfield Community / Leisure Hub. 8. Form a community working party to facilitate the development Mayfield Community Hub Opened in 1966, the Mayfield facilities are the second oldest of the 5 Council operated inland pools their condition will warrant increasing attention and capital; Business Case does not support the continued operation or development of Mayfield as a traditional swimming centre; Lack of relevance (based on historical attendance records) to contemporary community needs; Mayfield has the second lowest attendances of all pools. Stockton is marginally lower but is assessed to have potential for future growth as it does not compete in the same catchment as the NA&LC; Mayfield is 5.5 km from the proposed NA&LC (approximately 9 minutes travelling time); Much of this traditional Mayfield catchment will migrate to the new regional NA&LC where enhanced swimming, fitness programs & activities can be accessed year-round in both indoor / outdoor environments; Development of a new community hub with recreation aquatic playgrounds and community meeting spaces creating a feature destination or reason for being within the context of the overall NCC pool service delivery requirements. Ensure the design and operation of the new facility is consistent with main components of community expectations and need. Recommendation # 6: Included in NA&LC costing for Recommendation # 3 Recommendation # 7: Estimated Costs: $1,881,559 Exclusions: Upgraded service supply Infrastructure Land, legal and finance Adverse ground conditions GST Estimated Costs: Nil (other than staff time) Key Facility Mix Components Key Program Deliverables Financial Summary Y1 Remove the current ageing swimming pools; Upgrade existing buildings; Install splash pads and play equipment; Creation of further specialist Youth features in the precinct; Community Kiosk and Café; Entry Areas; General family and kids kick-about areas Shade Structures. Water Playpark with no ponded water but water cannons, sprays mist machines and buckets and splash pads existing pumps, treatment plant and holding tanks. Community Centre and meeting spaces Provide space for Senior Citizens & Active Ageing programs; Facilitate Community Events & Attractions Promote Youth Activities Neighbourhood House Community Events Centre (birthday and celebratory events); Picnic areas with All Ages Playpark; Mayfield residents access to the both the region s new aquatic venue and a new Community/ Leisure Hub with features that will support the young the old and everything in between. Operating costs reduced by more than $140,000 per annum; NA&LC is not competing with lesser pool in same catchment; Compliance with main principles of the Percy Allan Report and incorporating a 20% reduction in Council s traditional swimming pools. Estimated Annual Income $30,000 (assumed kiosk & room hire fees) Estimated Annual Expenditure $120,000 Estimated Surplus/(Deficit) (-$90,000) Est. annual saving on 05/06 $174,000 MAPPS = $1.6m Capital Works that could be redirected to redevelop Mayfield Community / Leisure Hub. Immediate: Planning 07/08 High = within 3 years Establish Community Working Group & Commence Design Planning: 07/08 Develop & Construct: PSDM Report July

68 ATTACHMENT B: PSDM RECOMMENDATION SUMMARIES M AYFIELD C OMMUNITY / LEISURE H UB PSDM CONCEPT P LAN PSDM Report July

69 ATTACHMENT B: PSDM RECOMMENDATION SUMMARIES 12. B ERESFIELD S WIMMING C ENTRE PSDM SUMMARY Recommendations Rationale / Comment/ Requirements Financial Overview Rank/ Priority Council: 9. Adopt the proposed facility mix and draft site plan layout for the Beresfield Swimming Centre. 10. Continue to operate, maintain and develop the Beresfield Swimming Centre in accordance with proposed Facility Mix and site plan. 11. Upon commissioning of the Newcastle Regional Aquatic and Leisure Centre at Lambton Park post 2012, review the performance and reassess the continuing relevance of the proposed redevelopment facility mix identified for the Beresfield Swimming Centre. Adoption of the Draft Plans and facility mix rationale provides guidance for the current and future planning of the Swim Centre. Adoption of the swimming centres future PSD Model positions Council to actively seek project partners and apply for capital funding (including a staged development approach if required) in a manner that demonstrates Council s forward planning and commitment to proceed when funds are available. Provision of an indoor facility at Beresfield will offer year-round access to health, fitness, LTS and aquatic leisure activities. The Beresfield Swimming Centre will continue to serve a clearly identified and separate community of interest to all other pools. It is 17km by road (estimated travelling time 19 minutes) to the proposed NA&LC. The Beresfield catchment is forecast to grow by 62 % to 27,778 persons by 2012 and will warrant a district style swimming facility. Facilitate the development of the Beresfield Swimming Centre as per the facility mix outlined as Council s third PSDM priority. Ensure the proposed design and operation of the new facility is consistent with key components of the then current community expectations and need. $Nil Estimated Costs: Continuation of operational funding and MAPPS cyclical maintenance. Estimated Costs: $6,080,396 Note exclusions as per NA&LC and Mayfield Community/ Leisure Hub Key Facility Mix Components Key Program Deliverables Financial Summary Y1 Add ramp to main pool; Indoor program and leisure pool; Install flip up bulkhead to main pool; Develop new outdoor water play lagoon; Install new water play equipment; Indoor Pool Hall; Upgrade existing buildings; New storage area; New indoor pool plant room; New entry canopy and reception area; Upgrade existing toilets and change rooms; Upgrade Kiosk Areas; Increased Shade Structures. Targeting Beresfield and environs with specific emphasis on: Families Children and toddlers General Fitness Swimming Learn to Swim and indoor aquatic programs Beresfield (NCC) and Thornton (Maitland) growth areas and retention of a 50 metre pool serves these communities and supports District pool carnival bookings not needing to travel to the Newcastle regional facility. Flip up bulkhead provides for more flexibility and safe programming of activities that can be offered. Estimated Annual Income $629,083 Estimated Annual Expenditure $834,773 Estimated Surplus/(Deficit) $(-205,689) Est. annual saving on 05/06 $82,440 (MAPPS) = $2.0m Redirection or staged to benefit development. Status Quo Ongoing to 2012 Medium = 4 to 6 years or staged earlier if funding or project partners are identified. PSDM Report July

70 ATTACHMENT B: PSDM RECOMMENDATION SUMMARIES B ERESFIELD S WIMMING C ENTRE PSDM CONCEPT P LAN PSDM Report July

71 ATTACHMENT B: PSDM RECOMMENDATION SUMMARIES 13. S TOCKTON S WIMMING C ENTRE PSDM SUMMARY Recommendations Rationale / Comment/ Requirements Financial Overview Rank/ Priority 12. Adopt the proposed facility mix and draft site plan layout for the Stockton Swimming Centre. Adoption of the Draft Plan and facility mix rationale provides guidance for the current and future planning of the Stockton Swim Centre and associated parklands and the Tourist Park. Adoption of the swimming centres future design positions Council to actively seek project partners and apply for capital funding (including a staged development approach) in a manner that demonstrates Council s forward planning and commitment to proceed with the project when funds are available. $Nil Status Quo 13. Continue to operate, maintain and develop the Stockton Swimming Centre in accordance with proposed Facility Mix and site plan. The Stockton Swimming Centre will continue to serve a clearly identified and separate community of interest to the other pools. Provision of an indoor facility at Stockton will offer year-round access to health, fitness, LTS and aquatic leisure activities; It is 17.5km by road (estimated travelling time 22 minutes) to the proposed NA&LC. The Stockton catchment is a peninsular and is separated from ready access to the NA&LC by the river. The catchment is forecast to grow by approximately 79% to 12,000 persons as a result of the adjacent Fern Bay development by 2011 and will warrant a district style swimming facility. Estimated Costs: Continuation of operational funding and MAPPS cyclical maintenance. Ongoing to Upon commissioning of the NA&LC post 2012, review the performance and reassess the continuing relevance of the proposed facility mix identified for the Stockton Swimming Centre. Facilitate the development of the Stockton Swimming Centre as per the facility mix outlined as Council s fourth PSDM priority. Ensure the proposed design and operation of the new facility is consistent with key components of the then current community expectations and need. Estimated Costs: Stage 1: $8,154,049 Stage 2: $1,980,427 Note exclusions as per NA&LC and Mayfield Community/ Leisure Hub Medium = 4 to 6 years or staged earlier if funding or project partners are identified. Key Facility Mix Components Key Program Deliverables Financial Summary Y1 Stage 1: Replace outdoor 50 m pool with indoor 25m program and leisure pools with ramp entry; Upgrade existing Toddler pool; Outdoor water play lagoon ; Install new water play equipment; Indoor Pool Hall ; Upgrade existing foyer/ circulation/ café; New indoor pool plant room; Upgrade toilets and change rooms; Increased Shade Structures; Stage 2: New storage area; New foyer, circulation space and reception area; New external café area; Dry Program space (upstairs); Stairs and lift Differentiates Stockton from the other 4 pools and develops it as a district facility; Stage 1 delivers year-round swimming venue and aquatic programs; Eliminates issues associated with prevailing winds and lack of resultant patronage; Compliments the operation of the Tourist Park; Increasing attraction of surrounding parklands to tourists, locals and day trippers; Forecast reduction in operating costs as a result of operation as an indoor facility; Stage 2 provides for an enhanced wet and dry centre and potential for dry program delivery to the catchment; Estimated Annual Income $622,528 Estimated Annual Expenditure $761,281 Estimated Surplus/(Deficit) (-$138,752) Est. annual saving on 05/06 = $79,840 MAPPS = $1.7m Redirection or staged to benefit development. PSDM Report July

72 ATTACHMENT B: PSDM RECOMMENDATION SUMMARIES S TOCKTON S WIMMING C ENTRE PSDM CONCEPT P LAN PSDM Report July

73 ATTACHMENT B: PSDM RECOMMENDATION SUMMARIES 14. W ALLSEND S WIMMING C ENTRE PSDM SUMMARY Recommendations Rationale / Comment/ Requirements Financial Overview Rank/ Priority 15. Adopt the proposed facility mix and draft site plan layout for the Wallsend Swimming Centre as the final PSDM priority. 16. Continue to operate, maintain and develop the Wallsend Swimming Centre in accordance with proposed Facility Mix and site plan; 17. Investigate the development options that may exist with project partners including Callaghan College Wallsend (NSW Education Dept) and Lake Macquarie City Council; 18. Upon commissioning of the NA&LC post 2012, review the performance and reassess the continuing relevance of the proposed facility mix proposed for the Wallsend Swimming Centre. Adoption of the Draft Plans and facility mix rationale provides guidance for the current and future planning of the Wallsend Swimming Centre. Adoption of the swimming centres future positions Council to actively seek project partners and apply for capital funding (including a staged development approach). Wallsend is the youngest of the five pools and will be needed to compensate for NA&LC during renewal period ; Minor capital upgrades in line with current MAPPS etc; Anticipate incremental operating cost increases during NA&LC renewal; Needs revisiting after 2012; The Wallsend catchment is forecast to grow by 13 % to 38,349 persons by Business Case is may be border line when NA&LC is factored into future financial models; The Wallsend Swimming Centre is 6km by road (est. travelling time 9 min) to the proposed Regional NA&LC; Creation of any significant facilities at Wallsend will compete and impact on NA&LC in adjoining suburb; Facilitate the development of the Wallsend Swimming Centre as per the facility mix outlined as Council s final PSDM priority. $Nil Estimated Costs: Continuation of operational funding and MAPPS cyclical maintenance. Estimated Costs: $5,211,366 Note exclusions as per NA&LC and Mayfield Community/ Leisure Hub Key Facility Mix Components Key Program Deliverables Financial Summary Retain and heat 50 metre heated outdoor pool with flip up bulkhead; Add Youth Xtreme feature pool; Beach Volleyball Courts and Informal kick-a-bout spaces or the like; Upgraded amenities; Upgrade café areas; Upgrade provision of shade; Install new water play equipment; New storage area; Plant room upgrade; New entry canopy and paving; Increased Shade Structures. Targeting Wallsend and environs but specific emphasis on: All Newcastle Youth; Families and Toddlers; Fitness Swimming Model targets Wallsend as the PSDM featured Youth destination venue in NCC operated pools; Potential to jointly develop with LMCC and/ or adjoining Callaghan College Wallsend Campus; Wallsend (NCC) and Glendale (LMCC) growth area and retention of a 50 metre pool serves this community and supports pool carnival bookings at peak times; Flip up bulkhead provides for more flexibility and safe programming of activities that can be offered; Deferred PSDM priority allows for: The impacts on Wallsend of the NA&LC to be tested; Assess the reality of this style of facility being developed by LMCC at the Glendale Athletics Centre. (MAPPS) Capital Works that could be redirected to redevelop Wallsend Swimming Centre Facility Mix = $2.1 m Status Quo Ongoing to 2012 Low = 7 to 10 years or staged earlier if funding or project partners are identified. PSDM Report July

74 W ALLSEND S WIMMING C ENTRE PSDM CONCEPT P LAN ATTACHMENT B: PSDM RECOMMENDATION SUMMARIES PSDM Report July