MASTER PLAN October 2017

MASTER PLAN October 2017 1

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MASTER PLAN OCTOBER 2017 Contents Introduction 4 Developing The Master Plan 4 Background 5 Vision (20 40 years) 5 Strategy Plan 5 Context 6 Key Issues 7 Opportunities 8 Recommendations 9 Clubhouse 9 Yard 9 Parking and Road Safety 10 Marina 10 Access 10 Marina Facilities 10 Sailing Pathway 10 Future Major Projects 11 Team 11 3

Introduction This Master Plan focuses on the next 5 years but also looks to a 20-year horizon and proposes a range of projects to be planned and implemented over that time. When the Master Plan is fully implemented, RMYS will be in an excellent position of strength as a centre for quality sailing in Port Phillip. The Master Plan is required for several reasons: The new marina sets the standard that members want for the Squadron. The building and site must now catch up to that standard. The marina s existence, capacity and growing utilisation are placing increasing pressure to upgrade the club house and the facilities. The Strategy Plan calls for more sailing, better sailing, bigger fleets, more members, more children, more families, more volunteers and an administration to suit. The Master plan is needed to determine the facilities that are required to deliver the realisation of the Strategy Plan. The Squadron needs to prepare now for potential future major projects that may come up. Developing This Master Plan An Options Paper was developed through a working group of the Facilities Committee (see Appendix 1 for membership), with regular input from the full Facilities Committee and from the General Committee. Many members not on these committees have contributed as well, through workshops held on specific issues involving club members with relevant technical knowledge or expertise. The final draft of the Options Paper was then sent to a group of 30 members for their review and input. The Options Paper was then put out to all members for comment and feedback in April 2017. This Master Plan incorporates the extensive feedback that was received. ROYAL MELBOURNE YACHT SQUADRON 4

MASTER PLAN OCTOBER 2017 Background RMYS Vision (20 40 years) The endorsed Strategy Plan sets out the Vision and Mission for the Squadron: VISION - A St Kilda icon and Melbourne s best sailing experience. MISSION - The Royal Melbourne Yacht Squadron: Promotes participation in boating and yacht racing in a supportive, healthy and friendly manner Provides a well organised range of boating, racing, and cruising events Provides an enjoyable social atmosphere Provides a sailing precinct with a high-quality clubhouse, facilities and marina Engages with the community and the natural environment Remains financially viable through responsible management and good governance. RMYS Strategy Plan The actions arising from the Strategy Plan are summarised here. MEMBERSHIP 1,500 members and increased satisfaction 50 family members 120 social members SAILING 1 50+ in keelboat fleets 50% more volunteers One State Title per year. One National Title Multi class regatta Association Cup win 30 AWKR fleet entrants. SAILING 2 Keel boat development program 100 juniors in sailing program Junior sailing committee and pathway Adult OTB racing. HARD STAND Possible future hard stand for OTB, RMSTA, yacht servicing, dinghy storage. COMMUNITY INVOLVEMENT AND SERVICES Greater involvement with and of the local community. 5

Context The Squadron has been on its current site since 1876. The clubhouse and yard are on Crown land, under lease from the City of Port Phillip (CoPP). The lease area is surrounded by the heritage-listed Catani Gardens on three sides and by Pier Road on the seaward side. The current clubhouse dates from 1926, with an extension added on the north end in 1996. The Clubhouse is not heritage listed. While aspects of the Clubhouse are the subject of ongoing repairs and maintenance (e.g. roof, facade), it is believed that the building is sufficiently sound to support the options proposed. The slipway, while still functioning and in good repair, is close to 100 years old (and is of some heritage significance). The new marina was completed in 2014 and occupies a seabed area leased from Parks Victoria (PV). St Kilda Pier, which provides the only land access to the RMYS marina, is owned by the Crown and managed by PV. In addition, the club owns the private moorings in St Kilda Safe Harbour and manages the PV moorings in the same area on behalf of PV. The Squadron is part of the vibrant St Kilda foreshore, an area popular with locals and tourists and a focus for many major events. Because of this, the precinct has been the focus of a range of planning studies and documents, the most relevant of which are: 1. St Kilda Harbour - A safer vibrant harbour with improved Foreshore Urban Design Framework 2002-3 2. St Kilda Harbour Concept Plan August 2008 3. Catani Gardens and Southern Foreshore Management Plan Draft Management Plan November 2009 4. City of Port Phillip - Foreshore Management Plan March 2012. These, and a range of other planning and policy documents, have been reviewed in the preparation of this Masterplan and, as far as possible, the options developed in the Masterplan are consistent with CoPP and State government strategies and policies. The Squadron has previously prepared several plans over the years in relation to developing the club and its facilities, which have also been reviewed as part of the Masterplan process. Of these, only the St Kilda Safe Harbour project, which resulted in the construction of the new marina, and the recent RMYS Strategy Plan have been successfully implemented (implementation of the Strategy Plan is ongoing). The Podbuild Draft Building Master Plan (July 2010) is the most recent infrastructure plan and has provided a valuable basis for developing options for the Squadron s clubhouse. The Squadron is in a sound financial position and can sensibly plan capital expenditure in the short and medium term. ROYAL MELBOURNE YACHT SQUADRON 6

MASTER PLAN OCTOBER 2017 Key Issues The process for the development of the Strategy Plan identified a range of issues for the Squadron and these have been further analysed and developed during the Master Plan process. The Master Plan team identified a smaller number of key issues that need to be dealt with as a priority the Master Plan focuses on these. The key issues fall into three main areas: 1. Improved infrastructure clubhouse, yard and slipway, wet bar, marina access, storage for members, parking 2. Sailing Pathway developing sailing members, keeping juniors and intermediates involved, ensuring skilled skippers and crew for keelboats 3. Safety and environment safe access to beach across Pier Road, poor (and costly environmental performance of clubhouse building 4. Possible future major projects Stage 2 of marina, new hard stand (both flagged in the CoPP 2008 St Kilda Harbour Concept Plan). Note on Ongoing Maintenance A range of issues around maintenance and upkeep of existing facilities was also identified as important, but the Master Plan does not address this area as it is already being addressed through the ongoing maintenance and refurbishment program of the Squadron. 7

Opportunities In addressing the issues faced by the Squadron, it is important to bear in mind the many opportunities that the Squadron has through its unique location, existing facilities, strong history, good financial management and the commitment of its members and staff. Key opportunities identified are: Strong member base Recent experience with the successful development of the marina The new marina itself Prime location in the midst of the St Kilda foreshore and dining precinct Major events, including AWKR The best access by public transport of any yacht club on the Bay The Squadron is in a sound financial position and can plan capital expenditure in the short and medium term A recent history of successful cooperation with our landlords, CoPP and PV Sound relationships with our key contractors, RMSTA and f&d (Food and Desire). ROYAL MELBOURNE YACHT SQUADRON 8

MASTER PLAN OCTOBER 2017 Recommendations Clubhouse 1. Develop a Scope of Services document for the re-development of the clubhouse by end October 2017. Requirements will include: Improved building entrance Improved access through building, including disability access Improve and enlarge Olympic Bar Provision of a new café-style wet bar downstairs, with public access Improved change rooms (especially female change rooms)* Relocation of the RMSTA office and training rooms Operation Manager s office Enlarged Spar Room for internal dinghy storage, with roller door to current car park area Refurbished archive area (fire-proof)* Storage area for catering Reorganised delivery access into an off street unloading area Improved environmental performance of building External dinghy storage Options for possible roof re-development/enhancement (see below). *Indicates a task that is already proceeding 2. Conduct an Expression of Interest process and engage suitable architects to advise the Squadron on the design and re-development of the clubhouse (by January 2018). 3. Develop, in conjunction with the architectural team, a design concept for the clubhouse, with indicative costings and proposed staging of works (by mid 2018). 4. Discuss with f&d, in the first instance, and other potential operators the development and commercial use of the roof area in a manner that provides amenity to members, enhances income to the Squadron and which is commercially viable for the contractors that: Yard Either maintains the current first floor commercial use of the Harbour Room, or Opens up the first floor to member s use by moving events to the new roof floor. 5. Retain the slipway and southern yard area. 6. Continue with the existing slipping and yard system, servicing club support boats and smaller yachts. 7. Make cost-effective improvements to the yard to mitigate identified operational issues where feasible. 8. Negotiate an agreement with another nearby yard with good capacity (e.g. RYCV, SYC) for the servicing of RMYS member s boats at a special club rate (at least for boats unable to be slipped at RMYS). 9. Seek opportunities close to the Clubhouse for rented off-site member storage facilities. 9

Parking and Road Safety 10. Liaise with CoPP to develop a strategy for Pier Road and surrounds that ensures parking for members is not negatively affected and which enhances the amenity and safety of the area. 11. Continue to investigate potential for the Squadron to enter into an agreement with the owners of the Sea Baths underground carpark to provide parking for members at a reasonable cost. Marina Access 12. Make minor improvements immediately (e.g. encourage more bike use/make members more aware of ability to book golf cart for cargo/purchase more trolleys and make them less prone to loss). 13. Assess a regular boat service, with the outcome of a cost-benefit analysis of the boat option (costs should include the income forgone through berths not purchased due to access issues), including consideration of the potential to utilise the slipway as a pick-up point. 14. Assess a multi-passenger golf cart service, with a cost-benefit analysis of the option (costs should include the income forgone through berths not purchased due to access issues). 15. Implement the most appropriate solution as determined by these assessments (by season opening 2018). Facilities 16. Build toilet and shower facilities on the marina (by mid-2018). 17. Build storage on marina pontoons for both Squadron needs and for boat owners (by mid-2018). Sailing Pathway 18. Set up an Off-the-beach sailing committee (subcommittee of Sailing Committee) to: Talk with existing junior and intermediate members to determine their needs and issues Organise Sunday morning dinghy races in conjunction with casual Sunday morning keelboat races Determine appropriate classes for the Squadron to focus on and the best model for building a class (e.g. private ownership, club boats, etc.) Actively promote RMYS to dinghy sailors and organise events at the Squadron. 19. Sailing Committee to determine an appropriate small keelboat class for intermediates and investigate potential ways to build a fleet. 20. Work with RMSTA to improve the flow of potential junior, intermediate and family members to the Squadron after graduation from RMSTA courses. ROYAL MELBOURNE YACHT SQUADRON 10

MASTER PLAN OCTOBER 2017 Future Major Projects 21. Actively liaise with all relevant levels of government to ensure that they understand and are supportive of the Squadron s interests in relation to any development of a Stage 2 marina. 22. Seek to negotiate a first right of refusal for RMYS in relation to the development and operation of any Stage 2 marina. 23. In the event of another party being chosen to develop Stage 2, ensure that their use of existing infrastructure developed by RMYS is charged for at a fully costed commercial rate. 24. Conduct a cost-benefit analysis of a hard stand to determine its feasibility and priority. 25. Liaise with PV and CoPP on an ongoing basis to assess their potential support for a hard stand. Team The Master Plan Team to collate and deliver the Master Plan is: Charles Meredith Vice Commodore, Master Plan Sub-committee chair David Connolly past GC Director Ian Lodewyckx Rear Commodore. The Master Plan team wishes to acknowledge all those other members and staff who have participated in workshops, discussions, reviews and in many other ways. Without this generous assistance of members and staff we would have not have achieved the quality of ideas and inputs that we hope comprise this document. 11

12 ROYAL MELBOURNE YACHT SQUADRON Pier Road, St. Kilda, Victoria 3182 Phone: 03 9534 0227 www.rmys.com.au www.facebook.com/royalmelbys