Newcastle
City Council
Pool Service
Delivery Model
July 2007
Adopted December 2007
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) 3823 5688
Fax:
(07) 3823 5689
E-mail:
[email protected]
Web:
www.strategicleisure.com.au
July 2007
© 2007 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.
Newcastle City Council - Pool Service Delivery Model 2007
1.
Introduction.......................................................................................................................... 1
2.
Current Situation ................................................................................................................. 3
3.
Community Consultation .................................................................................................... 6
4.
Aquatic Participation Trends ............................................................................................ 16
5.
Performance Data .............................................................................................................. 22
6.
Facility Mix Recommendations and Business Planning Assumptions......................... 28
7.
Management Models.......................................................................................................... 50
8.
Recommendations............................................................................................................. 58
9.
Location of NCC Swimming Centres and 5km Radius Catchment Map........................ 59
10. Newcastle Aquatic and Leisure Centre PSDM Summary ............................................... 60
Newcastle Aquatic and Leisure Centre Concept Plan ............................................................ 61
11. Mayfield Community / Leisure Hub PSDM Summary...................................................... 62
Mayfield Community / Leisure Hub PSDM Concept Plan ....................................................... 63
12. Beresfield Swimming Centre PSDM Summary................................................................ 64
Beresfield Swimming Centre PSDM Concept Plan ................................................................. 65
13. Stockton Swimming Centre PSDM Summary.................................................................. 66
Stockton Swimming Centre PSDM Concept Plan.................................................................... 67
14. Wallsend Swimming Centre PSDM Summary ................................................................. 68
Wallsend Swimming Centre PSDM Concept Plan ................................................................... 69
ATTACHMENTS
Attachment A Location of NCC Swimming Centres and 5 km Radius Catchment Map ... 59
Attachment B PSDM Recommendation Summary by Swimming Centre .......................... 60
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Newcastle City Council - Pool Service Delivery Model 2007
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.
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Newcastle City Council - Pool Service Delivery Model 2007
Abbreviations
The following abbreviations or ‘short form references’ are used in this report:
“NCC”
Newcastle City Council
“Council”
Newcastle City Council
“NA&LC”
Newcastle Aquatic and Leisure Centre at Lambton Park
“LMCC”
Lake Macquarie City Council
“PSDM”
Pool Service Delivery Model
“BCA”
Building Code of Australia
“SLG”
Strategic Leisure Group
“P&C”
Prior and Cheney Architects
“CERM”
Centre for Environmental and Recreation Management
“CERM PI®”
Centre for Environmental and Recreation Management Performance Indicators
“PWD”
Person with a Disability
“LGA”
Local Government Authority
“MAPPS”
Major Asset Preservation Program
“EFT”
Equivalent Full Time
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Newcastle City Council - Pool Service Delivery Model 2007
1. INTRODUCTION
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 1963.
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 years1; 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 Facilities2 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 2006/07
2 - LRM Australia Pty Ltd
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Newcastle City Council - Pool Service Delivery Model 2007
Council’s 2006 Recreation Plan3 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 with @leisure (2006)
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Newcastle City Council - Pool Service Delivery Model 2007
2.
CURRENT SITUATION
The Lambton Swimming Centre was developed as Council’s first inland swimming pool; it opened in
1963. It was followed by Mayfield (1966), Beresfield (1971), Stockton (1973) and Council’s ‘most
recent’ aquatic facility development, the Wallsend Swimming Centre opened in 1978.
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 2007.
Swimming Centre
Water
Operates
50m
Pool
Diving
Pool
Learners Toddler Slide
Pool
Pool
Lambton
Heated
40 weeks4
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 place5 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
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Newcastle City Council - Pool Service Delivery Model 2007
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 (2001- 2006). 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 2012.
6 - Review Today Pty Ltd: Professor Percy Allan AM (February, 2007)
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Newcastle City Council - Pool Service Delivery Model 2007
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 1980.
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Newcastle City Council - Pool Service Delivery Model 2007
3.COMMUNITY CONSULTATION
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
2001. 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).
3.1.
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.
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Newcastle City Council - Pool Service Delivery Model 2007
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.
3.1.2 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;
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Newcastle City Council - Pool Service Delivery Model 2007
3.1.3
•
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.
3.1.4 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 2007
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Newcastle City Council - Pool Service Delivery Model 2007
•
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;
3.1.5 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.
3.1.6 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 2007
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Newcastle City Council - Pool Service Delivery Model 2007
•
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.
3.1.7 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.
3.2.
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.
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Newcastle City Council - Pool Service Delivery Model 2007
Pool Entry ‘Suburb of Origin’ Attendances Survey Results
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
1
2
From other Suburbs
outside NCC
New Lambton
Lambton
3
4
Waratah
Wallsend
7
8
9
10
n
922
2026 Beresfield
1646 Woodberry
832
699
640 Tarro
638 From other Suburbs
outside NCC
East Maitland
5
6
n
BERESFIELD
2586 Thornton
Merewether
252
136
MAYFIELD
Mayfield
Tighes Hill
From other Suburbs
outside NCC
Mayfield West
Mayfield East
585
82 Waratah
Kotara (inc South)
443 Ashtonfield
63 Maryville
Charlestown
419 Metford
50 Carrington
Cardiff
394 From interstate
36 Islington
Mayfield
350 Blackhill
32 Warabrook
n
n
WALLSEND
STOCKTON
Wallsend
870 Stockton
968
1
Maryland
From
other
Suburbs
714
563
2
4
From other Suburbs
outside NCC
Fletcher
5
Elermore Vale
6
Shortland
7
Jesmond
8
Glendale
3
9
Rankin Park
10
Valentine
PSDM Report – July 2007
318
279
190
153
108
93
75
72
outside NCC
From Interstate
Fern Bay
Williamtown
New Lambton
Rankin Park
Waratah
Hamilton
Mayfield
n
2009
169
146
116
108
108
105
101
85
76
71
62
34
16
10
9
8
8
11
Newcastle City Council - Pool Service Delivery Model 2007
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 2007.
3.3.1 Last visit to pool
Table 1 indicates that the majority of respondents visit their ‘regular’ pool7 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
13
139
19
6
4
10
6.8
72.8
9.9
3.1
2.1
5.2
Total
191
100.0
3.3.2 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
Lap/fitness swimming
Family visit
Attending with friends
Other reason
Other aquatic programs
Club or squad
Total
Total
numbers
84
56
16
5
12
16
189
Total
%
44.0
29.3
8.4
2.6
6.3
8.4
100.0
7 - The pool the respondent was surveyed at is considered their ‘regular’ or ‘home pool’.
PSDM Report – July 2007
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Newcastle City Council - Pool Service Delivery Model 2007
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
0
0
0
1
0
0
1
2
7
0
8
4
0
1
18
10
0
3
0
0
0
1
3
0
1
8
0
2
0
0
1
0
0
5
0
0
0
0
1
1
Total
Mayfield
Lambton
Wallsend
The Forum
Beresfield
Stockton
Ocean Baths
Other
Total
8 (10%)
17 (22%)
8 (10%)
7 (9%)
0 (0%)
2 (3%)
24 (30%)
13 (17%)
79 (100%)
3.3.3 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
Lap/fitness swimming
Family visit
Attending with friends
Other aquatic programs
Club or squad
Total
Total
numbers
28
15
6
3
2
54
Total
%
51.9
27.8
11.1
5.6
3.7
100.0
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.
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Newcastle City Council - Pool Service Delivery Model 2007
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.
3.3.5 Aquatic facilities which don’t exist or are presently considered
inadequate:
•
•
•
•
Year-round outdoor swimming pool;
Quality and value of children’s pools;
Diving blocks for club use;
Regional standard 50 metre pool;
•
•
•
•
More use of Inflatables;
More access to lap lanes/ pool;
Access to learn to swim pool;
Outdoor water play areas;
•
•
•
Hydrotherapy pool;
Indoor leisure pool;
Indoor water play;
•
•
•
Spa/sauna;
Water slides, whirlpools, and waves;
Year-round indoor heated water.
3.3.6
•
•
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.
3.3.7 Providing for additional dry use facilities to include:
•
•
Fitness gym facilities;
Informal social areas;
•
•
Outdoor parkland setting;
Tennis courts;
•
Crèche / child minding facilities;
•
Meeting / multi-purpose spaces which
can be for community / private use.
3.3.8 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
•
•
Improved Parking;
Staffing – improved interaction with
users and improved programming. Staff
trained in cross cultural services;
appropriate to level of facility & services
offered.
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Newcastle City Council - Pool Service Delivery Model 2007
3.3.9 Providing new services and service facilities
•
Barbeques;
•
Hours of opening extended;
•
•
•
•
Casual seating indoors, outdoors;
Child care;
Crèche;
Disabled access to the venues (e.g.:
•
•
•
•
Night lighting;
Outdoor lawn areas: extensive, larger;
Shaded areas;
Spectator areas;
•
•
•
provide bus) and rails/ ramps into pool;
Supervision improvement;
Transport: public, community;
Storage for school and club equipment,
bags, marshalling;
Wind breaks.
•
3.3.10 Providing new or improved programs and activities:
•
•
Aerobics;
After school activities/care;
•
•
Healthy living, rehabilitation programs;
Better information about programs;
•
•
•
•
Aquarobics;
Children's parties;
Community events;
Develop synergies /cross promotions
•
•
•
•
Lap swimming;
Learn to swim lessons;
Less restrictive approach to activities;
Massage/ physiotherapy / chiropractic;
•
with other providers;
Culturally-relevant / acceptable
programs;
Dance;
•
•
•
•
Playgroups;
Programming pools to reduce crowding;
Scheduling which allows equitable use;
Schools holiday programs;
•
•
•
•
Disabled programs at appropriate times;
Educational programs;
Family outings;
Flexible, variable programs for all ages;
•
•
•
•
Self defence / martial arts;
Senior’s activities;
Social visits;
Swimming club activities and carnivals;
•
•
Gentle exercise classes;
Health programs which complement
private providers;
Youth social activities and programs.
•
•
•
Training programs e.g. First aid;
University of the Third Age (U3A)
activities;
Women-only activities;
•
Yoga / relaxation classes.
•
•
PSDM Report – July 2007
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Newcastle City Council - Pool Service Delivery Model 2007
4.
AQUATIC PARTICIPATION TRENDS
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.
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Newcastle City Council - Pool Service Delivery Model 2007
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
Males
Participation Rate (%) & Rank
Participation Rate (%) & Rank
Rate
Rank
Rate
Rank
Dancing
23.8
1
-
-
Netball
18.1
2
-
-
Swimming
17.5
3
15.7
2
Tennis
7.8
4
9.5
4
Basketball
6.9
5
8.6
6
Gymnastics (trampolining)
5.4
6
1.7
13
Soccer (outdoor)
4.2
7
22.1
1
4.2.
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:
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Newcastle City Council - Pool Service Delivery Model 2007
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)
36.6
1
47.8
1
25.2
1
Aerobic Fitness
18.5
2
21.8
2
15.1
3
Swimming
16.4
3
17.5
3
15.4
2
Tennis
9.1
4
8.4
4
9.8
6
Cycling
8.9
5
5.6
8
12.4
4
Golf
7.6
6
3.5
11
11.8
5
Running
7.1
7
5.7
7
8.5
7
Walking (bush)
7.0
8
7.6
5
6.5
10
Football (outdoor)
5.7
9
3.0
12
8.4
8
Yoga
3.9
10
6.4
6
-
-
Surf Sports
3.3
11
0.9
20
5.8
9
Netball
3.2
12
5.3
9
-
-
Touch Football
3.2
12
2.8
13
3.6
14
Basketball
2.9
14
1.8
15
3.9
12
Dancing
2.4
15
4.3
10
-
-
Lawn Bowls
2.4
15
1.7
16
3.1
15
Martial Arts
2.2
17
2.6
14
-
-
Cricket (outdoor)
2.2
17
-
-
3.7
14
Rugby League
2.1
19
-
-
4.2
11
Fishing
2.0
20
-
-
3.8
13
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 2007
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Newcastle City Council - Pool Service Delivery Model 2007
Table 8: Top 15 Exercise, Recreation & Sport Activities of Australians aged 15 years and older (by age
cohorts) for 2005
ACTIVITY
AGE GROUP
TOTAL
PARTICIPATION
15-24
25-34
35-44
45-54
55-64
%
%
%
%
%
%
16.7
31.8
38.4
45.8
50.7
45.9
65 +
%
Walking (other than
bushwalking)
37.3
Aerobics/ fitness
18.5
23.4
24.8
19.8
15.7
12.4
11.8
Swimming
14.4
14.3
17.4
18.2
16.2
11.5
6.8
Cycling
10.3
8.4
14.4
14.5
11.0
7.7
3.6
Tennis
7.8
9.0
8.5
10.6
8.5
4.8
4.2
Running
7.7
12.5
12.2
10.4
5.8
2.0
0.2**
Golf
7.1
3.2
6.0
7.6
8.5
9.7
8.6
Walking (bush)
5.7
2.7
5.3
6.0
8.5
7.3
4.7
Soccer/ Football (outdoor)
3.8
12.1
4.9
3.1
1.0
0.4*
-
Netball
3.6
10.4
4.8
3.1
1.5
0.4*
0.1**
Basketball
3.5
11.8
4.6
1.9
-
-
-
Yoga
3.4
1.8
4.1
4.7
4.2
3.4
1.7
Australian Football
3.4
11.1
3.4
2.9
1.2
0.2**
-
Cricket (outdoor)
2.9
7.0
4.0
3.3
1.3
0.3**
0.1**
Surf Sports
2.6
5.0
3.2
3.1
2.4
0.7*
0.2**
Touch Football
2.3
5.9
4.0
2.1
0.6*
-
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.
4.3.
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, 40- 44 and 45-49 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 2007
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Newcastle City Council - Pool Service Delivery Model 2007
9 ‘provide discounts / less expensive activities’
9 ‘better quality facilities’
9 ‘facilities more conveniently located’
9 ‘more information about activities available and where’
9 ‘provide opportunities to participate on a social basis’
9 ‘assist learning activity to develop confidence in water’
•
Direct household use of the five inland pools were reported to be:
9 Lambton (22% of total responses)
9 Wallsend (6% of total responses)
9 Mayfield (6% of total responses)
9 Stockton (3% of total responses)
9 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.
4.4.
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;
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Newcastle City Council - Pool Service Delivery Model 2007
•
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 2007
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Newcastle City Council - Pool Service Delivery Model 2007
5.
PERFORMANCE DATA
5.1.
Newcastle Local Government Area
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
(1986 – 2001) and it is forecast the population will increase to 156,500 by 2031.
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 2011.
Newcastle population trends 1971 - 2001 and projections 2006 - 2011
150,000
145,000
140,000
1971
pop. count
1976
1981
135,000
1986
1991
1996
2001
130,000
2006
2011
125,000
120,000
1971
1976
1981
1986
1991
1996
2001
2006
2011
Census year
Council has operated five inland swimming centres since 1978. The following graph provides an
overview of the total annual attendances at the swimming centres from 1979 to 2006.
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 2007
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Newcastle City Council - Pool Service Delivery Model 2007
5.2.
Total Newcastle Swimming Centre Attendances 2005/06
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
5.2.1 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 2007
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Newcastle City Council - Pool Service Delivery Model 2007
5.2.2 Beresfield Swimming Centre
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 ($-335,940).
5.2.3 Wallsend Swimming Centre
In 2005/06, Wallsend was the third highest Centre with 42,059 attendances or just under 13% of total
attendances. Over the past decade, attendances have been declining however they have been
generally ‘static’ over the past five years. It is noted that Wallsend is one of two pools that are not
heated. Wallsend’s 2006/07 attendances totalled 41,533 with an operating deficit of ($-287,867).
PSDM Report – July 2007
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Newcastle City Council - Pool Service Delivery Model 2007
5.2.4 Mayfield Swimming Centre
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 ($-279,451).
5.2.5 Stockton Swimming Centre
Council records supplied for Stockton start in 2000/01 and the six year trend again indicates a
decline in the number of persons attending this venue. In 2005/06, 32,241 attendances represented
just over 9% of all NCC centre attendances. Stockton was heated for the 2005 season. Stockton’s
2006/07 attendances totalled 29,673 with an operating deficit of ($-257,508).
PSDM Report – July 2007
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Newcastle City Council - Pool Service Delivery Model 2007
In conclusion, while the Newcastle LGA population trend has been increasing since 1986, swimming
centre attendances have been declining over the same period.
5.2.6 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 2002/03 - 2006/07
2002/03
Beresfield
2003/04
2004/05
2005/06
2006/07
Total
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
45,747
PSDM Report – July 2007
274,108
26
Newcastle City Council - Pool Service Delivery Model 2007
The chart below shows school student attendances at each swimming centre from 2002/03 to
2006/07.
25000
2002/03
20000
2003/04
15000
2004/05
10000
2005/06
5000
2006/07
W
al
ls e
nd
on
St
oc
kt
on
bt
m
La
ay
f ie
M
sfi
e
re
Be
ld
0
ld
Number of school
student attendances
5 Year Comparison of School Attendances
Swimming Centre
PSDM Report – July 2007
27
Newcastle City Council - Pool Service Delivery Model 2007
6.
FACILITY MIX RECOMMENDATIONS AND
BUSINESS PLANNING ASSUMPTIONS
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 2007
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Newcastle City Council - Pool Service Delivery Model 2007
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 2007
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Newcastle City Council - Pool Service Delivery Model 2007
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 persons8.
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
216,9989 by 2011.
Table 10: Actual 2001 and forecast 2011 age cohort analysis for a NA&LC notional 10km catchment.
0-4
5-9
10-14
15-29
30-44
45-64
65+
TOTAL
2001
12,938
13,377
13,451
44,912
45,311
46,147
32,918
209,054
%
6.19%
6.40%
6.43%
21.48%
21.67%
22.07%
15.75%
100.00%
2011
12,586
13,020
12,369
46,872
46,004
48,174
37,975
216,998
%
5.80%
6.00%
5.70%
21.60%
21.20%
22.20%
17.50%
100.00%
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
catchment10 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 2007
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Newcastle City Council - Pool Service Delivery Model 2007
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.
6.2.2 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)
(e)
(f)
(g)
Upgrade entrance/ kiosk/ amenities;
New internal grandstand seating, (450 seats);
New grandstand seating, (150 seats) for existing diving pool;
Health and Fitness Centre;
(h)
(i)
(j)
(k)
Meeting / programmable spaces and crèche etc;
Development of the second water slide;
Outdoor (seasonal) lagoon adventure playground;
Shaded outdoor meeting and picnic space.
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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 majority11 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.
6.2.3 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 6.2.6.
11 - The diving pool and the water slide remain as outdoor facilities with the diving pool connected to the indoor pools
via operable walls.
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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 inclusive12:
Table 12: current and proposed fees and charges Lambton Swimming Centre and NA&LC
Swimming
2007/08
2011/12
Adult Casual Admission
$3.50
$5.00
Casual Child Admission
$3.50
$5.00
Adult Annual Swim Pass
$220.00
$360.00
Child Annual Swim Pass Seasons
$220.00
$360.00
Schools (with teacher supervision)
$2.10
$2.50
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
N/A
$9.50
Average Community Pool Program (including pool
admission)
N/A
$10.50
Casual Gymnasium visit (including pool admission)
N/A
$10.50
Gym Membership (including pool) per month
N/A
$86.00
Average LTS / Squad session (excluding admission)
Average Community Pool Program (excluding admission)
Gymnasium & Dry Fitness
6.2.4 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.
12 - All business case forecasts are GST exclusive and assume Council’s overall inputs and outputs result in a GST
neutral outcome.
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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 centre13.
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
and carnivals;
Health and fitness memberships;
Social activities;
Special NCC target group programs;
Squad swimming;
Swim club programs / dry sports training;
Corporate fitness;
•
Intensive and weekly LTS classes;
•
•
•
•
•
•
Therapy and rehabilitation;
Family fun days;
Sports training camps;
Aqua-aerobics and deep water running;
Fun and fitness programs;
Water safety education and school
programs.
13 - 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.
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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 186,000. 14
‘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
Column A
Column B
Column C
Column D
Lambton
Group 5
Group 7
Max G 7
51.1%
50%
108%
119%
Program Range (Weekly timeslots/ Total Space x 1000
N/A
4
62
-
Catchment Multiple
1.67
0.3
3.7
4.8
31.36% 15
62%
63%
-
Energy Cost Share % (Energy Cost / Gross Exp) x100
5.87%
9.3%
6.9%
-
(- Subsidy) and Surplus per visit
(-$2.66)
(-$3.66)
$0.50
$0.89
-
$0.34
$0.30
-
$2.55
$2.97
$4.82
$6.19
Expense Recovery (Gross Revenues / Gross
Expenditure)
Labour Cost Share (Labour Costs / Gross
Expenditure)x100
Secondary Spend (Gross secondary revenues/Total
visits)
Fees (revenue) per visit
14 - 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.
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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
6.2.8 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
$506,838
05/06 Expenditure
$991,769
05/06 Deficit
05/06 Attendances
(-$484,931)
182,125
05/06 Subsidy
-$2.66
Table 14: Financial Year 2006/07
06/07 Income
$514,084
06/07 Expenditure
$994,840
06/07 Deficit
06/07 Attendances
(-$480,756)
173,340
06/07 Subsidy
-$2.77
6.2.9 Forecast PSDM Facility Mix Performance
Table 15: Operating Expenditure, Revenue and Net Results – Current and Projected
Current
2005/0616
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
(-$484,931)
$102,307
$300,478
$311,155
Net Totals
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 1.
16 - Source: Council’s 2005/06 financial records
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Newcastle City Council - Pool Service Delivery Model 2007
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.
6.2.10 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 formula17.
For the purposes of further calculations, this has been translated into a figure of approximately
$80,000 per million borrowed / annum over 30 years.
6.2.11 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 $311,00018.
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.
17 - For indicative purposes not tested on a 2011 funding environment. Assumes a 30 year loan taken at 7%.
18 - 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.
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6.2.12 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.
6.2.13 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.
19 - Anecdotal data from LMCC and NCC staff.
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Newcastle City Council - Pool Service Delivery Model 2007
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).
6.2.14 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.
6.2.15 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.
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Newcastle City Council - Pool Service Delivery Model 2007
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.
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Newcastle City Council - Pool Service Delivery Model 2007
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.
6.3.1 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.
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Newcastle City Council - Pool Service Delivery Model 2007
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 $170,000.
6.3.3 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.
6.3.4 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 annum20.
6.4.
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.
20 - 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.
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Newcastle City Council - Pool Service Delivery Model 2007
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.
6.4.1 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).
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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:
9 The Fern Bay development is likely to have significant impact on the Stockton
catchment;
9 Stockton is a peninsula suburb with its own identified and discrete catchment.
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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.
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Newcastle City Council - Pool Service Delivery Model 2007
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:
9 Beresfield and surrounding suburbs forecast future growth;
9 It is an inland suburb with its own identified and discrete catchment;
9 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 trends21 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.
21 - 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.
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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;
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Newcastle City Council - Pool Service Delivery Model 2007
•
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.
6.7.
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.
6.8.
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
Capital
Venue
Cost
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
4
Stockton
$10,134,476
$1,700,000
5
Wallsend
$5,211,366
$2,100,000
Maintain the
operational status quo
until 2011/12
and then review
$47,213,934
$11,000,000
$731,000
PSDM Report – July 2007
MAPPS 5 Yr
Allocations
Estimated Net
Annual Saving Yr 1
48
Newcastle City Council - Pool Service Delivery Model 2007
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
NA&LC at Lambton Park
$23,906,137
Mayfield Community/ Leisure Hub
$1,881,559
PSDM Project Procurement Stages
Year
Commence Design Planning
2007/08
Develop and Construct
2009 - 2011
Open Newcastle Aquatic and Leisure Centre
20011/12
Establish Community Working Group
Commence Design Planning
2007/08
Develop and Construct
20011/12
• Reassess each venues needs post NA&LC
Post 2012 as
per adopted/
revised
PSDM roll out
Beresfield
$6,080,396
Stockton
$10,134,476
Wallsend
$5,211,366
PSDM Report – July 2007
• Revise Facility Mix needs
• Commence Design Planning
• Design, Develop and Open as approved
49
Newcastle City Council - Pool Service Delivery Model 2007
7.MANAGEMENT MODELS
7.1.
Management Options
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 2007
50
Newcastle City Council - Pool Service Delivery Model 2007
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., 15 - 25 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 2007
51
Newcastle City Council - Pool Service Delivery Model 2007
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.
7.3.
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 2007
52
Newcastle City Council - Pool Service Delivery Model 2007
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 2007
53
Newcastle City Council - Pool Service Delivery Model 2007
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.
7.4.
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 2007
54
Newcastle City Council - Pool Service Delivery Model 2007
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 structures22.
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.
22 - An experienced venue manager can demand a package in excess of $100,000 per year.
PSDM Report – July 2007
55
Newcastle City Council - Pool Service Delivery Model 2007
Principal Management Responsibilities
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 2007
56
Newcastle City Council - Pool Service Delivery Model 2007
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 2007
57
Newcastle City Council - Pool Service Delivery Model 2007
8.RECOMMENDATIONS
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 2007
58
A TTACHMENT A – C OUNCIL S WIMMING C ENTRE L OCATIONS
9.
LOCATION OF NCC SWIMMING CENTRES AND 5KM RADIUS CATCHMENT MAP
Beresfield Swimming
Centre
Mayfield Swimming
Centre
Wallsend Swimming
Centre
Stockton Swimming
Centre
Lambton Swimming
Centre
PSDM Draft Final Report – July 2007
59
A TTACHMENT B: PSDM R ECOMMENDATION S UMMARIES
10. NEWCASTLE AQUATIC AND LEISURE CENTRE PSDM SUMMARY
Recommendations
Rationale / Comment/ Requirements
Financial Overview
Rank/ Priority
Council:
• Lack of existing facility relevance to broad community needs;
Immediate:
1. Adopt the renewal of the Lambton Swimming
Centre as the PSDM’s first priority.
• Opened in 1963, the Lambton Centre is the oldest of Council’s 5
inland pools and is reported to be in the poorest condition;
2. Determine to name the new indoor aquatic centre
at Lambton Park the ‘Newcastle Aquatic and
Leisure Centre’ at Lambton Park.
• The central location of the Lambton facilities, not only to Newcastle
residents but to the overall Lower Hunter Region;
Estimated cost of
‘Newcastle Aquatic and
Leisure Centre at
Lambton Park’ Financial
Modelling and detailed
analysis of facility mix
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.
4. Incorporate design requirements and early planning
requirements as part of the development of the
Lambton Park Landscape Masterplan.
• Existing infrastructure costs and Council’s forecast future capital
works and maintenance costs are becoming prohibitive;
$40,000
• 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.
• Ensure model implements a strategy for the delivery of best practice
set of aquatic services & facilities for Newcastle;
Estimated Costs:
High = within 3 years.
$23,906,137
• Meet Newcastle’s regional aquatic event requirements;
Exclusions:
Commence Design
Planning: 07/08
• Maximise Ecologically Sustainable Design elements;
• Upgraded service supply
• Incorporate PWD design principles (ramp entry strategy but avoid
loss of competition specs);
• Land, legal and finance
• Provide for elite competition and training needs within the region;
• Adverse ground
• Meet all Australian / FINA standards, regulations and specifications;
Infrastructure
conditions
• 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;
• Delivering both wet and dry programs and activities;
Estimated Annual Income
• State and National events;
$3,221,399
• Indoor leisure water;
• Club competition & training;
• Indoor program / hydro pool;
• Deliver all ages Learn to Swim (commercially viable programs)
• Outdoor lagoon features and shade;
• Community health and fitness;
Estimated Annual
Expenditure
• New “Wet” amenities blocks;
• Provide for senior citizens & active ageing;
$3,119,091
• New “Dry” amenity blocks ;
• Community Swimming;
• Second waterslide and concourses;
• Diving (up to 10 metre outdoor);
Estimated Year 1
Surplus/(Deficit) of
• Health & fitness centre;
• Water polo (full size outdoor & 25 metre training indoor);
• Dry programs/ activity space;
• Community events & attractions;
• Meetings and club rooms;
• Youth activities;
• Storage spaces;
• School based programs, activities and carnivals;
• New reception, offices, main entrance;
• With 52% of all current NCC annual pool attendances, this is an
established facility. Asset condition is poor and already needs major
capital expenditures;
• 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.
PSDM Report – July 2007
Commence 07/08
• 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.
Develop and Construct:
2009 - 2011
Open Newcastle Leisure
and Aquatic Centre:
2011/12
$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.
60
A TTACHMENT B: PSDM R ECOMMENDATION S UMMARIES
NEWCASTLE AQUATIC AND LEISURE CENTRE CONCEPT PLAN
PSDM Report – July 2007
61
A TTACHMENT B: PSDM R ECOMMENDATION S UMMARIES
11. MAYFIELD COMMUNITY / LEISURE HUB PSDM SUMMARY
Recommendations
Rationale / Comment/ Requirements
Financial Overview
Rank/ Priority
Council:
• 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;
Recommendation # 6:
Immediate:
Planning 07/08
5. Continue to operate the Mayfield Swimming Centre
until the commissioning of the Newcastle Aquatic &
Leisure Centre;
• Business Case does not support the continued operation or
development of Mayfield as a traditional swimming 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.
• 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;
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.
• 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;
8. Form a community working party to facilitate the
development Mayfield Community Hub
• Mayfield is 5.5 km from the proposed NA&LC (approximately 9
minutes travelling time);
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
• 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.
• GST
• Ensure the design and operation of the new facility is consistent
with main components of community expectations and need.
Estimated Costs:
High = within 3 years
Nil (other than staff time)
Establish Community
Working Group &
Commence Design
Planning: 07/08
Develop & Construct:
2011 - 2012
Key Facility Mix Components
Key Program Deliverables
Financial Summary Y1
• Remove the current ageing swimming pools;
Estimated Annual Income
• Install splash pads and play equipment;
• “Water Playpark” with no ponded water but water cannons, sprays
mist machines and buckets and splash pads existing pumps,
treatment plant and holding tanks.
• Creation of further specialist ‘Youth features’ in the
precinct;
• Community Centre and meeting spaces
• Provide space for Senior Citizens & Active Ageing programs;
• Community Kiosk and Café;
• Facilitate Community Events & Attractions
• Entry Areas;
• Promote Youth Activities Neighbourhood House Community Events
Centre (birthday and celebratory events);
Estimated
Surplus/(Deficit)
• Picnic areas with All Ages Playpark;
(-$90,000)
• 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.
Est. annual saving on
05/06 $174,000
• Operating costs reduced by more than $140,000 per annum;
MAPPS = $1.6m
Capital Works that could
be redirected to
redevelop Mayfield
Community / Leisure
Hub.
• Upgrade existing buildings;
• General family and kids ‘kick-about’ areas
• Shade Structures.
• 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.
PSDM Report – July 2007
$30,000 (assumed kiosk
& room hire fees)
Estimated Annual
Expenditure $120,000
62
A TTACHMENT B: PSDM R ECOMMENDATION S UMMARIES
MAYFIELD COMMUNITY / LEISURE HUB PSDM CONCEPT PLAN
PSDM Report – July 2007
63
A TTACHMENT B: PSDM R ECOMMENDATION S UMMARIES
12. BERESFIELD SWIMMING CENTRE PSDM SUMMARY
Recommendations
Rationale / Comment/ Requirements
Financial Overview
Rank/ Priority
Council:
• Adoption of the Draft Plans and facility mix rationale provides
guidance for the current and future planning of the Swim Centre.
$Nil
Status Quo
Estimated Costs:
Ongoing to 2012
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.
• 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.
Continuation of
operational funding and
MAPPS cyclical
maintenance.
• The Beresfield catchment is forecast to grow by 62 % to 27,778
persons by 2012 and will warrant a ‘district style’ swimming
facility.
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.
• Facilitate the development of the Beresfield Swimming Centre as
per the facility mix outlined as Council’s third PSDM priority.
Estimated Costs:
• Ensure the proposed design and operation of the new facility is
consistent with key components of the then current community
expectations and need.
Note exclusions as per
Key Facility Mix Components
Key Program Deliverables
Financial Summary Y1
• Add ramp to main pool;
• Targeting Beresfield and environs with specific emphasis on:
$6,080,396
NA&LC and Mayfield
Community/ Leisure Hub
• Indoor program and leisure pool;
•
Families
Estimated Annual
Income
• Install flip up bulkhead to main pool;
•
Children and toddlers
$629,083
• Develop new outdoor water play lagoon;
•
General Fitness Swimming
• Install new water play equipment;
•
Learn to Swim and indoor aquatic programs
• 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;
• 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.
Medium = 4 to 6 years
or staged earlier if
funding or project
partners are identified.
Estimated Annual
Expenditure
$834,773
Estimated
Surplus/(Deficit)
$(-205,689)
• Upgrade Kiosk Areas;
Est. annual saving on
05/06
• Increased Shade Structures.
$82,440
(MAPPS) = $2.0m
Redirection or staged to
benefit development.
PSDM Report – July 2007
64
A TTACHMENT B: PSDM R ECOMMENDATION S UMMARIES
BERESFIELD SWIMMING CENTRE PSDM CONCEPT PLAN
PSDM Report – July 2007
65
A TTACHMENT B: PSDM R ECOMMENDATION S UMMARIES
13. STOCKTON SWIMMING CENTRE 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.
$Nil
Status Quo
Estimated Costs:
Ongoing to 2012
• 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.
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.
Continuation of
operational funding and
MAPPS cyclical
maintenance.
• 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.
14. 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.
Estimated Costs:
• Ensure the proposed design and operation of the new facility is
consistent with key components of the then current community
expectations and need.
Stage 2: $1,980,427
Stage 1: $8,154,049
Note exclusions as per
Medium = 4 to 6 years
or staged earlier if
funding or project
partners are identified.
NA&LC and Mayfield
Community/ Leisure Hub
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;
• Differentiates Stockton from the other 4 pools and develops it as
a district facility;
Estimated Annual
Income
• Upgrade existing Toddler pool;
• Stage 1 delivers year-round swimming venue and aquatic
programs;
$622,528
• 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;
• 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
Expenditure
$761,281
Estimated
Surplus/(Deficit)
(-$138,752)
Est. annual saving on
05/06 = $79,840
• Dry Program space (upstairs);
MAPPS = $1.7m
• Stairs and lift
Redirection or staged to
benefit development.
PSDM Report – July 2007
66
A TTACHMENT B: PSDM R ECOMMENDATION S UMMARIES
STOCKTON SWIMMING CENTRE PSDM CONCEPT PLAN
PSDM Report – July 2007
67
A TTACHMENT B: PSDM R ECOMMENDATION S UMMARIES
14. WALLSEND SWIMMING CENTRE 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.
• Adoption of the Draft Plans and facility mix rationale provides
guidance for the current and future planning of the Wallsend
Swimming Centre.
$Nil
Status Quo
Estimated Costs:
Ongoing to 2012
• Adoption of the swimming centres future positions Council to
actively seek project partners and apply for capital funding
(including a staged development approach).
16. Continue to operate, maintain and develop the
Wallsend Swimming Centre in accordance with
proposed Facility Mix and site plan;
• Wallsend is the ‘youngest’ of the five pools and will be needed to
compensate for NA&LC during renewal period 2009 – 2011;
17. Investigate the development options that may
exist with project partners including Callaghan
College – Wallsend (NSW Education Dept) and
Lake Macquarie City Council;
• Anticipate incremental operating cost increases during NA&LC
renewal;
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.
• Business Case is may be ‘border line’ when NA&LC is factored
into future financial models;
Estimated Costs:
• The Wallsend Swimming Centre is 6km by road (est. travelling
time 9 min) to the proposed Regional NA&LC;
Note exclusions as per
• Creation of any significant facilities at Wallsend will compete and
impact on NA&LC in adjoining suburb;
Community/ Leisure Hub
• Minor capital upgrades in line with current MAPPS etc;
Continuation of
operational funding and
MAPPS cyclical
maintenance.
• Needs revisiting after 2012;
• The Wallsend catchment is forecast to grow by 13 % to 38,349
persons by 2011.
$5,211,366
NA&LC and Mayfield
Low = 7 to 10 years or
staged earlier if funding
or project partners are
identified.
• Facilitate the development of the Wallsend Swimming Centre as
per the facility mix outlined as Council’s final PSDM priority.
Key Facility Mix Components
Key Program Deliverables
Financial Summary
• Retain and heat 50 metre heated outdoor pool
with flip up bulkhead;
• Targeting Wallsend and environs but specific emphasis on:
(MAPPS) Capital Works
that could be redirected
to redevelop Wallsend
Swimming Centre
Facility Mix = $2.1 m
•
All Newcastle Youth;
• Add Youth “Xtreme feature pool;
•
Families and Toddlers;
• Beach Volleyball Courts and Informal ‘kick-a-bout’
spaces or the like;
•
Fitness Swimming
• 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.
PSDM Report – July 2007
• 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.
68
A TTACHMENT B: PSDM R ECOMMENDATION S UMMARIES
WALLSEND SWIMMING CENTRE PSDM CONCEPT PLAN
PSDM Report – July 2007
69
Warranties and Disclaimer
Strategic Leisure Pty Ltd (trading as the Strategic Leisure Group) has prepared the
Newcastle City Council Pool Service Delivery Model 2007 and associated Concept
Plans as an indicative strategy for the development of the Newcastle City Council’s
future swimming centres.
The information contained in this report is provided in good faith. While the Strategic
Leisure Group has applied its own experience to the task, we have relied upon
information supplied to us by other persons and organisations engaged in the
delivery of similar aquatic sport and recreation activities.
We have not conducted an audit of the information provided by others but have
accepted it in good faith. Some of the information may have been provided
‘commercial in confidence’ and as such, these venues or sources of information are
not specifically identified.
Readers should be aware that the preparation of this report has necessitated
projections of the future that are inherently uncertain and that our opinion is based on
the underlying representations, assumptions and projections detailed in this report.
There will be differences between projected and actual results, because events and
circumstances frequently do not occur as expected and those differences may be
material.
We do not express an opinion as to whether actual results will approximate projected
results, nor can we confirm, underwrite or guarantee the achievability of the
projections as it is not possible to substantiate assumptions which are based on
future events.
Accordingly, neither Strategic Leisure, nor any member or employee of Strategic
Leisure, undertakes responsibility arising in any way whatsoever to any persons other
than Newcastle City Council in respect to the preparation of this report, for any errors
or omissions herein, arising through negligence or otherwise however caused.
PSDM Report – July 2007
70