Tredwell Management Copper Coast Sports and Leisure Centre Master Plan P a g e

Transcription

1 1 P a g e

2 Table of Contents 1. INTRODUCTION/BACKGROUND Project Scope and Requirements Methodology Methodology Table and Proposed Timeline REGIONAL OVERVIEW District Council of the Copper Coast Kadina Demographic Profile Demographic Summary Age/Population Profiles: Wider Catchment Market BENEFITS OF SPORT AND RECREATION Potential Benefits for Kadina PARTICIPATION TRENDS Local Context State Context National Context Summary of Tables Megatrends STRATEGIC CONTEXT Strategic Documents Strategic Document Flowchart CURRENT CENTRE USAGE Copper Coast Sport and Leisure CURRENT AND/OR POTENTIAL USER GROUPS CONSULTATION FINDINGS NEEDS ANALYSIS Individual User Groups Community Needs Opportunities and Constraints Matrix DESIGN CONSIDERATIONS Design Logic Accommodation Schedule MASTER PLAN DESIGN OPTIONS Concept Plan - Option Concept Plan - Option Concept Plan - Option Summary of Options Concept Plan and Elevations P a g e

3 12. FINANCIAL ANALYSIS Operational Performance Summary of Operating Scenarios Best Case Scenario Likely Scenario Worst Case Scenario IMPLEMENTATION PLAN RISK MANAGEMENT PLAN FUNDING OPPORTUNITIES RECOMMENDATIONS P a g e

4 1. Introduction/Background The Copper Coast Sports and Leisure Centre located on Doswell Terrace, Kadina is owned by the District Council of the Copper Coast and managed by Belgravia Leisure. The Centres main users are the Fitness Centre (600+ members), Basketball (700+ members), Netball, Tennis and Kadina High School. Other activities include; futsal, sport aerobics, children activities and vacation care. The recent growth in the usage of the centre is resulting in a push for ad hoc change to occur, which if allowed to continue in an uncontrolled manner could result in increased future reinstatement and maintenance costs. Therefore, before any change occurs, it is important that a plan is developed so that the changes can be implemented in a systematic and cost effective way. The Basketball Association is seeking the construction of an additional three undercover courts, which could ensure the centre is suitable for regional and state events. The Council currently does not have the budget to fully fund any redevelopment and therefore this project aims to prepare all the necessary documentation for a grant application. Image 1: Current Copper Coast Sports and Leisure Centre 4 P a g e

5 1.1 Project Scope and Requirements The aim of the project is to prepare a Master Plan for the Sports Centre to enable a future RDA or other suitable grant application for its development into a regional centre. This master plan will provide a framework for future development of the site. It will be a strategic plan that determines the location, scale and type of developments that could occur at the site. The master planning process will include reviewing the existing physical conditions, analysing site issues and developing an agreed strategic plan for the site. Consulting with all necessary stakeholders will then assist in determining a series of agreed design outcomes. The following is a summary of the key requirements of the project: Documented public consultation Site plans and elevations suitable for a development application Identifying economic and social benefits Certified cost estimates Business Case incorporating the scope and outputs of the project o Management Modeling o Financial Modeling Asset and Operational strategies (incl. 5 year financial projections) Cost/benefit analysis o Risk Management Assessment Project Management Plan Identify partnership funding from stakeholders Deliver a final report in both electronic and hard copy Sport in the Copper Coast region is of high importance, many local residents play multiple sports over the summer and winter seasons. Basketball is one of the most popular sports in Kadina and surrounding areas and with a 700 strong membership base justifies at face value an increase in indoor space. However the cost of developing such a significant addition (3 courts) is in the millions of dollars and therefore a prudent analysis and preparation of a business case is a necessary first step. Preparing the business case in line with key funding body requirements such as Regional Development Australia and the Office for Recreation and Sport is a fundamental step in providing the best opportunity to receive external funding. 5 P a g e

6 1.2 Methodology This methodology has been developed to ensure that the project incorporates relevant consultation, research and planning processes while meeting the brief requirements. The Team understands the importance that timely and effective consultation plays in ensuring that a diligent business case & associated plans are prepared. The five stage methodology proposed will ensure that all of the project requirements outlined in the project brief are addressed. The five stages are: Stage 1: Start-Up and Current Situation Analysis Stage 2: Key Stakeholder Consultation Stage 3: Needs Analysis & Site Options Stage 4: Draft Master Plan Stage 5: Finalise Master Plan The Methodology for each of these stages is discussed in detail below including the key outputs that will be produced from each Stage. Image 2: Current Copper Coast Sports and Leisure Centre 6 P a g e

7 1.3 Methodology Table and Proposed Timeline Table 1: Methodology and proposed timeline Stage 1. Start-Up and Current Situation Analysis 2. Key Stakeholder Consultation Key outputs Initial start-up meeting and discussions with key stakeholders Site tour (check basic site dimensions, levels and conditions) Summary of Literature Review Findings Stakeholder interviews Summary of consultation findings report including a succinct survey findings report 3. Needs and Options Analysis Opportunities and Constraints Matrix Confirmation of current and future basketball/indoor facility needs, trends and demands. Identification of development options (high level block plans); Confirmation of required facility elements including an accommodation schedule Substantiated selection of preferred scenario Progress meeting to present the findings and receive feedback 4. Draft Master Plan Business Case A high level concept master plan including stadium and associated infrastructure High level site plans, floor plans and indicative elevations Order of cost estimate Asset Management and Operations Plan Project Management Plan Risk Management Plan Identification of potential funding sources Feedback from Project Manager/Steering Committee 5. Finalise Master Plan Finalised Master Plan 7 P a g e

8 2. Regional Overview 2.1 District Council of the Copper Coast The District Council of the Copper Coast is on the north western section of the Yorke Peninsula. The District Council of the Copper Coast covers 773km 2 and has an approximate population of 13,000 permanent residents with roughly 100,000 visitors to the region annually. The local population has seen gradual growth in recent times and is expected to increase by 7% over the next decade. The District Council of the Copper Coast covers many small townships including Port Hughes, North Beach, Moonta Bay and Paskeville. However, the three main urban areas within the council are Wallaroo, Moonta and Kadina, with Kadina being the largest of the three. Image 3: District Council of the Copper Coast 8 P a g e

9 2.2 Kadina Kadina is located 148km out of Adelaide and has roughly 3,000 residents. This makes it the largest town on the Yorke Peninsular and also indicates why it is seen as the central hub (in terms of employment, housing and shopping) for the thriving agricultural community of the Copper Coast. Agriculture is the main source of employment within the area yet it is not the sole industry of the region. Recent times have seen a healthy growth in industries such as mining, manufacturing and fishing, other strong industries in the area include retail and tourism. The town of Kadina was first settled by Cornish miners in 1859 who actively mined the natural copper deposits in the area. Today the town of Kadina holds the Kernwek Lowender (Cornish festival) every second year to celebrate its past. This festival is the largest of its kind (world-wide) and has been held every second year since It is this rich history that has led many to refer to the Copper Coast as being Australia s little Cornwell. A well-known feature of Kadina is Victoria Square. This square is popular due to its well shaded parkland, BBQ facilities, old rotunda (which is regularly used), public amenities and also the fact that this is the location of the monthly rotary markets. Sport and recreation in Kadina is prominent with numerous sporting codes and facilities including the Kadina Football Club, Kadina Cricket Club, Kadina Bowling Club, Northern Yorke Peninsular Little Athletics Centre, Motocross Club, Kadina BMX Club and the Kadina Golf Club. However, the most prominent sporting facility in Kadina is the multi-use Copper Coast Sports and Leisure Centre which includes fitness facilities, indoor and outdoor courts utilised for basketball, tennis, netball, futsal and clubroom facilities. Image 4: Locations in Kadina 9 P a g e

10 2.1 Demographic Profile To inform the likely need and demand for the use of the proposed development of the Copper Coast Sport and Recreation Centre facility it is necessary to analyse the demographic profile of the likely facility catchment areas. The following tables analyse the townships of Kadina (due to the location of the centre in Kadina), Wallaroo (due to its proximity to Kadina and population) and also the wider District Council of the Copper Coast (due to this council encompassing the target catchment area for the developed centre). It should be noted that the regional nature of the facility also attracts participants from outside these areas from communities such as Bute and Maitland. The key findings from this demographic data and analysis are outlined on the following page in table P a g e

11 Table 2: Summary of Demographics for Kadina, Wallaroo, District Council of the Copper Coast and South Australia Area Kadina Wallaroo District Council of the Copper Coast South Australia Total population 2,938 3,227 12,949 1,596,572 Population Breakdown 48.8% were male and were 51.2% female 49.6% were male and were 50.4% female 49.1% were male and were 50.9% female 49.3% were male and were 50.7% female 1.1% were indigenous 2.6% were indigenous 2.1% were indigenous 1.9% were indigenous Family Demographics 796 families in total 34.5% were couple families with children 936 families in total 27.8% were couple families with children 3,688 families in total 31.5% were couple families with children 430,250 families in total 41.5% were couple families with children 49.0% were couple families without children 54.8% were couple families without children 52.5% were couple families without children 40.6% were couple families without children 15.6% were one parent families 15.9% were one parent families 14.9% were one parent families 16.3% were one parent families 0.9% were other families 1.5% were other families 1.1% were other families 1.6% were other families Employment 1,244 people over 15 were labour force 1,184 people over 15 were labour force 5,185 people over 15 were labour force 784,328 people over 15 were labour force 55.2% were employed full time 47.9% were employed full time 50.5% were employed full time 56.7% were employed full time 32.2% were employed part-time 36.7% were employed part-time 35.6% were employed part-time 31.6% were employed part-time 6.8% were employed but away from work 6.3% were employed but away from work 7.2% were employed but away from work 6.0% were employed but away from work 5.8% were unemployed 9% were unemployed 6.7% were unemployed 5.7% were unemployed Common Industries of Employment Managers 16.3% Professionals 14.6% Technicians and Trade Workers 13.1% Labourers 17.6% Managers 13% Technicians and Trade Workers 13% Technicians and Trade Workers 16% Labourers 14.5% Managers 13.2% Professionals 19.6% Clerical and Administrative Workers 14.4% Technicians and Trade Workers 14.1% Sales workers 12.6% Labourers 12.5% Community and Personal Service Workers 12.4% Professionals 11.5% Professionals 12.7% Community and Personal Service Workers 11.7% Managers 12.6% Labourers 11.1% Income The median weekly personal income for people aged 15 years and over was $455. The median weekly personal income for people aged 15 years and over was $380. The median weekly personal income for people aged 15 years and over was $398. The median weekly personal income for people aged 15 years and over was $534. Median household income $779 Median household income $700 Median household income $749 Median household income $1, P a g e

12 2.2 Demographic Summary From the demographic profile provided in table 2 a number of conclusions can be drawn about the potential catchment population of a well-developed Copper Coast Sports and Leisure Centre. A key point to acknowledge about the summary demographics is that amongst the four areas identified (Kadina, Wallaroo, the District Council of the Copper Coast and South Australia) the variation in key statistics is generally relatively low. The total populations of Kadina and Wallaroo show a slight variation with Kadina having 2,938 residents and Wallaroo having 3,227. Of the two locations Wallaroo hosts the majority of residents, but what is interesting is that the total combined population of the two towns (Kadina and Wallaroo) makes up 48% of entire population of the District Council of Copper Coast which is 12,949. The indigenous population of Kadina is low (1.1%) when compared to Wallaroo and the District Council of Copper Coast which have indigenous populations of 2.6% and 2.1% respectively. This indicates that the areas around Kadina have a higher than average proportion of indigenous inhabitants when compared to the rest of the state, yet Kadina itself has slightly lower than average indigenous inhabitants. In Wallaroo only 27.8% of couples had children and when compared to Kadina (34.5% of couples with children), the District Council of Copper Coast (31% of couples with children) and South Australia (41.5% of couples with children) this is a relatively low percentage. Kadina has a greater number of families with children amongst the community in comparison to neighbouring Wallaroo and the wider District Council of Copper Coast but this is not the case when comparing to South Australia as a whole. The income statistics directly affect the disposable income, and it is disposable income that is spent on products such as gym membership and sport/leisure centre membership so this is an important statistic. The median weekly personal income (for people 15+ years) was $455 for Kadina, $380 for Wallaroo, $398 for the District Council of Copper Coast and $534 for South Australia. This indicates that residents of Kadina are more likely to have disposable income to spend on discretionary items such as gym/recreation centre memberships when compared to neighbouring Wallaroo and the wider District Council of Copper Coast. This is further supported by the median household income statistics which indicates a figure of $779 for Kadina residents, $700 for Wallaroo and $749 for the wider District Council of Copper Coast. It is important to note that Wallaroo, Kadina and the District Council of Copper coast all have a much lower median household income than that of South Australia which is $1,044. This indicates that the surrounding area of the Copper Coast Sports and Leisure Centre generally has a lower income compared to the rest of the state and furthermore that pricing of facility services will be an important factor moving forward. 12 P a g e

13 2.3 Age/Population Profiles: The median age of Kadina is 45, with the majority of the population (23.2%) belonging to the age bracket of 65+. The following two best represented age brackets are between (14.1%) and (12.9%). This indicates that Kadina is very much an aging population. The median age for the entire District Council of Copper Coast is 47, this is slightly higher than that of Kadina (+2 years). The majority of the population within the District Council of Copper Coast fall into the 65+ age bracket (24.2%). The following two best represented age brackets are between (15.8%) and (13.9%). This is very similar to the age spread seen in Kadina, and further indicated the importance of recreational facilities that are able to support the needs of an aging community. The median age of South Australia is much lower than any other represented area at 39 years of age. This is 11 years less than wallaroo, 8 years less than the District Council of Copper Coast and 6 years less than Kadina. What this indicates is that, in general, the areas surrounding the Copper Coast Sports and Leisure Centre are likely to contain a higher proportion of older people. This should be taken into account in terms of facility design and future program planning for the redeveloped centre. A point that can be drawn from this is that the proposed developments to the Copper Coast Sports and Leisure Centre, if done correctly, could be used to encourage younger families to visit or move permanently to the Copper Coast, lowering the average age of the area. Table 3: Age Profiles for Kadina, Wallaroo, District Council of Copper Coast and South Australia 1 Kadina Wallaroo District Council of Copper Coast South Australia No. of People % of Total No. of People % of Total No. of People % of Total No. of People % of Total 0 4 Years % % % 96,143 6% 5 14 Years Years Years Years Years Years % % % 190, % % % % 208, % % % % 202, % % % % 216, % % % % 224, % % % % 199, % 65 + Years % % % 257, % Median Age ABS Census Data P a g e

14 The District Council of Copper as an area has experienced steady growth since Since this time there has been an average population growth of approximately 1,000 individuals every 5 years. This means if population growth was to continue at its current rate then a 7% growth in population over the next years can be expected. Table 4: Past and predicted populations for Copper Coast Males 4,826 5,172 5,836 6,427 6,934 7,432 7,924 Females 5,057 5,374 5,971 6,541 7,003 7,482 7,947 Total 9,883 10,546 11,807 12,968 13,937 14,914 15,871 If we were to compare this rate of growth to the South Australian statistics, we would find that recent figures from the Australian Bureau of Statistics indicate that the population of South Australia grew by 1% (equivalent to 16,500 individuals) in Therefore over a year period, if growth rates were to remain stable, the South Australian population could be expected to grow by roughly 10-15%. Even though this is potentially double that of the expected 7% growth rate of the Copper Coast s population, it is important to note that the fact that the Copper Coast is likely to maintain steady growth over the next is positive. This is due to the fact that many population bases in rural and regional localities in South Australia are in decline or showing minimal growth. A further encouraging statistic for population growth in the Copper Coast is that 53% of its current permanent residential population have moved there since the year , this indicates that the majority of the population is relatively new to the area. This is beneficial for the Copper Coast as large number of recent arrivals could encourage more individuals/families to follow suit as the Copper Coast becomes known as a popular area to reside. 2 Hugo and Harris (2012), Survey of non-resident and resident ratepayers of the District Council of the Copper Coast, The University of Adelaide. 14 P a g e

15 2.4 Wider Catchment Market It is important to note that current and potential users of the Copper Coast Sport and Leisure Centre (CCSLC) are not limited to residents of the Copper Coast. Users of the current facility reside in a number of locations across Yorke Peninsular and are known to come from as far south as Yorketown or Edithburgh or as far north as Port Pirie (see figure 1). This greatly increases the potential market for a newly developed CCSLC with the population of the Yorke Peninsular alone being composed of roughly 24,000 individuals. The development of the CCSLC would not only benefit/service the individuals within the Copper Coast but also the wider Yorke Peninsular Population. Key: Copper Coast Sports & Leisure Centre Potential Catchment Population Figure 2: Potential Catchment of the CCSLC 15 P a g e

16 3. Benefits of Sport and Recreation Recreation and sport provides a wide range of benefits to individuals and communities that have been identified through numerous university and government research reports and studies. These factors can be important contributors to quality of life with individuals benefiting from: Improved physical and mental health Positive self-esteem and confidence Increased social interaction and support Sense of achievement Skill development Challenge and competition Achievement and leadership Image 5: The Benefits of Sport and Recreation At a broader level the community benefits socially, economically and environmentally. Socially through Improved personal and societal health and well-being Increased community pride Social inclusiveness Safer communities through reduced anti-social and criminal behaviour Economically through Employment in the industry and associated industries Economic benefits of sport and recreation tourism such as special events Reduction in health care-costs Environmentally through Increased understanding of the environment, particularly through trail based activities Protection of environmentally significant flora and fauna within recreation areas (open spaces, coast, rivers, open spaces, natural reserves etc) 16 P a g e

17 3.1 Potential Benefits for Kadina By developing the Copper Coast Sports and Leisure Centre the town of Kadina would be providing additional sport and recreation opportunities resulting in a net benefit for the local and surrounding communities. The direct benefits would include the ability for Kadina to host major events for basketball, netball, indoor soccer, volleyball etc., the ability to centralise current local facilities such as the showgrounds facilities. Increased participation at the centre itself, job creation throughout the development, increased sense of community pride and a healthier local community. Indirectly the town of Kadina may benefit further from the development of the Copper Coast Sports and Leisure Centre by increasing awareness of the town and thus potentially increasing the number of visitors/tourists. More tourists should lead to an increase in the number of customers for local businesses which in turn increases the local economy and supports the local community. Image 6: Community Benefits 17 P a g e

18 4. Participation Trends To assist in gauging the level for the future use of the Copper Coast Sports and Leisure Centre it is necessary to have an understanding of a series of sporting and recreation participation trends and facts. These include people s participation rates in relevant sport and recreation activities (i.e. swimming, basketball, netball, weights training etc.). 4.1 Local Context The residents of the District Council of Copper Coast are regularly involved in sport and recreational activities. The table below (table 5) highlights the most popular sport and recreational activities within the district. The most popular activity was fishing with 19.1% involvement, followed by swimming (13.8%), boating (11.5%), lawn bowls (10.4%) and fitness (10.1%). The most popular indoor sporting activities were netball with 3.9% involvement and basketball with 3.6% involvement. The sport/recreational activities that are highlighted in bold all can take place in an indoor recreation and aquatic facility. Table 5: Resident use of sport and recreation activities in DC of Copper Coast 3 Sport/recreational activity Number ( 000) Precent (%) Fishing Swimming Boating Lawn bowls Fitness Golf Football Netball Basketball Cricket Tennis Sailing Soccer (outdoor) Other Total Hugo and Harris (2012), Survey of non-resident and resident ratepayers of the District Council of the Copper Coast, The University of Adelaide. 18 P a g e

19 4.2 State Context Sport and recreation participation in South Australia has been steadily increasing. Pursuits such as walking and aerobics/ fitness lead the way and have experienced the greatest percentage increase in the last 5-6 years, probably due to increased awareness of the need to exercise and keep fit. Other less conventional sporting and recreational pursuits that have enjoyed popularity include dancing, martial arts and weight training which are all activities that are offered at indoor recreation facilities. Participation rates are highest amongst year olds and as a general rule gradually decline with age. 16.5% of all South Australians participated in physical activity organised by fitness, leisure and indoor sports centres in SA in Once again the age bracket dominated these participation statistics (at over 28% participation for leisure centre based activities). Some of the following information that has been used is sourced from the Exercise Recreation and Sport Survey (ERASS) which is conducted on an annual basis by the Australian Sports Commission in conjunction with the State and Territory governments. The survey is conducted at a national and state level, however data at a more localised level is not readily available therefore the SA state based information has been used. Table 6 (on the following page) is a representation of sport and recreation participation in South Australia, from , for selected sports/ activities relevant to indoor recreation facilities. The total participation rate is the number of persons who participated in the activity at least once in the last 12 months expressed as a percentage of the population aged 15 years and over. The relevant sports/activities are listed in order of popularity with the activity with the highest popularity listed first (i.e. Aerobics/fitness). 19 P a g e

20 Table 6: Indoor Sports Participation in South Australia No. 000 Rate % No. 000 Rate % No. 000 Rate % No. 000 Rate % No. 000 Rate % Aerobics/ Fitness Netball Weight Training Basketball Martial Arts Dancing Indoor Soccer Table Tennis *12 *0.9 *11.5 *0.9 Badminton *9.3 *0.7 *11 *0.8 Squash *7.7 *0.6 Roller Sports *4.9 *0.4 *2.7 *0.2 *Estimate has a relative standard error of between 25% and 50% and should be used with caution When analysing the data in is noted that the participation in aerobics/ fitness activities increased from 222,600 (in 2006) to 319,000 (in 2010), this is an increase of 43%. Other sports to experience a significant increase in participation over the 5 year period include netball (up 21%) and martial arts (up 18%). Weight training, basketball and indoor soccer have fluctuated in participation rates over the five years. Whereas roller sports, squash, badminton and table tennis have lower participation rates and these sports have not seen significant changes in their activity levels. 20 P a g e

21 In South Australia a higher proportion of people from the younger age groups (i.e ) attend fitness, leisure and indoor sports centres than older age groups, although it is important to note that older age groups are still significant markets for indoor centres (See Table 7). From this table we can see a strong correlation between and increase in age and a decrease in participation rate, the only age bracket that differing from this trend is the age bracket which shows an increase of 0.2% in participation from the previous age bracket of Table 7: Fitness and leisure participants total participation in physical activities organised by fitness, leisure and indoor sports centres for South Australia 4 Age Groups Participation% 15 to % 25 to % 35 to % 45 to % 55 to % 65 and over 7.7% Table 8 (over the page) shows both the number of participants and the associated participation rates for the most popular sports in South Australia for 2010, the table also shows how well those sports were represented in both Sports/activities that are likely to be catered for in the re-developed Copper Coast Sports and Leisure Centre are in bold. The total participation rate is the number of persons who participated in the activity at least once in the last 12 months expressed as a percentage of the surveyed population aged 15 years and over. Analysis of the data (in table 8) reveals that recreation centre based activities including aerobics/fitness, weight training, basketball, netball, tennis, gymnastics and swimming all feature in the most popular sports in SA for This highlights the need to accommodate such activities in any future development of the Copper Coast Sport and Leisure Centre. A further point that can be drawn from the table is that non-organised, often individual activities dominate the participation statistics with walking, aerobics/ fitness, cycling, swimming and running making up the top 5, with golf, fishing and weight training also in the top activities. A number of these activities are provided for within indoor recreation and sporting facilities again highlighting the need to provide quality indoor recreation and sporting facilities. Organised (traditionally indoor) team sports such as netball and basketball have strong participation rates, both featuring in the most popular activities 4 ERASS Data P a g e

22 Table 8: Popular Sports (outdoor inclusive) in South Australia in 2009/ Number Of participants 000 Participation rate % Number Of participants 000 Participation rate % Walking Aerobics / Fitness Cycling Swimming Running Tennis Netball Australian Rules Football Cricket (Outdoor) Basketball Baseball 3.1** 0.2** 3.9* 0.3* Gymnastics 2.0** 0.2** 4.7* 0.4* Weight training N/A N/A N/A N/A Fishing N/A N/A N/A N/A Golf N/A N/A N/A N/A * Estimate has a relative standard error of between 25% and 50% and should be used with caution. ** Estimate has a relative standard error greater than 50% and is considered too unreliable for general use. 5 ERASS Data P a g e

23 4.3 National Context Within the national context, South Australia has the second lowest (62.3%) overall participation rates in sport and recreational activities (see table 8). The lowest ranked state in terms of overall participation is Queensland with 61.9% of the population involved in sport and recreation activities. In comparison the highest rates of participation are seen in the ACT with an average participation rate of 80.3%, this is 18% higher than South Australia. South Australia is also one of the few states (the others being Tasmania and the Northern Territory) that has a higher participation rate from females compared to males, 64.3% to 60.3% respectively. Table 9: Participants in Sport and Recreation in Australian States and Territories Number of participants ( 000) Participation Rate (%) State or territory males females persons males females persons New South Wales Victoria Queensland South Australia Western Australia Tasmania Northern Territory Australian Capital Territory ABS Data 2011/12 23 P a g e

24 In the national context, there are two sporting/recreational activities that rank highest (in terms of participation) for both male and female participants (see table 9). These activities are walking for exercise and fitness/gym. However, it is important to note that they are not the only two sport/recreational activities that are common within the top ten for both males and females. Other common activities amongst the sexes included Swimming/diving, jogging/running, cycling/bmxing and tennis. Many of these activities are catered for in a modern sport and recreation facility. Other activities that can be facilitated by a modern sport and recreation centre that featured in the top 10 for either males or females included yoga, basketball, netball, and dance/ballet. Table 10: National Participation in Selected Sports and Recreation Activities Number of Participants ( 000) Participation Rate (%) MALES Walking for exercise Fitness/gym Cycling/BMXing Jogging/running Golf Swimming/diving Tennis Soccer (outdoor) Cricket (outdoor) Basketball FEMALES Walking for exercise Fitness/gym Swimming/diving Jogging/running Cycling/BMX Netball Tennis Yoga Dancing/ballet Bush walking ABS Data 2011/ P a g e

25 The table below (table 10) compares the participation trends of Australian children for various sporting activities from 2006, 2009 and Table 11: Children s Participation in Sporting Activities in Australia 8 Participation in organised sports No. ( 000) Rate % No. ( 000) Rate % No. ( 000) Rate % Swimming Soccer (outdoor) Australian Rules football Netball Tennis Basketball Martial arts Cricket (outdoor) Gymnastics Rugby League Athletics, track and field Soccer (indoor) Hockey Other organised sports The rates of Australian children participating in sporting activities have increased in noticeably for a number of sports from 2006 to The main sports that illustrate this increase are Basketball (1.3% increase), Martial Arts (1.3% increase), Gymnastics (1.3% increase) and Outdoor Soccer (1.1% increase). An increase of 1.1 to 1.3% in participation rates can indicate an increase of tens of thousands in the number of children participating. For example the participation rate increase in Gymnastics (of 1.3%) represents an increase of an additional 41,200 children participating in the sport. Not all sporting activities are showing increases in rates of children participation. Some of the sporting activities that show decreases in participation from 2006 to 2012 include Hockey (0.3 % decrease), Indoor Soccer (0.5% decrease), Rugby League (0.3% decrease), Cricket (0.7% decrease) and Netball (0.5% decrease). The largest decrease by far is seen in the other organised sports category where there has been a decrease of 15.3% in the participation rates of children from 2009 to 2012, this represents a decrease of 403, 300 children participating in other organised sports. 8 ABS 2006, 2009, P a g e

26 4.4 Summary of Tables The residents of the District Council of Copper Coast are regularly involved in sport and recreational activities. The most popular indoor sporting activities were netball with 3.9% involvement and basketball with 3.6% involvement In South Australia walking and aerobics/ fitness lead the way in terms of the most popular sport and recreational activities as they have experienced the greatest percentage increase in the last 5-6 years, probably due to increased awareness of the need to exercise and keep fit. Other less conventional sporting and recreational activities increasing in popularity include dancing, martial arts and weight training which are all activities that are offered at indoor recreation facilities. Participation rates are highest amongst year olds and as a general rule gradually decline with age. In the national context, sport and recreational activities are becoming increasingly popular. On the National scale there are two sporting/recreational activities that outrank all others in terms of participation for both male and female participants; these activities are walking for exercise and fitness/gym, both are activities which can be undertaken in a modern indoor sport and recreation The rates of Australian children participating in sporting activities have increased in noticeably for a number of sports from 2006 to 2012 including Basketball (1.3% increase), Martial Arts (1.3% increase), Gymnastics (1.3% increase) and Outdoor Soccer (1.1% increase). 26 P a g e

27 4.5 Megatrends A recent report entitled The Future of Australian Sport (CSIRO/Australian Sports Commission) published in April 2013 identified six sporting megatrends that may redefine the Australian sport sector over the next 30 years. 1. A Perfect Fit 2. From Extreme to Mainstream 3. More than Sport 4. Everybody s Game 5. New Wealth, New Talent 6. Tracksuit to Business Suit The four main megatrends that are most likely to affect the Copper Coast Sports and Leisure Centre moving forward are a Perfect Fit, From Extreme to Mainstream, More Than Sport and Everybody s Game. A Perfect Fit refers to the trend of increasing popularity amongst individualised sport and fitness activities (yoga, gym, aerobics, jogging etc.). People are increasing becoming involved in individualised sport and fitness activities as they are generally living busier lifestyles and have less time for structured/organised sports, individual fitness pursuits allow people to align their fitness activities with their ever-changing weekly schedules. Image Figure 7: 3: Increasing Popularity popularity of of Individualised individualised Sport/Fitness sport/fitness activities From Extreme to Mainstream refers to the trend of Adventure, Lifestyle, Extreme and Alternative sports increasing in popularity. This is especially the case in younger individuals as they are more likely to be attracted to these forms of sport and recreation through generational change and increased awareness through online content (Facebook, YouTube and Twitter etc.). These sports are often characterised by a strong lifestyle element and participants often obtain cultural self- 27 P a g e

28 identity and self-expression through participation in these sports/activities. These sports are beginning to appear at the Olympic Games (e.g. BMX cycling). Everybody s Game refers to the trend of sports/recreational activities becoming more and more geared towards the ageing and more culturally diverse Australian population. This will change both the types of sports we play and how we play them, with indications that more and more Australians are embracing sport well into their old age. Australia is becoming more culturally diverse, and the population ages, the sports preferences of the nation are likely to change as a result. More than Sport refers to the trend of governments (at federal, state and local level) and companies increasing their utilisation of sport to achieve their policy objectives. Governments in particular are increasingly incorporating sport into various policies to tackle a range of issues from childhood obesity through to community wellbeing. Furthermore, local governments associated with marginalised communities are trending towards the utilisation of Sport as a means of building social capital within their community. Image 8: An Aging and Culturally Diverse Australia 28 P a g e

29 Current Mega Trends will affect the future of the Copper Coast Sports and Leisure Centre. If the centre does not respond to the major trends of the market place it runs the risk of providing a low level community service due to the fact that it only meets the needs of a declining portion of the community. This could potentially see attendances decrease which would place an increasing financial pressure on the facility. However, if the centre does respond proactively to the major market place trends and it evolves its service/facility provision to meet the needs of the surrounding community, the CCSLC opens itself to the prospect of increasing attendances/memberships and financial profitability. The following points identify key ways in which the CCLSC could respond to the current Mega Trends moving forward: A perfect fit (i.e. the rise of individualised activities) will require the Copper Coast Sports and Leisure Centre to provide greater space/facilities for personal fitness (weights, yoga etc.). This could be achieved by extending the gym and cardio space. From extreme to mainstream (i.e. the rise of Adventure, Lifestyle, Extreme and Alternative sports activities) will require the Copper Coast Sports and Leisure Centre to think outside of the square and may require the consideration of providing more alternative fitness programs, this may include programs such as cross fit, TRX fitness, mixed martial arts etc. Everybody s Game (i.e. the rise of culturally diverse and age tolerant activities) will require the Copper Coast Sports and Leisure Centre to further diversify what programs and facilities are offered at their centre. The provision of pool facility may meet the needs of this mega trend as a pool will provide opportunities for the elderly (i.e. aqua aerobics) and for individuals of all cultural backgrounds via learn to swim programs. Further opportunities exist in the provision of sports that are more popular internationally (i.e. badminton, volleyball). More than Sport (i.e. the increase in governments/companies utilising sport and recreation to achieve policy objectives) will require the Copper Coast Sports and Leisure Centre to be proactive in its promotion to local companies and all levels of government. Centre management should encourage talks to align strategic goals and directions with those of government (in terms of sport, recreation and community health/wellbeing). This could potentially solidify the Copper Coast Sports and Leisure Centre as a key community facility moving forward as well as raising its profile amongst the local community. 29 P a g e

30 5. Strategic Context To develop an understanding of the specific strategic directions relevant to the District Council of the Copper Coast, information was reviewed and sourced from the following documents; The Office for Recreation and Sport Strategic Plan ( ) The District Council of the Copper Coast Business Plan ( ) Yorke Regional Recreation Sport and Open Space Strategy (2004) The District Council of the Copper Coast Strategic Plan Moving Towards 2022 ( ) The District Council of the Copper Coast Long Term Financial Plan (2012/ /22) Copper Coast Development Plan (2012) The District Council of the Copper Coast Disability Discrimination Act, Access and Inclusion Action Plan ( ) 5.1 Strategic Documents The following extracts from the above listed documents are seen as highly relevant to the future direction and operation of the proposed Copper Coast Sport/Recreation/Community Centre; 1) The Office for Recreation and Sport Strategic Plan ( ) This strategic plan outlines the focus of ORS for the next four years to deliver on the Government s Strategic Plan Target 83 Sport and recreation: Increase the proportion of South Australians participating in sport or physical recreation at least once per week to 50% by The following are key strategies that relate to the proposed development of the Copper Coast Sports & Leisure centre: 2.2 Implement a sports hub approach to the development of shared local and regional facilities. 2.4 Contribute to the development of strategic community sport and active recreation infrastructure. 2) The District Council of the Copper Coast Business Plan ( ) Council s Business Plan Our Community links the strategies contained in the Strategic Plan Moving Toward 2020 to action statements, and is focussed on outcomes or elements of program responsibility and specific actions rather than the higher levels contained in the Strategic Plans objectives and goals. 30 P a g e

31 The following are key strategies that relate to the proposed development of the Copper Coast Sports & Leisure centre: 4.1 Sport & Recreation: To provide a diverse range of quality sporting venues with recreational opportunities for people of all ages and abilities Commit to the development of initiatives contained in the Yorke Peninsula Regional Recreational Sport and Open Space Strategy Plan Work with local sport and recreation groups to ensure the range of activities and venues provided is meeting the changing community needs Investigate the feasibility of a heated swimming pool in the Copper Coast. 4.2 Leisure: Increase accessibility, availability and enjoyment of open spaces for leisure Seek external funds to implement the findings of the Open Space Strategy Plan Ensure Council s planning and development objectives reflect the growth and demand of communities for leisure and open space Provide public places that are people friendly 3) Yorke Peninsula Regional Recreation Sport and Open Space Strategy (2004) The Strategy provides a strategic framework as well as specific directions for facilities and open space, and will assist the region s Local Councils and State Government to determine appropriate actions and priorities in the future. The following are key themes, strategies and actions that relate to the proposed development of the Copper Coast Sports & Leisure centre: Three themes have been identified to provide a framework for addressing the issues and priorities that are important to the region. The theme objectives are outlined below and the themes are further explained in the Background and Findings. Theme 1 Supporting Sport and Community Activity Maintain and increase participation in sport and community activity through strategic provision, planning, development and management, and through a commitment to sports development and activity projects. 1.1 Strategic Provision of Outdoor Sports Facilities Adopt practices that improve the effectiveness and efficiency of outdoor sports facilities across the region 31 P a g e

32 relating to provision, development, location, use and management. 1.2 Planning for Indoor and Aquatic Facilities Improve the quality and accessibility of existing facilities and plan for existing and additional facilities from a regional perspective. This will require appropriate planning and feasibility assessment Assess the demand for and feasibility of establishing an additional two full sized indoor courts linked to the Kadina Recreation Centre Assess the appropriateness and feasibility of establishing one or more indoor swimming pools in the region. Undertake this assessment from a regional perspective and consider opportunities for partnerships and subsidisation of a facility, e.g. by a resort, fitness centre, licensed club or hospital. 1.3 Sports Development Facilitate sports development through additional people resources, funding projects and communication opportunities. 1.4 Community Participation Initiatives Broaden and strengthen participation initiatives through additional projects and partnerships with the community and other organisations. Theme 2 Supporting Visitors and Informal Recreation Improve the quality of recreation open space and facilities and provide appropriate facilities and infrastructure to better support recreation by residents and visitors. 2.1 Enhancing Key Recreation Spaces Improve the quality and appeal of foreshore and key recreation areas to enhance recreation opportunities and strengthen tourism in the region. 2.3 Quality Recreation Facilities Enhance the provision of key recreation facilities including recreation boating facilities, playgrounds, youth facilities and golf courses to better cater for residents and visitors. Theme 3 Achieving Directions and Initiatives Aim to achieve the directions and initiatives by working together as a region, strengthening partnerships and committing available resources as appropriate. 3.1 Coordinated Regional Approach Adopt a regional approach to implementing and reviewing the Strategy Plan and to future planning for recreation, sport and open space. 3.2 Strengthening Partnerships 32 P a g e

33 Continue to encourage the involvement of the community in developing and managing facilities and programs and strengthen the partnerships in the community and with other organisations and the private sector. 3.3 Resourcing the Strategy Plan Reflect the Strategy Plan in other strategic plans and works programs, and pursue and guide grant funding to achieve the strategies and actions in the Strategy Plan. 4) The District Council of the Copper Coast Strategic Plan Moving Towards 2022 ( ) The Strategic Plan Moving Toward 2022 is the overarching framework for Councils suite of plans. The Council s Key Directions are contained in 5 objectives with complementary goals. Key strategies and responsibility for strategy delivery are also outlined. The following are key strategies within the plan that relate to the proposed development of the Copper Coast Sports & Leisure centre: 4.1 Sport and Recreation: To facilitate a diverse range of quality sporting venues with recreational opportunities for all ages and abilities Responsibility Community Services Performance Measures Percentage of budget allocated to maintaining sports facilities. The number of multi-club sporting complexes Percentage of community satisfaction with the parks, gardens, sport and recreation areas (and their use). 4.2 Leisure: Facilitate accessible, available and enjoyable open spaces for leisure. Responsibility Community and Infrastructure Services Performance Measures Number of people participating in sport as a percentage of overall population. Number of people who access and enjoy the existing open spaces as a percentage of overall population. Percentage of community satisfaction with the level of maintenance provided to parks, gardens, playgrounds and open spaces. 33 P a g e

34 5) The District Council of the Copper Coast Long Term Financial Plan (2012/ /22) The Long Term Financial Plan is a high-level summarised document towards the future Planning of Council s financial operations particularly in relation to key components such as rate movements, service levels to our community, major infrastructure asset replacement/renewal, loan indebtedness and internal cash reserves. This plan states that the Capital Expenditure for the replacement of recreation assets is $125,000 per year this will include works required at sporting ovals, reserves and recreation facilities. Playgrounds/picnic areas are allocated a further $30,000 per year. 6) Copper Coast Development Plan (2012) The Copper Coast Development Plan expresses the future development objectives and principals for the District Council of the Copper Coast The following objectives and principals relate to the proposed development of the Copper Coast Sports & Leisure centre: COMMUNITY FACILITIES Objective 1: To provide a range of community facilities: (a) designed for multi-purpose use; (b) which meet the demonstrated needs of the community; (c) readily accessible to the population they serve; and (d) assembled in suitable locations, and where appropriate, in association with local shops or educational establishments. PRINCIPLES OF DEVELOPMENT CONTROL 1 Community facilities should be conveniently located in relation to the population they are to serve. 2 Community facilities such as schools, churches and the like should be located together with complementary facilities and where possible should be capable of common use. 3 The scale and use of community facilities should be designed to minimise disturbance of the amenity of nearby residents. The location proposed for the construction of the proposed facility is appropriately zoned (with in the recreation (park lands) zone) and is consistent with the following objectives. Objective 1: A zone primarily comprising open space and providing facilities for a range of appropriate, active and passive recreational pursuits. Objective 2: A zone accommodating recreation, conservation and institutional uses which preserve and enhance the character and amenity of the land. Objective 3: A zone in which active recreational facilities and buildings are screened from adjoining roads and residential areas by landscaping. 34 P a g e

35 PRINCIPLES OF DEVELOPMENT CONTROL 1 The zone should accommodate open space, community development and facilities for a range of active and passive recreational pursuits. 2 Vehicle and pedestrian access to the parklands should be gained from a limited number of points and should not cause a disturbance to adjoining residential areas. 3 Development involving the clearance of native vegetation should not be undertaken. 4 Facilities should be integrated where possible to aid conservation of the existing natural environment. 5 Access roads, car-parking and facilities should be shared where safe and convenient. 6 Buildings and other structures should be low profile, using compatible building materials and finishes which are of a natural colour and texture. 7 Buildings, structures, footways and other dominant man-made elements should be screened with native vegetation so as to reinforce the zone's open character. 8 Hard surface play areas should be drained in a manner that does not cause flooding or soil erosion. 7) The District Council of the Copper Coast Disability Discrimination Act, Access and Inclusion Action Plan ( ) The District Council of Copper Coast s Access and Inclusion Action Plan has been developed in accordance with Council s Strategic Plan. It aims to ensure that the District Council of the Copper Coast provides fair and equitable access to services and facilities by people with disabilities. The following are key strategies and actions within the plan that relate to the proposed development of the Copper Coast Sports & Leisure centre: 5.2 Assess access for all when considering the community s recreation needs. 5.3 Improve access and equity principals in the development of strategies and Master Plans for recreation infrastructure. 5.4 Incorporate access and equity principals in the development of strategies and Master Plans for recreational infrastructure a) Planning, design and construction of all new council facilities for sports, leisure and arts to incorporate access and equity needs, and respond to legislative obligations of the DDA b) Youth facilities and recreational events can be designed, planned and delivered to a cross section of young people c) Facilities of young people to be accessible, safe and have appropriate levels of amenities to fulfil the needs of young people. f) Promote accessible recreational facilities as educational, rehabilitation and fitness opportunities for all. 35 P a g e

36 5.2 Strategic Document Flowchart The District Council of the Copper Coast Strategic Plan Moving Towards 2022 ( ) The Office for Recreation and Sport Strategic Plan ( ) The District Council of the Copper Coast Long Term Financial Plan (2012/ /22) Yorke Regional Recreation Sport and Open Space Strategy (2004) The District Council of the Copper Coast Business Plan ( ) Copper Coast Sports and Leisure Centre Master Plan (2013) The District Council of the Copper Coast Disability Discrimination Act, Access and Inclusion Action Plan ( ) Copper Coast Development Plan (2012) Figure 4: Strategic Document Location 36 P a g e