The Marion Sports & Community Club Master Plan - A Review

Transcription

1 Marion Sports Master Plan Report

2 Contents Acknowledgements 3 Vision Statement and Objectives 4 Executive Summary 5 Marion Sports and Community Club Master Plan 5 Master Plan Options 5 Consultation Findings 6 Stakeholder Preferred Master Plan 7 Club Marion Preferred Plan 7 Management Considerations 7 Conclusion 8 Introduction 9 The Site - Marion Sports and Community Club 10 Master Plan Options 11 Facilities 11 Traffic, Circulation and Parking 12 Stormwater 12 Services 12 Landscape and Urban Design 13 Planning 13 Cost Estimates 13 Option 1 Master Plan 14 Option 1 Costing 15 Option 1 - Staging Plan 15 Option 2 Master Plan 16 Option 2 Costing 17 Option 2 Staging Plan 17 Option 3 Master Plan 18 Option 3 Costing 19 Option 3 Staging Plan 19 Club Marion Upgrade Options 20 Club Marion Option A 21 Club Marion Option A Cost Estimate 22 Club Marion Option A Staging Plan 22 Club Marion Option B 23 Club Marion Option B Cost Estimate (Applicable to Options 1 and 2) 24 Club Marion Option B Staging Plan 24 Community Engagements and Findings on Options 25 Stakeholder Preferred Master Plan 28 Facilities 28 Traffic, Circulation and Parking 29 Stormwater 29 Services 29 Planning 29 Landscape and Urban Design 29 Preferred Master Plan Option 4 30 Preferred Master Plan Staging (Option 4) 31 Preferred Master Plan Cost Estimate (Option 4) 31 Club Marion Upgrade Stakeholder Preferred Option 32 Club Marion Preferred Staging (D) 33 Club Marion Preferred Option (D) Cost Estimate 33 Stakeholder Preferred Master Plan - Staging 33 CAPEX Cost Estimate Comparison 34 Management Considerations 35 Review of Existing Governance and Management Arrangements 35 SWOT Analysis of Existing Management Structures 35 Management Planning 35 Revised Governance and Management Structure 37 Indoor Multi-purpose Sports Facility and Indoor Bowls Centre Management 37 Recommended Indoor Multi-purpose Sports Facilities and Indoor Bowls Centre Management Structure 40 Funding and Grant Opportunities 40 Conclusion 41 Appendix A: Community Engagements and Findings Report on 3 Draft Options 42 Appendix B: Cost Estimate Reports 43 Appendix C: Schedule of Accommodation 44 Appendix D: Draft Program 45 Marion Sports : Preferred Master Plan Report September 2013, ref

3 Acknowledgements The Marion Sports Master Plan Consultant Team is led by Swanbury Penglase Architects in partnership with Tredwell Management Services. The following highlights the team members and the services provided: Master Planning: Swanbury Penglase, Tredwell Management Services Sport and Recreation Planning and Management: Tredwell Management Services Stakeholder Consultation: Tredwell Management Services Strategic and Business Planning: Tredwell Management Services Project Management: Synergy Project Management Landscape Architecture, Urban Design and Architecture: Swanbury Penglase Conceptual Facilities Planning and Asset Management: Swanbury Penglase Community Engagement and Planning: URPS. Traffic Planning: Murray F Young and Associates Stormwater and Civil Engineering: Tonkin Consulting Services and high level ESD assessment: Bestec Consulting Engineers Cost management services: Rider Levett Bucknall The Master Plan Report has been guided by the following: City of Marion staff: Sean O Brien, Project Leader Facility Development Alicia Clutterham, Team Leader Open Space and Recreation Planning Debra Baum, Project Support Officer Amy Liddicoat Project Leader Facility Development Dale Fitzpatrick, Team Leader Land and Property Brett Grimm Landscape Architect Peter Patterson Manager Open Space and Facilities Heather Montgomerie, Director Carolyn Jachmann, Unit Manager Risk Craig Clarke, Unit Manager Communications John Silverblade, Manager Strategic Assets Ray Barnwell, Manager Finance Con Theodoroulakes, Development Engineer Mark Griffen, Unit Manager Engineering Patrice Pearson, Community Engagement Coordinator Stakeholder Reference Group: Darryl Gray, Chairman, Marion Sports and Community Club Inc Terry Zajer, Manager, Marion Sports and Community Club Inc Mark Hubbard, Chief Executive Officer, Basketball SA Jeff Allen, Secretary, Marion Bowling Club Rick Davey, Marion Tennis Club Dr David Squirrel, Marion Croquet Club, Blind Sports, SA Lindy Raitigan, Glenelg Rebels Softball Club Chris Tobin, Over 60 s Cricket Club 3

4 Vision Statement and Objectives The Marion Sports and Community Club will be an accessible, multipurpose, high quality regional sports and community hub that will cater for the needs of the community for generations to come Objectives The Marion Sports and Community Club master plan objectives are: Be the leading destination for community sport and recreation activities in the inner south of Adelaide. Ensure optimal access to, and utilisation of, the facility by the community. Provide first class facilities that have the capacity to attract interstate or national competition. Aim for best practice in all aspects of facility design. Identify management structures that will achieve the outcomes for the user groups and the community. Develop facilities that have the potential to be functional and sustainable. Integrate the design into the broader planning for the City of Marion and surrounding urban landscape. Vision Statement 4

5 Executive Summary Marion Sports and Community Club Master Plan The Marion Sports and Community Facility Master Plan commenced in mid-2012, as part of Councils strategic direction to improve regional sport and community facilities across the Council area. The design brief for the site outlined a clear direction in developing the master plan proposals. The Master Planning should consider opportunities for increased playing fields and enhanced shared-use clubrooms, amenities and facilities with the aim to establish quality community and sports facility hubs that will meet present and future community needs. and Consolidate building structures and consider shared use facilities on the site where possible. The background Constraints and Opportunities analysis and preliminary consultation phase of the project was completed in December This together with feedback obtained through an intensive consultation process informed the development of 3 Master Plan Options and a fourth option was developed upon further consultation. Groups consulted in the consultation process included Community and Sporting Clubs, Peak Bodies, Council representatives and the local community. The options were developed by the consultant team to meet the brief and to ensure constructability and feasibility. They have been tested with regards to site planning, stormwater, traffic, environmental history, architecture, landscape, services infrastructure, management, costing,procurement and staging. Each option has slightly different characteristics and has been evaluated against the brief. Master Plan Options The three Master Plan options identified potential upgrades for the existing users and opportunities for incorporating additional sporting facilities through an expression of interest process (EOI). The proposals included options for the upgrade of Club Marion to better integrate the building as a community based facility and allow for future growth and integration as a central hub. The aim of centralising shared club and management facilities is to reduce the need for sporting clubs to have independent isolated facilities that create ongoing maintenance and management burdens on volunteer members and reduce overall operating costs. As identified in the background report and the needs analysis in late 2012; two of the existing facilities on the site (basketball and tennis) are identified as requiring urgent facility upgrades. Other facilities with the exception of Club Marion are in varying degrees of disrepair. The Master Plan options placed an emphasis on providing opportunities for these two codes so they could maintain a presence on the site to support their existing membership and promote future growth. As well as responding to these priorities the options address the following: The Croquet Club is a standalone club with generous facilities with good capacity but relatively low membership. The club does provide annual community and charity events; this is at limited times throughout the year, and could be provided in other facilities on site. The prominent location and juxtaposition to the main access and car parking suggested that a more intensive and in-demand sporting code would be better served in this location. Croquet greens have been reduced from 5 to 2 to better serve their capacity in two of the options with the third option promoting further efficiencies with shared use of the Lawn Bowling greens. The Lawn Bowls Club also operates as a standalone facility with a high membership base. The needs analysis identified that the club was willing to relocate the bistro service to Club Marion. The club will maintain a satellite bar which would be managed by Club Marion. The three options provided a hierarchy of facilities based on location and an Indoor facility either fully or partially enclosed. The remaining codes including soccer, cricket, grid iron, softball, korfball and football summarised feedback was to provide improvements on change rooms, lighting, storage and general playing surfaces, particularly relating to field drainage and size. Horse trotting is the only sport to be relocated from the site (noting there is only one regular user) to a better location such as Weigall Oval, Plympton. This would facilitate community enhancements including creation of a shared path network and fitness trail. The tennis club which has experienced a steady decline in registered membership as the current facilities are dated and the playing surface is cracked and uneven making competition level events hard to promote. The proposals include provision for integrating netball. The potential to reduce the length of the main oval, was considered and tested as it is currently over sized. This would allow for further potential in the north of the site. The reduction will still maintain an official AFL size oval and has been supported by the effected clubs. Introduction of additional sporting codes onto the site based on the finding identified in the needs analysis and EOI was reviewed. The constraints and the current demand on the site significantly reduce the ability to greatly diversify the sporting environment. The key constraint is that the site is located in a highly developed urban context. Although marginal modifications to the site can increase potential diversification of sporting codes this needs to be realistic as to not impact the usability and functionality of the existing users or degrade the community culture of Marion Sports and Community Club. Netball has been identified as the exception as its layout allows it to be easily combined with tennis on multipurpose courts. The existing two court basketball stadium serves an established club with a large membership that competes in state level competitions. The existing facilities are unable to cope with the existing demand; and the basketball stadium is in poor condition and is at the end of its useful life. There is overwhelming support for a new regional standard indoor multi-purpose recreation facility which in addition to basketball will also provide opportunity for other established and any potential sporting clubs; including but not limited to netball, korfball, volleyball, indoor soccer, skating, croquet and badminton. The added attraction of a modern indoor facility would also provide valuable assets to the local region. Its prominent location and ease of accessibility will allow also it to provide a range of community functions beyond its everyday use and ensure long term viability. Adequacy of carparking and access has been a commonly identified issue throughout the process. The three options include the ability to provide a secondary exit from the site to alleviate the pressure on the single Sturt Road egress; this has been tested at a high level with the transport department (DPTI). The northern entry of Norfolk Road has been relocated to the east to reduce the impact on residents opposite; plus creating a larger area of more usable green space. Carparking numbers vary slightly in each option but the optimum target based on detailed traffic engineering analysis is 415 spaces. Should the end users determine that this is inadequate then there is potential for a further 35 spaces to the south of the southern playing field and also a further 30 south of the main oval. This will further impact on the level of amenity and recreational space within the site. In addition to the three Master Plan Options the consultant team developed two options; A and B, for modifications to Club Marion. Either option is capable of being incorporated into the site planning options. Both options are designed to provide enhanced and expanded facilities including increased changing facilities, administration and function areas. This approach is in support of the need to provide a more centralised, universal ownership and use of the facility by all members of the sporting and general community. This idea is central to the briefed requirement for a community sports and social hub. However, for costing purposes, due to representations from Club Marion stakeholders, Option B has been adopted, with the pokies remaining on the ground floor. 5

6 Consultation Findings A detailed and comprehensive consultation process was implemented including stakeholder interviews, community open days and council presentation. City of Marion produced a Community Engagement and Key Findings Report in association with Tredwell Management and URPS. This allowed for an intense evaluation of the master plan options and highlighted preferred arrangements and content;as well as highlighting key issues for the development of the final master plan. The conclusion from the options consultation is that the majority of responses are in favour of an indoor recreation facility located to the south of the site fronting onto Sturt Road where it is better served by car parking and transport corridors. This will also minimise the impact on local residents. A key issue was determining the appropriate management structure for such a facility. Club Marion s management believe they have limited capacity to provide a high level of management via an expansion of its own governance structure, and have recommended that an external management provider would be better suited to take on this responsibility. This could be provided by a professional facility management firm (private or not-for-profit) or experienced stadium operator such as Basketball SA. Lawn Bowls were hesitant to consider a relocation of clubrooms into Club Marion (with the exception of Option 2 which fully integrated lawn bowls facilities into Club Marion) and expressed several issues including access and reduced patronage resulting from such a move with the exception of the relocation of bistro dining. They have highlighted the need for adequate spectator and players facilities in a clubroom that is fully accessible from the playing environment. They are keen to increase the standard of the playing facilities that they offer, including provision for a fully or partially enclosed bowling rink to be professionally managed in isolation from Club Marion Tennis s preference was Option 3 as it provided good integration with Club Marion, significantly more court space and a configuration suitable for competitions. They also indicated they would be prepared to remain in their current position provided increased numbers of courts were provided and they maintained their own clubrooms. The Croquet Club was content to remain in a reduced capacity due to their relatively low membership and difficulty in maintaining the current level of provision. Their preference was for Option 2 due to its proximity to Club Marion and the proposed lawn bowls centre, and centrally accessible location. They also supported the idea of being located close to the indoor recreation facility so they could utilise its facilities including storage, toilets and change rooms. Cricket and soccer expressed a concern about the relocation of the southern soccer pitch and western cricket oval to the north. The consensus was that the remoteness from the main Club Marion and change facilities would impact on their organisations patronage and dilute the established relationship with the main Club facilities. Marion Sports and Community Club have also expressed concerns about the isolation of soccer and cricket activity from the main club building. Korfball, softball and grid iron were positive about increased usable open space and improved facilities. They also support requirement for additional indoor recreation space and additional storage facilities. For Club Marion, Option A was not considered acceptable or viable due to the relocation of the pokies. Option B or derivatives, was considered the only potential option. Community Responses Overall the general community and ratepayers were overwhelmingly supportive of the options presented to them. Concerns highlighted were traffic and parking due to the relocation of the northern entry in all 3 options and associated car parking off Norfolk Road. Residents felt this would create opportunities for antisocial behaviour and security issues. Elected Members gave their support for integration, consolidation and shared use while enhancing the site as a community sport and recreation hub offering a wider range of activities and having a reduced focus on gaming and gambling as the core revenue source. On the whole the range of facilities upgrade has been well received and matches the expectations of the clubs and communities groups identified in the original needs and site analysis. The key conclusion from the options exercise was to provide a suitable location for the facilities on offer. The sporting clubs and The Marion Sports and Community Club are resistant to any significant move or integration within a central hub under a single management structure; they prefer some level of autonomy and ability to manage the facilities they regularly occupy. This however does not align with the project objectives of promoting shared use of facilities, establishing quality community and sports facility hubs, and consolidating building structures on site. They all however like the ability to access Club Marion for functions and events as required. 6

7 Stakeholder Preferred Master Plan A design workshop attended by City of Marion, Tredwell Management, Club Marion and Swanbury Penglase was convened to review the findings of the consultation report and establish a preferred option for the Master Plan. The workshop tested the consultation responses and derived a preferred Master Plan configuration that best served the interests of Council, individual clubs, Marion Sports and Community Club (Club Marion) and the broader community. Key directions within the preferred Master Plan are: Location of a four court indoor recreation facility in the south west corner of the site, with visual prominence to Strut Road. As a stand alone element, its management and staging can be implemented independently if required. Croquet is re-established to the north of the Indoor Recreation Facilities (IRF) and utilises the facilities within the IRF whilst maximising sunlight exposure required for a high performance playing surface. The Bowls Club due to the reasonable standard of its existing club facilities; is able to stay operational in its current location until an indoor facility is provided at a later stage. Key changes to bowls in the interim are the reductions in rink numbers to allow for better exposure and permeability into the site. The reduction in rinks will provide increased parking potential while still maintaining the minimum outdoor rink requirements of 23 rinks plus a future indoor facility of 14 rinks in Stage 6. It is envisaged that the club will relocate to new, smaller dedicated clubroom facilities as part of the indoor bowls facility. Bistro services are intended to relocate to Club Marion. The tennis courts will remain in their existing location due to the concerns expressed by residents regarding the relocation of tennis to the south of the site shown in the three master plan options, The tennis club remains in the existing vicinity with its own purpose built club room. In addition to the upgrading of the original courts to competition standards (four courts), four additional courts will be provided to facilitate netball in a co-location arrangement. In addition to the clubrooms a pavilion is to be located adjacent these facilities, and will provide a canteen, toilets, changeroom, storage and undercover seating. It is envisaged that this facility can also serve the northern playing fields. The southern soccer pitch is to remain in its current location and size, with a soil profile upgrade to improve drainage and runoff. This maintains a close connection to Club Marion which was a concern for both soccer and cricket. The northern playing field will be enlarged to the east to provide additional players warm-up area plus flexibility in providing a playing area for multiple sporting codes. Carparking and access numbers of car parks have been increased to meet the profiled and engineered demand. Existing parking for the site has a requirement of 273 car park as part of the original development approval. With the additional parking for netball / tennis and two additional basketball courts the parking requirement is 419 spaces. This is split between the north (100 spaces) and south (319 spaces) of the site. Access to the carpark of Norfolk Road has been maintained at the original location to minimise impact on local residents. The southern access is maintained at the original location. Due to the need from bowls to have 23 outdoor rinks this has affected the ability to have a secondary exit from the site further to the east. The single entry/exit point will require modification and investigation to improve accessibility during peak events at the next phase of the project. Lighting upgrades are proposed across the site including an introduction of new lighting to ease demand on existing flood lit areas. A shared path network and identifiable entries for pedestrians, cyclists and vehicles provides a more permeable and safer environment. A fitness trail with fitness nodes is included to encourage wider community interaction and participation in active recreation. A playground has been identified in close proximity to club Marion that caters for onsite users as well as the wider community, it is also located adjacent the shared path network. A series of permanent shelters have been provided to cater for spectators throughout the site. These are located adjacent to sporting facilities to provide protection from the elements. To the north of the outdoor bowls rinks a provision has been made for a lightweight arbour. The Tennis Pavilion and Club Marion upgrades provide undercover shelter and seating for spectators. Playing field coaches boxes are to be improved and additional facilities added to ensure they are fit for purpose. Dedicated maintenance and events access is included to allow for catering and management of larger community based events including markets, car boots sales, athletics events etc. Dedicated storage and improved and expanded change room s facilities are included to meet peak demands and storage requirements. Club Marion Preferred Plan Club Marion proposal has been reviewed in light of earlier feedback and in response to the new preferred site arrangement. The focus was on the earlier Option B, with the pokies and administration remaining in their current location. The key issues arising were: The Sports and Community Club does not desire responsibility for maintaining a gymnasium Reinstate the canteen within the changing room area Reduction on the terrace in front of the dining/bar windows to maintain the view of the oval from within the facility Maintain the northern terrace area providing 180 degree views Any expansion of facilities to be to the east rather than the north Rationalise and centralise the bar area for efficiency and ability to serve into multiple areas Increase function areas to serve the wider community Expand the kitchen area The preferred option (Option D) incorporates all the above features and has been endorsed by the reference group. The proposal for Club Marion is designed to enhance the facilities in support of its role as the community sports hub. The proposal builds on the existing features and condition, whilst addressing some of the compliance and performance issues from a services point of view. It also involves a staged refurbishment of the facility. This will range from, no work e.g. pokies and admin, to major works, such as the extensions, extensive refits/refurbishments, through to minor re-painting. Management Considerations The existing management arrangements centre around the Marion Sports and Community Club operating Club Marion with its affiliated user groups utilising many of the facilities at the site. Basketball, lawn bowls and tennis operate with some degree of autonomy through a sub license with the Club. The development of the two major facilities the indoor recreation centre and the indoor lawn bowls centre will result in a need for professional full time management through an experienced facility management organisation/s. The Marion Sports and Community Club do not have an interest in operating these proposed facilities and have a preference to focus on their current scope of responsibilities. A completely integrated operation as proposed in Options 1 and 2 would have major benefits from an operating perspective including improved efficiencies through economies of scale, increased capacity, reduced life cycle and asset management costs and improved levels of service. The preferred option only partly meets the objectives of complete integration and may not deliver all the benefits of a totally integrated operation. Ideally the entire complex would be operated by a professional facility management firm. 7

8 Conclusion The Marion Sports and Community Club master plan has been developed to improve the quality of facilities and cater for future generations. The master plan answers the project brief of meeting the needs of users and the broader community. This was achieved through extensive community engagement. This also supported the aim of ensuring community ownership of an improved facility. Community and stakeholder feedback on three options, and detailed research and analysis of the capacity and potential of existing facilities have helped shaped the plan. It illustrates the needs of the community with a new indoor multipurpose recreation stadium,an indoor and outdoor bowls complex, tennis and netball courts, an upgraded croquet court, and playing fields for a range of sports. A staged construction process is outlined to minimise disruption to users. Budget estimates, up-front capital costs, and funding strategies are included. The plan highlights the need for a comprehensive redevelopment of Marion Sports and Community Club and provides a clear framework for improving it in line with the needs of the community and stakeholders. It also lays the foundation for the development of a sustainable management model which takes into account long-term operational requirements. The next phase will see a detailed review of operational modelling, the preparation of a business case, an analysis of funding opportunities, a delivery plan, resourcing model,and planning approvals. 8

9 Introduction The purpose of the master plan for Marion Sports and Community Club is to provide a framework for future development of the site. This framework will achieve Council s aim to reinvigorate and consolidate the open space and accompanied facilities for the future demands and needs of the evolving southern suburbs. The site is one of four sites that is currently implementing a master plan process supported by the City of Marion. This process stems from The City of Marion Facilities Framework which provides strategic directions for the provision, development and management of organised and informal sports facilities. The Marion Sports site in terms of hierarchy is seen as the main regional sporting hub providing a greater provision and diversity of sporting facilities and activities to a high completion level. The process of the master plan began with setting out the sites contextual basis by reviewing the existing physical conditions and site issues. The Background, Opportunities and Constraints Report provides a summary of these issues and potential, documented through a combination of extensive background research into existing Council documents, consultant open space strategies, historical and cultural narratives, numerous site visits and consultation with relevant community sporting and recreation associations, users of the facilities, government agencies. The analysis phase of the study concluded with the generation of issues and constraints and the production of three master plan options for public consultation. The final master plan has been produced based on the consultation feedback from stakeholders, peak sporting bodies, City of Marion staff, elected members and the broader community. A staging plan has been prepared which will guide the future development of the reserve in line with the recommendations of the master plan and based on priorities and capital works budget available to Council and external funding opportunities. STAGE 1 Project Initiation STAGE 3 Background Report Constraints and Opportunities Report Feasibility Study STAGE 2 Stakeholder and Community Engagement Draft Master Plan Report and Plans Consultation on Draft Master Plan Final Master Plan 9