Banyule City Council 30 November 2015 Item 5.1 Attachment 3 by Banyule City Council

Macleod Recreation & Fitness Centre Master Plan RESEARCH REPORT and

MASTER PLAN

Prepared for Banyule City Council and The YMCA of Victoria

HM Leisure Planning Pty Ltd C Leisure Pty Ltd dwp|Suters architects Pty Ltd FINAL REPORT November 2015

Draft 1 Report Draft 2 Report Final Report

November 2014 August 2015 November 2015

Table Of Contents 1 Study Purpose and Objectives............................................................................................... 1 1.1 Study Purpose .................................................................................................................... 1 1.2 The Study Process ............................................................................................................. 1 1.3 Planning Vision and Objectives .......................................................................................... 4 1.4 What Follows ...................................................................................................................... 5 2 The Assets of Macleod Recreation and Fitness Centre and its Precinct ........................... 6 2.1 Introduction ......................................................................................................................... 6 2.2 The Built Assets.................................................................................................................. 6 2.3 The Centre in the Wider Precinct ....................................................................................... 7 2.4 Other Recreation & Fitness Providers ................................................................................ 8 2.5 The Banyule City Council Highball Sports Court Study .................................................... 10 2.5.1 Study Purpose and Objectives ............................................................................. 10 2.5.2 Current Indoor Sports Court Provision .................................................................. 10 2.5.3 Occupancy Review ............................................................................................... 10 2.5.4 Regional Sports Court Facility Provision and Benchmarking ............................... 11 2.5.5 Sports Participation Data ...................................................................................... 13 2.5.6 Banyule Club Court Needs ................................................................................... 13 2.5.7 Key Highball Sports Court Study Findings ............................................................ 14 2.6 Preliminary Recommendations ........................................................................................ 15 3 A Service and Performance Review of Macleod Recreation & Fitness Centre ............... 16 3.1 Introduction ....................................................................................................................... 16 3.2 Good Management Practice ............................................................................................. 16 3.3 The Existing Use of Macleod Recreation & Fitness Centre ............................................. 17 3.4 The Financial Performance of the Macleod Venue .......................................................... 20 3.4.1 Income .................................................................................................................. 20 3.4.2 Expenses .............................................................................................................. 21 3.5 Staff Feedback ................................................................................................................. 21 3.6 Business Projections ....................................................................................................... 22 3.6.1 Introduction ........................................................................................................... 22 3.6.2 Summary of Business Projections ........................................................................ 23 3.6.3 Business Model Assumptions ............................................................................... 24 3.7 Preliminary Conclusions and Recommendations ............................................................. 25 4 The Markets Served by Macleod Recreation & Fitness Centre ......................................... 27 4.1 Introduction ....................................................................................................................... 27 4.2 Assessing the Markets Served ......................................................................................... 27 4.2.1 Market Reach or Catchment ................................................................................. 27 4.3 The Demographics of the Markets ................................................................................... 32 4.4 The Age Distribution & Gender of Macleod Recreation & Fitness Centre Members ........ 38 4.5 Conclusions ...................................................................................................................... 39 5 Leisure Provision Trends ..................................................................................................... 41 5.1 Introduction ....................................................................................................................... 41 5.2 The Impact of Broad Social Trends .................................................................................. 41 6 Community & User Aspirations ........................................................................................... 44 6.1 Introduction ....................................................................................................................... 44 6.2 The Findings ..................................................................................................................... 44 6.2.1 Centre User Groups and Centre Management ..................................................... 44 6.2 2 The Banyule Community ...................................................................................... 45 6.2.3 Redevelopment Implications Emerging from the Initial Consultations .................. 56 Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

6.3 The Second Round of Consultations ................................................................................ 57 6.3.1 Community Workshop Findings ............................................................................ 59 6.3.2 Focus Group Consultations .................................................................................. 59 6.3.3 Community Survey Results .................................................................................. 60 6.3.4 Second Round Consultations: Conclusions .......................................................... 61 7 Redevelopment Design Brief, Design Concepts and Capital Costs ................................. 63 7.1 Introduction ....................................................................................................................... 63 7.2 Strategies for Action ......................................................................................................... 63 7.3 Recommended Design Initiatives ..................................................................................... 63 7.4 Other Action Needs .......................................................................................................... 65 7.5 Designs and Capital Costs ............................................................................................... 66 7.5.1 Concept Designs .................................................................................................. 66 7.5.2 Indicative Costs .................................................................................................... 67 7.6 Action Plan ....................................................................................................................... 75

Appendices ............................................................................................................................ 80 Appendix 2.1: Competitor Data .............................................................................................. 82 Appendix 3: The Operational Performance of Macleod Recreation and Fitness Centre……..88 Appendix 5.1: A blogger’s view on Macleod Recreation and Fitness Centre ........................92 Appendix 6.1: User Group and Key Stakeholder Interviews...................................................94 Appendix 6.2: Shopping Centre/Playground Survey of Residents, March 2014.....................97 Appendix 6.3: Second Round Consultations Meetings Notes, July 2015………..................101 Appendix 6.4: Second Round Consultations Community Survey Findings, July 2015……..104 Appendix 7: Macleod Recreation and Fitness Centre Master Plan. Business Projections...105

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

1 Study Purpose and Objectives 1.1 Study Purpose The purpose of the present study, as detailed in Council’s Brief is “to prepare a master plan for the future development and operational direction of the Macleod Recreation & Fitness Centre...” and hence, to “...contribute to the planning and action of a redevelopment of the facility to ensure the Centre remains a valued and effective leisure facility for the Banyule Community”. Further, the study Brief specified the need for the master plan to “...demonstrate a strong understanding of the services and programs the Macleod Recreation and Fitness Centre currently provides the opportunities and needs of the community in the future and associated upgrades and changes necessary to present a relevant and sustainable facility”. More specifically, the Brief required the study to: •

“Undertake a critical analysis of the Macleod Recreation & Fitness Centre to identify its ability to meet current and future demands.

•

Identify the demographic characteristics of the Banyule Community and how the Centre does and /or can respond to those characteristics.

•

Identify the future market trends for the municipality and subsequent impacts on aquatic and leisure facility development, considering population growth, demographic profile and user group needs.

•

Identify the optimal mix of facilities in terms of future capital works and return on investment.

•

Identify access and programming deficiencies and opportunities to improve these, (and)

•

Engage an architect to develop concept plans and ideas for site development .

1.2 The Study Process Six stages of work were undertaken in the preparation of the master plan. These were: 1. 2.

An assessment of the current assets of Macleod Recreation and Fitness Centre and of the surrounding precinct to ascertain constraints and opportunities for redevelopment Reviewing the present operation of the Macleod Recreation and Fitness Centre in so far as what the assets permitted and whether asset shortcomings constrain the capacity of management to offer as full and as diverse a set of programs as the community expects Reviewing and assessing the market reach and the clientele served by Macleod Recreation and Fitness Centre, including the size and characteristics of the catchment population, market penetration and competitors Assessing the aspirations of the Banyule community and more specifically, of Centre users, the extent to which the venue is able to cater for these aspirations and what needs to be done to optimise access and use Based on the findings of the previous stages, preparing a design brief to guide the scope and scale of any redevelopment together with the preparation of costed concept plans for the recommended works, and

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 1!!Banyule City Council, 2013: Consultants Brief: Macleod Recreation and Fitness Centre! Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Preparation of a recommended plan of action for the upgrading of the venue.

Following the completion of the sixth stage of the planning process, a draft of the report was put on public exhibition over the January-February period of 2015. The release of the report generated a number of issues of concern amongst users and in the community, with the key points being: a. b. c. d. e. f.

The consultation strategy was seen as inappropriate for an important community facility The original consultation strategy was not advertised suitably Key stakeholders were not followed up regarding development proposals which could be expected to impact on them There was an apparent bias in the recommendations towards specific segments of the community Concerns regarding the clarity and intent of references to retail and social activities at the Centre, and The recommendation to relocate the basketball court when some users and user groups wanted more courts for the community not less, and improved court use opportunities and access.

With regard to points a., - c., Council officers acknowledged that some of the consultative processes were lacking in depth and that insufficient opportunities were given to users to review draft proposals before the draft design and redevelopment concepts were prepared. On point d., the apparent bias in the recommendations towards specific segments of the community, it would appear that this response reflected the feeling that the needs of some users and most notably basketball had been treated as being subservient to the needs of others such as the aged and other younger members of the community who were not basketballers. In keeping with the study purpose, the intent of the report was to ensure that all Macleod and district residents can benefit from enhanced access to Macleod Recreation and Fitness Centre and that no section of the community should be unduly disadvantaged or disadvantaged. As such, the thrust of the report recommendations has not been changed. On point e., re retail and social activities at the Centre, the intent of the proposals on this issue was to encourage a more diverse mix of casual drop-in programs, a wider mix of program providers, and the introduction of relevant commercial services at the Centre, in keeping with modern provision trends and strategies for both diversifying user opportunities and enhancing financial viability. The latter could include, for instance, allied health services such as massage, chiropody and physiotherapy, these being services which are commercially provided at many Council-owned venues across Australia. It might also include other leisure-related commercial services such as pool tables, hairdressers and sports clothing specialists. Modern trends in leisure facilities and programs provision are seeing the introduction of commercial services which a Council would not generally give priority to or be able to afford but which bring a new diversity of opportunities to a venue and hence attract new and different market segments. Finally, with regard to f., it was argued by the Banyule Hawks Basketball Club that the Club needed to retain the existing court as a home base, for training and for some competition purposes and that it would suffer badly if it lost its local identity. Further, the Club argued that many Club families used the Centre for other activities while children took part in basketball programs. It was suggested that new club facilities at eg: Banksia Community Stadium would not be very accessible for its members and would not be able to function as a â&#x20AC;&#x153;homeâ&#x20AC;? base for a Macleod club. On the issue of the accessibility of a Banksia Community Stadium to the Banyule Hawks, Council officers have acknowledged the strong home/community base of the Banyule Hawks Basketball Club at Macleod Recreation and Fitness Centre. It was also acknowledged that the findings of a high ball sports court feasibility study which was being undertaken by Council in parallel with the present study was not sufficiently considered in reaching the development recommendations for Macleod Recreation and Fitness Centre. Given the above concerns, Council initiated a second major round of consultations to ensure that all issues were identified and evaluated and as deemed appropriate, incorporated into a revised report and master plan for the Centre. This report combines both the original and second round review Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

consultation findings. The scope of the second round consultations is detailed in the following table. Target Audience:

Consultation Purpose

Mode of Delivery

MRFC Members

To update and engage members on the draft master plan. To receive feedback and recommendations on the draft plan in reference to the studies objectives and key messages

• •

Focus group session X2 Electronic survey developed and emailed and made available on website

Banyule Hawks Basketball Club

To update and engage club members on the draft master plan. To receive feedback and recommendations on the draft plan in reference to the studies objectives, key messages and the future needs of the club

• •

Focus group session Committee meeting attendance

Local Community

To update and engage the local community on the draft master plan. To receive feedback and recommendations on the draft plan in reference to the studies objectives and key messages

•

Macleod Traders Association

To update and engage the traders on the draft master plan. To receive feedback and recommendations on the draft plan in reference to the studies objectives, key messages and possible linkages with Macleod Village Traders association

•

Mail out to residents within a 3km radius. Community Meeting Electronic survey developed and emailed and made available on website Meeting with Coordinator of traders association Macleod Shopping Centre notice board

Targeted MRFC school users

To update and engage the local school users of MRFC on the draft master plan. To receive feedback on the draft report and future needs of the local schools

•

Macleod Sporting Clubs

Ivanhoe Diamond Valley Inc.

To update and engage Ivanhoe Diamond valley support services on the draft master plan. To receive feedback on the draft report and discuss possible linkages between BCC, MRFC and IDV

• •

•

• • • • • •

•

Focus group session with the following schools: Macleod Secondary College Rosanna Golf Links Primary Watsonia Primary School Concord Araluen Focus group session with local sporting clubs

Meeting with IDV management

The major outcome of the second round of consultations was the recognition that: • • •

There is a severe shortage of basketball facilities in Banyule and across Melbourne’s northeastern suburbs There is considerable uncertainty as to whether the Banksia multi-court project will proceed, and The Banyule Hawks Basketball Club plays an important role in meeting local community needs.

As a consequence, it was concluded that the indoor sports court at Macleod Recreation and Fitness Centre should be retained and upgraded in the short to longer term and at the very least until other major indoor court facilities can be developed and assessed in terms of their ability to meet the needs of the Macleod community. This has meant that the initial draft concept designs have been modified to accommodate additional and new dry program spaces. Both the draft and final, recommended designs are presented and costed in Chapter 7.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

The outcomes of the research in each of the original six planning stages together with the findings of the further major round of consultations are presented in the following chapters. An additional section of material detailing the scope and outcomes of the highball court planning study has been added as part 2.5 in Chapter 2; revised financial projections which incorporate a retained indoor sports court have been prepared for Chapter 3; details of the scope and findings of the second major round of consultations are reported in section 6.3 (with further details provided in the Appendices), and the draft and final, recommended designs and costings for a redeveloped Centre are provided in Chapter 7.

1.3 Planning Vision and Objectives A study vision and a set of objectives was prepared to guide the research and planning processes associated with the preparation of the master plan. These were reviewed and revised in association with Council officers and YMCA staff at several points throughout the study and during the second round of consultations and the finally adopted statement is set out below: 1. VISION A revitalised venue which focuses as a health, wellbeing, fitness and community activities hub for the Macleod and surrounding communities, within a broader array of complementary facilities, programs and services offered by Council and other providers. 2. OBJECTIVES 1.

Asset enhancement: identify and recommend actions that will enhance the existing assets and improve wayfinding and building transparency

Evaluate any existing proposed capital works in terms of their capital cost and operational implications

Asset consolidation: In conjunction with tenants and users consolidate and reallocate spaces to enhance the operation of the assets and optimise space use

Asset diversification: reallocate, revise and add spaces to diversify the array of spaces available for program delivery and to increase the potential for social activities in the facility

Program diversification: diversify the programs offered to all age groups (and in particular, children, youth and the aged) through the venue in the context of the wider municipal and district mix of facilities and programs

Optimise the use of the land available for the venue

Enhance the linkage of the venue to surround activities and land uses eg: to rail station, shops, bike paths, adjoining parkland(s), and other community services

Optimise physical access to the venue and ensure Universal Access Principles, occupational health and safety and Disability Discrimination Act compliance is achieved

Optimise the visual presence of the venue from all perspectives ie: rear, McNamara/ Wungan Street, car park, rail station approach and improve signage and wayfinding

10. Reflect community needs and Council and community aspirations at the local, district, municipal and regional level, retain the strong community and support-focused role of management and staff, and strengthen the role of the Centre as a community hub, and 11. Document the findings of each of the above and through this, canvas realistic, alternate and strategic options for action to assist with decision making by all relevant bodies and groups. These objectives have served as a checklist to help guide final master plan decisions. In essence, the vision and objectives project a revitalisation of the assets of the Macleod Recreation

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

and Fitness Centre so that the optimum mix of programs, activities and services can be delivered to the Banyule community. Revitalisation is seen to be achieved through the modernisation and restructuring of existing assets to ensure current programs can continue to be provided and so the growth in demand for these programs can also be met. It will also be achieved through the addition of new built elements so that new and emerging needs can be met. It is expected that the revitalisation will be undertaken in a way that ensures that the existing “flavour” and “atmosphere” of the venue are retained. The final list of recommended actions in Chapter 7 would allow Council to undertake a staged program of works if there are budget constraints with early works covering those deemed to be urgent to ensure the safety, security and accessibility of the venue, and works designed to (a) make the venue more attractive and (b) to enhance its presentation to the community. Finally, an important aspect of the recommended revitalisation process is to better “fit” the Centre and the programs it offers into a matrix of other Council facilities (as provided by both Banyule and other nearby Councils) as well as commercial venues in a compatible, co-operative manner. This will help to ensure that the optimum mix and hierarchy of opportunities can be offered to the community.

1.4 What Follows In keeping with the scope of the research and master planning outlined above, the following chapters of this report present: 1.

In Chapter 2, an assessment of the current assets of the venue and of the surrounding precinct and the constraints and opportunities that these create, together with a discussion of Banyule Council’s highball sports court feasibility study and the implications to Macleod Recreation and Fitness Centre

In Chapter 3, a review of the present operation of the Macleod Recreation and Fitness Centre in so far as what the assets permit in terms of use and whether asset shortcomings constrain the capacity of management to offer as full and as diverse a set of programs as the community expects. This Chapter also provides business projections for a redeveloped Centre with and without an indoor highball sports court

In Chapter 4, a review and assessment of the market reach and the clientele served by Macleod Recreation & Fitness Centre, including the size and characteristics of the catchment population, market penetration and competitors

A brief discussion of indoor leisure venue provision trends and of the implications to the redevelopment of Macleod Recreation and Fitness Centre in Chapter 5

In Chapter 6, an assessment of the aspirations of the Banyule community and specifically, of Centre users, the extent to which the venue is able to cater for these aspirations and what needs to be done to optimise access and use. This assessment includes a full review of the findings and implications of the second major round of consultations that followed the release of the draft master plan report

Chapter 7 provides the a design brief which was used to guide the scope and scale of the redevelopment of Macleod Recreation and Fitness Centre along with costed concept plans for the recommended works. Designs and costs were prepared for the draft redevelopment plan in which the sports court was replaced by indoor dry program spaces, and for the final recommended development plan in which the indoor sports court is retained and new building works are undertaken to add additional dry program spaces to the venue. Chapter 7 also provides a recommended plan of action for the upgrading of the venue, including indicative costs and stages.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

The Assets of Macleod Recreation and Fitness Centre and its Precinct 2.1 Introduction Macleod Recreation and Fitness Centre lies within a leafy residential area, approximately 15 kilometres north-east of Melbourneâ&#x20AC;&#x2122;s central business district. Neighboring the facility across Wungan Street to the west is the Harry Pottage Reserve, an expansive green public recreation space and elements of open space, trails and conservation woodlands. Low density residential properties extend to the north of Macleod Recreation and Fitness Centre, while the immediate neighboring site to the south is occupied by IDV Incorporated (Ivanhoe-Diamond Valley Incorporated), offering disability day programs and activities to the district community. The venue is bounded on the east by a pathway and the Hurstbridge line railway reserve. There is a pedestrianonly level crossing ramp to the east of the rail line and to Macleod (secondary) college, Macleod Park, a district playground, a maternal child health Centre, community Centre and the Macleod shopping Centre. Road access to the Centre is via Wungan Street from the south with links to Ruthven Street and Waterdale Road in the south-west and Erskine Road/Greensborough Highway in the south-east. To the north, Wungan Street /Devonshire Road runs into the Watsonia shopping Centre and thence eastward to Greensborough Highway or northward to Grimshaw Street. The complicated road networks most probably create a barrier to access as the only road access from the east to the west side of the rail line in the Macleod area is northward via residential streets all the way to Watsonia and back down again (a trip of 4.1 km.) or south Ruthven Street and then northward, again through residential streets. This trip is 1.7 kilometres long. The following asset assessment is based engineer, operators and consultant observations. Further more specialised analyses will be needed before any redevelopment works are commenced. Further, a features survey, which is held by the Department of Crown Lands but which was unavailable for this study, will also need to be reviewed so as to identify any possible constraints on the use of the site.

2.2 The Built Assets The Macleod Recreation and Fitness Centre stretches across the southern end of its site. The ground level entry faces north towards an adjoining car park. Beyond the car park are four lit, artificial turf tennis courts which fill the northern end of the site. The site falls reasonably significantly from the south-west and north towards the south-east. An intermittent water course crosses the site from west to south east. There is at-grade access from Wungan Street on the west to the upper level of the facility. Access to the facility from the car park is near at-grade level to the ground or lower level of the facility. The original facility was constructed in the 1980s and is generally of concrete construction, similar to many community infrastructure projects of the time. The gymnastics hall was added in the south-west corner of the site in the mid-1990s. More recently, minor reconfiguration works have been undertaken to improve flexibility and amenity, including removal of a spa and sauna to improve access to and amenity of the child care facility. The condition of the building is reasonable, considering its age. While the building was compliant with Building Codes and Standards at the time of construction, it falls short of current authority requirements and of contemporary expectations with regard to equitable access and general amenity. The configuration of spaces and use of narrow corridors within the building mean that way-finding is difficult rather than intuitive. The multiple changes of level inhibit equitable access to program areas.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

The facility includes the following components: • • • • • • • • • • • • • • • • • • •

A fully equipped gymnasium including cardio, pin loaded machines and free weights A group fitness studio that provides for a capacity of 30 participants A small personal training room and stretching area A crèche; (restricted service) catering for 21 places A multi -purpose stadium catering for highball activities such as basketball, netball, volleyball, badminton, schools programs and afterschool programs A gymnastics training facility complete with parallel bars, rings, vaults, trampoline areas, foam pit and sprung floor Four outdoor, floodlit tennis courts on the north side of the car park, away from the Centre A cycle studio with 19 bikes Two multi-purpose program rooms Male and female change rooms and amenities Program room primary used as dance studio A community meeting space A reception area A social hall Meeting space and kitchen Small kiosk / canteen Car parking for 92 cars Staff offices, and Outdoor training area, equipped with pull up bars, small range of weights.

It is understood that all spaces are generally at capacity in terms of use, and that additional floor space is required to meet the current demand for programs. The car park, located in the middle of the site, includes approximately 90 spaces. No investigation into the adequacy of the car park has been undertaken to date. It is recommended that a comprehensive building audit be undertaken to identify critical compliance issues and to determine the suitability of the existing structure, building services and built fabric for retention and significant refurbishment.

2.3 The Centre in the Wider Precinct Macleod Recreation and Fitness Centre is well connected to the surrounding precinct via the suburban road network, and is connected to the broader municipality by local bus routes and the metropolitan rail network. Pedestrian and dedicated cycle paths also pass by the site and cross the rail line. As noted above, the Macleod Recreation and Fitness Centre site is bounded to the west by Wungan Street and to the east by the rail reserve. Regional disability services are provided by the not-for-profit community support agency, IDV Inc. (Ivanhoe Diamond Valley Incorporated) which is to the immediate south. This is a long-established service, having been on its Crown land site since 1976. However, the northern part of the IDV property immediately adjacent to Macleod Recreation and Fitness Centre is essentially undeveloped and offers opportunities for the joint development and/or co-use of new facilities by both organisations. Relocation of some or all of the existing tennis courts or the use of some or all of them for parking would provide significant capacity for expansion of the car park to the north and allow a better configuration of the existing car park.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

2.4 Other Recreation & Fitness Providers The optimal benefits to the Banyule Council community and the optimal levels of venue use will be achieved if the venues available to the community are located, equipped, programmed and marketed in a complementary with other district facilities rather than a competing manner. Venues that work together to serve market needs save on wasteful facility and program duplication and on unproductive marketing and programming. Such an approach still allows for facility and program duplication where market demand, market sizes and the distance between venues warrants and where it helps to ensure equitable access. It also means that more specialised programming can be provided at selected venues for smaller market segments for which provision might otherwise not be justifiable. It can thereby mean that the full potential of each venue is achieved. The City of Banyule, schools, private operators within the City and in adjoining Councils provide indoor sporting, recreation and community venues which provide similar and occasionally, identical, facilities, programs and services to Macleod Recreation and Fitness Centre. Redeveloping the Macleod venue without giving consideration to these other venues and to how they do or might either compete with or complement the opportunities offered at Macleod could well lead to a less than optimum outcome. The pursuit of complementary provision should give consideration to commercial and not-for-profit venues as well as Council-owned venues and should also assess opportunities for the co-location of a mix of all three providers. In order to ensure the optimum outcome at Macleod, research was conducted into other venues that have the potential to compete with a redeveloped Macleod Recreation and Fitness Centre and where in a regional hierarchy of provision the Centre should sit. In light of this research it was determined that Macleod Recreation and Fitness Centre should seek to: •

• •

Avoid competing with Council’s regional WaterMarc Banyule venue at Greensborough but, where appropriate, complement that venue or provide program opportunities not available at WaterMarc Banyule for example, gymnastics Occupy a shared local and sub-regional position within a regional hierarchy of venues and build on each of it’s specific strengths at these levels of service provision, and Pursue a “community hub” approach to its redevelopment so as to broaden its attractiveness to the wider community and to those suburbs and demographic groups it does not serve well at present.

As part of the regional provision review noted above, a detailed inventory was compiled of the indoor sports courts in Banyule City Council and surrounding municipalities. This is provided in Appendix 2.1 of this report. The inventory allows some general conclusions to be made about both the scale and mix of provision across the region and the possible implications to Macleod Recreation and Fitness Centre. As a start, Table 2.1 below provides an initial count of competitors by type and ownership across the Banyule, Boroondara, Darebin, Hume, Nillumbik and Whittlesea Councils. This however, understates the picture as only commercial facilities within 6-8 km. of Macleod Recreation and Fitness Centre have been included and a number of indoor sports courts at schools are not included. The Table shows that there are at least 65 venues that could compete with the Macleod Recreation and Fitness Centre to one extent or another and that these are spread across a wide array of venue types and ownership forms. Overall, the competitor research has found that: •

Within Banyule and the surrounding 5 Councils (Darebin, Nillumbik, Hume, Whittlesea, Boroondara), there are at least 65 different aquatic, indoor aquatic/fitness, dry fitness and sports court venues that have a capacity to compete with Macleod Recreation and Fitness Centre for members and casual users. All areas of service provided by Macleod are provided by between 2 and 10 other venues

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Hierarchy

Venue type Multipurpose aquatic fitness

Fitness Only

Stadia Only

Aquatic only

Indoor Sports

O’door Sports

Baby Gym

Fitness & Stadia

Aquatic fitness & stadia

Total

Council

Private

Educational

Commercial

Totals

Table 2.1: Other sports facility provision in Banyule City Council, 2014

•

• • •

Within an inner 6-8 kilometres of Macleod Recreation and Fitness Centre, there are at least 41 venues that compete with it to a greater or lesser extent. These are made up of: • 24 venues with dry health and fitness facilities • 12 multi-purpose aquatic and fitness venues • 11 stadia • 6 each of boutique personal trainers and weight trainers • 4 baby gyms, and • 2 specialist athletics strength and conditioning gyms Nearly half the competitor venues were commercial operations The greatest number of competitors were in Bundoora (8), Greensborough (7), and Macleod (5) while 13 other suburbs had 1-3 competitor venues, and The catchments served by the competitors were: • Small, local venues, serving only one or two neighbourhoods (13 venues) • Sub-municipal venues, serving a substantial sector of a Council area but not the whole Council (16 venues) • Municipal venues, which drew clientele from the whole Council area (10 venues), and • Regional venues, which served residents from across a number of Councils (2 venues only).

A number of the competitor details are of significance to the future assets, programming, staffing and viability of Macleod Recreation and Fitness Centre. These include: • • • • • •

The high number of competitors The close proximity of many of the competitors to the Macleod venue The similar user programs and activities offered by many of the competitors The fact that the many of the competitors are targeting local and sub-municipal client groups as does the Macleod venue The commercial basis of around one-third of the competitors which gives them flexibility in terms of niche marketing, staffing, programs, hours and pricing, and The far larger scale of operations of some of the major regional aquatic leisure and stadia venues.

Overall, the competitor findings indicate that Macleod Recreation and Fitness Centre could have its contribution to community health and wellbeing reduced unless it continues to offer a high standard of customer service, increases the diversity, pricing, scheduling and targeting of its programs, develops its own unique attractions, and substantially improves the quality of the facilities and settings it offers.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

2.5 The Banyule City Council Highball Sports Court Study 2.5.1 Study Purpose and Objectives At the same time as the research was being conducted for the present study, Banyule City was undertaking the SGL Strategic Needs Assessment. This project has particular relevance to the present master planning study for Macleod Recreation and Fitness Centre in that the purpose of the Highball Sports Courts Project was to gather comprehensive information about the current and future needs for stadium facilities for basketball, netball and other indoor court sports in the City of Banyule. This has clear implications to whether the indoor sports court at Macleod should be retained or whether the space it occupies could be turned over to other uses for which there is a demand for more space. The SGL Strategic Needs Assessment sought to achieve the following objectives: â&#x20AC;˘ â&#x20AC;˘

â&#x20AC;˘

Provide documented evidence, based on sound research, of the current and projected need for stadium facilities for the sports of basketball and netball The identification of any gaps in the provision of stadium facilities based on an understanding of needs and make recommendations with regard to the most appropriate scope, scale, components, estimated costs and the timing of any proposed facility development, and Provision of an initial assessment and recommendation of a suitable site that could potentially support the future development of stadium facilities for basketball and netball including broad estimates of cost.

The needs assessment report prepared by Council in 2014 has provided a clear direction with regard to the most appropriate scope, scale, components and the timing of proposed new facilities which should meet community highball sports court needs over the coming years. 2.5.2 Current Indoor Sports Court Provision A review of indoor sports court venues in Banyule City Council undertaken as part of the Highball Sports Courts Project indicated that there are a total of 13 indoor sports venues providing a total of nineteen indoor sports courts that are available for community sporting association competitions. Of the 13 venues, 8 are part of a primary or secondary education institution, one is part of a university campus and 4 are Council-owned community facilities. This information, coupled with the provision needs research reported in section 2.3.6 (following), demonstrates that Banyule needs extra highball courts to cope with each of the current level of demand, the expected future demand due to population growth, and the projected growth in highball sporting activities. Table 2.2 following details the current indoor sports facilities in Banyule City Council that are used for competitions. The detailed inventory and details of the indoor sports courts in Banyule City Council and surrounding municipalities is available in Appendix 2.1 in this report. 2.5.3 Occupancy Review An occupancy review was undertaken as part of the Highball Sports Courts Project. This found that all indoor sports courts in Banyule City Council are used at 75 percent occupancy during peak times. Off peak times average 40 percent occupancy. Industry trends indicate that peak usage for indoor sports courts is typically between the hours of 4.00 pm to 11.00 pm Monday to Friday and 8.00 am to 8.00 pm on Saturdays and Sundays. School facilities are only available on week nights after school hours from 4.30 pm through to 10.00 pm. and on weekends. As part of the economic stimulus package provided by the Federal Government, schools across Victoria received funding to develop infrastructure to support activities under the Building the

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Facility Name

Number of Courts

Council owned Banyule Nets (Primarily Netball and Futsal) 4 Olympic Village Leisure Centre 1 Olympic Village Primary School 1 MacLeod Recreation and Fitness Centre 1 Subtotal Community Facilities 4 Facilities = 7 Courts School Facilities St Helena Secondary College 2 Montmorency Secondary College 2 Ivanhoe East Primary 1 Charles La Trobe College 1 Viewbank College 1 Ivanhoe Primary 1 Ivanhoe Grammar (Boys) 1 Ivanhoe Girls Grammar 2 Subtotal School facilities 8 Facilities = 11 Courts Other La Trobe University 1 Sub Total Other Facilities 1 Facilities = 1 Court TOTAL NUMBER OF COURTS 13 FACILITIES =19 COURTS Table 2.2: Indoor sports courts in Banyule City Council used for sporting competitions

Ownership City of Banyule City of Banyule City of Banyule City of Banyule

DEECD DEECD DEECD DEECD DEECD DEECD Private Private

Education Revolution program (BER). A number of school facilities received funding for courts under this program. A review of the indoor courts that are located at school facilities and used for community basketball in Banyule City Council indicates that they also have a limited capacity to service additional need. 2.5.4 Regional Sports Court Facility Provision and Benchmarking A review of indoor stadium facility provision in the following neighbouring municipalities was completed as part of the highball sports court study to identify key issue or facility developments that could be expected to impact on facility needs in the Banyule City Council. The neighbouring municipalities surveyed were the Boroondara, Darebin, Manningham, Whittlesea and Yarra City Councils and Nillumbik Shire Council. The review found that there are a total of 42 indoor sports court venues in the Councils bordering Banyule. Of these, the majority are owned by the Councils, 10 are Department of Education, Early Childhood Development or private school venues, and one is owned by RMIT University. The review of highball sports court provision in the Councils adjoining Banyule included the collection of information on future plans and highball provision by those Councils and/or by state sporting organisations. Outlined below is a summary of the findings. Boroondara City Council Boroondara Council has identified a lack of indoor sports courts to meet the demands of local sporting clubs. Council has recently developed plans to extend the Boroondara Sports Centre by one court to create a 5 court facility. Council is also looking at the redevelopment of the Swinburne Secondary College facility in collaboration with the Secondary College and DEECD. Darebin City Council The City of Darebin is currently undertaking a review of its major sporting facilities. One of the key outcomes of that review is to identify the need for an indoor sports facility in the southern section of the Council. Manningham City Council Manningham City Council has been reviewing the need for additional indoor sports courts for the past five years. Council is currently developing plans to develop a four court indoor facility at Mullum Mullum Reserve.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Whittlesea City Council The City of Whittlesea recently undertook a feasibility study into the need for additional indoor sports courts. The study identified a lack of courts and as a result, Council is currently reviewing opportunities to develop additional facilities. Yarra City Council The City of Yarra has identified a lack of indoor sports courts to cater for the current needs of sporting clubs. Council has been reviewing opportunities to provide courts for a number of years. The site being considered is the former gas work site although there are issues with access to the site. Nillumbik Shire Council The Shire of Nillumbik has three major indoor sporting facilities including the Diamond Valley Sporting Complex, the Eltham Leisure Centre, and the Community Bank Stadium. There are also multiple court facilities at the Eltham High School and Montmorency Secondary College. A master planning study in planned for the Diamond Valley Sporting Complex in 2016 to assess the need for further development of that venue and the district basketball association has argued a need for a further 4-5 courts. Overall, the review of need on Councils adjoining Banyule suggests a generally widespread acknowledgement that there are indoor sports court provision deficiencies with the majority of the Councils actively exploring opportunities for additional provision. Basketball Victoria Consultations with Basketball Victoria indicated that participation in basketball is increasing, particularly in the younger age groups while there is some fluctuation in participation rates for seniors. Further, Basketball Victoria indicated that participation in the Banyule area has been low over recent years as a result of insufficient facility provision. Within Victoria there are also approximately 25,000 primary school students participating in a school-based program called Hoop Time which could be offered in Banyule were there sufficient facilities. Basketball Victoria is supportive of developing new facilities to service the northern metropolitan region however further work is required with the Association to ensure a range of programs and services is offered including a pathway of participation from grass roots through to elite competitions. Table 2.3 compares Melbourne northern basketball participation with other regions in metropolitan Melbourne in 2013. Region:

Melbourne East

Melbourne North East

Melbourne Southern

Melbourne West

Type of Region:

Established

Expanding

Metropolitan

Slow - 0.4% Highest in the state

Strong - 1.8%

Strong - 1.9%

Strong - 2.1%

5th in State -

2nd in State -

3rd in the State -

42,195 6.3% - 6th in the state

11,159 2.9% - lowest the state

29,319 6.5% - 4th in the state

19,819 4.3% - 8th in the state

Number of Associations: Growth Outlook: Participation:

Participation Rate:

Table 2.3: Basketball participation in metropolitan Melbourne regions, 2013

Netball Victoria Netball Victoria is very supportive of the use of indoor facilities as they improve the standard of the game and are easier on playersâ&#x20AC;&#x2122; bodies. In addition, indoor facilities allow matches to continue regardless of the weather. There is strong netball participation in the northern region however Netball Victoria believes that there is a significant shortfall in the number of facilities needed in the region to support the demand.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

In conclusion to this point, the evidence collected from other Councils that adjoin Banyule and state sporting organisations indicates that the north-eastern metropolitan region is in need of additional multi court facilities. At present, the region is highly populated with single court facilities and a majority of these are provided for by the education sector. The region requires multiple multi-court facilities if it is to effectively cater for current demands and future trends and have venues which are financially sustainable for Councils. Further work with Latrobe University is underway on the development of a regional facility based at the Bundoora campus as there is an opportunity for a partnership between local Councils and Latrobe University to achieve a regional facility that caters on a large scale for the region, with smaller multi-court or satellite facilities catering for the domestic and training markets. 2.5.5 Sports Participation Data A review of local, state and national basket and netball participation date identified the following points: •

•

Approximately 146,500 people are registered with Basketball Victoria. National and State participation data, collected by the Australian Sports Commission through the Exercise, Recreation and Sport Survey, indicates a State participation rate 4.8 percent of the population and a national participation rate of 3.5 percent. Based on these figures, the Banyule basketball participation rate of 0.56 percent is between 1.97% and 4.24% lower than the state average and 2.9 percent below the national average Due to a shortfall of venues, the local basketball programs offered are domestic junior programs only. These cannot provide members with the opportunity to participate in the Victorian Junior Basketball League representative program or provide a pathway program from grass roots to elite programs. As a consequence, those players wishing to compete at a higher level or in a senior competition have to access programs outside of the municipal boundary While Banyule-based netball Clubs have access to the four court facility at Banyule Nets, discussions with Netball Victoria indicate that netball registrations in Banyule are lower than state and national participation rates. Based on the information provided by Netball Victoria, there are approximately 890 Banyule residents registered with the state association, which represents 0.71 percent of the current population. By comparison, Netball Victoria has approximately 111,210 Victorians (or 1.92 percent of the State population) who are registered with the state association. National and State participation data, collected by Australian Sports Commission indicate a State participation rate of 3 percent and a national participation rate of 2.5 percent. Based on these figures, the Banyule basketball participation rate is 2.3 percent lower than the state average and 1.79 percent below national average Population estimates indicate that over the next 17 years (2014 to 2031) the population of Banyule City Council will increase from 124,000 to 142,332, an increase of approximately 15%. If appropriate facilities are provided that encourage and support increased participation in indoor sporting activities there is the potential for participation to increase in line with the population increase providing a potential total base of between 10,000 and 11,500 netball and basketball players, and The findings of the Highball Sports Courts Project and the ongoing dialogue with the community, other Councils, Latrobe University, state sporting bodies coupled with the assessment of demographic trends and an analysis of broader leisure and recreation trends strongly suggests that the development of a new indoor sports court complex is required to improve access to quality facilities, programs and services offered with the primary outcome of increasing participation, access and community connectedness.

2.5.6 Banyule Club Court Needs Consultations with indoor sports court user clubs and associations based in Banyule City Council identified the following information. Ivanhoe Knights The Ivanhoe Knights Basketball Club has approximately 550 players in 64 teams. A significant member increase has occurred over the last 5 seasons due to the implementation of a school based program. Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Ivanhoe Knights teams compete in the Eastern District Junior Basketball Program. All teams are juniors under 20. Any player wishing to play representative basketball joins the Bulleen, Eltham, Collingwood or Camberwell Associations and there are approximately 25 players who compete in these programs. If additional indoor courts are constructed in Banyule, the Ivanhoe Knights would like to offer a representative program. The Club, which was based at the Banksia Stadium (part of the then school) until the closure of the facility in 2012, now uses a court at each of Ivanhoe East and Olympic Village Primary School and Charles Latrobe College for competition, with 3 additional school courts being used for training: Banyule Hawks Basketball Club The Banyule Hawks Basketball Club has now grown to 38 teams which equates to approximately 285 players. Of the current membership, 20 percent are female and 80 percent are male. The Club participates in the Eastern District Junior Basketball Association competition. The Club runs junior domestic programs only and does not offer a representative program or programs for senior players and those wishing to play at a higher level join either the Bulleen or Eltham Associations. The home base of the club is the single indoor court at McLeod Recreation and Fitness Centre. The Club also uses Viewbank Primary School for four training sessions a week and the Charles LaTrobe Secondary College on a Saturday for competition from 5pm to 7pm. The Banyule Hawks would like to gain court access to any new stadium complex for competition uses and to the Charles Latrobe facility. Ivanhoe Netball Club Ivanhoe Netball Club fields 24 junior teams (Under 9 through to under 17) and 4 senior teams. There is the potential to increase the number of teams. The Club plays domestically in the Banyule Districts Netball Competition. The Banyule District Netball association currently use facilities at Charles LaTrobe Secondary College, Ivanhoe Girls Grammar School, Ivanhoe Grammar School and Banyule Nets for training and competition. Although Banyule Nets is the main competition venue, it is currently at capacity during training times. 2.5.7 Key Highball Sports Court Study Findings The SGL Strategic Needs Assessment has identified a strong need for the provision of additional indoor highball sports courts in the Banyule region in each of in the short, medium and long term. The lack of courts has had a significant impact on participation levels, while the relatively high occupancy levels at existing facilities, the current and projected participation growth, and predicted significant population growth rate support the future provision of additional facilities. On the basis of the analysis, it can be concluded that City of Banyule has a significant undersupply of multi-court indoor sporting facilities to service its community. The lack of facilities has resulted in relatively low participation numbers in particular, in basketball, netball, volleyball and futsal. As a result of the shortfall identified above, Banyule City Council has acquired the land occupied by the recently closed Banksia-La Trobe Secondary College. This includes the two former indoor courts operated by the school which, until the school closure, supported some 65 hours of community use a week. Unfortunately, the activities of vandals in the time between the closure of the school and Councilâ&#x20AC;&#x2122;s acquisition of the venue has damaged the venue and courts beyond repair and Council now intends to develop a new multi-court venue with a new configuration on the site as soon as funding is available. From the perspective of the present master planning study for Macleod Recreation and Fitness Centre, the findings of the Highball Sports Courts Project indicate that the loss of the indoor sports court at the Macleod venue would have a severe, detrimental impact on indoor sports court availability and, in particular, on the activities of the Banyule Hawks Basketball Club. As such, the court should be Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

retained, at the very least until a new complex, which allows an expansion of indoor sports court user club activities and competition levels, is built. At or after that new provision has been achieved, the Banyule Hawks may decide that they no longer need use of the Macleod Recreation and Fitness Centre sports court and then other uses of it might be considered. The Club may, however, wish to retain its strong club base at the Centre and under these circumstances, the court could be retained, though perhaps with some wider use programming as well.

2.6 Preliminary Recommendations The review of the current assets at Macleod Recreation and Fitness Centre has demonstrated that lack of the flexibility of, and the poor access to existing program and support service spaces at the Centre inhibits the current opportunities to expand leisure program delivery. Initial recommendations to enable broader service delivery include: • • • •

• • • • • •

The creation of space to allow for clear vertical and horizontal circulation systems to improve way-finding, access and flexibility throughout the facility The reconfiguration of the existing spaces to provide larger, more flexible program areas Provision of new spaces for the expansion of the existing, and the provision of new programs and services The retention of space to allow the integration of the Centre with, and/or links to, other agency assets in the immediate precinct and for the addition and/or inclusion of further agency and commercial programs and services The provision of new / extended change rooms and amenities The provision of new entry including consolidated reception / kiosk and administrative space The development of outdoor service, social and program areas The upgrading and expansion of car parking areas Provision of improved pathways and safety/security lighting, and Enhanced linkage of the venue to surrounding parklands and pathways.

The existing and growing number, mix, facilities and ownership of competitors across the northern metropolitan Councils and in closer proximity to Macleod Recreation and Fitness Centre means that the venue will need to provide quality settings, program diversity, program and staff quality, operational flexibility and clear points of product differentiation if it is to continue to make a meaningful contribution to community recreation, sporting and leisure opportunities and to community health and wellbeing. It is already doing this to an important extent through its gymnastics program. However, with a core catchment that is rapidly ageing, this will need to be augmented by other facilities, programs and services –and perhaps other delivery models—if the venue is to remain viable. Finally, the analysis of the existing and required indoor sports court provision that was undertaken through Council’s SGL Strategic Needs Assessment has demonstrated a strong demand for further court provision both within Banyule and across the northern metropolitan region. This means that Council should give continuing strong consideration to further indoor court provision –as it has been at the former Banksia-La Trobe Secondary College site—and that in the meantime, the existing court at Macleod Recreation and Fitness Centre should be retained so that it can deliver optimal use opportunities to both highball sports and other programs.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

3 A Service and Performance Review of Macleod Recreation & Fitness Centre 3.1 Introduction This Chapter assesses what the assets of the Macleod Recreation and Fitness Centre permit in terms of use and whether asset shortcomings constrain the capacity of management to offer as full and as diverse a set of programs as the community expects. The brief does not require a review of the way it is managed but rather an analysis of the current operational capacity in order to strengthen potential opportunities for community participation. The Macleod Recreation and Fitness Centre was opened in 1992 and has provided the community with a number of recreational opportunities over that time. The brief indicates that the Centre is at or near capacity in terms of use, outdated and no longer meeting community needs in an effective manner. The Centre is owned by Banyule City Council and operated under a lease with the YMCA. Council and the YMCA have a service agreement that provides a basis for the allocation of funding by Council and further sets out the obligations and expectations of both parties regarding the funding arrangements. The service agreement operates until 30 June 2018. th

A meeting with senior YMCA staff was held on the 20 November 2013 to clarify usage and financial data. The intent of the meeting was also to assess the current capacity for each program/ space within the facility and get management and staff feedback on operational issues that affect service provision. The following commentary is an analysis of the data trends, a summary of the meeting discussions and observations made by the consultants.

3.2 Good Management Practice The extent to which facilities, programs and services successfully meet community needs and aspirations depends heavily on the way in which they are managed, programmed and serviced. Facilities which only rely on the community knowing how and when to use them, rarely achieve the outcomes which they could with good management, marketing, programming and performance monitoring. A facility is simply one of the means to the delivery of a mix of beneficial experiences. Delivering these outcomes in an optimal manner requires far more than just the “delivery” of a building. The key elements of successful recreation and leisure management are: •

A clear statement of the aim of the provision

•

A clear set of management objectives which will guide decision making for all management elements

•

An appropriate management structure or model to deliver the above aim and objectives

•

A set of programs which reflect the researched needs and nature of the community and their aspirations –in keeping with the overall goal of Government

•

A team of appropriately skilled staff with the ability to continually grow and change the services offered to meet the needs of the community

•

A strategy for marketing the programs and services offered

•

A strategy for scheduling use

•

A strategy for maintaining and where appropriate, improving the condition of assets, and

•

A strategy for monitoring the outcomes and performance of the venue or venues, the staff, the programs and the services.

All too often, local government authorities devolve responsibility for the majority if not all of these

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

responsibilities to independent venue operators with little or no requirements for meaningful performance reporting. Not surprisingly, venues operated in this manner rarely meet the needs of the broad community in an effective manner. Addressing the key elements of successful management should thus be a key task at an early point in the development or redevelopment of any community venue. It is the consultants’ view that both Council and the YMCA as managers are meeting their intended obligations given the goals and objectives set out in the service agreement.

3.3 The Existing Use of Macleod Recreation & Fitness Centre Table 3.1 provides an overview of the total visits trends (which defines people through the facility) from July 2009 to June 2013. Appendix 3.1 provides a graph of Table 3.1 for visual purposes. All data is supplied by the YMCA. Table 3.1 indicates that: • •

Total visits ranged from 296,088 in 2009/10 to 316,407 in 2013/14, a net rise of 7.1 percent over the period, and A 9.4 percent rise in visits was experienced in 2010/11 with total visits declining from that year. Thus, the 316,407 visits of 2013/14 were well below the peak of 326,993 in 2011/12 while also being the lowest attendance total since the beginning of the survey period – 296,088 in 2009/10.

Table 3.1: Total visits to Macleod Recreation and Fitness Centre, 2009/10-2013/14

2009/10

2010/11

% Change to Last Year

July

20,084

28,769

43.2%

24,303

-15.5%

26,404

8.6%

28,826

9.2%

August

20,759

30,258

45.8%

27,525

-9.0%

33,554

21.9%

31,361

-6.5%

September

17,660

28,771

62.9%

23,879

-17.0%

25,176

5.4%

26,682

6.0%

October

33,303

27,393

-17.7%

31,644

15.5%

20,027

-36.7%

29,759

48.6%

November

27,218

28,434

4.5%

31,957

12.4%

28,816

-9.8%

27,500

-4.6%

December

21,396

15,520

-27.5%

24,351

56.9%

18,923

-22.3%

22,414

18.4%

January

18,361

21,347

16.3%

24,390

14.3%

24,081

-1.3%

17,310

-28.1%

February

26,968

28,455

5.5%

25,434

-10.6%

26,779

5.3%

28,056

4.8%

March

24,889

31,140

25.1%

26,240

-15.7%

29,235

11.4%

28,079

-4.0%

April

23,261

25,057

7.7%

27,604

10.2%

26,277

-4.8%

21,533

-18.1%

May

31,001

27,508

-11.3%

30,008

9.1%

32,776

9.2%

27,953

-14.7%

June

31,188

31,305

0.4%

29,658

-5.3%

31,190

5.2%

26,934

-13.6%

Total

296,088

323,957

9.4%

326,993

0.9%

323,238

-1.1%

316,407

-2.1%

Total Visits

2011/12

% Change to Last Year

2012/13

% Change to Last Year

2013/14

% Change to Last Year

Table 3.2 provides an overview of the total Centre program visit trends (which defines people participating) from July 2009 to June 2014. Appendix 3.2 provides a graph of Table 3.2. The Table shows that: • •

Total program visits range from 249,625 in 2009/10 to 289,039 in 2013/14, a net rise of 15.4 percent over the period, and A 15.5 percent rise in visits was experienced until 2011/12 with total program visits stabilising after that period.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Table 3.2: Total program visits to Macleod Recreation and Fitness Centre, 2009-2014 Total Centre Program Visits

2009/10

2010/11

% Change to Last Year

2011/12

% Change to Last Year

2012/13

% Change to Last Year

2013/14

% Change to Last Year

July

20,797

22,450

7.9%

23,836

6.2%

23,906

0.3%

25,071

4.9%

August

21,072

23,363

10.9%

24,985

6.9%

24,359

-2.5%

27,769

14.0%

September

21,214

23,078

8.8%

24,568

6.5%

23,140

-5.8%

25,001

8.0%

October

21,723

23,525

8.3%

25,828

9.8%

24,709

-4.3%

28,514

15.4%

November

21,273

23,296

9.5%

25,447

9.2%

23,435

-7.9%

25,068

7.0%

December

19,474

20,952

7.6%

22,195

5.9%

21,384

-3.7%

19,422

-9.2%

January

19,183

21,448

11.8%

22,354

4.2%

22,545

0.9%

18,619

-17.4%

February

21,459

23,402

9.1%

24,497

4.7%

23,900

-2.4%

25,255

5.7%

March

21,513

24,735

15.0%

24,386

-1.4%

23,609

-3.2%

26,712

13.1%

April

19,981

22,232

11.3%

23,080

3.8%

23,880

3.5%

17,821

-25.4%

May

20,993

24,004

14.3%

25,048

4.3%

24,518

-2.1%

25,625

4.5%

June

20,943

23,295

11.2%

23,331

0.2%

23,133

-0.8%

24,162

4.4%

Total

249,625

275,780

10.5%

289,555

5.0%

282,518

-2.4%

289,039

2.3%

Table 3.3 provides a summary of the difference between the total visits and total program visits from 2009 to 2014. Table 3.3: Total visits vs total program visits to Macleod Recreation and Fitness Centre, 2009-2014 Visits

2009/2010

2010/2011

2011/2012

2012/2013

2013/2014

Total Visits

296,088

323,957

326,993

323,238

316,407

Total Centre Program Visits

249,625

275,780

289,555

282,518

289,039

Total Visits - Total Program visits

46,463

48,177

37,438

40,720

27,368

Total Visits - Total Program visits %

84.3%

85.1%

88.6%

87.4%

91.4%

Table 3.3 indicates that there were 46,463 visitors (15.7% of all visits) in 2009/10 and 27,368 (8.6% of all visits) in 2013/14 who did not participate directly in programs at the Centre. Whilst this table does not confirm demand, it suggests there is a potential opportunity to invite and engage more people in activity without the need to promote to the wider market place, provided that the current mix of opportunities meet their needs. If 25 percent of those visitors not engaged in programs at the Centre were to participate in existing programs this would make a difference to the current financial viability of the Centre. Table 3.3 also suggests that it would be invaluable to consult those who visit but do not participate in activities to understand their needs for possible provision. Table 3.4 provides a summary of the major program trends from 2009 to 2014. It is noted that data for all programs is not collected. A people counter is used for data collection where programs are not monitored.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

A number of program trends from data collected are apparent from Table 3.4. These include: •

•

• • • •

Group fitness usage has increased significantly from 30,828 participants per annum in 2009/10 to 56,521 participants per annum in 2013/14 (67%) which indicates a strong demand for this type of activity Pryme Movers (older adults) has declined from 6,232 participants per annum in 2009/10 to 3,472 participants per annum in 2013/14 (47%). This indicates that use by older adults is declining, perhaps because of the changing demographics of the community, competition or the fact that the programs offered no longer meeting the needs of this age group Gymnastics has been relatively stable in terms of participants for the 4 year period Use by gym members increased from 2009/10 to 2010/11 by 11.8% and again by 9.8% in 2011/12 before a decline of 5.2% in 2012/13 and a further 2.3% decline in 2013/14 Child care use grew by 16.4% (725) in 2010/11 before declines in 2011/12 by 16.3% (840); 2012/13 by 16.7 %( 720), and 2013/14 by 14.9% (535), and Dance and related programs have shown decreases in each year with a total decline of 50% (2,307) between 2009/10 and 2013/14.

Table 3.4: Trends in participation numbers for major programs, Macleod Recreation and Fitness Centre, 2009-2014

Program

2009/10

2010/11

% Change to Last year

2011/12

% Change to Last year

2012/13

% Change to Last year

2013/14

% Change to Last year

Group Fitness

30,828

41,485

34.6%

46,448

12.0%

51,962

11.9%

56,521

8.8%

Pryme Movers

6,232

3,986

-36.0%

3,776

-5.3%

3,094

-18.1%

3,472

12.2%

Gymnastics

9,256

9,038

-2.4%

8,772

-2.9%

9,075

3.5%

8,601

-5.2%

107,571

120,274

11.8%

132,087

9.8%

125,260

-5.2%

122,332

-2.3%

Child care

4,415

5,140

16.4%

4,300

-16.3%

3,580

-16.7%

3,045

-14.9%

Dance

5,333

4,867

-8.7%

4,637

-4.7%

4,288

-7.5%

3,026

-29.4%

163,635

184,790

12.9%

200,020

8.2%

197,259

-1.4%

196,997

-0.1%

Gym Members

TOTAL

The above use trends generally indicate, with the exception of group fitness activities and Pryme Movers, that the programs on offer have reached a point where they have stagnated or in some cases have declined over the 2009-2014 period. A number of reasons have been identified for these changes including: •

• •

The Centre has reached its capacity in terms of the ability to cater for increases in program growth. This is particularly evident for the group fitness space where management is using a number of other spaces to cater for class demand. The same can be said for the gymnasium where membership reached a peak of over 2,200 members in 2011/12 only to see a decline to the current 1,600. Customer feedback suggested that members could not access equipment or were queuing to use equipment because of overcrowding. The gymnastics area is at an average of 90% capacity in demand times There is a limited mix of alternate programs for some age groups, especially younger users Marketing strategies are not reaching potential markets. The Centre aspires to provide a wide range of programs and services to the Banyule community. Initial observation and some user group feedback suggests that there is very little evidence of management marketing strategies in place for the minor programs offered such as older adults, badminton, basketball, self-defense and dance classes. Whilst management ‘hires’ the space to a number of such program/user groups there seems to be very little in the way of in-house and external promotional material encouraging potential users to try or experience these services. Relying on word of mouth or user group self-promotion usually will only have limited reach in the market place

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

• •

Program times do not suit all user groups (a common issue raised amongst Pryme Movers members) The facility is old and tired and not meeting the level of quality expected by existing or potential users in terms of its appearance or the communities expectations. Evidence suggests a strong competitive market for like programs and as such quality of facilities and presentation will strongly influence the decision to use facilities on a regular basis. A relevant example is a clean, modern, well equipped health and fitness facility with quality support services will strongly influence a user’s experience when compared to a tired presented service, particularly if there is minimal price point difference There are more alternate opportunities through increased competition in the catchment area and region, and The demographics of the catchment has changed and current services and programs have not changed in response to this. Unless management undertakes regular research to understand the market place (the needs) then providing opportunities that are not relevant to needs will almost always fail.

It should be noted that some of the above findings do not reflect a detailed review or analysis of current management processes as such an analysis was outside the scope of the brief for the study. That said, the above conclusions should be considered in the light of the other research components of this study and balanced accordingly. A more detailed analysis of the Centre’s capacity to cope with growth will be detailed later in this chapter.

3.4 The Existing Financial Performance of the Venue There are a number of financial trends occurring at Macleod Recreation and Fitness Centre which correlate with the usage data and which are worth noting in the context of determining capacity and potential redevelopment opportunities. Appendices 3.3 and 3.4 provide data and graphs of the financial trends occurring over the 2009/10 to 2012/13 period. The data and graph should be referenced in conjunction with the following commentary. All financial data was supplied by the YMCA. 3.4.1 Income •

•

• • •

•

The total income for the Centre increased from $2,248,260 in 2008/09 to $2,549,365 (11.8%) in 2009/10 with further increases occurring in 2010/11 by 7% to $2,739,984. Income decreased by 1.3% to $2,704,133 in 2011/12 and declined again in 2012/13 by 2.6% to $2,575,517 Health and wellness programs increased from $842,511 in 2008/09 to $1,578,608 in 2011/12 before a decline to $1,514,974 in 2012/13. The income from these programs represented an average of $1,256,632 or 48.8% of income over the 5 year period Gymnastics income averaged $535,267 over the 5 year period which represented 20.8% of all income over the period Out of school hours programs income averaged $180,252 over the 5 year period which represented 7% of all income over 5 years Group fitness programs income averaged $134,439 over the 5 year period which represented 5.2% of all income over 5 years. A significant decline in income of 65% has occurred in 2011/12 and a further 31% in 2012/13 due to participants taking up membership options Café /vending income averaged $72,134 over the 5 year period which represented 2.8% of all income over 5 years. However, there has been a significant decline in income from a high of $95,349 in 2009/10 to $51,631 in 2012/13 There has been a significant decline in income from the crèche services from a high of $58,405 in 2009/10 to $34,356 in 2012/13. Crèche services represented 1.7% of average income over five year period, and The tennis programs income averaged $17,716 over the 5 year period which represented 0.7% of all income over the same period.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

3.4.2

Expenses •

•

Overall expenses increased by 18.7% from $2,248,258 in 2008/09 to $2,737,480 in 2010/11 before declining by 1.2% in 2011/12 and a further 2.6% in 2012/13 to $2,575,015, and Salaries represented 61% of total expenses which is within industry standard benchmarks for this type of venue.

These financial trends correlate with use trends and suggest that unless there is an increase in participation and thus income, Council subsidies may need to be reviewed as expenses rise – particularly with wages, energy and insurance costs rising substantially over the coming 3-4 years. It therefore warrants consideration as part of the study to ensure the financial impact of any proposed redevelopment is taken into consideration.

3.5 Staff Feedback The following commentary is based on discussions with senior YMCA staff and observations by the consulting team in November 2013. The YMCA was represented by; • • • •

Centre Manager – Pam Wheatley Centre Director- Tim Angel Centre Program Director- Erica Patterson, and Community & business Director – Stephen Ward.

Program/ service Crèche

21 per session

Area sq. m. (approx.) 56

Group Fitness

30 per session

100

Gymnastics

90 per session Currently average of 81 per session

650

Gymnasium

1,900 1,600 currently

250 (including outdoor area)

Martial Arts

Space is used for a number of programs Multiple spaces used Multiple spaces used

120

Out of School Hours Pryme Movers

Capacity

Comments/Conclusions Evaluate the provision of an outdoor play area in association with the current facilities, especially of the venue is further developed as a community activities hub. Review regulations, cost/ value before expanding any provision. At capacity and other spaces used to cater for demand. Not ideal. Needs 3 dedicated spaces – must be flexible and insulated from noise from other rooms. Strong growth apparent through usage data trends. Believe that the program has the potential to expand and grow if the right space is provided. Very little competition and already have some use from outside catchment. Consider spectator viewing, access to change toilets and access for traffic flow as part of the potential service improvement Health and wellness space at or near capacity – 1,600 current members. At a peak of 2,200, members could not access equipment without waiting. Access to car parking, change amenities, value for money, age of equipment are all part of the mix of service to the community that need to be considered. Gym space needs to be extended if growth is to occur. Demand is apparent but dedicated space is limited due to other competing programs. Usage trends reveal constant numbers Demand is apparent but space is limited Data suggests decline in activity. Question if program is meeting needs

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Program/ service CafĂŠ/Vending

Schools

Capacity Served from reception as space was reallocated for group fitness room Multiple spaces used

Stadium & Sports Rental

800

Tennis

Office space and staff amenities Car parking

Area sq. m. (approx.) 40

2,000

92 spaces

Comments/Conclusions Demand is apparent â&#x20AC;&#x201C; space has been forgone for program space. Need to ensure that any provision is preferably linked to reception and has the ability to be separately managed if required. Demand is apparent but space is limited given other program priorities. One court stadium provides multiple use for programs including badminton, basketball and school use. Basketball (or any highball) competition is not viable or in demand unless a 3 court configuration is available. Consideration should be given to moving current court uses to another venue to free up space for other uses in the future. Very little demand other than casual use. Usage declining confirmed through financial data. Tree roots are causing lift under surface and no water or shade is available. Preferably link any additional office space with reception. Staff room and amenities need to be provided. Subject to any proposed redevelopment will need to be reviewed and increased

The above feedback suggests that Macleod Recreation and Fitness Centre is at or near capacity and is not effectively meeting the needs of the overall Macleod and district community in an comprehensive and effective way. The building has a number of spaces that are at capacity including the group fitness room, gym and gymnastics hall. Whilst management is spreading programs to other spaces this has resulted in lost opportunities to grow several of the minor programs. An example is the dance and self-defense programs that are hampered by the lack of space available from growing participation. Several exceptions to over-crowding and over use discussed above warrant both mention and action. These are the 4 tennis courts to the north of the car park and the outdoor areas surrounding the Centre and linkages to and use of surrounding parklands. With regard to the outdoor tennis courts, section 3.4 indicated that income from the four courts, which would have a replacement value of around $400,000, represented just 0.7% of all Centre returns when averaged over the past 5 years. This is very low for such an asset and reflects the fact that there is little innovative marketing or programming of the courts. On the issue of the outdoor areas surrounding the Centre, it would appear that little structured or informal use is made of these areas and that no use is made of the surrounding trails, pathways or extensive parklands. These two assets are thus substantially under-used.

3.6 Business Projections 3.6.1 Introduction The success of the proposed master plan for Macleod Recreation and Fitness Centre will ultimately be determined by the engagement of the local community and the ability of the managers to take advantage of the trends occurring in leisure provision to ensure that service provision continues to directly relate to identified needs. The high level projections for both concept plans contained in this section of the report and in full detail in Appendix 7 provide Council with an understanding of the likely operating and financial implications of Macleod Recreation and Fitness Centre should Council proceed with either of the proposed master plan projects. Table 3.6.1 provides a summary of the base, conservative and optimistic model projection averages over 10 years for both options.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Operating income for each option and each of the model projections for the proposed expansion has used 2014/15 use and income projections for the existing services at Macleod Recreation and Fitness Centre as a base. The forecast models have been developed to reflect the likelihood of the community taking advantage of the use of proposed program areas. The proposed upgrade and expansion will in part sell itself because potential users will be able to see first-hand a greater mix of opportunities and therefore be more open to take up program offerings from varied activities at the one site. The ability to market and cross sell all services under one roof together with increased promotional resources allocated in the forecasts will provide some level of confidence in terms of achieving growth projections. 3.6.2 Summary of Business Projections Table 3.6.1 provides a summary of the average projected performance of both options and forecast models over a 10 year period. Using the base model for option 1 as the most likely outcome it is estimated that: • • • •

The upgraded and expanded facility will return an average annual operational surplus of $267,824 per annum over the 10 year period An average annual provision of $97,619 will be required for refurbishment / life cycle costs There will be average annual operational savings from the existing service model of $100,000, and There will be an average annual net return to Council of $270,206.

The conservative summary indicates that: • •

A 10% decline in visits will reduce the average annual operational return to $41,756 per annum over the 10 year period, and A 10% decline in use is estimated to return a reduced average of $44,137 annually after current operational savings and provisions / life cycle costs.

The optimistic summary indicates that: • •

A 10% increase in visits will provide an average annual operating return of $448,365 per annum over the 10 year period. A 10% increase in use is estimated to return Council an average of $450,747 annually over a 10 year period after current operational savings and provisions / life cycle costs have been made.

Using the base model for option 2 as the most likely outcome it is estimated that: •

• • •

The upgraded and expanded facility including the stadium will return an average annual operational surplus of $282,766 per annum over the 10 year period An average annual provision of $105,530 will be required for refurbishment / life cycle costs There will be average annual operational savings from the existing service model of $100,000, and There will be an average annual net return to Council of $277,236.

The conservative summary for option 2 indicates that: • •

A 10% decline in visits will reduce the average annual operational return to $53,200 per annum over the 10 year period, and A 10% decline in use is estimated to return a reduced average of $47,671 annually after current operational savings and provisions / life cycle costs.

The optimistic summary for option 2 indicates that: •

A 10% increase in visits will provide an average annual operating return of $466,804 per annum over the 10 year period.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

•

A 10% increase in use is estimated to return Council an average of $461,275 annually over a 10 year period after current operational savings and provisions / life cycle costs have been made. Macleod H&FC Masterplan OPERATIONAL MODEL SENSITIVITY ANALYSIS SUMMARY Draft Masterplan

Final Masterplan

No stadium

With stadium

10 year Average

Base Model Annual Operating Position

$267,824

$282,766

Provision - Refurbishment/Lifecycle Costs

-$97,619

-$105,530

# Existing Operating Contribution - savings

$100,000

Net Annual Cost/ Return to Council

$270,206

$277,236

410,166

423,946

$41,756

$53,200

Provision - Refurbishment/Lifecycle Costs

-$97,619

-$105,530

# Existing Operating Contribution - savings

$100,000

Net Annual Cost/ Return to Council

$44,137

$47,671

Annual attendances

369,150

381,552

Annual Operating Position

$448,365

$466,804

Provision - Refurbishment/Lifecycle Costs

-$97,619

-$105,530

# Existing Operating Contribution - savings

$100,000

Net Annual Cost/ Return to Council

$450,747

$461,275

451,183

466,341

Annual attendances Conservative Model (-10% ) Annual Operating Position

Optimistic Model

(+ 10% )

Annual attendances

Table 3.6.1: Summary of 10 year averages – All models 3.6.3 Business Model Assumptions The business projections have been factored within both options and all models according to the following criteria and assumptions. It should be noted that all operating budgets are GST inclusive and GST implications are accounted for in the cash flow. More detailed notes on income and expenditure items are included in Appendix 7: • • • • • • •

Projections have been based on concept plans supplied by DWP/ Suters All models are projected in 2014/15 dollars. Assumes that any increase in costs will be matched by increase in admission fees No CPI or admission price increases have been factored into any models Program growth has been projected for both options and in all models and reflects similar operating trends at other community leisure venues over a 10 year period Operating income and expense projections are GST inclusive where applicable. GST inputs and outputs are considered in cash flow summary Pre-opening costs are factored in forecast of for each option and each model Savings to Council are based on 2014/15 operating subsidy position

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

• • • • • • • • • •

All estimates have been rounded to the nearest dollar Energy costs have been increased to reflect increasing energy costs and potential carbon tax implications Increased annual projections have been made for building, equipment replacement and increased maintenance that reflects increased wear and tear Refurbishment provisions are based on 1.5% of the projected construction capital cost in each option Admission fees are based on 2014/15 fee structure for each option for consistency purposes Loose furniture and fit out costs of $500,000 are allowed for in the capital estimates for each option Projections are based on the centre being managed and operated by the current team with the same senior staff structure Management overheads have been included in each option and all models Projections are based on existing operating hours, and Projections have been modelled using 2014/15 budget projections as the base for the forecast.

It can be concluded from the foregoing analysis that a considerable operational contribution can be realised if either of the options of the master plan development recommended in this report proceeds on condition that the right resources are applied through management, service and promotion/marketing initiatives.

3.7 Preliminary Conclusions and Recommendations The following preliminary recommendations are made from an operational perspective based on the findings and data in this chapter of the report. The recommendations are also subject to other research findings of the study. Preliminary Recommendations

•

The Gymnastics hall be increased in size and flexibility to cater for potential demand. The opportunity for a dedicated gymnastics hall exists which will cater for a regional market. Change/ toilet and viewing facilities will need to be easily accessible from the gymnastics program space

•

The Gym floor space be increased to approx. 500 square metres to cater for potential membership growth. This will cater for a potential membership of up to 4,000 and provide both more attractive spaces and allow for more, upgraded and larger equipment

•

Relocate the indoor sports court high ball uses to another venue, divide the court into two levels through installation of a mezzanine floor and develop both levels for dry health and fitness program rooms with a floor space of 500 – 550 square metres or upgrade the indoor sports court to permit its optimal use for high ball sports and other Centre programs.

•

Provide 3 additional group fitness studios to create a flexible timetable for existing and potential users. Two of the studios should be adjoining and be partitioned by a soundproof operable wall for master classes and larger events

•

Assess demand for a dedicated program pool that could provide a number of aquatic opportunities to the local community including swimming lessons, water aerobics, school lessons and warm water rehabilitation. A pool would add diversity to the range of programs on offer whilst contributing to the financial sustainability of the centre

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Preliminary Recommendations (continued) •

The provision of at least 3 clustered programmable spaces for dance activities, self defense and other dry program opportunities. This allocated space would allow these programs to expand in numbers and allow diversity in program offerings

•

Increase the number of car parking spaces to cater for peak times. Consider safety enhancement strategies in the layout

•

Consider the removal of some or all of the tennis courts and restructuring and diversifying the programming and servicing of any that are retained. It is understood that 6 tennis courts are situated on the other side of the railway line. Optional uses for the space include car parking or a multi lined/purpose indoor/outdoor area for futsal, basketball, netball, tennis, volleyball, school and holiday programs

•

Replace people counter with the installation of a front desk software system capable of gathering accurate financial and usage data for all programs

•

Upgrade the change /toilet areas to acceptable standards and expectations

•

Provide café/social areas for users and visitors to socialize and relax before/after participation. Consider provision of cafe facilities whether in permanent or “pop up” form within the main venue, in proximity to the railway station access and in proximity to Wungan Street and the adjoining parklands and trails. Assess optional operations models

•

Potentially expand the crèche to include at least 7 more opportunities and include outdoor play as part of the mix

•

Re-design the entrance and reception to allow a better traffic flow for user access and management control

•

Develop outdoor programming and social areas and strengthen links to and access from the surrounding parklands and pathways

These preliminary recommendations have been carried forward to the development of the design brief in Chapter 7.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

4 The Markets Served by Macleod Recreation & Fitness Centre 4.1 Introduction Understanding the nature of the markets served and not served by Macleod Recreation and Fitness Centre is an important step in defining the development/redevelopment actions at the Centre which might be most beneficial to the Banyule community. Thus, this Chapter focuses on understanding: 1. 2. 3. 4.

The present â&#x20AC;&#x153;reachâ&#x20AC;? of the Centre i.e. where it draws custom from and to what extent In the light of 1, where it does not draw custom from, why that might be and what actions might be appropriate to respond to this What the demographics of the market area served by the venue are and what implications this might have to future facilities and/or programs provision, and What competitors the Centre faces and how this might be responded to, again in terms of future facilities and/or programs provision.

These issues are addressed in the following paragraphs.

4.2 Assessing the Markets Served The markets served by Macleod Recreation and Fitness Centre can be most readily identified through the use of information on the home suburb of users. Data on the suburb of origin of family, health and wellness members and on gymnastics program members at the Centre have been used, with no information that would identify individuals being released by Centre management. This data has been tabulated and mapped to show which suburbs users come from, which suburbs are the most important sources of users and which areas provide few or no users. Membership data is generally more useful than casual user data as casual use can reflect the impact of weather, short term fads, user whim, seasons and so forth. Further, using casual visitor data would require implementation of a user survey. This is time consuming and costly if an accurate set of data is to be collected and was beyond the scope of the present study. Finally, the tabulation of member data allows an analysis of the relationship between use and the key demographic features of each provider suburb e.g. the percent of residents who are members, rates of membership per 100 residents, the socio-economic characteristics of suburbs and so forth. A second form of analysis of the markets served by Macleod Recreation and Fitness Centre has been made possible through member age group data collected by Centre management. This allows a comparison of the age group of members with the age distribution of the catchment population. Finally, Centre management has provided data on the gender of family, health and wellness members and gym program members and this is compared with the catchment population data in later paragraphs. 4.2.1 Market Reach or Catchment Family, health and wellness member origins Table 4.1 following shows the origin of family, health and wellness members of the Macleod Recreation and Fitness Centre by suburb as at October 2013. The table lists: 1. 2. 3. 4. 5.

Each suburb that generates memberships, with these recorded in order of importance (up to those accounting for 97.4 percent of all members) The number of Centre members from that suburb Each suburbâ&#x20AC;&#x2122;s percentage of all members The cumulative percentage of members The population of each suburb as identified at the 2011 Census

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

6. 7. 8.

The Australian Bureau of Statistic’s SEIFA Index for each suburb, this being a measure of socio-economic wellbeing, with the higher scores representing higher community wellbeing The number of Centre members per 100 residents originating from each suburb, and A “membership category”, which was used for mapping the data.

Table 4.1: The suburb of origin of family, health and wellness members, Macleod Recreation and Fitness Centre, October 2013 Suburb of Origin, family, health, wellness members Macleod

Member No.

% of total

Cum %

Suburb pop. 2011 Census

2011 SEIFA Index (5)

Members per 100 residents

M'ship category

557

32.8

32.80

8,340

1,054

6.7

Rosanna

260

15.3

48.12

3,160

1,077

8.2

Watsonia

217

12.8

60.90

4,490

1,009

4.8

22,976

1,026

0.6

Bundoora * (3)

144

8.5

69.38

Greensborough •

124

7.3

76.68

7380

1,060

1.7

Heidelberg

4.4

81.04

2,015

1,067

3.8

Heidelberg Heights

4.3

85.34

2,556

977

2.9

Yallambie

3.8

89.16

1,564

1,084

4.2

Eltham ** (3)

1.4

90.58

6,928

1,066

0.3

Ivanhoe

1.2

91.81

9818

1,074

0.2

Reservoir **

1.1

92.87

42,245

939

0.04

Montmorency

0.9

93.76

3,455

1,073

0.4

Eaglemont

0.6

94.35

1,523

1,120

0.7

Diamond Creek **

0.5

94.82

9,996

1,066

0.1

Lower Plenty

0.5

95.29

1,566

1,092

0.5

Alphington **

0.3

95.58

4,017

1,090

0.1

East Ivanhoe

0.3

95.88

3,297

1,116

0.2

Hurstbridge **

0.3

96.17

3,017

1,064

0.2

Mill Park **

0.3

96.47

26,872

1,006

0.02

1,801

1,125

0.3

Plenty

0.3

96.76

Preston **

0.3

97.06

26,224

983

0.02

Bellfield

0.2

97.23

1,024

830

0.3

0.06

0.03

Briar Hill

0.2

97.41

3,092

1,056

Doreen **

0.2

97.61

11,276

1,093

Total (1) 1,654 (2) --208,632 Av = 1.14 -Notes: (1) There were 30 further suburbs providing members to the Centre but none accounted for more than 2 people. (2) The YMCA managers of the venue reported a total of 1,698 members as of October 2013. Membership percentages by suburb are based on the total reported membership figure (3) * Suburb partially outside Banyule Council; ** Suburb totally outside Banyule Council (4) Data sources: membership numbers, YMCA; population, ABS 2011 Census; SEIFA Index, ABS and profile.id.com.au (5) The SEIFA Index uses a number of Census measures (income, education, unemployment, occupation) to create an index of disadvantage. The lower the score, the greater the socio-economic disadvantage. The overall Banyule score in 2011 was 1,044. The highest Councils in Victoria were Boroondara on 1114 and Nillumbik on 1099. The lowest SEIFA figures were recorded for Central Goldfields (888) and Greater Dandenong (905) Councils.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

The data in Table 4.1 indicate that: • • • •

•

Macleod Recreation and Fitness Centre family, health and wellness members had origins in 54 different suburbs One-third of the top 24 suburbs listed in the table were outside Banyule Council The total population in the Centre catchment at the 2011 Census was 208,632 people Despite the wide spread of member suburbs, there was actually a strong membership concentration ie: a few suburbs contributed many members while a large number of the origin suburbs contributed very few members. To illustrate, the suburb of Macleod alone accounted for just under one-third of all members while the four most important suburbs (or 7.4% of the total number of suburbs) accounted for more than 75 percent of all members. Similarly, only 8 suburbs provided more than 50 members and 31 provided less than 10 members There was a significant variation between the suburbs in the rates of membership. Rosanna had the highest rate, with 8.2 per 100 residents. This means that 8.2 percent of the suburb’s population were members. By comparison, Macleod provided 6.7 members per 100 residents, Watsonia, 4.9/100, Yallambie, 4.2/100, Heidelberg, 3.8/100 and Heidelberg Heights, 2.9/100. All other suburbs had well less than 2 members per 100 residents or less than 2 percent of residents as members, and There was no evident correlation between the SEIFA index of disadvantage for the suburbs members came from and membership numbers. Some suburbs with high SEIFA indices (meaning low disadvantage) had comparatively high memberships while other high-scoring suburbs had low memberships. That said, only one of the suburbs with a low SEIFA score generated more than 2 members per 100 residents. This data suggests that factors other than socio-economic status such as distance and the age of the community were major influences on membership numbers.

Overall, the data in Table 4.1 suggest that while the apparent family, health and wellness member-ship “reach” of Macleod Recreation and Fitness Centre is broad, it is not reflected in high member numbers in most suburbs. The majority of suburbs generating members provided well less than 10 each. In summary, members come from a lot of places, but most members come from few places. Even in those suburbs with high memberships, the figures did not represent a significant proportion of the population. Thus, the highest, Rosanna, attracted just over 8 of every 100 residents while the majority attracted less than 3 members for every 100 residents. The average over the 24 “core” suburbs was only 1.1 members per 100 residents --or 1.1 percent—which is less than one-seventh of the membership from the highest suburb. Further, the Centre’s 1,654 “core” suburb members at October 2013 constituted only 0.8 percent of the core catchment population of 208,632 people. Significantly, the figures suggest that if the Rosanna figure of 8 percent of the population being members was taken as the optimum membership rate, there are literally thousands of potential or “latent” members in the other catchment suburbs. This is not to say that the Macleod Recreation and Fitness Centre is not doing a good job or that it is not reaching out to the community: other evidence reported in this Chapter indicates that it is doing both these things. However, the membership figures do suggest that: • • • • • •

The Centre has a highly loyal clientele that visits it on a high frequency while most other community members choose not to use it Most members live close to the venue and as such membership is somewhat opportunistic rather than as a consequence of a search across the Council or wider area The Centre’s programs are only seen to be relevant to particular segments of the population surrounding it, an issue which is reviewed in later paragraphs The Centre’s marketing is not effectively reaching the wider Council community There are physical barriers that inhibit access to the Centre. Evident amongst these are the adjacent rail line, the district road network and poor signage There are other venues that are more accessible, cheaper, or more attractive to community members. There is strong evidence for this, as discussed later in this Chapter

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

• •

The Centre is serving residents from other Councils as well as residents from Banyule and this may be to the detriment of Banyule residents, and The Centre does not have the physical resources needed to mount the number and range of programs and activities needed to better serve the community. The asset assessment reported in Chapter 2 and the consultations in Chapter 5 strongly support this conclusion.

It is probable that all these factors have some influence and a number are discussed in more detail in following sections. All need to be reviewed and evaluated by Council and the Centre management if the optimal service and programming mix is to be delivered to the community. Figure 4.1 shows the physical distribution and concentration of family, health and wellness members for the top 24 suburbs shown in Table 4.1. The shades in the map in Figure 4.1 reflect the categories in the final column of Table 4.1. The darker the shading of a suburb, the higher is the proportion of members from that suburb. A note of caution should be sounded about the shading for each of Bundoora and Greensborough as both stretch quite some distance north-south with some parts being quite close to and others being quite far from the Macleod venue. Were the catchment groupings mapped at a smaller scale than by suburb it could well be that the northern part of both suburbs would be in the less than 5 percent category and the southern sections in a higher category. That said, in general, Figure 4.1 shows that the suburbs closest to Macleod Recreation and Fitness Centre generated the highest levels of family, health and wellness memberships, although this was not as strong with regard to the suburbs to the immediate west. Thus, and as suggested earlier, the distance of a suburb from the Centre, rather than socio-economic disadvantage, would appear to be a key influence on the level of memberships generated. The map also suggests that the position of the Centre in relation to access roads and the travel patterns of residents may have quite a significant influence on member origins, particularly via district roads from the south-west and north-east. Such an influence has been found at other venues and reflects work travel patterns, travel associated with meeting children’s needs and shopping-related travel. It may also be that suburbs in these directions are less well provided for in terms of the opportunities offered at the Macleod Centre, an issue which is reviewed later in this report. Of some concern is the fact that the map suggests that the great majority of family, health and wellness members lived less than four kilometres from the venue. Interestingly, the map suggests that despite the presence of WaterMarc Banyule in Greensborough, some 4.5 kilometres to the north-east of Macleod Recreation and Fitness Centre, a greater proportion of Macleod members came from Greensborough than from most suburbs to the south-west, south and south-east. This could once again reflect the impact of travel patterns within the district, the mix and scale of the opportunities provided at Macleod versus WaterMarc Banyule or the differing nature of the two venues. Finally, the map shows the attraction of the Centre to people living outside Banyule Council. This is significant in that it suggests that while distance is generally a major determinant of whether people will go to Macleod Recreation and Fitness Centre (as opposed to another venue or to no venue at all), the Centre clearly has the capacity to offset the impact of distance. It would be valuable to identify whether there are specific activities or facilities that have achieved this outcome and why, and how this strength could, perhaps, be built on. It warrants noting too that this “strength” may in fact, be a weakness. If the venue is catering well for non-Banyule residents, it could actually be to the detriment of Banyule residents. This issue cannot be pursued here but warrants further assessment.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Figure 4.1: The Macleod Recreation and Fitness Centre family, health and wellness membership catchment, November 2013

Gymnastics member origins A second set of membership data from Macleod Recreation and Fitness Centre is of relevance in the context of the above discussion, that being the membership of the specialist gymnastics programs that are offered. Table 4.2 shows the suburbs and membership data for the combined gymnastics programs run at Macleod. The data in the Table combines the suburb of origin of 1 children of less than 4 years who are involved in Kinder gym, children from 4 /2 to 12 years enrolled in a recreational gymnastics program, and 6 – 12 year olds taking part in competition gymnastics. The table includes all origin suburbs but as with Table 4.1, the catchment population analysis has excluded those suburbs with less than 3 members. The catchment population data used in Table 4.2 is the number of children aged 1 to 12 years in each suburb at the 2011 Census. Table 4.2 indicates that: •

Gymnastics members came from 44 different suburbs. Although this was 10 fewer than that for family, health and wellness members, a number of the suburbs that provided significant numbers were quite some distance from the Centre eg: Preston, Mill Park, Alphington, Fairfield, Northcote and North Fitzroy • The greater spread of origins of gymnastics members is reflected in the fact that less than half the proportion of members (15.7%) came from the “core” suburb of Macleod versus 32.8 percent of family, health and wellness members • It took members from 11 suburbs to reach 75 percent of all gymnastics members versus only 5 suburbs for family, health and wellness members. 11 suburbs contributed over 2 percent of members each whereas only 6 suburbs with this percentage of family, health and wellness members • The highest membership rates per 100 residents were slightly higher than for general members (Macleod, 9/100, Rosanna, 7.2/100) and the average of 2.4/100 residents was more than double the general membership figure • The broad spatial spread of origin suburbs indicates the willingness of the community to travel to high quality and/or uncommon or unique programs and services, and • The catchment population served by the gymnastics program was 49,114, less than 25 percent of the general membership catchment. The catchment data shows that the Macleod Recreation and Fitness Centre gymnastics programs drew members from a more sub-regional market than the more local market of family, health and wellness memberships. This was probably due to a combination of program quality and a lack of competitors. The differences could also reflect the age mix of suburbs, with younger communities able to provide more gymnastics members than older communities. The gymnastics catchment by suburbs is shown in Figure 4.2. The black line marks the Banyule City Council boundary. Overall, the two sets of membership data (ie: family, health and wellness, and gymnastics) show that Macleod Recreation and Fitness Centre serves both local and sub-regional markets, the subregional members being attracted to the more specialised services and programs on offer. This issue warrants further consideration both at the Centre and across Banyule as a whole as it may mean that undue duplication of provision can be avoided. It might be for example, that venues could or should feature a common “core” of locally-targeted programs as well as strong, viable, more specialist sub-regional or even regional programs, with the latter being distributed strategically across a number of venues.

4.3 The Demographics of the Markets Understanding the demographics of Macleod Recreation and Fitness Centre’s catchment helps in understanding of who does and who does not visit the Centre. It was noted in Table 4.1 that at the 2011 Census, the total population of the suburbs from which Macleod Recreation and Fitness Centre draws its members was 208,600 people. This is somewhat misleading however, given that so few members came from many of the origin suburbs. As a Table 4.2: Suburb of gymnastics members, Macleod Recreation and Fitness Centre, October 2013

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Suburb of origin

Number of Members

% of total

Cum. %

Macleod

124

15.7

Rosanna

11.7

Reservoir

8.6

Ivanhoe

View Bank Heidelberg

Members per 100 residents

M'ship category

1543

8.0

27.4

1213

7.6

36.0

11161

0.6

7.7

43.7

1551

3.9

7.1

50.8

1011

5.5

5.6

56.4

788

5.6

Bundoora

5.1

61.5

2143

1.9

Watsonia

5.1

66.5

567

7.1

Greensborough

3.4

70.0

3414

0.8

Heidelberg Heights

3.3

73.3

780

3.3

Yallambie

3.3

76.6

674

3.9

Preston

2.7

79.2

4053

0.5

Eaglemont

2.3

81.5

568

3.2

Thornbury

1.9

83.4

2241

0.7

Watsonia North

1.9

85.3

544

2.8

Mill Park

1.4

86.7

4560

0.2

Alphington

1.3

88.0

717

1.4

Ivanhoe East

1.3

89.2

583

1.7

Lower Plenty

1.3

90.5

492

2.0

Eltham

1.1

91.6

2969

0.3

Fairfield

1.0

92.6

763

1.1

Northcote

1.0

93.7

3121

0.30

Bellfield

0.8

94.4

221

0.5

East Ivanhoe

0.6

95.1

583

0.9

Heidelberg West

0.6

95.7

854

0.6

Kingsbury

0.6

96.3

353

1.4

North Fitzroy

0.5

96.8

1244

0.3

Plenty

0.4

97.2

403

0.7

Briar Hill

0.3

97.5

Brunswick West

0.3

97.7

Bulleen

0.3

98.0

Diamond Creek

0.3

98.2

Montmorency

0.3

98.5

St Helena

0.3

98.7

Balwyn

0.1

98.9

Clifton Hill

0.1

99.0

East Brunswick

0.1

99.1

East Kew

0.1

99.2

Keon Park

0.1

99.4

Lalor

0.1

99.5

Macleod West

0.1

99.6

Thomastown

0.1

99.7

Wollert

0.1

99.9

Yarra Glen

0.1

100.0

789

100.0%

100

Total

2011 Census pop. in age grp

49,114

Av. 2.4

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Figure 4.2: The Macleod Recreation and Fitness Centre gymnastics catchment, November 3013

result, the demographic analysis has focused on only 6 suburbs, these being the inner “core” which contributed just over 81.5 percent of all family, health and wellness members in 2013. The suburbs are Macleod, Watsonia, Rosanna, Bundoora, Greensborough and Heidelberg. The population age distribution in these is shown in Table 4.3, along with a comparison with Victorian data. Data in Table 4.3 show that at the 2011 Census, the Macleod Recreation and Fitness Centre catchment had: •

• •

•

Just under 13,000 children in the 0-14 years group that could be attracted to gymnastics and other children’s activities. This age bracket accounted for 17 percent (or nearly onefifth) of all catchment residents, a figure which was slightly lower than the State figure of 18.6 percent Just under 11,000 residents in the young adult category of 15 to 24 years Some 35,198 residents in the family age group stretching from 25 to 59 years of age. These accounted for 47.1 percent of the total core catchment population, slightly lower than the Victoria-wide figure of 48.3 percent 15,731 aged 60 years and over of whom 3,700 were aged 80 years or more. This 60+ group constituted 21 percent of the catchment population versus 19.7 percent for Victoria as a whole.

Overall, the catchment population age distribution data indicate a significant number of people in all age groups, thereby giving the Macleod Recreation and Fitness Centre a very broad remit. However, there were slightly lesser percentages in the younger and family age groups than was the case across Victoria as a whole and higher than average percentages of older and very old residents. These data would suggest a need for activities and programs across all age groups in the community warrant consideration at Macleod Recreation and Fitness Centre with a growing focus on the very large component of the population in to 25-59 years group and those over 60 years of age, unless, of course, programs for these groups are already available at other, not-toodistant venues. Table 4.3: Age distribution of the 6 core catchment suburbs of Macleod Recreation and Fitness Centre Age group, yrs

Combined suburbs pop.

Percent

Victoria

0-4

4,821

6.4

344,733

6.4

Victoria Percent

5-9

4,219

5.6

326,121

6.1

10-14

3,893

5.0

327,939

6.1

15-19

4,450

6.0

345,339

6.5

20-24

6,314

8.4

375,108

7.0

25-29

5,265

7.0

388,669

7.3

30-34

5,133

6.9

372,214

7.0

35-39

5,523

7.4

383,415

7.2

40-44

5,367

7.2

391,197

7.3

45-49

4,876

6.5

372,367

7.0

50-54

4,725

6.3

354,110

6.6

55-59

4,309

5.8

317,438

5.9

60-64

4,125

5.6

293,812

5.5

65-69

3,199

4.2

224,911

4.2

70-74

2,500

3.4

177,316

3.3

75-79

2,188

2.9

140,338

2.6

80-84

1,874

2.5

114,020

2.1

85 and over

1,845

2.4

104,995

2.0

74,626

100

5,354,042

Totals

100

Several other features of the catchment and wider Banyule population are of importance with

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

regard to the market served by Macleod Recreation and Fitness Centre (2). These are: • • •

•

• •

•

Banyule’s population is expected to grow from 122,722 in 2011 to 138,835 in 2031, an increase of over 16,000 people The population of Banyule is ageing, but there been a recent significant increase in the number of young children Cultural diversity in Banyule is changing to reflect the diversity of the broader metropolitan area, although the largest groups in the community who did not claim Australian ancestry were the English (23.5%), Irish (9.1%), Italian (7.4%), and Scottish (6.6%). These are generally all older rather than recent immigrant groups. Other smaller groups were Chinese (2.1%) and Indians (1.4%) At the 2011 Census, Banyule City Council had 580 residents who were Aboriginal and Torres Strait Islanders, an increase of 104 or 22 percent over the 476 Aboriginal and Torres Strait Islanders recorded at the 2006 Census. This population is also predominantly young and tends to be concentrated in the south-western and north central suburbs of the Council Banyule residents tend to have relatively high levels of income, but there are pockets of significant disparity within the municipality. The higher incomes reflect the high proportion of professionals which at 28.5 percent of all employees was 22 percent higher than the Victorian State average. Conversely, the numbers employed as labourers and machine operators were comparatively low and well below the State average Median weekly incomes for both families and individuals were well above State levels. Thus, the median personal income was $618 compared with $561 for all Victorians. The median family income of $1,731 per week was 17 percent higher than the State average of $1,460 per week. Despite these quite high income levels, it must be remembered that the median is the midpoint of the range of incomes and that substantial numbers of Banyule residents had incomes well below the median. The 2011 Census reported that 7,936 people or 6.8 percent of the total population at or above the employment age had a negative or no income, 21.7 percent earned less than $400 a week, and, 10,972 or 9.3 percent earned from $400 to 600 a week. All these groups were below the median Some 5,607 residents –or 4.7 percent of the total Council population-- were recorded as having a disability at the 2011 Census. This is projected to rise to 6,429 people by 2021. People with disabilities were recorded in all age groups with, understandably, the greatest numbers being in older age groups. Thus, of the total, some 3,105 were aged 70 years or older. That said, there were 549 people aged less than 20 years in 2011 who had a disability; 833 in their 20s, 30s and 40s, and 1,117 in the 50s and 60s age group Health and wellbeing across Banyule compares favourably with the Victoria average, but this tends to hide parts of the municipality where there are significant health problems As discussed in relation to Table 4.1, Banyule has a “middle” ranking on the index of relative socio-economic disadvantage. However, there are significant disparities within the municipality. Some suburbs are among the most advantaged in Victoria and others are among the most disadvantaged Life expectancy and overall health of Banyule residents is broadly close to the state average, however there is a relatively high incidence of other health issues such as whooping cough, obesity and cancer Banyule residents have a relatively high level of education, but there are some areas where levels of education are significantly lower. Coupled with higher levels of unemployment and other socioeconomic disadvantage factors, there are significant implications for health and wellbeing outcomes. Further, unemployment is growing and while unemployed residents are unevenly spread across Banyule, some areas demonstrate much higher unemployment rates than others Banyule has a limited housing mix which is creating problems given the changing demographics of the area. There is an increasing demand for a more diverse range of housing choices to suit family sizes and types and different income levels, but there is limited stock and relatively slow housing growth

!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! 2 !!A number of the following items are drawn from the Council report, Banyule Health and Wellbeing Profile, 2013, data from Council’s BLFM Service Review and the 2011 ABS Census report for Banyule City Council! Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

•

• •

•

Some housing stock is unfit for purpose, particularly where empty nesters or elderly people live on their own and are confined to larger homes that are too far from local amenities and essential services. Demand for public housing is very high with long waiting lists in some suburbs Access to transport has a negative impact on many residents. Some 88.4 percent of all households the Council Health and Wellbeing Profile of 2013 owned at least one car, 6.9 percent did not own any cars, compared with 84.8 percent and 9.0 percent respectively for the Melbourne metropolitan area. At face value, this appears positive: yet the proportion of households without a car varied considerably across the municipality, reaching as high as 18.2 percent in Heidelberg West (and as low as 2.7% in Watsonia North). The implication for areas such as Heidelberg West is that there will be a greater reliance on public transport. There is also a negative implication for suburbs with high car ownership in that, as residents age and as car use becomes more difficult or impossible, there are similar risks of isolation from services, shops, friends and relatives Some 5,022 or 15.6 percent of all families in Banyule were single parent families at the 2011 Census. Of these parents, 82.9 percent were women Some 58.3 percent of households were either renting their home (23.8%) or paying off a mortgage (34.5%). While below the State figure, this indicates that a clear majority of all households were under continuing pressure from rental and mortgage rate rises, and A total of 10,441 or close to one in every four households (23.9%) in the Council was a single person household.

Many of the above features of the Banyule population can be expected to have important implications to the ways in which residents engage in recreation and leisure activities. Factors such as population size and growth, age, cultural background, employment, education, income, family and household make-up, disability, and transport will all act to facilitate or constrain access and engagement. As such, the demographic characteristics have important implications too many sporting and recreation venues in Banyule –including Macleod Recreation and Fitness Centre— should be programmed, marketed and serviced if all residents are to gain the benefits of accessing positive, enjoyable leisure opportunities. A final issue of relevance that is identified in the Banyule Health and Wellbeing Profile is that of climate change. The report states: “Climate predictions for Victoria by the CSIRO are for further increases in temperature, a decrease in rainfall, more severe storms, flooding and droughts, less snow cover and frost, more heatwaves and increased bushfire activity (Climate change and health: An exploration of challenges for public health in Victoria 2007). Each of these predictions has potential health and wellbeing impacts for our residents including but not limited to: higher incidences of allergies, food and water borne diseases, heat related illnesses, premature deaths, respiratory illnesses, mental health issues, injuries, as well as exacerbation of other health conditions and reduced access to fresh healthy food and clean water. Within Banyule, the following groups are considered more vulnerable to the above health and wellbeing impacts: • People with certain medical conditions (such as obesity, asthma and diabetes) • Seniors and frail-aged • Babies and pre-schoolers • Low income earners • People from cultural and linguistically diverse communities • People with a disability (e.g. that may not be able to adequately respond to emergency events) • Pregnant women and nursing mothers • People without means and facilities to reduce retention of heat, such as insulation, air conditioning and other ways of cooling dwellings. • People living in “urban islands” with high concentrations of heat retaining housing and built environments. In Banyule this applies to people living in concrete and other poorly insulated types of public housing (and former public housing) in Heidelberg West, Heidelberg Heights, and Bellfield Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

• People not prepared for impacts of climate change • Isolated people • People located within high risk bushfire areas, and • People located within flood prone areas.” (pp. 32-33) It cannot be expected that Council’s leisure and sporting venues can address or resolve the threats of climate change and the most risks faced by the most vulnerable in the community. However, they can make an important contribution toward reducing the degree of vulnerability by encouraging and achieving greater levels of community involvement, and particularly, involvement in healthy, capacity-building activities.

4.4 The Age Distribution and Gender of Macleod Recreation and Fitness Centre Members Of value in the context of the foregoing demographics review is data collected by the YMCA management of Macleod Recreation and Fitness Centre on the age distribution of members. This is shown in Table 4.4. The Table also records the age distribution of the “core” catchment suburbs discussed in the previous paragraphs. Table 4.4: The age distribution of Macleod Recreation and Fitness Centre members’ vs catchment population Age Group Years

Male Male Female Female Total Total Total member member member members Adult Members Member No. Percent No. Percent Members inc. % G’nastics

Core Suburbs %

< 1 yr

1-2

0.2

3-4

0.2

120*

0.1) 0.2

0-4) 4,821

6.4

5-9

672**

4,219

5.6

10-14

1.1

1.5

1.3

3,893

5.0

15-19

9.0

5.9

116

7.1

4,450

6.0

20-24

12.9

122

11.8

201

12.2

6,314

8.4

25-29

14.5

152

14.7

241

14.6

5,265

7.0

30-34

11.6

115

11.1

186

11.3

5,133

6.9

35-39

9.8

130

12.6

190

11.5

5,523

7.4

40-44

10.8

130

12.6

196

11.9

5,367

7.2

45-49

7.5

105

10.2

151

9.2

4,876

6.5

50-54

5.4

7.5

111

6.7

4,725

6.3

55-59

6.1

4.4

5.0

4,309

5.8

60-64

4.1

3.1

3.5

4,125

5.6

65-69

2.4

2.5

2.3

3,199

4.2

70-74

3.1

1.4

2.1

2,500

3.4

75+ Totals

Core Suburbs Pop. No.

0.1)

)

1.3

0.7

0.9

5,907

7.8

612

100

1,034

100

1,646

2,318

100

74,626

100

Data sources: Membership age groups, YMCA, November 2013. Catchment age groups, Australian Bureau of Statistics, 2013 Census. The core suburbs covered by the final two columns of the Table are Macleod, Watsonia, Rosanna, Bundoora, Greensborough and Heidelberg * Kinder gym members < 4 years old; ** Recreational and competitive gymnastics members, 6-12 years

The data in Table 4.4 show: • •

With the exception of gymnastics members, there were very few members aged 9 years or less Female members outnumbered male members 1,034 to 612 or 62.8 percent to 37.2 percent. The absolute number of female members outstripped male members, sometimes by as much as a two-to-one ratio, in every age group up to 65-69 years. This is in keeping with industry-wide data. However, it has major implications for programming

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

and marketing if the Centre is to equitably serve the needs of both male and female members of the community • Despite the overall imbalance, a higher percentage of male than female members were in their late teens and early 20s age groups • There were greater proportions of female than male members in their late 30s through to their mid-50s. This changed again in the mid-50s years group when the percentage of males was again higher than the female percentage. • By comparison with the overall catchment population, members were over-represented in every age group from 15-19 years through to 50-54 years. The most significant overrepresentation was in the 25-29 years age group which, while making up 14.6 percent of members was more than double the 7.0 percent of the population in the same group. Significant differences in the ratios also occurred in the 20-24, 30-34, 35-39, 40-44 and 45-49 years groups • By comparison with the above, only 1.3 percent of members were aged 10-14 years, although the same age group made up 5 percent of core catchment residents. Similarly, those aged over 60 years dropped off sharply both as a percentage of members and when compared with their percentage of the catchment population. In most instances, members were roughly half the catchment population percentage while for 75 years plus they were only one-ninth of their proportion of the population. While there are some obvious explanations for some of the age related member vs community data, the figures (eg: financial and physical capacity; access) the data suggest that more diverse and different facility, programming and activity opportunities might warrant consideration for young children, for males across all age groups, for residents with restricted abilities, and for older residents if membership and use of the Macleod Recreation and Fitness Centre is to more effectively and more equitably reflect the demographic characteristics of the catchment population. As noted in relation to the distribution of members by suburb, changes in use levels might be achieved by changes to the programming and marketing of the Centre but it could also be that the Centre does not presently have the physical capacity to accommodate either programs targeted at males or at the under-represented age groups. That said, there has been little feedback from either existing or past users (see Chapter 5 following) to this effect. The data in Table 4.4 has demonstrated a clear bias in the gender of the users of Macleod Recreation and Fitness Centre and some substantial under-servicing of younger and older age groups. It could also be that there are also gaps in the servicing of particular socio-economic groups (single parents, low income earners, unemployed, shift workers, non-car owners etc) and of particular cultural groups, but at present data is not available to test this. While management and programming initiatives are outside the scope of the present project, the above conclusions suggest that efforts should be made by the management of the Macleod Recreation and Fitness Centre to research this issue and to take appropriate remedial marketing and programming action as deemed necessary. The findings suggest that there may be many in the Macleod and district community who do not have the ability to afford and access the Centre or for whom the existing programs and timetables may not be appropriate. These members of the community must be assisted in using the venue if the entire community is to benefit from it. The provision of fresh, open and modern venue facilities will certainly assist with achieving this outcome as well.

4.5 Conclusions A number of conclusions can be drawn regarding Macleod Recreation and Fitness Centre from the market analyses presented in this Chapter. These are: •

•

Despite the wide spread of member suburbs, the Centre had a strong membership concentration ie: a few suburbs contributed many members while a large number of the suburbs contributed very few members The proportion of the residents of each suburb in the Centre’s catchment captured by the venue and its programs is small

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

• • •

• •

•

• • • • •

•

The Centre is predominantly a “local” community activities and fitness centre with an important wider reach through its gymnastics programs There are physical barriers that inhibit access to the Centre. Road patterns and the railway are the most significant of these The population living in the catchment served by the Centre is under-represented in the 14 years and below and 55 years and above age groups. Members over-represent all age groups from 15-19 years to 50-54 years There is a two-to-one bias in favour of female members at the Centre There are 40+ other Council, school and private indoor health, fitness and sporting venues that offer programs and activities similar to those offered by Macleod Recreation and Fitness Centre. Some of these compete directly with the Macleod venue while others could be considered as complementary providers. Potentially, some may offer the opportunity to relocate activities out of the Macleod Centre that would free up space so as to optimise the offerings made. Alternately, and more importantly, it may be that some could relocate into an updated and expanded Centre to strengthen the mix and viability of the Centre’s activities In a separate analysis provided to Council, it was found that Banyule Council’s major new aquatic recreation venue in Greensborough, WaterMarc Banyule, is not a strong competitor of Macleod Recreation and Fitness Centre which, in fact, reaches markets not serviced by WaterMarc Banyule. The analysis also shows that much of the market losses experienced by Macleod Recreation and Fitness Centre over recent years are due to factors other than the opening of WaterMarc Banyule An apparent under-servicing of the Macleod community by WaterMarc Banyule may well be resolved by better marketing or by action to improve access to WaterMarc Banyule. It is almost certain that new program initiatives at WaterMarc Banyule which target wider non-member leisure markets and one-off programs and visits could be expected to help overcome this problem. Conversely, it may be addressed by facility changes at the Macleod venue and in particular, by changes to programming, scheduling and marketing there The population of Banyule and the Macleod Recreation and Fitness Centre catchment is ageing, but there been a recent significant increase in the number of young children Cultural diversity in Banyule is changing to reflect the diversity of the broader metropolitan area Banyule residents tend to have relatively high levels of income, but there are pockets of significant disparity within the municipality Some 5,607 residents –or 4.7 percent of the total Council population-- were recorded as having a disability at the 2011 Census There are some significant socio-economic disparities within the municipality. Some suburbs are among the most advantaged in Victoria and others are among the most disadvantaged, and Council’s leisure and sporting venues can make a useful contribution to addressing or resolving some of the threats of climate change and the most risks faced by the most vulnerable in the community including reducing the degree of vulnerability by encouraging and achieving greater levels of community involvement, and particularly, involvement in healthy, capacity-building activities.

New and upgraded facility, programming and service initiatives are needed at Macleod Recreation and Fitness Centre both now and over the coming years to respond to these findings if the venue’s role and viability are to be secured. Some of the provision initiatives can be expected to lie in integrating the programs and services offered by potential competitors while other opportunities exist to exploit market segments not adequately serviced by other competing venues. Some of the initiatives will be easy to take and may well be commenced immediately (eg: marketing, scheduling, venue enhancements), while others of the needed actions can be expected to take some time and capital development works to be achieved.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

5 Leisure Provision Trends 5.1 Introduction There have been quite dramatic changes in the leisure and recreation interests of the community over recent years and in the types of leisure and recreation opportunities available to the community. These changes have been driven by higher education levels, changed work and business hours, greater community affluence, the introduction of modern communications technology, a willingness to pay for high standard experiences, insurance and litigation issues, growing expectations of quality and professional service, a greater awareness of the benefits of recreational involvement, changing family structures, and changes in the ageing and cultural mix of the population. The following paragraphs review how the broad social trends listed above have impacted on the leisure and recreation interests and activities of the community and the implications to future provision initiatives at Macleod Recreation and Fitness Centre are highlighted.

5.2 The Impact of Broad Social Trends The broad social, economic and attitudinal changes occurring in society have led to the following changes in community leisure behaviour: •

•

A trend toward participation in non-competitive and passive activities rather than traditional formal sports. Macleod Recreation and Fitness Centre has many classes that fit this description but it has limited areas that can support informal activities A search for more flexibility and diversity in leisure pursuits rather than a commitment to a small number of activities. While the Macleod Centre is presently constrained by space limitations, the more diversity it can offer the wider the market it has the capacity to attract Time demands on people mean that they are increasingly looking for opportunities where they can “pay and play” and avoiding activities where they are expected to be active committee members, to stay at a venue all day as each level of competition is played, and to assist with fundraising and other similar activities People are seeking participation in activities which range from increasingly elite levels of competition to basic, casual involvement. This is partially being achieved with gymnastics but there are most probably many other activities that could also be developed in the same way at Macleod People are seeking participation in an ever-increasing range of activities, many of which have very small participation numbers, even when they are seen as “important” leisure activities. To illustrate, no more than 0.2 percent of Victorians (or only 1 person in every 500 people) play darts; similarly, only 0.2 percent participate in triathlons and go water skiing while similarly small and smaller percentages collect stamps, grow bonsais, go bouldering, hang gliding or caving, build model planes or cars or do basket weaving. Yet, with a catchment of hundreds of thousands of residents, the numbers taking part in these activities are substantial...but they are rarely ever catered for There have been dramatic falls in a number of traditional team and small group sports and recreation activities, including some high profile pursuits. Providing alternatives for these means that people have alternatives to move on to if they leave mainstream activities There are significant and continuing increases in non-competitive but active pursuits such as cycling, walking, travel and swimming across all age groups. Parklands surrounding the Macleod Centre offer excellent venues for many activities and as have emerged at a number of other metro health and fitness centres, there is a potential for Macleod to become the “home base” for groups pursuing these activities The community is showing greater support for and more involvement in informal, community-focused activities including community days, carnivals, festivals, music

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

•

concerts, fun-runs, and markets. These opportunities could be offered through Macleod by upgrading indoor and outdoor spaces to cater for such activities People are participating in recreation activities across a wider period of the day and week. There has been a major move to week day evening sports participation and weekend involvement with non-sporting pursuits, socialising and spectating on weekends There is a continuing growth in home-based leisure entertainment. This will be pushed even further by the NBN and sporting and recreation groups will need to research ways by which they can use the NBN to diversify and broaden their reach rather than trying to “fight” it. At the same time, there is a growth in group-based leisure and entertainment activities such as movie clubs, men’s sheds, dine-out groups, cooking classes and the like There has been a dramatic growth in more personalised leisure venues and services, as evidenced by 'boutique' health and fitness centres, the use of personal trainers, fitness videos/books/programs and home gyms. A recent study at Ashburton Pool and Recreation Centre found that regular users also went to 50 other smaller venues to access more personalised, boutique services. Ashburton was their “supermarket” but they also wanted to visit a personalised “deli” and “coffee shop” There has been a significant growth in concern for the protection and well-being of the natural environment from both a recreational and political perspective. While this may sound to be irrelevant from an indoor facilities perspective, it has implications for future building designs and energy sources as well as, particularly in the Macleod context, the use of outdoor areas, local and district trails and walkways. The proximity to Harry Pottage Reserve, Rosanna Parklands and Gresswell Forest Wildlife Reserve suggests that opportunities for Centre-based conservation, bird-observing and other similar groups may warrant exploring Acquisition and use of a wide range of recreational equipment. This ranges from computers and video/DVD equipment to SCUBA gear, boats, hang gliders and aircraft, off road vehicles, metal detectors etc. Provision of storage, meeting and planning spaces and rooms at Macleod may warrant consideration Provision and use of a wide diversity of culturally and socially-focused recreation opportunities including restaurants, bookshops, amusement parlours, music outlets (recorded and live), hotels, theatres and galleries, and shopping centres. There may well be opportunities to address some of these needs at Macleod, and A growing desire for families to share recreational activities or to pursue related activities at one venue rather than pursuing a wide range of different activities at different venues. This often reflects changing work, leisure and family arrangements.

From an operational perspective, leisure and recreation providers are: •

• • •

• •

Opening for longer opening hours to more effectively meet changing user needs and to offer user flexibility. The most obvious commercial initiative in this area are the 24/7 fitness venues Programming for exclusive user groups who pay additional membership fees for the right Creating more flexible memberships to attract those who do not wish to or cannot afford to commit to direct debiting and 3, 6 or 12 month memberships Expanding special programs for women and cultural groups who prefer to not join mainstream classes. As an example, a small northern commercial fitness venue that recently set up women-only gym classes in a dedicated studio enrolled 400 women within 6 weeks. 80 percent of these women had never been in a fitness centre before Engaging a range of specialist program provision partnerships rather than taking the view that they have all the expertise needed in-house, and Making extensive use of outdoor settings for boot camps, walking cycling etc. with the main venue used as the “home base”.

From a physical assets perspective, one of the most significant trends of recent times is the colocate of recreation and leisure assets with other community and public resources such as schools, transport hubs, shopping Centre’s, commercial spaces, public plazas and parklands. Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

The implications of a number of the above changes to the Macleod Recreation and Fitness Centre have already been noted. In addition, the trends and changes suggest that a redeveloped venue should: •

•

• •

• • • •

Add to the diversity of recreation opportunities available to the Macleod and district community in a new, refreshing and inspirational manner. Repairing or expanding like with like will be insufficient if a changing community and changing community interests are to be met effectively Be of a higher standard: this includes not only the facilities, but also the programs and services which are provided. Increased attention should be given to targeted, personalised service. In particular, there will be an increasing need for programs and facilities that specifically cater for many different sectors of the population Give strong consideration to physical and programming partnerships with other agencies and providers as a way of enhancing the program opportunities and venue “reach” Develop a focus on informal programs/activities that are suitable to and attractive to a wide range of ages, offer interesting user experiences and deliver long term personal and community outcomes Increase the unique offerings of the venue Wherever possible, link the venue to other recreational and community resources with paths and trails and, where possible, use these as part of activity programs Develop a strong family focus and create a strong social environment, and Use the resources of the Centre for other community events such as community days, carnivals, festivals, music concerts and markets.

These issues and options have been reviewed in developing the design brief and concept designs for Macleod Recreation and Fitness Centre as presented in Chapter 7 of this report.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

6 Community & User Aspirations 6.1 Introduction To ensure the initiatives proposed for the Macleod Recreation and Fitness Centre reflected community needs and aspirations, a program of consultations was undertaken with: 1. 2. 4.

Centre user groups Centre management, and The Banyule community.

Members of the Banyule community were contacted via: • • • • •

•

Council’s newsletters Council’s web site Posters at Macleod Recreation and Fitness Centre and in local shops A street stall in Macleod shopping centre A letterbox drop to 500 homes in Macleod, Watsonia, Bundoora, Greensborough and Rosanna, (the source of the greater majority of the Centre’s users) inviting submissions and contact, and A public meeting advertised through each of the above.

The findings are reported in the following sections of this Chapter. It is stressed that the views and opinions provided in the following sections are those of the individuals and groups who were interviewed, surveyed and who wrote submissions. They are not the endorsed views of the authors of this report, of Councilors of Banyule City Council or of Council officers. Written submissions are reported as fully as possible so the flavour of the views is understood. As deemed appropriate, small edits of the text have been made to help understand the points made. A second round of consultations, undertaken following release of the draft master plan, is reported in section 6.3.

6.2 The Findings 6.2.1 Centre User Groups and Centre Management Staff and management of Macleod Recreation and Fitness Centre and representatives of all major user groups were interviewed as part of the consultations program. A chart detailing those interviewed, the questions covered and the responses is provided in Appendix 6.1. The following conclusions have been drawn from the consultations, with these covering Centre use, venue improvements and facility additions and improvements: Use •

• Facilities • • •

There needs to be more flexibility in terms of allocated time and space as the times allocated to some groups did not always suit their needs. It was felt that some program times needed to be more convenient for users Additional access to basketball court for basketball

Upgrade the Centre in terms of presentation, landscaping, ventilation, heating/cooling and access Upgrade the equipment Modernise the whole venue and especially toilets; higher standards of toilet servicing, ventilation

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

• • • • • •

• • • •

Higher standards of lighting maintenance Flexible program spaces to cater for programs such as karate, dance etc. Dedicated dance studio Larger gymnastics hall Provide more social areas and a full café Supply of more bins, upgrade toilets and supply paper towels Upgrade/replace tennis court surfaces, provide shade and water improve cleaning Access for older adult and disabled groups is difficult and warrants addressing Consider provision of a pool, and Provide more car parking; more disabled parking at upper level.

Despite the requests for improvements, most of the user groups indicated they were satisfied with physical space they used giving a rating of 3 to 4 out of 5 with 5 being excellent. Importantly, the YMCA have indicated possible capital investment should Council proceed with redevelopment. 6.2 2 The Banyule Community As noted above, members of the Banyule community were contacted via Council’s newsletters and web site, through posters at Macleod Recreation and Fitness Centre and in local shops; via a street stall in Macleod shopping Centre; through a letterbox drop to 500 homes in Macleod, Watsonia, Bundoora, Greensborough and Rosanna, (the source of the greater majority of the Centre’s users) inviting submissions and contact, and via a public meeting advertised through each of the other contact methods. The findings are reported in the following paragraphs. No one attended the initial public meeting. Submissions The posters, web details and letterbox drop attracted a number of valuable submissions regarding Macleod Recreation and Fitness Centre from the general community and members and past members of the Centre. These are reported below. Social blogger: A response was received from a marketer who uses a blog to comment on market and product issues and situations going on around him. Recently, he sent out a quite detailed blog about a number of issues he had identified “at his local gym” –which happened to be Macleod recreation and Fitness Centre. The full blog is provided in Appendix 5.1 while the key points were: •

The Centre is on Twitter but tweets are simply auto-generated re-creations of Facebook posts. This gives the illusion that management is active and interested in the platform, while it is actually ignoring all interactions with their account by unsuspecting customers and potential customers • Plasma televisions are poorly programmed and rarely promote the Centre’s activities and programs • Presentation and cleanliness of the facilities need a lift as these seemingly small touches can leave a lasting impression on customers, and • “If the gym used the TV screens (mentioned above) to show me in short video clips how to safely use a piece of equipment, what the ‘workout of the week’ involved, or a behind the scenes of their boot camp, it would educate me, and go a long way to allaying my fears and building my confidence as member of the gym community”. Former Member: “I used to go all the time as I had a gym membership and attended for about 10 or 11 years. I stopped going and didn't renew my membership about 10 years ago. I used to pay by cash yearly in advance and got a 5% discount, then the discount stopped, but I still kept on renewing my membership until I was told I couldn't pay by cash. Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

I was told I had to pay my membership by a direct debit facility. I do not need any more direct debits coming out of my bank account and worrying will there be enough money for all the direct debits when they fall due. So I looked around and found another gym with better facilities and that gladly took my cash, and for the past 10 years I have been a member of this gym rather than the Macleod Recreation and Fitness Centre gym, even though I live only 200 metres from the YMCA.” Current Member 1: “When I moved to Watsonia ... at the end of 2004, (and) looked for a gym to join... I looked around. The Macleod YMCA was the nearest and seemed to have equivalent equipment and programs. I joined. But there wasn’t quite as much equipment, and more competition from the guys to get access. And some of the machines (eg the pec deck) were more ‘man-sized’ than I’d been used to (although my previous gym was mixed, with more men in the machine area than women) – so for example the ‘reach’ on the pec deck was a bit wide and uncomfortable for me. I used to like the step (aerobic) classes. I don’t know how long I stayed a member. But eventually I left. A couple of years later, when again I felt the need for a gym, again I looked around, and joined Contours at Rosanna. It has most of the machines I like (though, interestingly, not a pec deck!) and although my attendance is a bit sporadic, I am still a member there. I wonder if the council also subsidises other gyms in its area, or just the YMCA??” Current Member 2: I go to Macleod (Recreation and Fitness Centre) on XXday morning... I’ve been attending since May last year and love it. Thank you. I’m in my 60s and joined the group after my husband died after a long illness. I’d lost touch with many of my friends, I moved to Watsonia and needed to rebuild my life and establish new friendships. A lady I met suggested I go there, as she did. When I joined there were 20-25 ladies in my group – now there are 30+ and we’ve had to move to the bigger area downstairs. It’s not so intimate in the stadium and it’s hard to hear the instructor when the cooling is on because of the rattling noises in the aircon. (Is there a microphone maybe?) We can live with the rattle, but we REALLY need more equipment – mats and weights. (Any chance of having weights and mats for sale in the foyer? I’m sure they would sell) The group suits me perfectly. The activities are aimed at the somewhat elderly - balance, brain function and fitness. Good stuff. Good fun. But it’s not just a Gym session. It’s social too. We sit around having coffee and a chat afterwards, making friends. I’m so glad someone invited me along. (We are short of chairs sometimes!) A lady by the name of Sandra ...“looks after” the ladies, in all the groups. She arranges flowers and a card for us to sign if someone is sick, Christmas lunches, and other lunches/outings for anyone who wishes to go, raffles, collections for whatever is appropriate, etc . It simply wouldn’t be the same without her. It would be great to have her acknowledged at some appropriate time. As well as the need for more equipment, a flyer with the timetable for other groups would have been good to see. I didn’t know there were other groups at Macleod on other days for quite a while. All it would take is just a notice at the desk or an email for people who “join”. If you’ve read this far, thank you. I think Banyule Council is great. I really love living in Watsonia. Current Member 3: The gym is a great facility. It has been an extremely beneficial contributor to my general health and wellbeing as a resident of Banyule. I have been a member since 2010 Positive points: - The staff (with a few exceptions) are really friendly and I have kept going back, mostly because they have created a really positive environment there.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

- The addition of no smoking areas around the exterior of the gym is great. Definitely enjoyed not getting a lungful of cigarette smoke after exercising. How could it be improved? - More workout space - the main workout areas get really busy, even out of peak times and it can be hard to find a spot -More consultative services with instructors included with the basic membership -More car parking... it's clearly running above capacity -Much, much, much better change room facilities - I don't use the showers because they are really just a block of tap fittings in an open area, which doesn't really allow basic privacy. I think they may have installed some barriers recently but that hasn't been enough to get me to use them -Smoking at the adjacent community properties often drifts into the outdoor area at the back of the gym - The gym equipment is visibly ageing, especially the exercise bikes in the main workout area - Access: You will note that if you try to walk from Glenmore Street, Macleod, through the floodlit path that Council maintains in Harry Pottage Reserve, you get to the end and find an embankment that needs to be scaled to get to the gym. I think it would be ideal for a series of steps to be installed here, or similar. The embankment gets quite muddy in winter. - Information I was a member of the gym for over a year before I found out that there were tennis courts that I could access. I still have never used them because I don't have my own equipment and have never thought to ask about hiring. - Hours The gym doesn't open until 9 am on Sundays, which makes it difficult to get in a Sunday workout without losing a part of the day - Storage facilities It would be great to be able to store a bag of clothes at the gym during the day. This would allow me to catch the train to work from Macleod after walking to the gym for a morning workout. Current Member 4: “As an older member of society Macleod YMCA is very important to the community. It is located ideally half way between Ivanhoe and Greensborough fitness centre and provides great service to the local community. I attend the centre four times a week for fitness (and) I am aware of many older members of the community attend for a number of different reasons. As you will be aware, in future years there will be an increase in the number of retirees in the community. I suggest that the YMCA not only provides a fitness programme that is focused in the centre but also supports cycling, hiking, and many of the activities that older people will be undertaking in future years. The retirees of the future will be much more active and interested in staying active. My husband and I recently spent 2 weeks cycling in France most of the other cyclists were American. Of the 13 Americans a majority were over 70: this will be the Australians retirees of the future”. Current Member 5: “I am ... of the view that the major differentiators (that create a good user experience) are “cultural” – the attitude of staff, the atmosphere, the friendliness of other members, etc”. Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

(The following) comments on the bricks and mortar (are also important): Space There needs to be more than adequate space for a number of different purposes. It’s best if these areas are delineated in some way for ease of use and safety but it is better if they are not necessarily separate rooms. · Weight training; · Cardio machine based work; · Mat work such as stretching and fitball work; · Circuit work such as the ‘workout of the week’ routines that requires some weights equipment and some space for leaping around. · Cycle · Pump, Zumba, Step, Vive, Yoga, etc. It can also be helpful to divide the weight training areas notionally so that the big weights and the big boys are at one end and everyone else is only slightly removed, so as not to feel intimidated, but still not excluded. This informal separation tends to happen anyway. Macleod does need more space or at least better utilization. The circuit room up the stairs is under-used but incorporating it or linking it to the main gym area is a major task and would perhaps be part only of a total revamp of all areas. The main gym and cardio area does need to be bigger. I am not saying that it is too crowded whenever I attend but more space will attract more members. Space in the Cycle room now is good with 25 bikes but the airflow could be better. The room for Pump, Zumba, Step, and Vive is too small. Temperature and Airflow: Rooms where cardio based work is being undertaken need to 0 be kept cool in summer and winter and have air flow as well. I like around 17 C in the treadmill area and with overhead fans operating. Weights areas can be a bit warmer. I appreciate that it gets tricky when the same room is used for the more energetic classes followed by yoga or Body Balance. Macleod needs a fully integrated heating/cooling system so that the comfort level in the various rooms is not determined by whether the instructor has remembered to turn on cooling/heating prior to classes. I imagine this would have a cost penalty but maybe offset by some solar panels on the roof. This is a real hot button issue with some people and I have overheard complaints after classes about hot and stuffy conditions some days and cold rooms on others. I appreciate that you can’t please all metabolisms but yoga does need a warmer and Step a cooler environment. The room for Pump, Zumba, Step, and Vive is oriented towards the North and gets too much sun at certain times of the year. Very pleasant for a limited period of the year but very difficult to maintain the desired temperature. The room, if maintained, (see comments on space), probably needs shading and/or double glazing, but my view is that this space would be more suitable for an entrance/café area if we are looking at major changes. General Appearance: There is lots of work that could be done to improve the street appeal of a building that is showing its age. Even just a revamp of the entrance area opening it up to a paved area outside and a proper clean up of the garden area would do wonders. I often look at the clear space next door to the south of the complex and wonder what you could do if you expanded in that direction”. Current Member 5: “I attend Active Movers... am in my 70s and enjoy it very much. The cost is reasonable and staff friendly... I hope to start going to yoga classes... as it has been recommended by my osteopath. Keep up the good work. Much appreciated”. Current Member 6: Further to my phone conversation ... last week, I believe that the area and surrounds of the tennis courts would be the ideal place to start to rejuvenate the Y. In its present state it is an eyesore from Wungan Street and doesn’t seem to be used very often. The Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

courts on the other side of the train line in Somers Ave. have fallen into a far worse state from lack of use and are quite derelict. Many years ago, Council were considering a swimming pool on the site, but decided to re-develop the Ivanhoe pool in Waterdale Road instead. My recommendation would be to have a swimming/hydrotherapy pool added to the complex and extending the car park. PS: I have been a member ... since 1991, starting in the water aerobic classes. Resident 1: I used to go all the time as I had a gym membership and attended for about 10 or 11 years. I stopped going and didn't renew my membership about 10 years ago. I used to pay by cash yearly in advance and got a 5% discount, then the discount stopped, but I still kept on renewing my membership until I was told I couldn't pay by cash. I was told I had to pay my membership by a direct debit facility. I do not need any more direct debits coming out of my bank account and worrying will there be enough money for all the direct debits when they fall due. So I looked around and found another gym with better facilities and that gladly took my cash, and for the past 10 years I have been a member of this gym rather than the Macleod Recreation and Fitness Centre Gym, even though I live only 200 metres from the YMCA Resident 2: “Last time I checked - about 1 year ago- Macleod YMCA was more expensive than WaterMarc Banyule, had no pool, wanted a contract and had a very limited selection of equipment. I would prefer to use Macleod because a pool is not essential and the gear at WaterMarc Banyule is all high tech. Computers p... me off. But it didn’t stack up for the reasons outlined above” Resident 3: “What the centre really needs is a swimming pool. I have been to WaterMarc Banyule, it is a great facility with equally great entry prices. (But) I find WaterMarc Banyule to be more of a water playground than a swimming pool. I actually take my son to Reservoir Leisure Centre for his swimming lessons. Macleod YMCA is a reasonable walk / short bike ride away whereas WaterMarc Banyule is definitely driving distance away. You have no idea how disappointed I was when after buying in the area I went to the Macleod YMCA for the first time and asked how much it was for an adult swim!” Resident 4: “Being new to the area, I didn’t know the Centre existed. Would be great to see it more heavily advertised –particularly what activities are on offer!” Resident 5: “There is an urgent need for a gathering of senior, not so active men, who would like to chat to other men re their interests, sport etc They lack companionship and somewhere to meet other men”. These submissions provide a useful mix of proposals and ideas for improving the overall offering of Macleod Recreation and Fitness Centre. Interesting, they fall into a range of categories including marketing, programming, pricing, user and community liaison, facilities and the overall venue setting. While not all are directly pertinent to the focus of the present study –the physical redevelopment of the Centre—all warrant attention and action. The submissions are summarised later in the Chapter along with the findings of the other consultative components detailed in the following sections. The Street Stall A street stall was set up for two hours in the Macleod shopping Centre in Aberdeen Road, Macleod, Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

on Saturday March 15 and contact was made with passing shoppers. In addition, people using the nearby regional playground in Macleod Park were approached and invited to take part. Both groups were asked: • • • •

Whether they had or still used Macleod Recreation and Fitness Centre If they had previously used the Centre, why they had stopped What they liked about the Centre, and If they had suggestions for its improvement.

The full results are tabulated in the Appendices. At the street stall, a total of 80 people were approached and 30 interviews were completed, with one-third of these being with couples. Around one-third of the respondents were male and the remainder were female. All age groups from children of 10-12 years through to adults in their 70s were represented. The key findings of the interviews were: • • • •

•

Half of those interviewed were, or had been, users of the Centre The reasons given for stopping use were “classes too strenuous”, “no pool”, to join another gym and to play basketball elsewhere Those who had never been members cited old age (2), a lack of interest in the opportunities available (5), a lack of awareness of the venue, and use of other venues(3) Reasons cited for using the Centre were: - The place is “enjoyable” and “fun” - The basketball, fitness activities/classes and gymnastics programs are good - The venue offers good quality - The atmosphere and staff are friendly - It is local Suggested improvements were: - Upgrade and modernise/venue is tired (10) - Pool for programs/aqua aerobics (8) - Provide more diverse/better programs: senior fitness, gentle exercise, zumba, children (6) - Upgrade toilets & change /provide near class rooms /make more accessible (5) - More/larger space in classes/group fitness (3) – Ventilation, air treatment (3) - Develop outdoor program spaces and links to trails (2) - Upgrade equipment (2) - Provide a better gymnastics hall and more equipment (1) - Open up venue, remove corridors (1) - Provide more gymnastics viewing areas (1) - Develop the Centre as a diverse “community hub” (1), and - Car parking: restructure to improve layout and accessibility (1) – Increase signage and advertising to “attract and inform”/better promote the venue (4) – Provide more indoor courts (1). Several other respondent comments were of significance. They were: - Don’t lose the ambience, charm, friendliness, character and “local” feel of the building or its operations (5) - A vision statement re direction is needed - The rail line is an access barrier (In the course of the work, no signage to the Centre from the east of the rail line could be identified) - “My wife and I do not like the “fishbowl” situation where fitness classes are watched by people in cafe, and

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

“Philosophically, I do not see a need for this type of facility”.

As with the submissions, the street stall findings indicate a community desire for a mix of enhanced and new programs, better promotion, and enhanced and new facilities. Some are beyond the scope of the present study but all warrant attention. Former Member Survey As part of the community analysis, a survey was undertaken of former members of the Macleod Recreation and Fitness Centre. The purpose of the survey was to identify: • •

Why the membership had not been renewed Whether there were facility or programming changes that could be undertaken to attract them back to the Centre • What other opinions or thoughts they had about the Centre or about improving it, and • If they used other venues, which were they. A sample of 250 former members was drawn from those who had not renewed either their general membership or their child’s gymnastics membership over the past 2 years. These were then contacted by telephone and asked if they would be willing to be interviewed for the study. A three month membership was offered as a gift to survey participants. Within the time frame of the study, 131 individual past adult members and 54 parents of gymnastics members were called. Of the adults, 39 percent of females and 34 percent of males agreed to take part in the survey while with regard to gymnastics, 47 percent of mothers and 33 percent of fathers agreed to do so. Overall, the calls generated 40 adult membership interviews and 14 gymnastic parent interviews. Table 6.1 records the reasons for not renewing/discontinuing adult memberships given by the survey respondents. Data have been recorded separately for male and female respondents but percentages have only been calculated for the combined figures due to the low numbers. The responses indicate that: •

The most important reason for cancelling or not renewing adult memberships was that the respondent had moved away from the area (14 respondents or 24%) • Changed work commitments was the second most important reason for membership discontinuation (7 respondents or 12%) • Having a baby was the third most important reason for non-renewal (5 respondents or 9%). In addition, several people cited travel times and distances and changed education commitments. Together, these reasons for discontinued use accounted for exactly half of the drop-off. Understandably, there would be little or nothing that could be done to avoid these losses. Interestingly, of the remainder of the reasons for not renewing given by former members, more than half were issues that, it could be argued, could /should been addressed by the Centre. These were: • • • • • • • •

Inappropriate or inconvenient trading hours Timing and changed times for classes Fees too high Membership duration constraints, cancellations Lack of liaison Other venues more attractive The “value” of the programs and lack of outcomes Overcrowding

These reasons accounted for 28 percent of all membership cancellations. Only several could be directly attributed to building limitations and thus they warrant close attention by the Centre’s management.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Table 6.1: Former Adult Members of Macleod Recreation and Fitness Centre: reasons for discontinuing memberships Reasons for Discontinuing Membership

Female

Male 5

Total (1) 14

Total Percent 24.1

I moved house (away from the area)

Work commitments changed

12.1

I had a baby

8.6

I no longer had time in my day to use Macleod Recreation and Fitness Centre

8.6

Lack of motivation

5.2

The trading hours of Macleod Recreation and Fitness Centre did not suit

3.5

Fees were too high

3.5

I found I was not using my membership

3.5

My education commitments changed

5.2

I found another gym/joined WaterMarc Banyule/joined gym closer to work

5.2

Health issues stopped me

1.7

The Macleod Recreation and Fitness Centre was too far away from home/work

1.7

I felt the membership was not good value for money and I was not seeing results

1.7

I found that the Centre was too crowded for me to achieve what I wanted to at the gym

1.7

I had left the gym but the gym was still debiting my account and there was no courtesy call from the gym to tell me

1.7

Traffic issues and travel distances were too great

3.5

The circuit room program I was in was cancelled

1.7

Fitness class times clashed with other family commitments

1.7

My priorities changed

1.7

After becoming a single parent I could no longer spare the time or money

1.7

I wanted to join for one season a year but this was not possible

1.7

Totals

100

(1) Note: Totals add to more than the 40 interviewees as a number gave more than 1 response

Table 6.2 records the responses regarding the cancellation of gymnastics memberships. It shows that while gymnastics at Macleod Recreation and Fitness Centre is one of the Centre’s “stand out” programs, 10 of the 23 reasons given for dropping out reflected poorly on the nature or timing of the program, 5 related to the lack of other program opportunities at the venue and one was critical of the quality of the facilities. As with many of the reasons given by adults for not renewing their memberships, most of these responses are beyond the scope of the present report but warrant close attention by the Centre’s management.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Table 6.2: Former gymnastics members of Macleod Recreation and Fitness Centre: reasons for discontinuing memberships Reasons for Discontinuing Memberships

Female

Male

Total

The times of program availability did not suit me

Total Percent 23.1

I wanted to try another sport not offered at Macleod Recreation and Fitness Centre

17.4

The venue was difficult to get to

13.0

There were too many kids in my gymnastics class; I did not receive enough attention

13.0

Health issues stopped me

4.4

I decided to prioritise my other extra-curricular activities

4.4

Facilities were not up to my expectations

4.4

Wanted to take a break from gymnastics

4.4

Did not want to take gymnastics anymore

4.4

Was able to take gymnastics at school

4.4

The gymnastics classes were not challenging enough for me

4.4

Totals

100

Former members responding to the survey were asked what improvements or additions they would like to see made to the Centre. The answers given by general health and fitness members are provided in Table 6.3. The data in Table 6.3 show that the most popular initiatives suggested for Macleod Recreation and Fitness Centre were a pool, more high-tech gym equipment, and an overall updating of the venue. Interestingly, while these were the most “popular” suggestions, each accounted for less than 10 percent of the total suggestions. Table 6.3: Former Adult Members: Improvements at Macleod Recreation & Fitness Centre Suggested Improvements

Female

Male

Total

Install a swimming Pool

Total Percent 4.8

Introduce more high-tech gym equipment

4.8

Macleod Recreation and Fitness Centre needs to be updated

4.8

Macleod Recreation and Fitness Centre should increase trading hours

4.8

Macleod Recreation and Fitness Centre should open earlier in the day

3.2

The Macleod Recreation and Fitness Centre needs a paint

3.2

It was often “smelly” in the spin class area and therefore better ventilation is needed

3.2

The cycle room was too small

3.2

Create larger rooms

3.2

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Table 6.3 continued: Former Adult Members: Improvements at Macleod Recreation & Fitness Centre Suggested Improvements

Female

Introduce more variety in programs

Male

Total

Total Percent 3.2

Improve communications between centre and members re. Memberships

3.2

Introduce an option to carry over membership

3.2

Increase car parking capacity

1.6

Increase childcare opening hours

1.6

Decrease fitness class sizes

1.6

At times it was very busy and I could not gain access to all the gym equipment that I wanted to use

1.6

Put a cap on memberships

1.6

At times there were too many participants in the fitness classes

1.6

Space the machines out more to allow for ease of movement between the machines

1.6

Some equipment needed replacing and/or service

1.6

Do not put prices up as they are the same as WaterMarc Banyule which offers more

1.6

The building was too small

1.6

Introduce more gym machines

1.6

Macleod Recreation and Fitness Centre is too costly versus WaterMarc Banyule

1.6

Modernise the gym equipment

1.6

Totals

100

Of the overall set of suggested actions, 46 percent related to the condition of the Centre building and the adequacy of class spaces, car parking etc; 34 percent to management issues; 14.6 percent to the condition, standard and age of equipment, and 5 percent to program quality and scope. Former gymnastics members’ parents were also asked what improvements or additions they would like to see made to Macleod Recreation and Fitness Centre. The answers are listed in Table 6.4. Table 6.4 shows that the majority of gymnastics class members supported provision of a far wider range of child-focused activities at the Centre. Gymnastics was pursued because it was seen as a good activity for children, not because it was gymnastics per se. Only three categories of comments (more classes, larger rooms and ventilation) had anything to do with the building. Finally, former member respondents were given the opportunity to add any other comments they wished to make. These are recorded essentially verbatim below. Items in italics and underlined relate directly to the facility redevelopment initiatives being addressed by the present report. • • •

Staff are great but they do too little to motivate youth who will be Macleod Recreation and Fitness Centre’s future users “XX” (staff member) used to cajole members, email them and go into a class with them to keep them engaged Mixing users too much puts people off: eg: older groups in cafe may have put young mums off

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Table 6.4: Former gymnastics members: improvements at Macleod Recreation and Fitness Centre Suggested Improvements

Female

Male

Total

More classes should be scheduled for gymnastics

Total Percent 29.2

More variety in class type (not just dance or gymnastics)

12.5

Create larger rooms

8.3

A suitable ratio of child to trainer should be implemented for gymnastics classes as it seemed like there were too many children in the classes

8.3

Install better ventilation

4.2

Hold more Commando Kid sessions

4.2

Improve administration service

4.2

Improve fundraising opportunities (for user clubs)

4.2

Introduce free holiday play

4.2

Add Little Athletics to the program

4.2

Add Cricket t20 to the program Introduce free time after gymnastics class

4.2

Introduce a more challenging gymnastics class for advanced juniors

4.2

Introduce more creative and modern dance classes

4.2

Totals

100

• • • • • • • • • • • • • • • • • •

Instructors need to be better connected with clients thru Facebook, Twitter Staff need to “keep up with the times” around the Centre and in the community Run classes outside the building: use the paths and parklands for eg: boot camp Introduce pre-event training runs eg: a ten week pre-event training program (identify important events that Centre “teams” can go in) Develop stronger corporate packages for individual firms and their members Develop separate areas for different types of users so they don’t put each other off Keep the no frills environment Upgrade to make comparable with WaterMarc Banyule but in a folksy way. Separate programs out rather than integrate eg: run older age programs through the day and corporate after work, or in the early morning The centre is too laid back There is inadequate setting of customer goals and thus it is easy for people to leave as they don’t know how far they’ve got It is suspected that people leave around week 8 that is when they should be contacted and encouraged to come back in. This does not seem to happen Engage schools in order to engage youth The bike paths and links to the building are great but need to add links through to Rosanna Parklands Macleod Recreation and Fitness Centre is great: it has a great setting with trees, birds, and the car park does not dominate. Do not lose these features Build far stronger customer liaison; recognise and acknowledge customers Introduce longer opening hours The building is unchanged for years and needs an update, painting is needed, the bathrooms need renovation, little modifications have been done but it needs an urgent

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

“facelift”. A facelift would generate “heaps more users” as “the people and machines are great”. The majority of the further comments by former members related to management, client liaison and programming issues. Although these are beyond the scope of the present study, they warrant careful consideration by Council and management. A number of important asset-related points of relevance were also raised. These included: making better use of outdoor areas and exploiting links to bike paths; providing more program rooms to allow the separation of different uses, and retaining the character of the Centre but upgrading the quality. The findings of the survey of past members has provided a valuable input to identifying the directions for the future development of Macleod Recreation and Fitness Centre. These issues have been carried forward to the summary which follows and to the design brief presented in Chapter 7. 6.2.3 Redevelopment Implications Emerging from the Initial Consultations It is evident from the foregoing material that Macleod residents and those from the surrounding suburbs have a strong attachment to Macleod Recreation and Fitness Centre. They wish to see it continue, with a continuing focus on staff and program quality, and with a sense of local service and friendliness. That said, no one who was interviewed or who submitted a submission, argued that it should be retained as is. All saw a scope and a need for improvements, additions and changes, some of these being quite far-reaching in their nature. These are summarised below: Future Directions Objectives: • Develop a clear philosophical statement as to the future direction and objectives of the Centre Marketing and Promotion: • Use technology and personal contact more effectively to inform and keep in touch with members • Review membership discounting options and retain those for members that commenced with them • Review the fees as they are not compatible with WaterMarc Banyule given the greater range of opportunities offered there • Promote other Council fitness and community venues as part of a “package” of community-supported opportunities rather than letting each stand alone • Promote the venue more effectively to the wider community • Develop more appropriate and flexible fee and program season structures User Liaison: • Provide more information and consultative services to users about the facilities and programs that are available and about class times etc. • Take further action to minimise smoker impacts from adjoining properties • Continue to offer a friendly atmosphere and retain good staff/user relationships • Follow up non-attending members more effectively and provide support and motivation for them Equipment: • Provide more and more modern equipment • Ensure equipment is relevant to member capacities and provide more age- and genderspecific equipment Programs: • Continue to build strong staff-user relationships so as to retain the atmosphere and friendliness of the Centre • Develop classes that link to the wider activities of the ageing community outside the Centre eg: walking, cycling and hiking

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

• • •

Develop fitness and social programs for older men, and/more programs for seniors, children Develop more appropriate and flexible program opportunities Make better program use of the tennis courts if they are retained

Facilities: • “Open up” the venue, remove corridors and make it brighter and fresher • Provide more and larger program rooms for a more diverse range of fitness activities • Separate different user areas more effectively • Provide more and more accessible car parking • Upgrade and/or replace toilet, change and shower facilities and locate these close to key use areas • Upgrade heating, cooling and air conditioning to overcome temperature extremes, stuffiness and smelliness • Install solar panels • Provide better shade for north-facing rooms • Improve pedestrian access, especially from the adjoining parkland trails • Improve storage areas for user’s gear and belongings • Link the venue to the IDV Inc. buildings • Provide warm water program/learn to swim pool • Develop outdoor program and social spaces and strong links to trails • Provide a better gymnastics hall and more equipment and more viewing areas • Develop the Centre as a more diverse “community hub” • Provide better servicing of the tennis courts if they are retained Venue Presentation: • Improve presentation and cleanliness (especially given building age and condition) • Improve the street presentation and appeal of the buildings, the tennis courts and the overall maintenance of the surrounds. These findings have been carried forward to the preparation of the redevelopment design brief and the venue designs, both of which are detailed in the following chapter.

6.3 The Second Round of Consultations The draft master plan for Macleod Recreation and Fitness Centre was advertised for community consultation from the middle of December 2014, and given the Christmas break, the consultation period remained open until the 6 February 2015. By the conclusion of the consultation period, Council had received 19 submissions regarding the plan, 13 via Council’s website and six formal written submissions. The key issues raised through the consultations were: •

Community Consultation: The consultation process was viewed as inappropriate for such an important community facility. The views were that consultation efforts were not advertised effectively and key stakeholders were not appropriately involved in the process, and

•

Rejection of the concept plans proposing the relocation of the basketball court: There was strong feedback arguing that Council should provide more courts for the community not less, and that action was needed to improve court use and access.

As reported in Chapter 1 (section 1.2), the strength of the feedback from the community on the draft master plan report led Council officers to undertake a second round of consultations including a series of focus groups and targeted consultations with key stakeholders and users of the Centre. The table following outlines the completed additional consultations. Attendee email addresses were collected so notes from each consultation process and outcomes could be distributed.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Audience

Purpose

Outcome

MRFC Members

To update & engage members re the draft master plan. To receive feedback and recommendations on the draft plan with reference to the studies objectives and key messages.

The second round of consultations proved very successful with 48 people attending the member and community information sessions. 6.3.1 Of the report summarises the key themes registered at these sessions. A full copy of the notes from these sessions is provided in Appendix 6.3.

Banyule Hawks Basketball Club

To update & engage club members on the draft master plan. To receive feedback and recommendations on the draft plan with reference to the studies objectives, key messages and the future needs of the club.

Local Community

To update and engage the local community on the draft master plan. To receive feedback and recommendations on the draft plan with reference to the studies objectives and key messages.

Multiple meetings with BHBC committee members outlining master plan and receiving feedback on the plan and future options. Key priorities of the club were maintaining the existing court and the Centre as the clubs home. This has been reflected in the updated report. The second round of consultations proved very successful with 48 people attending the member and community information sessions. 6.3.1 Of the report summarises the key themes registered at these sessions. A full copy of the notes from these sessions is provided in Appendix 6.3.

Macleod Traders Association

To update and engage traders on the draft master plan. To receive feedback and recommendations on the draft plan in reference to the studies objectives, key messages and possible linkages with Macleod Village Traders Association.

Targeted MRFC school users (Schools to be determined)

To update and engage the local school users of the Centre on the draft master plan. To receive feedback on the draft report and future needs of the local schools.

Macleod Sporting Clubs

As above

Meeting with the coordinator of the traders association, with the master plan tabled at a chamber meeting. The language and references to commercial opportunities within the Centre has been updated and modified to meet desired outcomes for the master plan and traders association. Letter and phone consultations. The feedback provided was in relation to access and specific programming opportunities for schools. This will be addressed with the management of the Centre. Multiple meetings with sporting clubs committee members outlining master plan and receiving feedback on the plan and future options. Key priorities of the clubs were: • Keep the Centre accessible, both financially and availability wise •

Retain at least two tennis courts for access to the community

•

Warm water program pool would be very well used by sporting clubs

•

Create flexible and accessible exercise and program space

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Audience Ivanhoe Diamond Valley Inc.

Purpose

Outcome

To update and engage Ivanhoe Diamond Valley Inc. support services Centre on the draft master plan. To receive feedback on the draft report and discuss possible linkages be-tween Banyule City Council, Macleod Recreation and Fitness Centre and Ivanhoe Diamond Valley Inc.

Meetings with IDV board members and management. The meetings resolved to continue discussions with IDV on possible use/programming synergies and physical links between IDV and Macleod Recreation and Fitness Centre. No action is presently recommended regarding physical links or joint developments but the capacity to pursue these in the future should be retained.

6.3.1 Community Workshops Findings

The second round of consultations proved very successful with 48 people attending the member and community information sessions. Below is a summary of the key themes registered at these sessions. (A full copy of the notes from these sessions is provided in Appendix 6.3). •

•

With regard to the sports court, there is a need for more courts not less

•

The City and regional highball court provision context must be included in the updated report to Council in order to more effectively explain the court options at the Centre

•

The community does not want to lose the court at Macleod Recreation and Fitness Centre. The club needs a local venue as a home for training and competition

•

Banksia facility suits Ivanhoe Knights more than Banyule Hawks as it is comparatively remote from Macleod

•

Banyule Hawks want a court at Macleod Recreation and Fitness Centre; members/families use the Centre facilities as well as the basketball court so relocating the court would impact negatively on local family use

•

85% of Banyule Hawks’ members are from Macleod, Rosanna, Heidelberg, Viewbank and Watsonia

•

There is a need for more flexible areas at the Centre with more flexible programming

•

The community want to maintain and enhance the community hub element of the Centre. The draft plan should plan to improve/emphasise this more

•

The 2 hour limit in the main car park needs to be reviewed as it constrains Centre use

•

Development of Macleod Recreation and Fitness Centre needs to factor in multi-use and be able to provide a balance in programming

•

There is a need to ensure that older adult programs are well represented at the Centre

•

The early morning timing of some older adult programs does not suit the target client group

•

Youth programs and a safe youth hub should be included as part of the design. More activities are needed for young people and particularly teens as this is a great location and public transport for youth programming, and

•

The proximity to the rail station for public transport could be further highlighted by Centre management and programmers.

6.3.2 Focus Group Consultations As outlined in the above consultation plan, over 10 community groups, school representatives and sporting club representatives were met with and taken through the draft master plan. The aim of the focus group meetings was to receive feedback regarding the initial master plan and any Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

suggested revisions to the plan. The following responses were provided: •

Keep the Centre accessible, both financially and availability wise

•

Retain the highball court; investigate options to include a second court if feasible

•

Highball context and strategic intent must be included in report

•

Retain at least two tennis courts for access to the community

•

Create flexible and accessible exercise and program space

•

Warm water program pool would be very well used by sporting clubs

•

Improve wayfinding and signage for the Centre and the precinct

•

Improve community connections between Macleod Recreation and Fitness Centre management and community groups and sporting clubs, and

•

Efforts are needed to retain the “community hub” feel and settings of the Centre as these and good staff relations are what attract users.

6.3.3 Community Survey Results The second consultations round included a web-based survey of community opinion. Over 400 people responded and the findings are provided in appendix 6.4. This is an excellent return rate. Of the survey respondents, 61 percent were male and 39 percent female. Some 85 percent of all respondents were aged between 30-49 years of age. Overwhelmingly, and not surprisingly, 65.5 percent of the respondents lived in Macleod with Rosanna being the next highest location, accounting for 15 percent of respondents. Unfortunately, the greater majority the greater major of the community survey responses –96.7 percent-- were from current users of Macleod Recreation and Fitness Centre. Only 2.4 percent were from previous users and 0.9 percent were from residents who had never used the Centre. This means that the results reflect the views of users rather than the views of the wider Macleod district community. Further, in terms of the facilities presently used, the web-based survey results indicate that 0.8 percent were dance participants, 7.6 percent gymnastics participants12.4 percent group fitness members, 15.1 percent gym members and an overwhelming 83.8 percent basketballers. No Pryme Movers members responded while 2.4 percent of respondents pursued a mix of other activities, these primarily being children’s programs, child care, taekwondo, tennis and boot camp. It is acknowledged that a broader cross-section of community opinion could have been achieved had the on-line survey been more widely advertised. Some 325 of the survey respondents made specific suggestions for action with these covering a wide mix of each of facilities, programs and support facilities and services. The findings are summarised below while the full results are provided in Appendix 6.4. Facility Proposals: •

Retention and upgrading of the existing basketball court at Macleod Recreation and Fitness Centre and addition of further courts

•

Provision of an indoor swimming / warm water pool for hydrotherapy

•

Provision of an outdoor pool

•

Providing larger dry fitness and health club program rooms

•

Upgrading gymnastics equipment, floor quality (too hard for landing, tumbles), and provision of a viewing area

•

Providing a ladies-only gym area

•

Providing multi-purpose community rooms

•

Community meeting rooms

•

Providing a yoga studio, and

•

Redevelopment of the tennis courts for other uses including parking, outdoor basketball, outdoor pool.

Program Proposals: •

All year sports for children

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

•

Dietician, massage, sauna, steam room

•

Physiotherapy and medical programs/access

•

Swimming and hydrotherapy

•

More diverse and up-dated fitness programs including eg: Les Mills Body Combat classes, Pilates, Body Attack, pre-natal classes, injury rehab programs, Pilates reformer bed for rehab exercises, boot camps, GRIT cardio, HIIT classes, yoga

•

More regular boot camps and continuation of recently-offered program length and regularity

•

Health and wellbeing forums

•

Craft classes, and

•

Outdoor fitness and running groups.

Support Facilities and Service Proposals: •

Review operating hours to enhance access

•

A better café and seating together with healthy food and promotion of healthy living

•

Toilet upgrading

•

Improved change and support facilities including private cubicles, more showers, more hand dryers etc; better support facilities for team sports, improved heating

•

Gym lockers for long term use

•

Enhanced acoustics to stop sound and noise impacts between program rooms

•

DIY membership scanner to avoid queues

•

More car parking

•

Covered bike racks, and

•

Pedestrian overpass to Nets Stadium.

In addition to the above, a small number of survey respondents argued that services that existed at the Centre were sufficient but that the building was in need of a renovation. While programming responses to the survey findings will be the responsibility of the Centre management, it is evident that the master plan designs will be able to address the greater majority of the facilities and support facilities and services issues that have been identified and the recommended action on these is detailed in the following Chapter. Specific comment is warranted on one facility proposed through the community survey, that being an additional indoor sports court. Although such provision would be a boon to the Banyule Hawks basketball club, it would not achieve the level of additional provision that is needed within Banyule and the wider district. Further, it would not provide a sufficient number of courts to achieve a viable, modern day court complex, and the cost of building an additional court as well as the other core facility needs that have been identified would not be financially feasible. More importantly from the perspective of the overall “package” of opportunities offered by Macleod Recreation and Fitness Centre, the space required for one or more additional courts would impact detrimentally on the site in terms of the venue setting and its position within the wider precinct, user access, building design, parking and user/crowd management. As such, while retention and upgrading of the existing court is recommended in the Chapter 7 master plan, provision of a second indoor court is not. 6.3.4 Second Round Consultations: Conclusions Overall, the second round of consultations with users, user clubs and the wider community has given strong endorsement to the broad thrust of earlier consultations findings with one major exception, that being the retention of the indoor sports court. This was seen as a major need because of the shortage of indoor courts in Banyule and across the wider north-eastern suburbs and because it was the home base and training and competition venue of the Banyule Hawks Basketball Club. In the broader context, respondents called for the upgrading, modernisation and expansion of the Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Centre with particularly strong support for: • •

•

Diversifying the mix of facilities and adding more program rooms so that more and more targeted programs can be run Retaining and broadening the range of programs that are offered through the Centre and those who the programs are targeted at –with, in particular, the delivery of more programs for children and youth, older residents and allied health and wellbeing programs, and Substantially upgrading and improving services such as toilet/change areas, access throughout the Centre, spectator facilities, heating, cooling and other similar services.

The above points were incorporated into a second draft report which was released to the public in August 2015. This attracted some 75 submissions, all of which supported the revised recommendation that the indoor sports court be retained. Several of the submissions raised issues in relation to the mix of uses and activities at the Centre and the retention of vegetation during and after the redevelopment. These issues have been addressed in the redevelopment proposals detailed in the following Chapter.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

7 Redevelopment Design Brief, Design Concepts and Capital Costs 7.1 Introduction This Chapter presents a design brief for the redevelopment and upgrading of Macleod Recreation and Fitness Centre. This is then followed by costed concept designs which demonstrate how the elements of the design brief could be achieved on the ground. The recommended actions were identified through the analysis of the research reported in the foregoing chapters of this report which was then followed by a process of review and revision both within the contracted planning team and the members of the project steering committee. Some of the key messages from the foregoing research were: • • •

•

There is an urgent need to modernise the existing building so as to enhance the user experience and improve its operational viability There is a need for significant change elements of the building to ensure full disability access and services in all areas There is insufficient space to offer more of most of the existing programs, to retain some existing programs or to offer a more diverse range of new programs and activities in order to effectively meet community needs or engage new users, and The mix of activities and settings offered by the venue is quite narrow when compared with recent venue provision trends which see multi-focused venues offering health, social, community building and retail opportunities as part of the mix.

7.2 Strategies for Action The assessment of the physical elements of Macleod Recreation and Fitness Centre while the building is ageing and in need of extensive modernisation, redeveloping the facility in stages could be challenging, could result in compromises and could possibly incur a greater capital cost. As such, one option that Council could pursue is the demolition of the existing building and its replacement with one that meets modern design standards, that more effectively meets a wider range of community needs and one which offers opportunities. However, a substantial weakness with demolition is that most if not all Macleod Recreation and Fitness Centre programs –and users— would have to close during the redevelopment process. Wider Australian experience shows that when this occurs it can take some years to re-establishing membership and other user levels to what they were. While building a totally new venue is an attractive approach, it is also possible that Council could not fund a full redevelopment at the one time and would need to take a staged approach. If this was necessary, a number of the benefits of providing a new build would be lost. This in turn would then make a program of the staged re-development of the existing Centre a more feasible option. A staged redevelopment would re-use those parts of the existing building which can be salvaged at a reasonable cost, demolish other sections and add new components as required. Such works could be undertaken while being mindful as to future connections to the IDV Inc. site, the adjoining parklands, the rail reserve and crossing and other elements of the wider precinct. With regard to links to IDV Inc., this report recommends that discussions continue with that organisation with the intention of further exploring possible programming and use synergies and physical development connections between the Centres. However, no actions are recommended at this point regarding the design or development of any joint initiatives although the capacity to develop a physical link between Macleod Recreation and Fitness Centre and IDV Inc. is reflected in the designs provided in the following sections of this Chapter.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

7.3 Recommended Design Initiatives Table 7.1 sets out the recommended building initiatives needed to ensure that Macleod Recreation and Fitness Centre has the capacity to respond to the programming and management needs and opportunities that have been identified. Additional program, management, marketing and related issues that warrant action are listed following the Table. These should be reviewed and responded to by Council and/or the management of the Macleod Recreation and Fitness Centre. In preparing the design brief it has been assumed that: a. b. c. d.

Provision will be made for utilities and services upgrades including toilets, heating, cooling, lighting and air treatment, drinking fountains etc Full disability access will be provided throughout the building and wider precinct The capacity for visual supervision of the building will be optimised, and Toilet and change facilities will be positioned appropriate to the various activity areas throughout the building and the surrounding outdoor areas.

Two designs were developed during the master plan preparation process. These were (1) a draft master plan that transferred high ball sports out of the Centre and then used the court for dry health and fitness program rooms, and (2) a redevelopment which retains and refurbishes the sports court and which provides totally new additional dry health and fitness program spaces elsewhere in the Centre. As discussed in section 6.3 in the previous Chapter, the draft master plan was rejected in favour of what has become the final master plan following the second round of community consultations. In keeping with the review of leisure activity and provision trends, both the draft and final master plan designs have put a strong emphasis on the provision of a multi-purpose sporting, recreation, community-building “community hub” at Macleod Recreation and Fitness Centre. The concepts also offer the opportunity for engagement and integration with other community services, health and fitness and wellbeing providers from existing and other agencies and from commercial providers.

Recommended Actions Redesign, enlarge and position the entrance and reception to allow a better traffic flow for user access and management control

Provide a redeveloped café/social area for users and visitors to socialize and relax before/after participation

Provide larger and higher quality staff office areas and quality amenities and services including toilet, shower, change and locker areas

Provide a social lounge area with a capacity to accommodate social activities and events adjacent to the redeveloped café/social area

Draft master plan: Relocate the indoor sports court high ball uses to another venue, divide the court into two levels through installation of a mezzanine floor and develop both levels for dry health and fitness program rooms with a floor space of 500 – 550 square metres Final master plan: Maintain the indoor sports court to permit its optimal use for high ball sports and other Centre programs and add new building elements to meet dry health and fitness program room needs

Create three group fitness studios of 150 square metres each. Two of the studios should be adjoining and be partitioned by a soundproof operable wall to allow for larger classes and events

Retain and upgrade the existing gymnastics floor space. Change, toilet and extended viewing and seating facilities should be provided in association with this program space

Provide a minimum of three clustered program rooms/spaces to allow flexibility of dry programming activities

Table 7.1: Recommended building redevelopments and additions, Macleod Recreation and Fitness Centre Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Recommended Actions Provide four consulting suites/meeting rooms and associated management and waiting areas for use for a range of community support services

10. Allow for the expansion of the crèche to provide at least 7 more care places. Include outdoor play as part of the facility mix 11. Redevelop outdoor areas across the site to provide high quality social settings, program spaces, enhanced access, and enhanced visual sightlines and appearance. Reposition and add further pathways to enhance access for all and improved links to car parking, the rail station and shops and to district pathways and open space reserves. Provide upgraded lighting and enhanced safety as part of the redevelopment 12. Provide additional car parking to cater for increased use and the demands of peak use times. Consider safety issues in the positioning of car parking and use two of the tennis courts as part of optimising parking and access (with courts at other nearby venues to be promoted in their place) 13. Provide secure, covered bike storage facilities 14. Restructure the two remaining tennis courts and use for a range of additional formal and informal activities. Provide better links between the courts and the main buildings, and provide appropriate user facilities and services eg: shade, seating, unisex toilets, water fountain and distinctive signage and wayfinding 15. Retain space for a dedicated program pool of say 20 metres by 4 lanes with associated service and access facilities and with an adjustable depth floor to provide aquatic opportunities such as swimming lessons, water aerobics, school lessons, body strengthening and warm water rehabilitation (1) 16. Provide covered outdoor activity /program spaces Table 7.1 continued: Recommended building redevelopments and additions, Macleod Recreation and Fitness Centre Notes: (1) Re item 15., Council has no plans for the development of new aquatic facilities. However, the potential exists for a joint Council-IDV Inc. project to develop a pool and related facilities with a strong health and programming focus in the area between the Recreation and Fitness Centre and the IDV Inc. buildings. Council and the Centre management should develop a program of liaison with IDV Inc. to evaluate the opportunities for this and other initiatives.

7.4 Other Action Needs A range of other non-building issues and needs was identified through the community and stakeholder consultations program and through the review of the operations of Macleod Recreation and Fitness Centre reported in Chapter 3. These were: 1.

Council should put an emphasis on the provision of a multi-purpose sporting, recreation, community-building and social “community hub” as part of the redevelopment of Macleod Recreation and Fitness Centre. This is particularly so given trends in leisure and recreation participation, the ageing and diversifying of the venue’s catchment community and the strong, positive “local” community focus of the venue. A key element of action in this area would be the encouraging of non-program based social drop-in activities Consideration should to be given to the benefits that can be achieved from bringing other service providers to use the consulting suites/meeting rooms proposed under 9. In Table 7.1. These could include other not-for-profit providers, allied health services (eg: physiotherapists, podiatrists, masseurs), and commercial and retail services. The meeting spaces could also be used for counselling services, community group committees, seniors activities and local clubs. All would help broaden and strengthen the role of the Centre, enhance its contribution to community life, and improve its viability More diverse programming initiatives are needed and current clients should be consulted as part of a thorough review process. Cross-programming synergies between different user types warrant exploring. New program initiatives could also be generated by inviting community and commercial organisations to deliver activities and events through

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

the Centre. For example, Council’s adult planned activity group (PAG) could be based at the site while community groups and clubs could use the Centre as their base 4. Review the timing of programs as early morning sessions do not suit many older users and members 5. Develop a strong focus on programs, support services and a safe activities and social hub for youth 6. Promote the excellent public transport access to the Centre 7. Take more action to identify and promote the Centre to prospective users 8. Change the current two hour limit on car parking as this is insufficient for many users. Additional public parking exists some 500 m. to the north of the Centre and this may warrant promoting to users 9. The “neighbourhood” character and natural setting of the Centre should be retained as far as is practical and should be enhanced following the redevelopment project, and 10. Stronger programming and venue-sharing links should be explored with Ivanhoe Diamond Valley Inc. which sits adjacent to and immediately south of the Centre and which provides special support services for people with a disability. A number of the above proposals open the opportunity to tap wider funding sources and should be explored, even to the point of inviting expressions of interest from external bodies. As noted re the consultations with the YMCA, that organisation has indicated that it could potentially invest in the upgrade in return for a long-term lease or management arrangement of say 10 years plus. This and other similar opportunities should be carefully assessed.

7.5 Designs and Capital Costs 7.5.1 Concept Designs Several design options in keeping with the design brief were prepared for review and discussion with the project steering committee. These led to, first, a draft master plan for the redevelopment of Macleod Recreation and Fitness Centre. As noted previously this design replaced the indoor sports court with 500 – 550 square metres of dry health and fitness program rooms over two levels through installation of a mezzanine floor. The second and final master plan design retained and upgraded the sports court and added new dry health and fitness program rooms and was adopted following the second major round of community consultations. These designs and the overall precinct layout are shown in the accompanying plans. Draft Master Plan: Ground level: 1. New entry statement and large, transparent internal street and social space providing clear views to services on offer and improved way-finding (ie. sound universal design) and providing for longer term linkage to IDV Inc. to the south if desired 2. Refurbished amenities 3. Refurbished gymnastics venue including expanded seating and viewing space 4. New dedicated gymnastics change rooms 5. Expanded crèche with upgraded amenities 6. Expanded gymnasium 7. Retention of space for future specialist program pool, and 8. Consolidated administration space and meeting room adjacent to reception. First level: 1. New group exercise rooms above the former sports hall, now the new gymnasium, within existing building envelope. Note that consideration was given to locating the group exercise rooms over the existing change rooms and crèche. However, there is insufficient Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

space to achieve the desired areas for the group exercise rooms in addition to the multipurpose rooms and consulting rooms 2. Refurbished / reconfigured program rooms, including viewing space to gymnastics hall below (from Program Room 4) 3. Four professional consulting suites, waiting room, reception and refurbished toilets 4. Social gathering/breakout space, and 5. Reconfiguration to allow visual connection to social space / internal street below. External: 1. Reconfigured and refurbished car park and use two of the outdoor courts to extend car parking capacity 2. Upgrading and servicing of remaining outdoor courts for multi-use programming 3. Provision of outdoor forecourt, cafe, crèche playground, meeting, programming and social spaces 4. Enhanced linkage to Macleod Railway Station and to Rosanna Parklands, and 5. Enhanced linkage to parklands to the north of Wungan Road. Final Master Plan: As has been indicated, the key feature of the final master plan design is the retention and refurbishment of the basketball stadium. In lieu of locating the gymnasium at ground level in the existing basketball stadium and the group exercise rooms on a new mezzanine floor within the existing volume, these additional program spaces have been relocated to elsewhere within the facility while other changes have also been made. Thus, the existing crèche has been relocated to a new purpose-built space adjacent to the new entry and the crèche and change rooms have been extended towards the north to provide increased floor area for new change rooms and a new gymnasium. The upper level office area has been extended east across the top of existing crèche and northward with the ground floor extension to provide new floor space for group exercise rooms. It should be noted that in the final master plan, one of the four multi-purpose program rooms on the upper level has been deleted due to the need to achieve the floor areas needed for group exercise. In addition to the above, both the draft and final master plans have made provision for: 1. 2. 3. 4.

New lift and stair access to all levels Upgrade of finishes, fittings and fixtures generally Upgrade of plant and equipment generally, and Upgrade of external facades generally.

The floor areas of all spaces are shown on the plans, on the floor area chart (page 74, which compares the floor areas delivered by each of the draft and final master plan) and in the cost charts on pages 77-80. The draft and final master plan designs have been prepared to ensure the capacity to stage the redevelopment as a strategy that ensures the continued delivery of the bulk of the Centre’s programs is far preferable to a total closure. Experience shows that total closure can lead to the permanent loss of many members. This would be particularly likely given the large number of other venues within easy reach of Macleod. 7.5.2 Indicative Costs The following charts provide the detailed projected capital and fit-out costs for the draft and final master plans, as prepared by Turner and Townsend, quantity surveyors. The draft master plan has a current day total construction cost of $10.099 m. for the redevelopment and expansion of the existing Centre, with this including an allowance of $500,000 for a new fit-out of the complex. A small program pool would add $4.327 m. to the total cost. Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Comparative floor area schedule, draft and final master plan ID

Room

Existing

Draft Master Plan

Final Master Plan

100.0 40.0 210.0

100.0 40.0 180.0

400.0 100.0 0.0 600.0 100.0

480.0

ASSUMED AREAS GROUND LEVEL Reception / Admin Cafe Seating Foyer

30.0 90.0

Gymnasium PT Space Stadium Gymnastics Hall Social / Gathering Space

270.0

Group Exercise 1 Group Exercise 2 Group Exercise 3

110.0 60.0 60.0

Creche Change rooms Gymnastics Change

200.0 115.0

200.0 200.0 120.0

140.0 140.0 120.0

Circulation / Store / Plant

280.0

445.0

270.0

2,515.0

2,870.0

180.0

120.0

Group Exercise Multi-Purpose Rooms

600.0 200.0

450.0 150.0

Consulting area

120.0

20.0 25.0

20.0 30.0

20.0 45.0

Circulation / Store / Plant Sub-total:

80.0 600.0

150.0 1,300.0

170.0 1,075.0

PROPOSED AREA:

3,115.0

3,815.0

3,945.0

Future Pool Hall (not included) Sub-total:

700.0 600.0

700.0 600.0 100.0

FIRST LEVEL Foyer Hall Dance studio Massage

Administration Meeting Kitchen Change / Amenities

150.0 150.0 15.0

120.0 40.0

Note: The areas noted above are derived from the concept schemes prepared to date and are considered indicative

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

The final master plan, which retains the basketball court, has a current day total construction cost of $10.561 m., with this including an allowance of $500,000 for a new fit-out of the complex. The small program pool cost remains the same but is not included in the totals cited here.

7.6 Action Plan In keeping with the discussion of development initiatives in the previous two sections, two stages of action by Council are recommended. These are: 1. 2.

Short term enhancement, access and programming initiatives which can be undertaken almost immediately and at a comparatively low cost, and Longer term capital redevelopment works.

The short term initiatives which it is recommended action are taken on are: 1. 2. 3.

Enhance the cleaning and day-to-day presentation of the Centre Continue repainting of the Centre Remove shielding vegetation to enhance the safety, “presence” and presentation of the venue and undertake appropriate replanting 4. Refit, rebrand and enhance the cafe facilities and seating area to create a more inviting and comfortable atmosphere 5. Upgrade and light pathways to the Centre from the railway station, from Wungan Street, from adjoining parklands and from the Centre car park; review car parking time limits and restrictions with a view to extending the time limit for Centre users 6. Design signage specific to the Centre and install this at key points in the surrounding precinct and shops as a means of enhancing community awareness of the Centre 7. Upgrade loose equipment and furniture that can subsequently be used in any proposed redeveloped venue 8. Review and revise programming activities in the light of the findings of the present study and in keeping with Council objectives 9. Explore the opportunities for the involvement of a number of program and service delivery organisations as part of any future management and programming review and/or the forthcoming management contract negotiations 10. Use the catchment analysis findings and other similar data to identify areas of low market penetration and initiate new and/or revised marketing and programming for these areas, and 11. Evaluate opportunities for “off campus” program delivery opportunities. The long term initiatives which are recommended are: 1.

2. 3. 4. 5. 6. 7.

Restructure outdoor areas and program them more effectively for structured classes/ program activities and social purposes; provide support facilities at the two most northerly tennis courts including seating, shade, water, and initiate a range of new competitive and social programs targeting youth, parents, and seniors in all outdoor areas Reallocate the two southern tennis courts to car parking and undertake appropriate access and use works Determine Council’s financial capacity to proceed with the recommended program of capital development works Commission design development for those elements of work which Council determines to proceed with Continue discussions with IDV Inc. regarding possible future facility and programming links and initiatives between IDV Inc. and Macleod Recreation and Fitness Centre Pursue a range of funding sources to assist in funding the agreed development components, and Proceed to construction once the required funds have been achieved.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Banyule City Council Macleod Recreation and Fitness Centre Feasibility Study – Draft Master Plan QS REF: me20517

Date: 25/08/2015

Function

area

rate

cost

POOL HALL

$/m2

OPTION

Demolish existing entry and infill façade opening

Allow

10,000

New entry

Allow

150,000

Allow for entrance statement

Allow

100,000

Demolish existing stair and shaft [adjacent Gym]

Allow

10,000

Form opening for connection to new pool hall

Allow

10,000

Connection of new building to existing

Allow

150,000

Ground Floor Reception and Café / Admin

120

1,600

Café seating

700

28,000

Foyer

150

850

127,500

Gymnasium

480

900

432,000

PT Space

900

81,000

Gymnastics Hall

685

800

548,000

Allow for new tiered seating [150 seat]

Allow

192,000

100,000

Creche

285

950

270,750

Change rooms

160

2,150

344,000

Gymnastics Change

120

1,900

228,000

Circulation / Store / Plant

385

750

288,750

Future Program Pool hall

448

2,400

1,075,200

Wet change

100

2,800

280,000

Pool hall store

2,000

40,000

Group Exercise

510

2,600

1,326,000

Multi Purpose Rooms

350

750

262,500

Consulting Area

120

1,250

150,000

Change / Amenities

2,400

60,000

Circulation / Store / Plant

355

2,000

710,000

New Lift and shaft

1 No

$150,000

150,000

New Fire Staircase and shaft

2 No

$ 50,000

100,000

4443

1,276

5,668,500

1,555,200

Public toilets

3,600

108,000

Store

1,800

36,000

2,880

144,000

First Floor

Total Building Works Tennis Pavilion

Total Tennis Pavilion

Program pool

Allow

1,300,000

Preliminaries on pools

Allow

130,000

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Total Aquatic Works

1,430,000

External Works & Services Site Preparation / Earthworks

Allow

213,000

69,000

Allowance for retaining walls, steps etc

Allow

120,000

100,800

Refurbish existing car park

Allow

35,000

Reconfigure existing car park

Allow

221,000

New Car park [25 -40 spaces]

Allow

181,000

New crossover

Allow

30,000

New forecourt / outdoor program space

Allow

369,000

Minor refurbishment of tennis courts [2 No]

Allow

45,000

Upgrade pedestrian connection to rail station

Allow

100,000

Allowance for landscaping

Allow

150,000

50,000

Allowance for external services

Allow

178,500

86,000

Total External Works & Services

1,642,500

305,800

Construction Cost

7,455,000

3,291,000

10%

746,000

330,000

411,000

182,000

Allow

500,000

100,000

1,657,000

612,000

Design Contingency Construction Contingency Loose Furniture and Fittings allocation Sub Total Professional Fee Allowance

10%

912,000

391,000

Authority Fees & Charges

Allow

75,000

33,000

Sub Total

Total Project Cost in Todays' Prices based on 3% pa

Cost Escalation to tender (allow 12 mths) Sub Total

Total Project Cost

987,000

424,000

$ 10,099,000

4,327,000

303,000

130,000

303,000

130,000

$ 10,402,000

4,457,000

Exclusions: Removal of Asbestos and other hazardous materials Leased Equipment

Cost Escalation beyond September 2015

Adverse soil conditions incl rock, soft spots, contamination

Works outside the site boundary

Piling and Piered Foundations

Works to existing building structure / fabric / faรงade

Upgrade or provision of authority services infrastructure to the site Relocation / Decanting costs

Artwork

Staging Costs

Office Equipment costs

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Banyule City Council Macleod Recreation and Fitness Centre Feasibility Study – Final Master Plan QS REF: me22446 Date: 25/08/2015 Function

area

rate

$/m2

cost

POOL HALL

OPTION

Demolish existing entry and infill façade opening

Allow

10,000

New entry

Allow

150,000

Allow for entrance statement / new canopy

Allow

100,000

Demolish existing stair and shaft [adjacent Gym]

Allow

10,000

Form opening for connection to new pool hall

Allow

10,000

Connection of new building to existing

Allow

150,000

Ground Floor Admin

105

1,600

168,000

Creche - new

110

2,400

264,000

Creche - refurbish

2,000

66,000

Café seating

2,200

44,000

Airlock

3,000

60,000

Foyer

110

850

93,075

Basketball

570

900

513,000

685

800

548,000

100,000

Gymnastics Hall Allow for new tiered seating [150 seat]

Allow

Gymnasium

267

900

239,850

Gymnasium extension / corner of change room

205

2,400

490,800

Change rooms

149

2,100

312,375

Gymnastics Change

120

2,150

258,000

Circulation / Store / Plant

294

750

220,687.50

Future Program Pool hall

448

2,400

1,075,200

Wet change

100

2,800

280,000

Pool hall store

2,000

40,000

New viewing area for gymnastics

2,200

193,600

Group Exercise [over G/F extension]

205

2,200

449,900

Group Exercise [over existing G/F]

184

2,700

496,800

Group Exercise [refurbish]

900

59,850

Program Rooms 1 - 3

207

750

155,250

Consulting Area

120

1,250

150,000

Amenities / Accessible Amenities

2,400

120,000

First Floor

Circulation / Store / Plant

254

2,000

507,000

New Lift and shaft

1 No

150,000

New Fire Staircase and shaft

2 No

50,000

100,000

4428

1,362

6,030,188

Public toilets

3,600

108,000

Store

1,800

36,000

2,880

144,000

Total Building Works

1,555,200

Tennis Pavilion

Total Tennis Pavilion

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Program pool

Allow

Preliminaries on pools

Allow

$ 1,300,000 $ 130,000

Total Aquatic Works

1,430,000

External Works & Services $ 69,000 $ 100,800

Site Preparation / Earthworks

Allow

213,000

Allowance for retaining walls, steps etc

Allow

120,000

Refurbish existing carpark

Allow

35,000

Reconfigure existing carpark

Allow

221,000

New Carpark [25 -40 spaces]

Allow

181,000

New crossover

Allow

30,000

New forecourt / outdoor program space

Allow

369,000

Minor refurbishment of tennis courts [2 No]

Allow

45,000

Upgrade pedestrian connection to rail station

Allow

100,000

Allowance for landscaping

Allow

150,000

50,000

Allowance for external services

Allow

178,812

86,000

Total External Works & Services

1,642,812

305,800

Construction Cost

7,817,000

3,291,000

Design Contingency

10%

782,000

330,000

Construction Contingency

430,000

182,000

Allow

500,000

100,000

1,712,000

612,000

Loose Furniture and Fittings allocation Sub Total Professional Fee Allowance

10%

953,000

391,000

Authority Fees & Charges

Allow

79,000

33,000

Sub Total

1,032,000

424,000

Total Project Cost in Todays' Prices

10,561,000

4,327,000

based on 3% pa

Cost Escalation to tender (allow 12 mths)

317,000

130,000

Sub Total

317,000

130,000

Total Project Cost

10,878,000

4,457,000

Exclusions: Removal of Asbestos and other hazardous materials Leased Equipment

Cost Escalation beyond September 2015

Adverse soil conditions incl rock, soft spots, contamination

Works outside the site boundary

Piling and Piered Foundations

Works to existing building structure / fabric / faรงade

Upgrade or provision of authority services infrastructure to the site Relocation / Decanting costs

Artwork

Staging Costs

Office Equipment costs

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Appendices Note: Appendix numbers refer to the Chapter of the report to which they are relevant. Thus, Appendix 2.1 is the first appendix relating to Chapter 2.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Gymnasium 20m x 16m Group fitness room Circuit room Gymnasium 3 activity rooms

Gymnasium 20m x 16m Group fitness room Circuit room Multi-purpose rooms

Gymnasium (900sqm) Group fitness rooms X 3

HEALTH AND FITNESS AREAS

Two courts for basketball, netball, badminton and volleyball (second court across the road in Olympic Village Primary School)

Single court for basketball, netball, badminton & volleyball

4 Courts 2 timber and 2 Pulastic surfaces Operable seating stand

N/A

STADIA

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

25m x 3 lane indoor pool Learners/toddlers pool Spa Sauna

Local SubMunicipal

Municipal

Banyule Netball Stadium: 2 Somers Ave, Macleod Macleod Recreation & Fitness Centre: Wungan St, Macleod Olympic Leisure Centre: 15 Alamein Rd, Heidelberg West

N/A

Municipal

Ivanhoe Aquatic Centre: 170 Waterdale Rd, Ivanhoe

Indoor 50m pool Aquaplay area incl. waterslides Learners pool Leisure pool Warm water program pool Toddlers pool 25m x 7 lane indoor pool Learners/toddlers pool 15m x 10 m Spa 3m x 3m Sauna 4m x 2m Nil

AQUATIC AREAS

Municipal/S ubMunicipal

Regional

WaterMarc Banyule: 1 Flintoff Street, Greensborough

Banyule

HIERARCHY

NAME, ADDRESS

COUNCIL

• Kiosk • Scope services offices

Crèche Gymnastics hall Meeting rooms Dance studios X2

Crèche Meeting rooms • Cafe

N/A

Meeting rooms X 3 (140 sqm) Café Cultural foyer area Childcare

OTHER AREAS

Nil

Built in 2003

$5 million redevelopment of gymnasium, entry, cafe and group fitness rooms.

DEVELOPMENTS (Proposed or in Last 5 years) $45 Million New facility

180,000

320,000

200,000

330,000

750,000

ATTENDANCES PER YEAR

Table 1: Council and commercial aquatic and fitness venues in Banyule, Darebin, Nillumbik, Manningham and Whittlesea Councils and within 5-8 km. of Macleod Recreation and Fitness Centre and WaterMarc Banyule, April 2014

Appendix 2.1: Competitor Data

Withheld

Nil

Local and SubMunicipal

All information withheld

Local and SubMunicipal

Snap Fitness: 40 Burgundy St, Heidelberg VIC 3084 0478 202 145 (24 hr gym franchise)

F.I.T: 1 Burgundy St, Heidelberg VIC 3084 03 9459 0266 Anytime Fitness: 163-165 Burgundy St, Heidelberg VIC 3084 (03) 9458 4888

Nil

Local and SubMunicipal

Genesis: 24 Scholar Dr, Bundoora VIC 3083 (03) 9468 1699

Nil

AQUATIC AREAS HIERARCHY

Municipal

HIERARCHY

Contours: 57 Beetham Parade, Rosanna VIC 3084 (03) 9455 0722 (Woman only)

NAME, ADDRESS

3 Gym and fitness rooms

Withheld

2400 sqm floor space 3 studios Personal training Ladies only room Weight room 1 large room Treadmills Cross Trainers Rowing Machines Spin Cycles Free Weights Stretching area

Gym area Exercise room

HEALTH AND FITNESS AREAS

N/A

Withheld

N/A

STADIA

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Banyule

COUNCIL

• Change rooms

• Withheld

Shower and change room Bathroom facilities Toilets

• Crèche • Change rooms

• Change room/bathroom

OTHER AREAS

The venue is 2 years old

Withheld

The venue is 1.5 years old

The venue is 4 years old

The venue is 5 years old

DEVELOPMENTS (Proposed or in Last 5 years)

1200 members Yes lost membership and other gyms in street

1100 members Not effected do not have members from Greensborough 2 other gyms in street and one 1 km down road Withheld

2000 members Impacted by WaterMarc : lost 200 members, less so by MRFC

220 members Compete with MRFC “as some women may have a family memberships there” More mature demographic Direct competitor is Anytime Fitness and 24 hour gyms

ATTENDANCES PER YEAR

Open space with cardio, weights and stretching areas

Nil

• Change facilities

• Change room

OTHER AREAS

• Change facilities

Local and SubMunicipal

Nil

Personal trainer 1 large room (weights, cardio, gym)

Nil

STADIA

247Xercise: 943 Plenty Rd, Bundoora VIC 3083 1300 253 147

Nil

Large space with gym/ personal training studio

HEALTH AND FITNESS AREAS

•

Local and SubMunicipal

Alltone Fitness: 2 Calvin Crt, Watsonia VIC 3087 0402 343 848

Nil

AQUATIC AREAS HIERARCHY

Jetts: Contact could 1/584 Grimshaw not be made St, Bundoora with this VIC 3083 organisation (03) 9470 8702

Local and SubMunicipal

HIERARCHY

EFM: 1436 Plenty Rd, Bundoora VIC 3083 0408 618 274

NAME, ADDRESS

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Banyule

COUNCIL

N/A

The venue is 2 years old

Group training has been added and renovations 2 years as EFM +6 years as another gym

DEVELOPMENTS (Proposed or in Last 5 years)

250 members Not impacted upon by WaterMarc Banyule or Macleod Recreation and Fitness Centre

20-40 clients Slightly effected (it is harder to find new clients) One other gym around the corner

Member numbers withheld. Does not feel business is effected by MRFC or WaterMarc as it is a small boutique personal training facility Direct competition with Jetts, group training on ovals and Genesis gym

ATTENDANCES PER YEAR

Gym on Grimshaw: Shop 7, 445 Grimshaw Street, Bundoora VIC 3083 (03) 9466 9666 Play Futsal 2 Somers Ave, Macleod VIC 3085 1300 784 031 Sole Rebel Athletics: 10 George Ct, Greensborough VIC 3088 03) 9432 1142

Banyule

Local and SubMunicipal

Contact could not be made with this organisation

HIERARCHY

Nil

AQUATIC AREAS

Personal training studio

•

Osteopath General public and athletes Conditioning & strengthening 1 main room/ gym

HEALTH AND FITNESS AREAS

Nil

•

STADIA

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Diamond Valley Contact could Fitness Centre: not be made 434 Grimshaw with this Street, organisation Bundoora VIC 3083 (03) 9467 1133 Focus on Local and SubPhysique: Municipal 253 Rosanna Rd., Rosanna VIC 3084 (03) 9457 2665

NAME, ADDRESS

COUNCIL

• N/A

• Consulting rooms • Change rooms

•

OTHER AREAS

8 years in this venue

3 years in that area Added new programs and new equipment

DEVELOPMENTS (Proposed or in Last 5 years)

• 30-40 sessions/week Small boutique personal trainers

100 members 120 people daily for personal training. Not effected by WaterMarc or MRFC as specialised. A similar business is located 5-10 km away

ATTENDANCES PER YEAR

No contact could be made with this organisation

25m Heated indoor pool

Withheld

Nil

Withheld

Studio space

Gym Group fitness

HEALTH AND FITNESS AREAS

Nil

Withheld

Nil

2 sporting fields 4 basketball courts 4 squash 4 tennis

STADIA

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Yarra Swim School: Liat Way, Greensborough VIC 3088 (03) 9434 4516

Sub-Municipal Including Eltham, Bundoora, Greensborough

All information was withheld by this organisation

Nil

Local and SubMunicipal

Learn to swim Victoria @ Heidelberg Primary School Pool: 116 Cape St, Heidelberg VIC 3084 (03) 9455 1330 Van Dyks Swimming Academy: 241 Para Road, Greensborough (03) 9435 6955

• Nil

Municipal and Regional

Bundoora Netball and Sports Centre: Building 203 RMIT University/ McKimmies Rd, Bundoora VIC 3083 (03) 9925 7999 Baby Gym: 7 Birdwood Ave Macleod 0400 240 791

Banyule

AQUATIC AREAS

HIERARCHY

NAME, ADDRESS

COUNCIL

•

• Change room/bathroom

• Withheld

• 2 storage rooms and bathroom

Function room Bathroom/change facilities

OTHER AREAS

No renovations in last 5 years Business has been there over 26 years

Withheld

Business 10 years old

Added extra courts (in the last few years) Function room (last few years)

DEVELOPMENTS (Proposed or in Last 5 years)

1200 members A private swim academy so ”not so detrimentally affected” Different market

80 members Specialised massage, coordination, motor skills, clients 1-3 years old Withheld

400-1500 users daily • Do not compete with Macleod Recreation and Fitness Centre or WaterMarc Banyule

ATTENDANCES PER YEAR

Municipal

SubMunicipal

Reservoir Swimming Centre: Cuthbert Rd, Reservoir

Doncaster Aquarena: Fitzsimmons Lane, Doncaster

Municipal

HIERARCHY

Northcote Aquatic Leisure Centre: Victoria St, Northcote

NAME, ADDRESS

Indoor 25m x 6 lane pool Indoor 11m x 5m program pool Spa Sauna Outdoor 50 x 8 lane pool Outdoor 25 X 8 lane pool Outdoor toddlers pool Indoor 25m x 6 lane pool. Indoor 11m x 5m program pool. Spa/sauna Indoor 25 X 8 lane pool Outdoor Toddlers pool Outdoor leisure pool Indoor 25m x 8 lane pool. Indoor learners pool. Indoor toddlers pool. Spa and Steam Room. Outdoor 50m X 8 lane pool Outdoor toddlers pool Diving pool Outdoor Waterslide

AQUATIC AREAS

Gymnasium. Circuit Room. Aerobics/program room.

Gymnasium. Free weights room. Aerobics/program room

HEALTH AND FITNESS AREAS

STADIA

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Manningham

Darebin

COUNCIL

Kiosk crèche Outdoor areas & BBQs Health service professional consulting rooms Café and indoor/outdoor lounge area. crèche Consulting suites

Tennis Courts Outdoor volleyball Kiosk crèche Outdoor areas & BBQs Health service professional consulting rooms

OTHER AREAS

Completed master plan for a 17.4m redevelopment that should be underway in the next 6 mths.

Nil – Master plan completed for the aquatics area. Timeline of works next 3 years.

DEVELOPMENTS (Proposed or in Last 5 years) $16 million on pool and health and fitness facilities.

650,000

450,000

800,000

ATTENDANCES PER YEAR

Whittlesea Swimming Centre: Walnut St, Whittlesea

Local

Municipal

SubMunicipal

Municipal

25m (8 lane) outdoor heated pool Outdoor heated learners pool Outdoor heated toddlers pool Slide

Indoor 25m x 8 lane pool. Indoor learners’ pool Indoor wading pool Spa Sauna Indoor 25m x 8 lane pool. Indoor learners/ toddlers’ pool Indoor hydro/program pool • Outdoor water play splash park

N/A

Outdoor 25m x 86 lane pool Small outdoor toddlers’ pool

Local SubMunicipal

Diamond Valley Sports and Fitness Centre: Civic Dve, Greensborough Mill Park Leisure & Services Centre: Morang Dve, Mill Park Thomastown Recreation & Aquatic Centre: Main St, Thomastown

Nil

Local SubMunicipal

Diamond Creek Community Centre Main Street Diamond Creek Diamond Creek Outdoor Pool: Elizabeth St, Diamond Creek

Indoor 25m x 8 lane pool. Indoor free form play pool. Spa and Sauna Water Slides

AQUATIC AREAS

Municipal

HIERARCHY

Eltham Leisure Centre: Brougham St, Eltham

NAME, ADDRESS

Nil

Gymnasium. Multi-purpose/ aerobics area

Gymnasium. Multi-purpose/ aerobics area Multi-purpose room

Gymnasium Multi-purpose aerobics/function room

Gymnasium Multi-purpose aerobics/ function room

Gymnasium Multi-purpose/ aerobics room Multi-purpose room

Gymnasium Multi-purpose/Aerobics Room. Multi-purpose room

HEALTH AND FITNESS AREAS

STADIA

1 court

2 court stadium

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Whittlesea

Nillumbik

COUNCIL

Kiosk Children’s play-ground

1 Court stadium Consulting suites/massage room Kiosk/café crèche

Kiosk Crèche Consulting suites.

6 court stadium Squash courts Crèche Café

Single court stadium. Kiosk Fully equipped kitchen Crèche

Crèche Meeting rooms Cafe

crèche Kiosk/Café Consulting suites Tennis courts Merchandise area

OTHER AREAS

Nil

Redevelopment $30 million.

Master plan and feasibility underway

40,000

600,000

700,000

1m+

120,000

290,000

DEVELOPMENTS ATTENDANCES (Proposed or in Last PER YEAR 5 years) Redevelopment Oct 800,000 2008 dry café, front area approx. 5m

Macleod(R(&(FC((-(TOTAL(VISITS(

Total monthly Centre visits, 2008/9 -2012/13

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

325,000! 300,000! 275,000! 250,000! 225,000! 200,000! 175,000! 150,000! 125,000! 100,000! 75,000! 50,000! 25,000! 0!

Appendix 3.1

Appendix 3: The Operational Performance of Macleod Recreation and Fitness Centre

2012/2013!

2011/2012!

2010/2011!

2009/2010!

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

2012/2013!

20,000!

2010/2011!

2009/2010!

2011/2012!

Macleod(R(&(FC(-(TOTAL(PROGRAM(VISITS(

Total program visits by month 2008/9 -2012/13

40,000!

60,000!

80,000!

100,000!

120,000!

140,000!

160,000!

180,000!

Appendix 3.2

Income by category 2008 -13

Maceod(Recreation(&(Fitness(centre(-(INCOME((

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

!$1,600,000!! !$1,550,000!! !$1,500,000!! !$1,450,000!! !$1,400,000!! !$1,350,000!! !$1,300,000!! !$1,250,000!! !$1,200,000!! !$1,150,000!! !$1,100,000!! !$1,050,000!! !$1,000,000!! !$950,000!! !$900,000!! !$850,000!! !$800,000!! !$750,000!! !$700,000!! !$650,000!! !$600,000!! !$550,000!! !$500,000!! !$450,000!! !$400,000!! !$350,000!! !$300,000!! !$250,000!! !$200,000!! !$150,000!! !$100,000!! !$50,000!! !$/!!

Appendix 3.3

2012/13!Actual!$!

2011/12!Actual!$!

2010/11!Actual!$!

2009/10!Actual!$!

2008/9!Actual!

40,673 140,640 493,712 842,511 48,638 192,513 81,836 76,573 21,844 175,000 26,935 24,274 83,112 2,248,260

2008-9 Actual 58,405 153,238 554,492 1,048,819 37,961 217,882 44,490 95,349 23,742 160,000 26,011 23,326 105,651 2,549,365

2009-10 Actual $ 30.4% 8.2% 11.0% 19.7% -28.1% 11.6% -83.9% 19.7% 8.0% -9.4% -3.6% -4.1% 21.3% 11.8%

49,458 183,170 543,721 1,298,247 27,355 195,715 38,523 81,760 40,965 130,000 22,085 17,272 111,711 2,739,984

2010-11 Actual $ -18.1% 16.3% -2.0% 19.2% -38.8% -11.3% -15.5% -16.6% 42.0% -23.1% -17.8% -35.0% 5.4% 7.0%

% to last year

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Creche Group Fitness Gymnastics Health & Wellness Martial Arts Out of School Hours PrYme Movers CafĂŠ/Vending Schools Contract Partner Income Stadium & Sports Rental Tennis Other Total income

INCOME

% to last year

Income trends by category 2008/9 -2012/13

MACLEOD Recreation & Fitness Centre

Appendix 3.4

37,679 110,739 506,361 1,578,608 24,283 166,352 55,355 38,604 100,000 19,070 14,721 52,361 2,704,133

2011-12 Actual $ -31.3% -65.4% -7.4% 17.8% -12.7% -17.7% 0.0% -47.7% -6.1% -30.0% -15.8% -17.3% -113.3% -1.3%

% to last year 34,356 84,409 578,048 1,514,974 27,231 128,798 51,631 39,559 100,000 18,308 8,986 49,542 2,635,842

2012-13 Actual $ -9.7% -31.2% 12.4% -4.2% 10.8% -29.2% 0.0% -7.2% 2.4% 0.0% -4.2% -63.8% -5.7% -2.6%

% to last year

44,114 134,439 535,267 1,256,632 33,093 180,252 32,970 72,134 32,943 133,000 22,482 17,716 80,475 2,575,517

5 Year Average $

1.7% 5.2% 20.8% 48.8% 1.3% 7.0% 1.3% 2.8% 1.3% 5.2% 0.9% 0.7% 3.1% 100.0%

5 Year Average %

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Imagine if these plasma screens showed examples of how to use equipment, or tips on staying hydrated this summer, how to cook healthy meals or stretch correctly. Could that offer value to the members? But alas,

On the weekend a power-point presentation began scrolling through one of them. It was not scaled properly and many of the slides had words too small to be read. A couple of things did catch my eye however, like finding out they offer ‘Free Weekday Breakfasts’ to members. Really? I would love to have known that. That’s a great selling point that they are not communicating effectively.

A number of large plasma televisions adorn the walls of various parts of my gym. For much of the year they have been turned off, while occasionally becoming a place to house static images promoting the gym, and some of their programs.

Understanding the opportunities available to you to tell the story of your business is essential in ensuring that the true value you offer your customers is communicated to them clearly and effectively. Burying the best of your offering deep in confusing websites, obscure signage and other unclear informational vehicles is ineffective and inefficient.

2. Tell great stories and don’t hide the good stuff.

Have a strategy. Setting off blindly into the world of social media because you think you should be there without a plan, can leave you looking foolish. Even worse, not monitoring the platforms you take up can damage your reputation with current and potential customers.

Takeaways:

My advice would be to close the account, rather than leave it open and unresponsive. Imagine if a potential customer inquired about joining, but was never responded to. How many times has it happened to them already?

Like me, my gym is on Twitter. Unfortunately, it seems they have not been given the advice above, as their tweets are simply auto-generated recreations of their Facebook posts. This gives the illusion that they are active and interested in the platform, while ignoring all interactions with their account by unsuspecting customers and potential customers alike, who engage them only to have their queries ignored, left hanging out there publicly while life goes on around them. I tested this by posting a question to them on Twitter, and sure enough, no response was forthcoming.

Social media is about two-way conversation. If your company joins a social media platform, they must be able to answer the question, ‘why am I there?’ Simply responding, ‘because everyone else is’, is not a good enough answer. But if you do take up communicating via a new platform, at the very least, take it seriously.

1. Why are you there? The damage an unmanned social media account can cause.

I often find myself using what I see around me, to explain the concepts and ideas I’m hearing discussed through my headphones, so it’s little surprise that I’ve gathered these four lessons for better business communications, taken from observations at my local gym.

This is not a post to tear the gym down, as I continue to enjoy my time there, but more just observations I’ve formed, as I’ve sweated it out, that could equally be applied to any business and their communications strategy. They have a staff full of passion and enthusiasm for health and fitness, full of valuable information, yet could better utilise the platforms available to communicate that valuable knowledge.

The gym is the place I listen to business podcasts, and has become a time I’m constantly thinking about ways to get the best out of mine and my clients’ businesses, and how to best create something of value driven by effective communications.

I’ve been a member of my local gym for over a year now, visiting at least a couple of times a week throughout that time, but having not fully immersed myself in the extra-curricular of personal trainers, classes and boot-camps that are available.

17th Jan 2014 | by: admin

Communications strength: 4 lessons my gym, and all businesses could learn from.

A blogger’s view on Macleod Recreation and Fitness Centre

Appendix 5.1:

these TV screens are just another example of ineffective communication and like their Twitter presence, it would almost be better to keep the TVs turned off, than to use them for confusing, illegible and often baffling communication. Takeaways: Have a content plan. If you are doing things of great value, shout them from the roof-tops, and use all available avenues to communicate them to your customers. Don’t limit the impact of your key messages, by not maximising the options available to present them.

3. Control the controllables. Be the best you can be. In business as in life, challenges and obstacles will be thrown at us that are beyond our ability to control and overcome. But there are many things, every day, that we can control and influence, that can help bring value to our business and customers, and that’s where we must focus. My gym is not new, which is no issue to me. Much of the equipment would be termed ‘dated’, and the fancy modern bells and whistles you find in many new gyms, are nowhere to be seen. I know nothing of their financials, but let’s assume that upgrading equipment is unaffordable and therefore beyond their control. Many businesses are limited by financial constraints, but what they can do, as my gym must, is ‘control the controllables’. Things like the presentation and cleanliness of the facilities, from replacing blown light-bulbs, and water-damaged tiles, to restocking empty brochure displays and magazine racks, as these seemingly small touches can leave a lasting impression on customers. I stared at the same cob-webs every time I used a particular machine for almost a year. It began to leave a bad taste in my mouth, and got me thinking: ‘Do they really care about us?’. This is just one example. Do you have ‘cob-webs’ somewhere in your own business that you could simply get under control? Takeaways: A positive or negative customer experience can be shaped by seemingly small things, so care deeply about the experience you create for them. If an issue can be overcome, solve it. If it is something out of your control, explain the situation and don’t ignore it.

4. Solve Problems in an engaging, valuable way. What are the common questions, queries and trepidations of my customers and potential customers alike, when dealing with my business? What stops them from utilising all that we offer? Those are the questions I want to solve, and those answers are what I want to communicate to my target audience. So what stops me from getting more out of the gym? Personally, it’s a concern that I do not understand how to use effectively, the equipment and services on offer. I don’t want to get hurt or look stupid. For the gym, that’s terribly valuable information. If the gym used the TV screens (mentioned above) to show me in short video clips how to safely use a piece of equipment, what the ‘workout of the week’ involved, or a behind the scenes of their bootcamp, it would educate me, and go a long way to allaying my fears and building my confidence as member of the gym community. Many problems can often be solved much easier than this. I answered a survey at the gym that asked something like ‘How would you rate our change room facilities?’ I wrote: ‘I didn’t know you had a change room for guys. I thought it was just a toilet.’ This was absolutely the truth. But they never took the time or effort to respond to me and say, ‘you just need to go around the next corner and you’ll find it’. I eventually found it myself, but those months getting changed in my car could have been avoided if things had been communicated better, and my direct question answered. Others may have just presumed the facilities were not up to standard and given up coming back altogether. Takeaways: Understand the problems of your customers — not just one or two segments of customers, but all of them — then seek to find ways to solve them. Feedback from customers can be invaluable in understanding their pain points, and helping you give them a good experience.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Appendix 6.1 User group and key stakeholder interviews. The following groups and key stakeholders were interviewed as part of the consultation process. Where appropriate the contact/ group were asked specific questions including, but not limited to: 1. 2. 3. 4. 5. 6. 7. 8.

When in the week and year do you use Macleod Recreation and Fitness Centre? How many users/members do you have? How long have you been using the centre? What facilities do you use? List and rate 1-5 with 5 = excellent Are there improvements you would like to see made to the facilities you use or to the general nature of the venue? Are there other facilities you think should be added that you would use? What would be your priorities? Any other comments.

The feedback reported below expresses the views of those interviewed and not the consultants. Contact could not be made with the Taekwondo program, Macleod/Rosanna Italian group or Watsonia North Primary School. Contact Person & Relationship John Summers Executive Office YMCA Victoria

Comments / feedback

Stephen Ward Macleod Staff – Community/ Business Director

Interviewed at staff meeting. See chapter 3.5

Mark Curtis Karate program

Use: Monday & Thursdays pm. Program has been operating 30+ years. Foundation program. Membership: 10 adults and 20 juniors Facilities used: Dance studio (2) Use to use group fitness room but due to demand were moved. Improvements: Have dedicated room with visible profile. Include dance bar if possible Other facilities: No Priorities Nil

Nadia Delich Studio One Dance (Children’s Dance)

Use: Monday to Saturday for 9 years plus Membership: 215 juniors. Potential to grow to 400+ Facilities used: Uses dance studio (3), multipurpose (2) , social hall (2)and gymnastics hall (4). No dedicated space due to competing programs and services. Improvements: More space in dedicated room – Highly visible Other facilities: More space or usable space in gymnastics hall More car parking Priorities: Nil

Dot Fitzgerald Ladies Social Tennis

Use: Monday & Wednesday am for 2 seasons The group has been active for 11 years plus Membership: 8 + 8 seniors Facilities used: Tennis Courts Improvements: The surface has tree roots that are making the playing surface dangerous and unplayable. Fix gazebo for shade and provide running water. Water has been inoperable for 12 months plus Other facilities: Nil Priorities: Fix the surface and provide water

The facility is aged and is increasingly harder to operate, provide quality services and meet community’s needs. The Y is concerned that if nothing happens there will be a need to increase the operational subsidy in future years. The Y would potentially invest in the upgrade given the right spaces/areas in return for a long-term lease or management arrangement (10 years plus)

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Contact Person & Relationship Barbera Dark Adult Badminton Group

Comments / feedback

Banyule Hawks Basketball Club

Use: Monday to Thursday pm for training and Saturday for competition. Have been active for 30 years Membership: 250 junior members Facilities used: Stadium with a rating of 4 Improvements: Needs to be used more as a basketball stadium given it was built for that purpose. Other facilities Build facilities to free up stadium for basketball use Increase car park to cater for demand. The basketball competition cannot start until late on Saturdays due to car parking. Priorities: Nil

Wendy Thorpe Long term member Pryme Movers (older adults)

Lorna McQualter Contact (Arts and Craft)

Use: Used Monday to Friday with approx. 200 participants. Used to be 600 until time changes occurred and now does not suit everybody. Time changes were made 3 years ago and program numbers have declined since. Membership: Approximately 200 Facilities used: Sports Hall mainly. Used to use group fitness room but not anymore. Was moved for group fitness. Improvements: The Centre needs to be updated. Toilets need to be upgraded and increase social area for participants Other facilities: Maybe a pool would be good for aqua classes. Priorities: Nil Use: The group uses the upstairs hall on Monday afternoon all year based on school terms. The group has been meeting for 37 years Membership: There are 38 members aged between 45 and 93 Facilities used: Upper level hall and toilets/ kitchen (5) Improvements: More disabled parking on upper level. Supply disinfectant/hand wash and paper towels. Replace toilet roll holder. Clean up upper level entrance Other facility needs No Priorities Nil

Jennie Thompson: Concord School Schools Group

Use: The special school uses the centre on Wednesdays throughout the school terms Membership: 10 -12 students for each session – 2 sessions Facilities used: Gym (5) Cycle room (5) and stadium (5) Improvements: Very happy with facilities and staff, service Other facilities: None Priorities: Nil

Stephen Spiby: Schools Group Alphington Grammar

Use: The full co-ed school uses the centre on Thursdays over the 1 rd and 3 school terms. They have been using the centre for 9+ years Membership: The school brings approx. 250 children over the year in grades 4 – 6. Facilities used: Uses the gymnastics facility (4) only as they have access to other halls and services closer by. Improvements: The staff are friendly and stable and the room suits there needs. Toilets are a bit far away. Other facilities: None – we use other facilities which suit our needs and are closer. Priorities: None

Use: Thursdays am for 12 + Years Membership: 20- 25 users which is at or near capacity given court configuration. Facilities used: Sports Hall for social badminton. Serve morning tea after program concludes. Improvements: The lighting is sometimes uneven due to sunlight and/or globes that have been blown. Some rubbish is on courts from previous night use and should be swept ready for use. Other facilities: Nil Priorities: Nil

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Contact Person & Relationship Michael Perri: Schools Group Broadmeadows Disability Services

Comments / feedback

Jennie Thompson: Concord School Schools Group

Ingrid Martin: Diamond Valley SDS Schools Group

Use: The special school uses the centre on Friday mornings throughout the school terms and has been using the centre for 8 + years. Membership: The school brings 6-10 children per week Facilities used: Gymnastics for a 1 hour session led by instructor Improvements: The facility meets their needs but the toilets/change should be upgraded, more ventilation. They would also like to see a café with more food choice and seating. It would be great to upgrade equipment. Other facilities: Café with seating Priorities Nil

Karla: Araluen Centre Schools Group

Use: Monday and Friday PM based on school terms Membership: There are 4 adults aged between 18 – 35 and have been using the centre for 3 years Facilities used: Gymnastics (4) Courts (3) Dance studio (5) Improvements: More equipment upstairs including bikes, treadmills, fans and ventilation. More instructors/ staff to conduct programs. Would be willing to explore combined classes with other users to make the cost of supplying program staff viable. Would like to see Zumba classes. Other facilities Upgrade access for disabled people. Priorities -

Use: The group uses the facility on Thursday afternoons during school terms Membership: 23 users aged between 18 and 45 Facilities used: Gymnastics (5) which is ideal for the use Improvements: Sanitary bins for disposal of nappies. Difficult to access rest of facility due to disabilities. Previously had a morning session but were moved because of other users. Would prefer morning access. Great structure, staff with real affinity with clients. Would like more smaller balls. Other facilities: No Priorities: Access to AM service.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Appendix 6.2: Shopping Centre/Playground Survey of Residents re Macleod Recreation and Fitness Centre, March 2014 Do you go/did you go? If no why not? Yes 4 days

If you no longer go, why did you stop?

Group fitness classes The staff

Yes 1-2 days Used to go.

Yes 1 day p/w

If you do go what do you like about the place?

The atmosphere is friendly Classes were too active/ strenuous

Gymnastics

No –no interest No –too old Yes

location

Yes

It’s local

Yes

The gymnastics program

Yes 4 days

Classes

Yes

Gymnastics classes It’s fun

What facilities, services or programs would you like to see added or improved? More space in classes, larger space Upgrade toilets Ventilation Larger group fitness space Upgrade / modernize Senior fitness classes A pool to do water aerobics Gentle exercise classes Toilet change near gymnastics Upgrade Pool Zumba classes Pool Make it brighter Upgrade toilets and make more accessible Upgrade gym Upgrade equipment Make it more modern Better gymnastics hall and more equipment

Other comments or thoughts?

Estimated age

Gender

40-45

35-40

60-65

30-35

35-40

40-45

30-35

Keep the atmosphere

25-30

I like it

8-10

30 -35

10-12

50-55

35-40

Don’t lose the ambience

Bigger get fit space More ventilation. More open, too many corridors Better equipment and easier to get to Change rooms near gymnastics

No –“not on radar”

A pool for gentle exercise

No –too busy

Pool

Increase signage and advertising to attract and inform More promotion to understand what goes on

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Do you go/did you go? If no why not?

If you no longer go, why did you stop?

If you do go what do you like about the place?

Yes

Basket ball

Yes

Holiday programs

Yes

The kids like the basketball and gymnastics programs

No – used to go

What facilities, services or programs would you like to see added or improved? The facility is old and tired and needs to be upgraded

More programs and services for seniors

Yes

Good quality, local

Upgraded building/room ventilation, outdoor spaces Develop as a community hub

No – age/ability

No –other activities No –use other facilities

No –not local No Went previously No –no interest

Pool Programs for children

No pool

Other comments or thoughts?

Estimated age

Gender

More courts

8-10

Upgraded and more things to do Upgrade and modernize

10-15

35-40

Do not hear about programs and services The venue needs a vision statement to define its purpose Keep friendly and local Its too hard to get to across the rail line Retired, wife passed away I walk 6 km a day 4 days a week so do not need to go Take child to creche in Bundoora and H’berg and this & childcare take time Full time work makes attending too difficult Do not live locally (3)

40-45

30-40

60-70

30-40

20-30

30-40

Fitness programs Building is very tired but “has charm” Car parking needs reviewing: layout, accessibility Link the venue to outdoor areas and running tracks

Wife and I do not like the “fishbowl” situation where fitness classes are watched by people in the cafe Keep building characterdon’t provide drab modern boxes

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Do you go/did you go? If no why not?

If you no longer go, why did you stop?

If you do go what do you like about the place?

Yes gymnastics

No –recent arrival

Yes gymnastics

No –no interest

No-member at WaterMarc Banyule No –no interest, use WaterMarc Banyule

To join basketball elsewhere Member of another gym

What facilities, services or programs would you like to see added or improved? More gymnastics viewing areas Other programs for children Toilets close to gymnastics areas Pool

Enjoyable

Pool

Other comments or thoughts?

I don’t know what is there Recently moved in locally and still go to a gym in Bell St Rail line is a barrier May rejoin in future

Philosophically do not see a need for this type of facility Surprised no pool: husband uses Ivanhoe for the pool yet there, the pool is not being repaired tho all else is, even tho pool is at capacity WaterMarc Banyule has a pool and more facilities Play basketball at Macleod

Estimated age

Gender

30-40

40-50

30-40

20-30

Notes An information table and display was set up in the Macleod shopping centre from 10-12 noon on Saturday th. March 15 2014. Two planning team members approached shoppers, explained the study purpose and invited input. In addition, residents using the adjoining playground were approached and invited to participate. Around 80 people were approached and just over 30 interviews were completed, about one-third of these being with couples. One person who was spoken to was a member of the local traders association. She indicated that she would take information and circulate it at the association’s next meeting.

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

Summary of Desired Improvements: Shopping centre/ playground survey of residents Car parking: review layout, accessibility Change rooms: provide near gymnastics Children: more programs Community hub: develop venue as a hub Courts: provide more Gentle exercise classes Gymnastics: better hall space and equipment; more viewing areas for parents; (3) Outdoor spaces: provide; use; link to running/walking trails (2) Overall venue: upgrade; modernise, refresh; brighten; make more open; reduce corridors; modernise equipment; make more accessible (9) Pool: (8) for aquarobics/gentle exercise ( 2) Program room privacy for participants: improve Seniors: fitness classes, more programs & services (2) Space: More space in classes, larger space (3) Toilets: Upgrade, make more accessible (3) Toilets: near gymnastics area Ventilation improvement in rooms (3 Zumba classes Other Comments: Access: rail line is an access barrier Don’t lose the ambience; charm; friendliness; character; “local” feel (5) Signage, advertising: increase/improve/promote (3) Vision statement re direction is needed

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Appendix 6.3 Draft Macleod Recreation and Fitness Centre Master Plan- Community Workshop Notes: Second Round of Consultations ____________________________________________________________________________ Purpose of the Workshops: • • • •

•

To provide an update Explain the process High Ball Court context Work shop o studies objectives o recommendations Outline the process- Where to from here…

The sessions included a presentation conducted by Darren Bennett (BCC) and Ken Marriott (HM Leisure Planning Pty Ltd, project consultant team leader). A copy of the presentation material and these meeting notes was distributed to all attendees. Tuesday 30 June 2015: No. Attendees: 29 Discussion Points during Presentation: •

• • • • • • • • • • • • • •

• •

There are changing demographics in the Macleod area with increases in both 60+ years and primary school age children as a result of generational change, urban renewal and higher density redevelopments in the surrounding suburbs. There is a need for more facilities not less, in respect to the high ball court. There is a need for more flexible areas at the Centre with more flexible programming. Demographic figures in the report are from the 2011 Census data. Next Census is 2016. The community want to maintain and enhance the community hub element of the Centre. The draft plan should plan to improve/emphasise this more. The 2 Hour car parking limit in the main car park needs to be (Council to review as short term action). The City and regional highball context must be included in the updated report to Council in order to more effectively explain the court options at the venue. The community don’t want to lose the court at MRFC. The club needs a local venue as a home for training and competition. Banksia facility suits Ivanhoe Knights more than Banyule Hawks as it is comparatively remote from Macleod. Banyule Hawks want a court at MRFC; members/families use the Centre facilities as well as the basketball court so relocating the court would impact negatively on local family use. 85% of Banyule Hawks’ members are from Macleod, Rosanna, Heidelberg, Viewbank and Watsonia. Development of the Centre needs to factor in multi-use and be able to provide a balance in programming. There is a need to ensure that older adult programs are well represented at the Centre. The early morning timing of some older adult programs does not suit the target client group. Youth programs and a safe youth hub should be included as part of the design. More activities are needed for young people and particularly teens as this is a great location and public transport for youth programming. The proximity to the rail station for public transport could be further highlighted by Centre management or programmers. Both MRFC and IDV Inc. are on Crown land which complicates the redevelopment and leasing/management processes.

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•

The MRFC is leased by YMCA Victoria. A new lease is being developed and Council’s intention is to advertise (via public notice) its intention to lease MRFC to YMCA within the coming months.

Notes from Workshop: Discussion Group Comments on Project Objectives: • • • • • • • • • • • •

Overall endorsement of the theme of the objectives with the below to be taken into considerationLanguage needs to be simplified and explanations or examples made clearer. Demographic details are sufficient. Highlight key stakeholders in report. Highlight prospective clients. Clarify pool option in report. Agreement with signage and programming initiatives. Include allied health opportunities together with possible commercial services. Make sure that any commercial opportunities do not compete with Macleod businesses: the opportunity exists for local businesses to “extend” into the Centre Ensure objectives reflect the demographics: Older, Youth, Children and accessibility. Include more detail around transport capacity and location. Stress option for links with IDV Inc. next door.

Discussion Group Recommendations for Action: • • • • • • • • • • • • •

Keep the basketball court. Support for evaluating opportunities for future integration with Ivanhoe Diamond Valley Support services next door. Support for Warm water program pool. Retain the neighbourhood character and natural environment; keep the trees and natural feel with any redevelopment. Consult with current clients of the Centre. Conduct a thorough review of programming. Further develop and promote the programming synergies within the Centre e.g.: basketball with gym users. 2 Hour car parking limit to be looked at (Council to review as short term action). Investigate allied health and commercial opportunities further. Clarify what Council are trying to achieve: Rebuild, Renovate or Paint job. Objectives need to be simplified and explanations or examples made clearer. Improve wayfinding/signage (Council short term action). rd Investigate 3 level as an option, instead of removing court.

Thursday 2 July 2015: No. Attendees: 19 Discussion Points during Presentation: • • • • • •

Emphasis on maintaining and enhancing the community hub atmosphere of the Centre. 2 Hour car parking limit needs to be reviewed and if possible extended as it is too short for many Centre users’ involvement (Council to review as short term action). There is another car park around 500 m. north of the Centre which could be promoted and better linked to the Centre with pathways. Any development of the Centre needs to factor in multi-use and be able to provide a balance in programming. Satisfaction with the management of the facility, staff and culture of the Centre is high this needs to be retained even if the Centre is redeveloped. Stronger links required with area stakeholders such as Ivanhoe Diamond Valley Support services next door.

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• •

Consideration needs to be given to wider planning with IDV Inc. and planning and use of the open land to the south of IDV. Stronger wayfinding and signage needed- needs to link in with Macleod shops better.

Notes from Workshop: Discussion Group Comments on Project Objectives: • • • • • • •

Overall endorsement of the theme of the objectives with the following to be taken into consideration. Objectives language needs to be simplified and explanations or examples made clearer. Compliment Macleod shops not compete Create better linkages with Macleod shops/Aberdeen Street. If clients are relocated the report needs to highlight as an objective that Council will work with groups/services/programs on finding an appropriate/better alternate venue. Review signage/wayfinding and advertising for the Centre Include more detail around transport capacity and location

Discussion Group Recommendations for Action: • • • • • • • • • • • •

Support for future integration with Ivanhoe Diamond Valley Support services next door Support for Warm water program pool Multi-purpose/flexible design and layout is important Heating and cooling of program rooms need to designed correctly Consideration required for Youth, Older adults, accessible programs-keep the family atmosphere. Retain the neighbourhood character and natural environment; keep the trees and natural feel with any redevelopment. Investigate options for covered outdoor activity space as well as covered bike parking 2 Hour car parking limit to be looked at (Council to review as short term action). Needs of staff work conditions to be considered, e.g. offices and change areas, toilets etc. Investigate allied health and commercial opportunities further Language needs to be simplified and explanations or examples made clearer. Improve wayfinding/signage (Council short term action)

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Appendix 6.4: Second Round Consultations Community Survey Findings, July 2015

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

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Macleod Recreation and Fitness Centre Community Opinions Survey

Q1 What is your connection to Macleod Recreation and Fitness Centre? Answered: 434

Skipped: 0

I currently use the Cent...

I previously used the Cen...

I have never used the Cen...

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

I currently use the Centre (You will now be takento Question 2)

96.08%

417

I previously used the Centre (You will now be taken to Question 7)

2.76%

I have never used the Centre (You will now be taken to Question 10)

1.15%

Total

434

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Macleod Recreation and Fitness Centre Community Opinions Survey

Q2 If you currently use the Centre, what activities do you take part in? (Please select all the activities you take part in) Answered: 375

Skipped: 59

Gym

Group fitness

Pryme Movers

Gymnastics

Dance

Basketball

Other (please specify) 0%

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

Gym

16.00%

Group fitness

13.07%

Pryme Movers

0.00%

Gymnastics

7.47%

Dance

0.80%

Basketball

82.93%

311

Other (please specify)

2.93%

Total Respondents: 375

Other (please specify)

Date

Coffee

7/18/2015 9:15 PM

Tennis

7/13/2015 12:47 PM

Taikwando

7/7/2015 11:09 AM

Kids holiday programs

7/6/2015 4:41 PM

Karate

7/6/2015 10:44 AM

Child care

7/4/2015 12:36 AM

Taekwondo

7/3/2015 10:36 AM

My child plays basketball and participates in gymnastics, I occasionally use the gym facilities

7/3/2015 9:36 AM

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Macleod Recreation and Fitness Centre Community Opinions Survey 9

Boot Camp

7/3/2015 9:28 AM

Child care

7/2/2015 7:55 PM

Tennis

7/2/2015 7:06 PM

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Macleod Recreation and Fitness Centre Community Opinions Survey

Q3 What additional programs, facilities or services would you like to see at Macleod Recreation and Fitness Centre? Answered: 329

Skipped: 105

Responses

Date

A climbing wall. Dedicated cafe.

7/18/2015 9:15 PM

An external covered waiting area to provide shelter for early morning class participants who have to congregate out the front prior to the centre opening. A covered bike parking cage/area. A lap pool would be nice but not essential.

7/17/2015 11:02 AM

an exersise room that allows for broader range of programs, i.e. body attack classes are no longer run as too difficult to schedule in the space available with poles throughout the room. Shower facilities

7/16/2015 11:51 AM

I'm not so concerned with adding new facilities/services as the current facilities are so out-dated and run down that they must be fixed/updated first. I would be far more satisfied with an update to pretty much ALL the current equipment and facilities. Currently the rates changed are on par with other gyms in the area, however the equipment at the other gyms is all brand new. In the years that I have been at Macleod YMCA I have never seen any new (substantial) equipment added, yet the price has risen along with other gyms that have consistently updated their equipment and amenities.

7/13/2015 12:47 PM

Another basketball court, better access to the gymnasium, new toilets (more toilets), better support for more team sports, and another basketball court, did I mention that?! Would also like to see the tennis courts replaced with a facility that actually gets used, maybe a basketball court?

7/11/2015 8:31 AM

Spectator facilities for gymnastics improved

7/10/2015 7:19 PM

Upgrade of the gymnastics facilities especially viewing area. In the gym, upgrade of the exercise areas.

7/9/2015 10:55 PM

more basketball courts

7/8/2015 7:07 PM

more basketball courts

7/8/2015 7:07 PM

more basketball courts

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Macleod Recreation and Fitness Centre Community Opinions Survey 29

more basketball courts

7/8/2015 7:05 PM

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more basketball courts

7/8/2015 7:04 PM

None

7/8/2015 6:36 PM

Swimming pool, steam, spa and sauna.

7/8/2015 4:27 PM

Car parking lighting Increased size of health club and group fitness. increased rooms for programming improved change and toilet facilities cafe area

7/8/2015 10:23 AM

more basketball courts

7/8/2015 12:41 AM

more basketball courts

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Macleod Recreation and Fitness Centre Community Opinions Survey 69

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Macleod Recreation and Fitness Centre Community Opinions Survey 110

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Macleod Recreation and Fitness Centre Community Opinions Survey 151

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Macleod Recreation and Fitness Centre Community Opinions Survey 192

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Macleod Recreation and Fitness Centre Community Opinions Survey 233

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Programs that encourage kids in year round sports activities - like basketball. It's easy to be sedentary, for the myriad of life long health benefits we need to encourage activity.

7/7/2015 8:33 AM

262

Additional basketball courts and facilities

7/7/2015 8:02 AM

263

I would like tossed the basket ball court maintained in a safe and fit for use environment. Regularly the basket ball nets are damaged and not secured fully to the ring, this results in frustration and confusion regarding goalmscoring during games. Recently on the south west side of the court equipment was installed on the external wall resulting in the mounting bolts and busts protruding into the basket ball court area approximately 1m above floor level. This has introduce a new hazard to the players in an area on the wall that is likely to receive impact from player with the possibility of resulting in a severe laceration

7/7/2015 1:29 AM

264

Swimming pool

7/6/2015 10:24 PM

265

Improve Gymnastics and basketball facilities

7/6/2015 7:05 PM

266

Another basketball court please! ..maybe build an indoor stadium where the tennis courts are, as I very rarely see the tennis courts in use.

7/6/2015 5:26 PM

267

Swimming Pool

7/6/2015 2:03 PM

268

Extra car parking is required, especially during peak times. An extra high ball court would be good if possible.

7/6/2015 1:28 PM

269

Pool and two basketball courts

7/6/2015 12:57 PM

10 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 270

A second basketball court.

7/6/2015 12:22 PM

271

Dietician Massage Sauna Pool Undercover bike rack Permanent lockers for those who ride to the centre and wish to get ready for work in the changerooms without riding all their toiletries there Warmer locker rooms!

7/6/2015 12:10 PM

272

An additional basketball court would be great and I believe achievable, as the Hawks basketball club is growing exponentially and really embracing and serving so many in the community. And on a future dream list, a swimming pool for community use would be wonderful.

7/6/2015 11:33 AM

273

Better seating for spectators. Place for the display of Banyule Hawkes awards, trophies, flags etc

7/6/2015 11:33 AM

274

Extra Basketball courts

7/6/2015 10:19 AM

275

I don't mind what else goes in at Macleod Recreation and Fitness Centre as long as the basketball court is retained. My children love playing for the Banyule Hawks and we really don't have many courts in our local area. It would be a huge inconvenience to our family if we had to travel outside the local area in order for our children to continue their basketball.

7/6/2015 10:11 AM

276

Outdoor pool

7/6/2015 10:04 AM

277

An extra basketball court and additional space around the entrance of the existing basketball court to ensure more comfortable access for players/spectators arriving for following games.

7/6/2015 10:00 AM

278

Maybe an upgrade of existing facilities rather than additional facilities

7/6/2015 9:59 AM

279

Better facilities for basketball club

7/6/2015 9:39 AM

280

Swimming pool

7/6/2015 9:20 AM

281

Not concerned about other programmes, just keen to see that the basketball court is retained and renovated

7/6/2015 9:20 AM

282

Netball Better Cafe

7/6/2015 9:06 AM

283

More basketball courts!

7/6/2015 8:39 AM

284

What it has is sufficient it just needs some modernising. Services that are not based here can be found very close by.

7/6/2015 8:33 AM

285

Swimming Cafe

7/6/2015 8:32 AM

286

Swimming

7/5/2015 8:19 PM

287

Swimming pool

7/4/2015 10:23 PM

288

Maybe more outdoor fitness groups, running groups??

7/4/2015 5:50 PM

289

Decent aerobic room, one wherevyouvdon't have to avoid the Low uneven ceilings

7/4/2015 2:55 PM

290

More up to date excersise classes & boot camps. The tennis courts are a waste of space. Macleod needs a swimming pool, preferably outdoor (like the Diamond Creek pool) Outdoor pools are non existent these days and that's what everyone wants! Why the council made Watermarc totally enclosed is beyond me. There is so much space to make the YMCA modern and add a pool...an overpass to Nets Stadium would just seal the deal.

7/4/2015 12:36 AM

291

Swimming pool

7/3/2015 7:11 PM

292

cheerleading

7/3/2015 6:26 PM

293

A proper cafe`with more desirable seating area. Bring back Les Mills Body Combat classes.

7/3/2015 5:12 PM

294

An indoor swimming pool.

7/3/2015 1:24 PM

295

Upgrade of equipment in the gymnastics area, especially the floor. It is too hard, which impacts on gymnasts legs and back, causing pain and injury. It also effects how they learn tumbles for competitions, as they are often overcompensating on Macleod's floor to offset the lack of bounce, which then means that they are overrotating at competitions and in risk of serious injury.

7/3/2015 12:57 PM

296

Pool

7/3/2015 10:36 AM

297

N/a

7/3/2015 10:36 AM

298

None I think the offering is good May be associated physio and medical services

7/3/2015 9:48 AM

299

Additional general activity space to allow for a variety of group bookings. Smaller meeting rooms for small group programs such as healthy lifestyle workshops. It would be great to have the flexibility to run women's only activities to enable women from culturally diverse communities to participate more at the facility - this would mean that activity/program spaces would need to be sectioned off with screens to ensure privacy.

7/3/2015 9:36 AM

11 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 300

- GRIT cardio or more HIIT classes through the week - More regular boot camps (I liked the length and regularity of the last boot camp ie. twice a week for 6 weeks) - Health and wellbeing forums

7/3/2015 9:28 AM

301

A pool

7/3/2015 7:40 AM

302

Toilet upgrades closer to gymnastics

7/3/2015 4:28 AM

303

A swimming pool and a warm water pool for hydrotherapy classes.

7/3/2015 12:49 AM

304

Swimming pool, heated yoga

7/3/2015 12:12 AM

305

Indoor heated Swimming Pool

7/3/2015 12:10 AM

306

Swimming facilities

7/2/2015 11:48 PM

307

Improved gymnastics facilities and better basketball facilities.

7/2/2015 11:08 PM

308

Continue to support and develop fantastic community it has achieved so far

7/2/2015 10:47 PM

309

Another basketball Court

7/2/2015 10:12 PM

310

Hot yoga Reformer pilates More showers More hair dryers Hair straighteners

7/2/2015 9:49 PM

311

Swimming

7/2/2015 9:43 PM

312

Ladies gym area Group reformer pilates classes Body Attack classes

7/2/2015 9:42 PM

313

Improved change rooms and bathroom facilities - currently there aren't private cubicles to change. The bathroom and change room areas are run down and aged. The group fitness room adjacent to the basketball courts is not acoustically pleasant. When at a recent yoga class, the room was filled with screams and yelling from kids on the court. It can also be difficult to hear the instructor. The cycle room acoustics also leave room for improvement - with music and fans on, it's difficult to understand the instructor. On occasions, the instructor has had to keep music quite low in order to be heard - not ideal for what is supposed to be a high energy class. It would be great to have pre-natal specific classes scheduled after hours! I'd suggest that most pregnant members work full time. DIY membership scanner so you don't have to line up in the doorway before your membership card is scanned for entry. Treadmills with working AV systems. Increased floor area for floor work. This is popular with PT and people stretching, working with free weights and is often too crowded to find free space.

7/2/2015 8:28 PM

314

More casual children activities across the week.

7/2/2015 8:12 PM

315

More variety of group fitness classes and more child care offered to parents so they can utilise the gym

7/2/2015 7:55 PM

316

Swimming

7/2/2015 7:41 PM

317

Craft classes Cafe Allied services Gym lockers for long term use. I know that I would get off the train at Macleod station and go straight to the gym after work if I had somewhere to store workout gear. Too much hassle to take it into the city and back each day.

7/2/2015 7:17 PM

318

none

7/2/2015 7:14 PM

319

a general update and modernization of the change facilities

7/2/2015 6:58 PM

320

I would like nicer change rooms with a steam room or sauna. Perhaps massage/beauty therapy rooms too.

7/2/2015 6:58 PM

321

A Pool Better upgrade in equipment Boxing Gym Cafe - with only healthy options should be promoting healthy living as much as possible with clear nutritional information and food available. Yoga studio

7/2/2015 6:55 PM

322

Swimming pool

7/2/2015 6:54 PM

323

A larger gymnastics area with spectator viewing area and 2 Basketball Courts, as Banyule Council own only one other Basketball stadium in Olympic Village

7/2/2015 6:49 PM

324

Olympic lifting platform Rubber tension bands

7/2/2015 6:45 PM

325

Pilate reformer beds to perform exercises for rehab purposes. Clinical Pilate classes Injury rehab programs

7/1/2015 8:42 AM

326

More program room suited to a wider range of activities

6/30/2015 10:08 PM

327

do no require additional facilities or services

6/30/2015 4:52 PM

328

A cafe would be good. More community meeting rooms.

6/30/2015 3:14 PM

329

Full compliment of Aquatic Facilities

6/27/2015 8:58 PM

12 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey

Q4 What do you believe are the most important programs, facilities or services offered at Macleod Recreation and Fitness Centre? Answered: 351

Skipped: 83

Responses

Date

Group fitness classes. Children's classes.

7/18/2015 9:15 PM

I like the current variety of programs offered, which caters for everyone from children to adults and all activity levels. Friendly and helpful staff are also key and Macleod YMCA certainly has that.

7/17/2015 11:02 AM

Group fitness and a somewhere to stop after exercising to have a coffee or read the paper/socialise with friends

7/16/2015 11:51 AM

The most important facilities are in the main gym, however as I have mentioned they have been neglected. The main gym is what the whole facility should be built around, yet not only is the equipment old/outdated, but some is even rusted and torn. I have scratched my legs on the inside of the old/rusted leg press a number of times and have picked up barbells which are rusting on their knurling (etched grips). Along with the equipment issues (there are many more examples), there are also obvious other issues with the main gym room, such as significantly water damaged ceilings and a dangerous lack of mirrors in the weights section (particular in the allocated heavy lifting area outside, where form is even more vital).

7/13/2015 12:47 PM

Support for kids team sports. Personal trainers and gym space is a dime a dozen; but there's limited indoor kids team sports ..eg basketball. This is the YMCA's real niche market.

7/11/2015 8:31 AM

Kids sport.

7/10/2015 7:19 PM

Family focused services - the gymnastics program is great. School holiday program.

7/9/2015 10:55 PM

Basketball

7/8/2015 7:07 PM

Basketball

7/8/2015 7:07 PM

Basketball

7/8/2015 7:07 PM

Basketball

7/8/2015 7:07 PM

Basketball

7/8/2015 7:06 PM

Basketball

7/8/2015 7:06 PM

Basketball

7/8/2015 7:06 PM

Basketball

7/8/2015 7:06 PM

Basketball

7/8/2015 7:06 PM

Basketball

7/8/2015 7:06 PM

Basketball

7/8/2015 7:06 PM

Basketball

7/8/2015 7:06 PM

Basketball

7/8/2015 7:06 PM

Basketball

7/8/2015 7:06 PM

Basketball

7/8/2015 7:06 PM

Basketball

7/8/2015 7:06 PM

Basketball

7/8/2015 7:05 PM

Basketball

7/8/2015 7:05 PM

Basketball

7/8/2015 7:05 PM

Basketball

7/8/2015 7:05 PM

Basketball

7/8/2015 7:05 PM

13 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 29

Basketball

7/8/2015 7:05 PM

Basketball

7/8/2015 7:05 PM

Basketball

7/8/2015 7:04 PM

Group fitness

7/8/2015 6:36 PM

group exercise classes basketball/karate etc for children

7/8/2015 4:27 PM

all services providing they are available for low-income earners

7/8/2015 12:36 PM

Health club Group fitness

7/8/2015 10:23 AM

Basketball, gymnastics, gymnasium, group classes

7/8/2015 9:36 AM

Basketball

7/8/2015 12:41 AM

Basketball

7/8/2015 12:41 AM

Basketball

7/8/2015 12:41 AM

Basketball

7/8/2015 12:41 AM

Basketball

7/8/2015 12:41 AM

Basketball

7/8/2015 12:40 AM

Basketball

7/8/2015 12:40 AM

Basketball

7/8/2015 12:40 AM

Basketball

7/8/2015 12:40 AM

Basketball

7/8/2015 12:40 AM

Basketball

7/8/2015 12:40 AM

Basketball

7/8/2015 12:40 AM

Basketball

7/8/2015 12:40 AM

Basketball

7/8/2015 12:40 AM

Basketball

7/8/2015 12:40 AM

Basketball

7/8/2015 12:39 AM

Basketball

7/8/2015 12:39 AM

Basketball

7/8/2015 12:39 AM

Basketball

7/8/2015 12:39 AM

Basketball

7/8/2015 12:39 AM

Basketball

7/8/2015 12:39 AM

Basketball

7/8/2015 12:39 AM

Basketball

7/8/2015 12:39 AM

Basketball

7/8/2015 12:39 AM

Basketball

7/8/2015 12:39 AM

Basketball

7/8/2015 12:38 AM

Basketball

7/8/2015 12:38 AM

Basketball

7/8/2015 12:38 AM

Basketball

7/8/2015 12:38 AM

Basketball

7/8/2015 12:38 AM

Basketball

7/8/2015 12:38 AM

Basketball

7/8/2015 12:38 AM

Basketball

7/8/2015 12:38 AM

14 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 70

Basketball

7/8/2015 12:38 AM

Basketball

7/8/2015 12:38 AM

Basketball

7/8/2015 12:37 AM

Basketball

7/8/2015 12:37 AM

Basketball

7/8/2015 12:37 AM

Basketball

7/8/2015 12:37 AM

Basketball

7/8/2015 12:37 AM

Basketball

7/8/2015 12:37 AM

Basketball

7/8/2015 12:37 AM

Basketball

7/8/2015 12:37 AM

Basketball

7/8/2015 12:37 AM

Basketball

7/8/2015 12:37 AM

Basketball

7/8/2015 12:36 AM

Basketball

7/8/2015 12:36 AM

Basketball

7/8/2015 12:36 AM

Basketball

7/8/2015 12:36 AM

Basketball

7/8/2015 12:36 AM

Basketball

7/8/2015 12:36 AM

Basketball

7/8/2015 12:36 AM

Basketball

7/8/2015 12:36 AM

Basketball

7/8/2015 12:36 AM

Basketball

7/8/2015 12:35 AM

Basketball

7/8/2015 12:35 AM

Basketball

7/8/2015 12:35 AM

Basketball

7/8/2015 12:35 AM

Basketball

7/8/2015 12:35 AM

Basketball

7/8/2015 12:35 AM

Basketball

7/8/2015 12:35 AM

Basketball

7/8/2015 12:35 AM

Basketball

7/8/2015 12:35 AM

100

Basketball

7/8/2015 12:35 AM

101

Basketball

7/8/2015 12:34 AM

102

Basketball

7/8/2015 12:34 AM

103

Basketball

7/8/2015 12:34 AM

104

Basketball

7/8/2015 12:34 AM

105

Basketball

7/8/2015 12:34 AM

106

Basketball

7/8/2015 12:34 AM

107

Basketball

7/8/2015 12:34 AM

108

Basketball

7/8/2015 12:34 AM

109

Basketball

7/8/2015 12:34 AM

110

Basketball

7/8/2015 12:33 AM

15 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 111

Basketball

7/8/2015 12:33 AM

112

Basketball

7/8/2015 12:33 AM

113

Basketball

7/8/2015 12:33 AM

114

Basketball

7/8/2015 12:33 AM

115

Basketball

7/8/2015 12:33 AM

116

Basketball

7/8/2015 12:33 AM

117

Basketball

7/8/2015 12:33 AM

118

Basketball

7/8/2015 12:33 AM

119

Basketball

7/8/2015 12:32 AM

120

Basketball

7/8/2015 12:32 AM

121

Basketball

7/8/2015 12:32 AM

122

Basketball

7/8/2015 12:32 AM

123

Basketball

7/8/2015 12:32 AM

124

Basketball

7/8/2015 12:32 AM

125

Basketball

7/8/2015 12:32 AM

126

Basketball

7/8/2015 12:32 AM

127

Basketball

7/8/2015 12:32 AM

128

Basketball

7/8/2015 12:32 AM

129

Basketball

7/8/2015 12:31 AM

130

Basketball

7/8/2015 12:31 AM

131

Basketball

7/8/2015 12:31 AM

132

Basketball

7/8/2015 12:31 AM

133

Basketball

7/8/2015 12:31 AM

134

Basketball

7/8/2015 12:31 AM

135

Basketball

7/8/2015 12:31 AM

136

Basketball

7/8/2015 12:31 AM

137

Basketball

7/8/2015 12:31 AM

138

Basketball

7/8/2015 12:30 AM

139

Basketball

7/8/2015 12:30 AM

140

Basketball

7/8/2015 12:30 AM

141

Basketball

7/8/2015 12:30 AM

142

Basketball

7/8/2015 12:30 AM

143

Basketball

7/8/2015 12:30 AM

144

Basketball

7/8/2015 12:30 AM

145

Basketball

7/8/2015 12:30 AM

146

Basketball

7/8/2015 12:30 AM

147

Basketball

7/8/2015 12:30 AM

148

Basketball

7/8/2015 12:29 AM

149

Basketball

7/8/2015 12:29 AM

150

Basketball

7/8/2015 12:29 AM

151

Basketball

7/8/2015 12:29 AM

16 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 152

Basketball

7/8/2015 12:29 AM

153

Basketball

7/8/2015 12:29 AM

154

Basketball

7/8/2015 12:29 AM

155

Basketball

7/8/2015 12:29 AM

156

Basketball

7/8/2015 12:29 AM

157

Basketball

7/8/2015 12:29 AM

158

Basketball

7/8/2015 12:29 AM

159

Basketball

7/8/2015 12:28 AM

160

Basketball

7/8/2015 12:28 AM

161

Basketball

7/8/2015 12:28 AM

162

Basketball

7/8/2015 12:28 AM

163

Basketball

7/8/2015 12:28 AM

164

Basketball

7/8/2015 12:28 AM

165

Basketball

7/8/2015 12:28 AM

166

Basketball

7/8/2015 12:28 AM

167

Basketball

7/8/2015 12:28 AM

168

Basketball

7/8/2015 12:28 AM

169

Basketball

7/8/2015 12:27 AM

170

Basketball

7/8/2015 12:27 AM

171

Basketball

7/8/2015 12:27 AM

172

Basketball

7/8/2015 12:27 AM

173

Basketball

7/8/2015 12:27 AM

174

Basketball

7/8/2015 12:27 AM

175

Basketball

7/8/2015 12:27 AM

176

Basketball

7/8/2015 12:27 AM

177

Basketball

7/8/2015 12:27 AM

178

Basketball

7/8/2015 12:27 AM

179

Basketball

7/8/2015 12:26 AM

180

Basketball

7/8/2015 12:26 AM

181

Basketball

7/8/2015 12:26 AM

182

Basketball

7/8/2015 12:26 AM

183

Basketball

7/8/2015 12:26 AM

184

Basketball

7/8/2015 12:26 AM

185

Basketball

7/8/2015 12:26 AM

186

Basketball

7/8/2015 12:26 AM

187

Basketball

7/8/2015 12:26 AM

188

Basketball

7/8/2015 12:26 AM

189

Basketball

7/8/2015 12:25 AM

190

Basketball

7/8/2015 12:25 AM

191

Basketball

7/8/2015 12:25 AM

192

Basketball

7/8/2015 12:25 AM

17 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 193

Basketball

7/8/2015 12:25 AM

194

Basketball

7/8/2015 12:25 AM

195

Basketball

7/8/2015 12:25 AM

196

Basketball

7/8/2015 12:25 AM

197

Basketball

7/8/2015 12:25 AM

198

Basketball

7/8/2015 12:25 AM

199

Basketball

7/8/2015 12:25 AM

200

Basketball

7/8/2015 12:24 AM

201

Basketball

7/8/2015 12:24 AM

202

Basketball

7/8/2015 12:24 AM

203

Basketball

7/8/2015 12:24 AM

204

Basketball

7/8/2015 12:24 AM

205

Basketball

7/8/2015 12:24 AM

206

Basketball

7/8/2015 12:24 AM

207

Basketball

7/8/2015 12:24 AM

208

Basketball

7/8/2015 12:24 AM

209

Basketball

7/8/2015 12:24 AM

210

Basketball

7/8/2015 12:23 AM

211

Basketball

7/8/2015 12:23 AM

212

Basketball

7/8/2015 12:23 AM

213

Basketball

7/8/2015 12:23 AM

214

Basketball

7/8/2015 12:23 AM

215

Basketball

7/8/2015 12:23 AM

216

Basketball

7/8/2015 12:23 AM

217

Basketball

7/8/2015 12:23 AM

218

Basketball

7/8/2015 12:23 AM

219

Basketball

7/8/2015 12:23 AM

220

Basketball

7/8/2015 12:22 AM

221

Basketball

7/8/2015 12:22 AM

222

Basketball

7/8/2015 12:22 AM

223

Basketball

7/8/2015 12:22 AM

224

Basketball

7/8/2015 12:22 AM

225

Basketball

7/8/2015 12:22 AM

226

Basketball

7/8/2015 12:22 AM

227

Basketball

7/8/2015 12:22 AM

228

Basketball

7/8/2015 12:22 AM

229

Basketball

7/8/2015 12:22 AM

230

Basketball

7/8/2015 12:21 AM

231

Basketball

7/8/2015 12:21 AM

232

Basketball

7/8/2015 12:21 AM

233

Basketball

7/8/2015 12:21 AM

18 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 234

Basketball

7/8/2015 12:21 AM

235

Basketball

7/8/2015 12:21 AM

236

Basketball

7/8/2015 12:21 AM

237

Basketball

7/8/2015 12:21 AM

238

Basketball

7/8/2015 12:21 AM

239

Basketball

7/8/2015 12:21 AM

240

Basketball

7/8/2015 12:20 AM

241

Basketball

7/8/2015 12:20 AM

242

Basketball

7/8/2015 12:20 AM

243

Basketball

7/8/2015 12:20 AM

244

Basketball

7/8/2015 12:20 AM

245

Basketball

7/8/2015 12:20 AM

246

Basketball

7/8/2015 12:20 AM

247

Basketball

7/8/2015 12:20 AM

248

Basketball

7/8/2015 12:20 AM

249

Basketball

7/8/2015 12:20 AM

250

Basketball

7/8/2015 12:20 AM

251

Basketball

7/8/2015 12:19 AM

252

Basketball

7/8/2015 12:19 AM

253

Basketball

7/8/2015 12:19 AM

254

Basketball

7/8/2015 12:19 AM

255

Basketball

7/8/2015 12:19 AM

256

Basketball

7/8/2015 12:19 AM

257

Basketball

7/8/2015 12:11 AM

258

Basketball

7/8/2015 12:11 AM

259

Basketball

7/8/2015 12:11 AM

260

Basketball

7/8/2015 12:11 AM

261

Basketball

7/8/2015 12:09 AM

262

basketball

7/7/2015 11:46 PM

263

Basketball

7/7/2015 7:56 PM

264

Programs that encourage kids in year round sports activities - like basketball. It's easy to be sedentary, for the myriad of life long health benefits we need to encourage activity.

7/7/2015 8:33 AM

265

I feel it is a hub for the community. It is great to have the basketball courts available for grass level through to elite competition.

7/7/2015 8:15 AM

266

Basketball court for the youth of Banyule, and gym

7/7/2015 8:02 AM

267

A local indoor basketball facility

7/7/2015 7:01 AM

268

Basket ball, group activities . All the activities offered at the centre are important

7/7/2015 1:29 AM

269

Basketball

7/7/2015 12:32 AM

270

Basketball courts, gym

7/6/2015 11:03 PM

271

The basketball court- not only is it used for the Banyule Hawks but has in the past been used for little tracker tennis, school holiday programs and is a space with the potential for do much more. If it was extended it found include a drag and open the way to be used as an auditorium type set up.

7/6/2015 10:24 PM

19 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 272

Basketball and the community feel it provides

7/6/2015 9:19 PM

273

Basketball, Gymnastics, Fitness areas

7/6/2015 7:05 PM

274

Programs that facilitate team sports. You can get personal training anywhere, but indoor team sports for kids are few and far between. Gotta keep the basketball court.

7/6/2015 5:26 PM

275

Basketball

7/6/2015 3:41 PM

276

I think the Basketball programs, it is great to be there on Saturdays and see the number of young people and parent support at the basketball court.

7/6/2015 2:03 PM

277

Basketball facilities for the area, & affordable gymnastics

7/6/2015 2:02 PM

278

The fitness & wellbeing programs for all year levels are all important. Including those offered for the gymnastics members, dance members, older members (dance, pyrometers) , fitness group/gym members and basketball members. We need to ensure the centre does not exclude ANY age groups and instead caters for all the needs of its community members including teens and seniors. Lastly, the holiday programs offered to working families where school aged children participate are important too.

7/6/2015 1:28 PM

279

Basketball, group fitness

7/6/2015 12:57 PM

280

Sporting activities.

7/6/2015 12:22 PM

281

Group fitness

7/6/2015 12:10 PM

282

Basketball stadium

7/6/2015 11:39 AM

283

Basketball Gymnastics All fitness programs including the gymnasium catering to various groups, eg. Older people, youth etc

7/6/2015 11:33 AM

284

Services that bring youth into the centre. Supporting Basket Ball is critical in getting youth and family into the facility. Provide services that keep them there or make them want to come back to use other facilities / services.

7/6/2015 11:33 AM

285

Basketball courts for our local young children. Being able to independently get there as it is local. Gym and classes Gymnastics Dance and karate

7/6/2015 10:44 AM

286

Basketball stadium

7/6/2015 10:43 AM

287

Basketball courts

7/6/2015 10:19 AM

288

As above, the basketball court and club facilities.

7/6/2015 10:11 AM

289

The most important programs are the ones that bring community together such as the sports programs like basketball. This should be one of the primary roles of our councils, not promoting businesses that are already found in high numbers around the area.

7/6/2015 10:04 AM

290

Basketball

7/6/2015 10:04 AM

291

As I am primarily connected to the basketball aspect of MRFC, I believe that this is the most important, however I am aware of the gym program offered to people over 50's. This is very important due to the high number of residents in the Macleod/Rosanna area in this age bracket. The MRFC is the closest centre in this area providing a mixture of programs catering to all ages.

7/6/2015 10:00 AM

292

Basketball gym

7/6/2015 9:59 AM

293

Fitness and children activities

7/6/2015 9:39 AM

294

The basketball court is the home of the Banyule Hawks Basketball Club and is a very important part of the facility for my family and many families who live in Macleod. The gymnastics program and the health & fitness centre are important too.

7/6/2015 9:25 AM

295

Basketball

7/6/2015 9:20 AM

296

For our family, the basketball courts are the only facility used at the centre

7/6/2015 9:20 AM

297

Basketball & Fitness

7/6/2015 9:14 AM

298

provide a safe venue for you people to play organised sports

7/6/2015 9:10 AM

299

All of the above, particularly team sports. Netball, Basketball

7/6/2015 9:06 AM

300

Basketball training for youth

7/6/2015 8:53 AM

301

Basketball

7/6/2015 8:39 AM

302

Gymnastics, basketball and the fitness gym.

7/6/2015 8:33 AM

20 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 303

Basketball

7/6/2015 8:32 AM

304

Variety of fitness programs, gymnastics

7/5/2015 8:19 PM

305

Gymnasium, Group Fitness and dance for my children

7/4/2015 10:23 PM

306

Gymnastics, functional training programs, teen gym, focus on vulnerable community members

7/4/2015 5:50 PM

307

For me it is the aerobic/ well being programmes

7/4/2015 2:55 PM

308

Boot camps, up to date and current work out trends, yoga, Pilates, swimming lessons. Psyiotherapy and ostoetherapists would be a great asset. Youth programs would be great too, after all our youth are our future and we want to keep their body & minds healthy.

7/4/2015 12:36 AM

309

Gym

7/3/2015 7:11 PM

310

the gymnastics

7/3/2015 6:26 PM

311

Group Fitness classes Fully equipped gym with latest equipment Qualified trainers to suit all age groups Social events for members Services for the less advantaged

7/3/2015 5:12 PM

312

As a full time employee classes after work and on weekends are important. The indoor Basketball court is important as there aren't that many around the area and my son plays here. The tennis courts are also handy to have for a social hit. As a single parent of a primary school child the ability to use the gym while my son has basketball training is a huge benefit.

7/3/2015 1:24 PM

313

All

7/3/2015 12:57 PM

314

Everything for all family members Me = good gym and group fitness timetable Kids = gymnastics and taekwondo programs

7/3/2015 10:36 AM

315

N/a

7/3/2015 10:36 AM

316

Gym - e,g Pilates and yoga

7/3/2015 9:48 AM

317

Gym facilities Court space and support for Club sports such as basketball Group fitness spaces with a varied group fitness timetable Access programs such as the free teenage fitness program and the family sports program.

7/3/2015 9:36 AM

318

Personally, I think group fitness is very popular and a good motivational program. The friendliness of staff and the atmosphere that this creates in the gym also makes a big difference.

7/3/2015 9:28 AM

319

Gym use and classes, both adult and child classes.

7/3/2015 9:00 AM

320

All the programs and facilities are important as everyone has different needs and the centre is there for the use of everyone

7/3/2015 7:40 AM

321

Gymnastics

7/3/2015 4:28 AM

322

Gymnastic lessons but we are not happy with the quality of the classes at all that is why we stopped taking our kids there. Also there isn't a good ventilation inside cycling classes in Macleod YMCA.

7/3/2015 12:49 AM

323

Gym, cycle and weights fitness classes, competent and cheerful staff members.

7/3/2015 12:12 AM

324

Programs that suit a variety of age groups offering an important service to the community.

7/3/2015 12:10 AM

325

Group fitness rooms and gym

7/2/2015 11:48 PM

326

Gymnastics.

7/2/2015 11:08 PM

327

Gym Classes Dance programs Programs include everyone from the community Friendly helpful staff Appropriately priced

7/2/2015 10:47 PM

328

class schedule is well varied in both types and times of classes. fitness instructors are very helpful and friendly monthly focus programs also add variety and encourage attending a wider range of classes than i normally would.

7/2/2015 10:20 PM

329

Basketball, gymnastics, gym, programs for the elderly, dance program, fitness classes

7/2/2015 10:12 PM

330

Great group fitness timetable with lots of variety

7/2/2015 9:49 PM

331

Fitness classes

7/2/2015 9:43 PM

332

Gym Group fitness Shower/change room facilities

7/2/2015 9:42 PM

333

The Gym and Basketball stadium

7/2/2015 9:20 PM

334

The outdoor area is appreciated. Affordable fees.

7/2/2015 8:28 PM

21 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 335

Gym, Group Fitness, Basketball, Dance, Community programs and access to a community space

7/2/2015 8:12 PM

336

Child care and holiday programmes. To me the gym is important

7/2/2015 7:55 PM

337

Group fitness,

7/2/2015 7:17 PM

338

Gym and fitness programs. Gymnasium for kids

7/2/2015 7:14 PM

339

All programs, facilities and services fill an important community need

7/2/2015 6:58 PM

340

Health and fitness should always be the priority. So anything at all that promotes that. Very important to keep young people involved.

7/2/2015 6:58 PM

341

I don't have any children as yet, but I believe when I do that the intergration of adults and kids facilities should be available. having great programs to cover all areas and that can coinside with parents wanting to work out while kids attend activities. I love the group exercise classes the best thing about Macleod is everyone is so friendly and all ages are encouraged and supported.

7/2/2015 6:55 PM

342

Group fitness classes accessible to people of all abilities and fitness levels

7/2/2015 6:54 PM

343

Gymnastics, Basketball, Marshall Arts and. Dance

7/2/2015 6:49 PM

344

Gym Friendy staff

7/2/2015 6:45 PM

345

They are all worthwhile

7/2/2015 6:41 PM

346

Group Fitness classes

7/2/2015 6:40 PM

347

Basketball court to enable local children to play domestic basketball. Programs that encourage children participation

7/1/2015 8:42 AM

348

Children's program's

6/30/2015 10:08 PM

349

basketball gymnastics as these encourage our youth to be involved in sporting activities

6/30/2015 4:52 PM

350

Easily the basketball stadium. The YMCA is a community hub, and the Banyule Hawks are entrenched there as a key junior sporting group. Given the investment of surrounding councils to junior basketball, it seems remarkably short sighted to reduce the provision of basketball facilities to our kids.

6/30/2015 3:14 PM

351

The current usage is very high and active. Community health programs are very strong and should continue to be offered

6/27/2015 8:58 PM

22 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey

Q5 Thinking about what is available at the Macleod Recreation and Fitness Centre, how do you rate? Answered: 372

Skipped: 62

Rating MIX of programs QUALITY or STANDARD of... TIME programs are available FRONT DESK RECEPTION CAFE and FOOD SERVICES CHANGE FACILITIES QUALITY AND SIZE OF PROG... FRIENDLINESS OF STAFF PARKING EASE OF ACCESS HOURS OF OPERATION 0%

10%

Very poor

20%

30%

Poor

40%

Average

50%

60%

Good

70%

Very good

80%

90% 100%

No opinion

Rating Very poor MIX of programs

QUALITY or STANDARD of programs

TIME programs are available

FRONT DESK RECEPTION

CAFE and FOOD SERVICES

CHANGE FACILITIES

QUALITY AND SIZE OF PROGRAM ROOMS

FRIENDLINESS OF STAFF

PARKING

Poor

Average

Good

Very good

No opinion

Total

0.00% 0

3.54% 13

82.29% 302

11.72% 43

2.45% 9

367

0.00% 0

0.27% 1

2.43% 9

79.73% 295

15.41% 57

2.16% 8

370

0.54% 2

0.27% 1

5.95% 22

80.81% 299

8.92% 33

3.51% 13

370

0.00% 0

0.81% 3

4.03% 15

75.81% 282

19.35% 72

0.00% 0

372

3.77% 14

7.28% 27

10.24% 38

70.35% 261

1.08% 4

7.28% 27

371

2.43% 9

4.59% 17

14.05% 52

74.59% 276

1.35% 5

2.97% 11

370

0.54% 2

2.98% 11

12.74% 47

78.59% 290

2.17% 8

2.98% 11

369

0.00% 0

0.27% 1

1.89% 7

74.12% 275

23.72% 88

0.00% 0

371

0.00% 0

2.15% 8

7.53% 28

81.99% 305

7.53% 28

0.81% 3

372

23 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey EASE OF ACCESS

HOURS OF OPERATION

0.27% 1

0.81% 3

6.49% 24

81.35% 301

11.08% 41

0.00% 0

370

0.00% 0

0.54% 2

4.03% 15

82.53% 307

11.29% 42

1.61% 6

372

Do you have any comments about the ratings you have given?

Date

I've been to a lot of gyms over the years and the staff at Macleod RAF Centre are clearly the most enthusiastic and knowledgeable I've seen. There is a direct correlation between the 'flashiness' of a gym and the quality of its staff, i.e. the flashier the gym the poorer the quality of the staff. I only hope that the proposed enhancements to the gym do not see a corresponding deterioration in staff quality.

7/18/2015 9:15 PM

there's a lack of programs being run as there appears to be a lack of spaces purpose built for an exersise class needs, they often get sold out classes because the numbers of participants is high but the space low. It would be good to see the facility to be able to house all the various types of Les Mills programs, it's missing Body Attack in particular probably because of the poles that take up the space in the exersise room. There's space for cafe but they have an automatic coffee machine and there's no way i'm going to sit there and have coffee when I can go 100m over the train line and get a real coffee from one of the cafes, it needs to be outsouced so that someone who has run cafes or does good coffee comes in and makes it worthwhile to stay and socialise there. Ultimately the facility is run down and old, the environment isn't conducive to feeling good even though that's the intention when people go there to exersise. But for it's proximity to where I live I would choose elsewhere to exersise. What ever happens from here, please take note of Watermarc's exersise room, it is terrible, it's not purpose built, it's a long and shallow room and it doesn't work! please ensure you consult the Personal Trainers and the people that run the fitness classes, group fitness is one of the best reasons for going to the gym because it's social. Absolutely love the staff at Macleod, they are the reason so many people are members, they are very friendly and encouraging!!

7/16/2015 11:51 AM

I have previously worked in healthcare and fitness, and am in my final year of a sports science degree. In this time I have seen and used the facilities of other gyms in the area (many of which have taken Macleod YMCA members) and am basing my ratings against these facilities.

7/13/2015 12:47 PM

Memberships are becoming expensive.

7/12/2015 5:01 PM

People don't go to the YMCA to eat. I don't understand why there's a focus on having a cafe, it's completely at odds with and undermines the fitness message. Please stop selling lollies.

7/11/2015 8:31 AM

Reception staff lovely however business office poor. No proper invoicing

7/10/2015 7:19 PM

7/8/2015 6:36 PM

does it have a cafe facility? I spend my time telling my children no they can't have a lolly as we walk past the counter at 6 pm

7/7/2015 8:33 AM

The complex needs proper maintenance as it look shabby with numerous small items required to be corrected . I would say in my professional opinion the there is a maintenance deficit at the centre and needs a holistic strategic view as to the most efficient use of the available space

7/7/2015 1:29 AM

7/6/2015 5:26 PM

Please open earlier

7/6/2015 2:02 PM

Not sure why the centre would need a Cafe/Food services where there is a shopping centre located in the vicinity of the centre? The centre should be focussed on the programs offered and ensure they are suitable and fit the needs for all age levels for fitness or wellbeing - not sure how a cafe/food service is in line with this core requirement? There is an accessibility issue for older members where they are unable to use stairs. This would need to be considered for better access for their needs. The staff at YMCA are great people and I'd hate to see this level of service & community 'spirit' decline in any way should the centre be managed by another body.

7/6/2015 1:28 PM

The staff have always been excellent, everything else generally needs improvement. Always good to review management to see if better and more dynamic people could be employed to lift the centre.

7/6/2015 11:33 AM

It is a very well utilised, reasonably costed local facility. It doesn't need to be shiny!

7/6/2015 10:44 AM

Let us keep the YMCA facilities for bringing together our community in healthy sport and leave hair salons and pharmacies where they belong, in shopping centres and malls.

7/6/2015 10:04 AM

Regarding the point "QUALITY AND SIZE OF PROGRAM ROOMS" I can see room for improvement around the entrance of the basketball stadium. Due to to its high usage, congestion of people can occur. Making this area larger to accommodate more people, especially spectators in wheelchairs would be a great improvement.

7/6/2015 10:00 AM

24 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 17

The centre is due for an upgrade to bring it up to modern standards.

7/6/2015 9:25 AM

As basketball users we don't require personalized services, just access to a venue, so many of these don't relate to us.

7/6/2015 8:53 AM

The staff are too cliquey.

7/6/2015 8:33 AM

More selection needed, more regularly stocked

7/5/2015 8:19 PM

The program rooms are at times too small for the people who attend the classes, - and at times too cold or too hot.

7/4/2015 5:02 PM

It's main lack is a swimming pool. Need to colocate pool with gym

7/3/2015 7:11 PM

No except to add that the whole centre needs a complete renovation with more spacious rooms and modern facilities.

7/3/2015 5:12 PM

Recently many front reception staff do not acknowledge with a "hello" anymore, and my "hello" is often ignored with avoided eye contact. I miss the friendly staff!

7/3/2015 12:57 PM

Maybe some of the timing in the weekend could be better.There are limited activities on Saturday and Sunday and that is when I have the most free time.

7/3/2015 9:48 AM

The facility is obviously in need of re-development. The reception desk is severely overcrowded at peak programing times and is not accessible for people with limited mobility. a number of the program spaces are not accessible for people with limited mobility and the change rooms are small and have very limited options for privacy when changing. There is also no family change room space available. Car parking is a challenge during peak programing times, particularly during basketball home game times. Despite these challenges, the centre staff are always friendly and helpful.

7/3/2015 9:36 AM

As I mentioned, personally I would like to see more HIIT classes or the inclusion of some GRIT cardio classes, otherwise the mix of group fitness classes are good. The time that classes are on is good for those of us who work full time and can only get to early morning or evening classes. I don't use the food/drink facilities so I can't comment on those but they generally look well presented and relatively healthy. I also don't use the change facilities often but I did consider using them when I participated in the Boot Camp classes and ended up having to go home each morning before work as there were too many other people trying to use the space. The group fitness room is a little small but I was happy HIIT was moved into the stadium.

7/3/2015 9:28 AM

I joined last month and did some comparisons beforehand. I selected Macleod because of the above ratings.

7/3/2015 7:40 AM

More fitness classes at 7 or 7:30 am. The room for cycling class doesn't have any fresh air and gets stuffy. More body balance classes will be good

7/3/2015 12:49 AM

Staff are a real asset to the facility. The parent / viewing area of the gymnastics is uncomfortable, roof leaks, cold, and views are obscured to the gymnastics area.

7/3/2015 12:10 AM

Most staff are friendly, would be nicer if some staff were friendlier in their interactions. Not just hi swipe. GymThe health meetings could be better managed to encourage positive beneficial results/ actions. Some staff just give you a basic program. Health meetings are not encouraged at the desk. The personal training offered is excellent! Very knowledgeable and motivational. The 6 week shape up last year in June was excellent too! I strongly feel the centre does not need a cafe.

7/2/2015 10:47 PM

change rooms are a bit old and tired

7/2/2015 10:20 PM

Centre should remain open later on Saturday

7/2/2015 10:12 PM

We really need more showers in the girls change rooms. We also need more hair dryers (there should be 2 at least) with far more mirrors and bench space.

7/2/2015 9:49 PM

*Would love an earlier opening time - 5.45am *More showers required *Staff are fantastic - very friendly and welcoming centre

7/2/2015 9:42 PM

I do think the facilities need a well overdue upgrade. If you compare to what is offered at Eltham, and I believe for the same price, there is lot to improve. One thing I do have to commend the centre for is their staff.

7/2/2015 7:55 PM

It is currently not very good value for money. Am thinking of canceling and trying somewhere new.

7/2/2015 7:17 PM

Love the community atmosphere. I'm concerned about it expanding too much and losing the sense of community and connection.

7/2/2015 7:14 PM

The staff at the McLeod recreation centre are awesome and are a pivotal reason for the centre's success.

7/2/2015 6:58 PM

The time it takes to get into the centre in the morning can be a long wait in the cold. if the gym opened at 5.45 and classes started at 6 I believe this would alleviate the pressure of everyone waiting around to head to their class. Cafe and food selection is poor though I would hate to see unhealthy fried food and un healthy food be brought in. If we are constantly promoting healthy eating there needs to be only healthy options available.

7/2/2015 6:55 PM

25 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 41

No Cafe Facility for Parent's awaiting children's activities. Gymnastics stadium far to small for the numbers of clients and very poor spectator facility

7/2/2015 6:49 PM

7/2/2015 6:45 PM

26 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey

Q6 How long have you been using the Centre? Answered: 374

Skipped: 60

Less than 6 months

About a year

2-3 years

More than 3 years

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

Less than 6 months

1.87%

About a year

3.74%

2-3 years

74.60%

279

More than 3 years

19.79%

Total

374

27 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey

Q7 If you previously used the Centre but don't any more, why not? (Please choose multiple answers if applicable) Answered: 16

Skipped: 418

I moved away from the area I changed my job and it n... The hours didn't suit me The programs were not wha... I was not happy with t... It became too costly The facilities were poor... The facilities were outdated I wasn't happy with the dir... There were not enough... 0%

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

I moved away from the area

0.00%

I changed my job and it no longer suited me to use the Centre

18.75%

The hours didn't suit me

25.00%

The programs were not what I wanted

25.00%

I was not happy with the staff

6.25%

It became too costly

37.50%

The facilities were poor quality

25.00%

The facilities were outdated

37.50%

I wasn't happy with the direct debit payment process

31.25%

There were not enough different programs and activities to attract me

6.25%

Total Respondents: 16

28 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey #

Other (please specify)

Date

I used to like using the circuit gym equipment but it was suddenly removed. When I enquired I was told there would be a better set-up but all it was replaced with was ropes, balls and steps and no machines. I liked the circuit machines as it was an easy, relaxing quiet space and gave you a good workout in a short time - and you were always moving and not having to wait for equipment to be free or trying to guess where you would go next like in the big gym depending on what was free, and it suddenly all went. I used the big gym for a while but it was not as pleasant and I'd get sick of waiting for a machine and just gave up. I also did yoga but times were often always clashing with work or family, plus classes were often crowded.

7/13/2015 10:25 PM

children stopped using the gymnastics program

7/8/2015 12:38 PM

not applicable. All members of may family have been using the facility fro 20 years (husband and myself) and our kids since they were little

7/8/2015 9:36 AM

I currently use the facilities for my sons basketball, but previously was a gym member i left due to the cost and the opening of Watermarc

7/7/2015 8:05 AM

Gymnastics is incredibly overpriced for the program being delivered, also somewhat disorganised. No invoices ever given to parents, just money taken out regularly, very little accountability.

7/6/2015 11:37 AM

I don't use the fitness gym as much now as it doesn't open early enough.

7/6/2015 8:34 AM

I mostly used the centre when my children were in pre-school and primary school. They are now young adults.

7/5/2015 3:24 PM

I have my children in the gymnastics program but a member at Eltham YMCA. I have used the facilities at Macleod while my kids are at gymnastics but I can't justify buying more passes in order to make it routine

7/4/2015 5:53 PM

i havent topped i still use it.

7/3/2015 6:27 PM

haven't been to the gym for a few months due to pregnancy, but coming back in the next month or two.

7/3/2015 10:37 AM

I am a previous gym member but chose to close my membership and move to another gym as the membership was too costly and the weekend opening times were too limited restricting the times that were suitable for me.

7/3/2015 9:44 AM

Gymnastic lessons were poor quality. Too many students per one instructor. My daughter became even scared of gymnastics as she was hurt during a move that was not supervised.

7/3/2015 12:52 AM

Too expensive and there are now many 24 hour gyms open for half the price. I wanted gym membership only but was quoted at around $17 per week. This included other programs at the YMCA but I did not want the other programs. I also wanted the option to just pay a lump sum rather than have regular deductions.

7/2/2015 11:20 PM

n/a

7/2/2015 8:28 PM

29 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey

Q8 How long did you use the Centre for? Answered: 23

Skipped: 411

Less than 6 months

About a year

2-3 years

More than 3 years

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

Less than 6 months

0.00%

About a year

4.35%

2-3 years

30.43%

More than 3 years

65.22%

Total

30 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey

Q9 What improvements and changes would need to occur at Macleod Recreation and Fitness Centre to attract you back? Answered: 18

Skipped: 416

Responses

Date

lower prices and increase in operating hours

7/17/2015 5:17 PM

Heating in the Basketball Hall

7/14/2015 4:22 PM

A proper circuit gym with proper modern equipment - with an emphasis on toning and gentle weight loss for women and older people A swimming pool - it would really make the whole Centre so much better. I go up to Latrobe sometimes but parking is always a problem except Sundays Better change rooms Better outside lighting and paths - I like to walk there and cross at the station - the Centre should be better linked with the shops and parks on other side of line. Safer car parking and traffic flow as you never know where cars are coming from. Better air-conditioning - When I was using gym over summer I found the air-conditioning wasn' t the best - especially in the circuit gym room -where I liked to do my stretches - as there often wasn't clear floor space in the main gym. Fix the entrance and reception - its such a stupid bottle neck - both getting in and out, all queued up waiting at desk if its busy and people trying to squeeze past to get out. You should be able to just scan self in like Myki. More flexible fees and reasonable charges - membership just got too expensive especially as I was away & sick at times and it was always a chore or limits to putting membership on hold.

7/13/2015 10:25 PM

Better/larger group exercise class rooms, more ventilation and lighting group exercise classes can be moved to a location further away from reception so that there is less distraction from constant movement of traffic.

7/8/2015 4:28 PM

my daughter would have like to keep doing gymnastics but it became too competitive

7/8/2015 12:38 PM

swimming pool

7/7/2015 11:47 PM

Better sport program's. The development of the Banyule Hawks Club facilities.

7/6/2015 12:23 PM

Better management perhaps, fairer pricing, having said that we still use the centre for basketball so keep in touch with the centre in that way.

7/6/2015 11:37 AM

Keep basketball and improve canteen

7/6/2015 10:44 AM

Dual basketball stadiums and a parking upgrade

7/6/2015 9:15 AM

More cost effective, especially for families with children.

7/3/2015 8:45 PM

Building is dark and dreary and needs light

7/3/2015 8:40 PM

Probably nothing as I have started swimming and go to a centre with a pool

7/3/2015 5:25 PM

Would love to see updated equipment, the group fitness room is small.

7/3/2015 10:37 AM

If the family membership package was still available and the centre was open up earlier on Sundays.

7/3/2015 9:44 AM

Less students in gymnastic lessons. Having a swimming pool is a very good option. Good ventilation inside rooms.

7/3/2015 12:52 AM

Cheaper price for gym membership, modern equipment and enough equipment so you don't need to queue for things. Need to compete with the newer 24 hour gyms.

7/2/2015 11:20 PM

n/a

7/2/2015 8:28 PM

31 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey

Q10 If you have never used the Macleod Recreation and Fitness Centre, why not? (Please choose multiple answers if applicable) Answered: 6

Skipped: 428

I don't know anything abo... There are not enough... I'm not interested i... I can't afford it It's not easy or convenien... It's not open when I want ... The facilities are poor The facilities are outdated I don't like the staff 0%

10%

20%

30%

40%

50%

60%

Answer Choices

70%

80%

90% 100%

Responses

I don't know anything about the Centre

33.33%

There are not enough different activities and programs

0.00%

I'm not interested in the activities provided

0.00%

I can't afford it

33.33%

It's not easy or convenient to get to

16.67%

It's not open when I want to use it

0.00%

The facilities are poor

16.67%

The facilities are outdated

33.33%

I don't like the staff

0.00%

Total Respondents: 6

Other reasons (please specify)

Date

I would like to see a swimming pool installed. This would entice me to use if very regularly.

7/20/2015 12:50 PM

32 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey 2

No time at the moment

7/4/2015 6:30 AM

n/a

7/2/2015 8:28 PM

33 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey

Q11 What is your gender? Answered: 248

Skipped: 186

Male

Female

Other

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

Male

60.89%

151

Female

39.11%

Other

0.00%

Total

248

34 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey

Q12 What age group are you in? Answered: 248

Skipped: 186

0-9 years

10-19 years

20-29 years

30-39 years

40-49 years

50-59 years

60-69 years

70+ years

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses

0-9 years

0.00%

10-19 years

4.84%

20-29 years

4.03%

30-39 years

58.47%

145

40-49 years

25.40%

50-59 years

4.84%

60-69 years

1.61%

70+ years

0.81%

Total

248

35 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey

Q13 What suburb do you live in? Answered: 248

Skipped: 186

Bundoora

Eaglemont

Eltham

Greensborough

Heidelberg

Heidelberg Heights

Heidelberg West

Ivanhoe

Macleod

Montmorency

Reservoir

Rosanna

Viewbank

Watsonia

Yallambie

10%

20%

30%

40%

Answer Choices

50%

60%

70%

80%

90% 100%

Responses 2.02%

0.00%

Eltham

0.81%

Greensborough

3.63%

Heidelberg

1.61%

Bundoora

Eaglemont

36 / 37

Macleod Recreation and Fitness Centre Community Opinions Survey Heidelberg Heights

0.40%

Heidelberg West

0.00%

Ivanhoe

1.21%

Macleod

65.32%

Montmorency

0.00%

Reservoir

0.00%

Rosanna

15.32%

Viewbank

3.63%

Watsonia

3.63%

Yallambie

2.42%

162

Total

248

Another suburb (please specify)

Date

3085

7/7/2015 11:48 PM

Ivanhoe

7/7/2015 12:33 AM

Lower Plenty

7/6/2015 11:35 AM

Viewbank

7/6/2015 10:05 AM

Viewbank

7/6/2015 9:22 AM

Viewbank

7/6/2015 8:33 AM

Viewbank

7/3/2015 5:26 PM

Viewbank

7/2/2015 10:21 PM

Viewbank really but it would not allow me to continue without entering a Suburb from the drop down menu

7/2/2015 10:19 PM

Viewbank,

7/2/2015 6:53 PM

Viewbank

7/1/2015 8:44 AM

viewbank

6/30/2015 4:54 PM

37 / 37

Appendix 7: Macleod Recreation & Fitness Centre Master Plan: Business Projections

Macleod Recreation & Fitness Centre Master Plan. Research Report & Master Plan: November 2015

105

Macleod Recreation & Fitness Centre Masterplan Business Projections

Prepared for

Banyule City Council as part of the Macleod Recreation & Fitness Centre Masterplan

C Leisure Pty Ltd

Date

September 2014 Draft Report

www.cleisure.com.au

DISCLAIMER The professional advice provided in this report has been prepared for the exclusive use of Banyule City Council (Council) and for the purposes specified in the report. The report is not to be used for other purposes or provided to other bodies or agencies without the explicit approval of the authors. The report is supplied to Council in good faith and reflects the knowledge, expertise and professional experience of the consulting team members. C Leisure Pty Ltd. accepts no responsibility whatsoever for any loss occasioned by any person acting or refraining from action as a result of reliance on this report. C Leisure Pty Ltd. have endeavoured to use what is considered to be the best information available at the time of the report's preparation, including all information supplied by Council. Unless stated otherwise, C Leisure Pty Ltd. does not warrant the accuracy of any forecast, prediction or projection made in the report. Although C Leisure Pty Ltd. have exercised reasonable care in making forecasts, predictions or projections, the accuracy of the data available, future market behaviour and other unforeseen factors or events are uncertain and thus cannot be predicted reliably. The specific market and financial assessments contained in this report are derived from a range of sources including trends in the Australian leisure industry, trends in leisure participation, CERM and comparative data of other similar centres including usage patterns, township growth projections, interviews and discussions with centre and Council staff. The assessments made could be expected to be achieved if consistent and comprehensive, management, marketing, monitoring and scheduling skills are applied to the proposed facilities once redeveloped. C Leisure Pty Ltd. accepts no responsibility for outcomes which are different to those projected here if these skills are not applied and if changes in the market or other market parameters occur.

www.cleisure.com.au

Contents 1.

Appendices

INTRODUCTION and BACKGROUND ...................................... 2 1.1

Work Program ............................................................................................... 2

1.2

Key research ................................................................................................... 2

1.3

Business Model Assumptions ...................................................................... 2

1.5

Summary .......................................................................................................... 3

GOOD MANAGEMENT PRACTISES .......................................... 4 2.1

Key Elements of Successful Management................................................. 4

2.2

Management Model options ........................................................................ 4

2.3

Management Models: an Overview ........................................................... 7

2.4

Conclusion ...................................................................................................... 7

Appendix 1

Summary of Cash flow -All Models

..................... 14

Appendix 2

Operating Forecast – Base Model

..................... 20

Appendix 3

Accompanying Notes for all Models

..................... 24

Appendix 4

Operating Forecast Conservative model (–10%) ............ 25

Appendix 5

Operating Forecast Optimistic Model (+10%) .............. 29

BUSINESS PROJECTIONS............................................................ 8 3.1

Introduction .................................................................................................... 8

3.2

Summary of Business Projections .............................................................. 8

3.3

Increased Resources .................................................................................. 13

3.4

Programs and Services .............................................................................. 13

2.5

Staff................................................................................................................. 13

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd – September 2014

www.cleisure.com.au 1.

Income effect from proposed upgraded components including any financial effect on existing programs and services. Operational cost effect from proposed upgraded components. Management structure changes and other resource changes from proposed expanded components. A summary of the financial implications as a result proposed upgraded components. A sensitivity analysis of projections. The projected cash flow over a 10 year period using the data developed in the model , and Projected program mix/changes from proposed expanded components to optimise revenue

INTRODUCTION and BACKGROUND

A business case and financial projections for two options for the Macleod Recreation & Fitness Centre (MR&FC) has been prepared as part of the requirement of the MR&FC Masterplan brief. The two option concept plans (see separate file) and estimated capital costs have been developed through dwp/Suters. MR&FC is situated in Wungan Road, Macleod. The Centre is located in close vicinity to Macleod Train station and bus routes. Historically the facility has provided the community access to a high quality mix of health, fitness and recreational opportunities. Council has recognised the MR&FC is currently at capacity in terms of programmable floor space, facilities and amenities. The Centre contains ageing infrastructure and has passed its use by date in terms of size, car parking and programmable areas as well as presenting many challenges to provide access for all abilities.

1.2

The following research was undertaken in order to formulate the business projections and includes; A review and analysis of the past / projected budgets, area demographics, usage patterns and programs and services at MR&FC - in order to understand the current operations and usage patterns within the catchment.

The Masterplan options seek to allow more of the community the opportunity to participate in the well documented health, social and fitness benefits of leisure provision in Macleod. This document provides Council with the necessary information to determine whether it is operationally and economically viable to upgrade the venue and expand the range of services offered at MR&FC. Council will need also to consider the research, trends, community feedback and capital costs associated with the project to determine whether the whole project is of community value and viable. This document should be read in conjunction with the Masterplan study.

1.1

Work Program

In response to Councils request for the project to be undertaken, the following work program for this part of the Masterplan was agreed to and the report outputs include details on the following: Likely attendance effect as a result of expanded components.

Banyule City Council â&#x20AC;&#x201C; Macleod Recreation & Fitness Centre Masterplan â&#x20AC;&#x201C;Draft Report C Leisure Pty Ltd â&#x20AC;&#x201C;September 2014

Key research

Meetings and discussions with Council and management staff to clarify operational methods and attendance data. Previous work, data and experience with other similar LGA leisure facilities.

1.3

Business Model Assumptions

The business projections for both options have been factored within all models according to the following criteria and assumptions. It should be noted that all operating budgets are GST inclusive and GST implications are accounted for in cash flow. More detailed notes on income and expenditure items are included in Appendix 3. Projections for both options have been based on concept plans supplied by DWP/ Suters. All models are projected in 2014/15 dollars. Assumes that any increase in costs will be matched by increase in admission fees. No CPI or admission price increases have been factored into any models.

www.cleisure.com.au Program growth has been projected for each option and in all models and reflects similar operating trends at other community leisure venues over a 10 year period. Operating income and expense projections are GST inclusive where applicable. GST inputs and outputs are considered in cash flow summary. Pre - opening costs are factored in forecast of each option and all models. Savings to Council are based on 2014/15 operating subsidy position. All estimates have been rounded to the nearest dollar. Energy costs have been increased to reflect increasing energy costs and potential carbon tax implications. Increased annual projections have been made for building, equipment replacement and increased maintenance that reflects increased wear and tear. Refurbishment provisions are based on 1.5% of the projected construction capital cost – option 1 being $7,231, 000 and option 2 estimated to be $7,817,000. Admission fees are based on 2014/15 fee structure for each option and model for consistency purposes. Loose furniture and fit out costs of $500,000 are allowed for in capital estimates for each option. Projections are based on the centre being managed and operated by the current team with the same senior staff structure. Management overheads have been included in both options and all models. Projections for both options are based on existing operating hours. Projections have been modelled using 2014/15 budget projections as the base for the forecast.

1.5

through specific marketing and promotional initiatives, it is likely that an increase in community participation will be achieved and results in efficiencies similar to those set out in the program growth models.

Summary

The business projections contained within this report have been provided after careful analysis and consideration of a number of factors including the existing operating performance of the current site, safety requirements, standard industry practises and the resources required to operate the facility effectively. Based on the business models for each option contained in this report it is recommended that Council adopt the base model as the likely outcome in terms of the financial projections. Provided management sells the benefits of the upgraded centre

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au

GOOD MANAGEMENT PRACTISES

The extent to which facilities, programs and services successfully meet community needs and aspirations depends heavily on the way in which they are managed, programmed and serviced. Facilities which rely on the community knowing how and when to use them, rarely achieve the outcomes which they could with good management, marketing, programming and performance monitoring. A facility is simply one of the means to the delivery of a mix of beneficial experiences. Delivering these outcomes in an optimal manner requires far more than just the “delivery” of a building. Recent trends in community service provision have seen many venues in Australia redeveloped from single purpose facilities catering for specific community programs and groups to multi-purpose centres providing of a wide range of active and passive experiences. The more successful facilities are those that are now positioned and managed as a central hub for a wide range of community activities.

2.1

Key Elements of Successful Management

The key elements of successful community facilities management are:

•

A strategy for scheduling use

•

A strategy for maintaining and where appropriate, improving the condition of assets, and

•

A strategy for monitoring the outcomes and performance of the venue or venues, the staff, the programs and the services.

All too often, local government authorities devolve responsibility for the majority if not all of these responsibilities to independent venue operators with little or no requirements for meaningful performance reporting. Not surprisingly, venues operated in this manner rarely meet the needs of the broad community in an effective manner. Addressing the key elements of successful management should thus be a key task at an early point in the development or redevelopment of any leisure venue.

2.2

Management Model options

Several management options are available for community venues (and most other public community venues as well). These management options fall into three broad categories: Direct management: Venues directly managed and operated by Council employees Indirect Management: Venues managed or part-managed by a specialist management agency through a management services agreement direct with Council, and Independent Management: Venues managed by a private (commercial) individual or organisation through a formal lease.

•

A clear statement of the aim of the provision

•

A clear set of management objectives which will guide decision making for all management elements

The strengths and weaknesses of each model from a Council perspective are discussed in the following pages.

•

An appropriate management structure or model to deliver the above aim and objectives

Direct Council Management

•

A set of programs which reflect the researched needs and nature of the region/community and their aspirations –in keeping with the overall goal of Council

•

Appropriately skilled staff with the ability to continually grow and change the services offered to meet the needs of the community

•

A strategy for marketing the programs, events and services offered

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

Under this model Council would appoint an in-house team to manage, maintain, promote and program individual or all community and cultural venues. The strengths and weaknesses of this model include: The ability to directly control the quality of service and the ability to focus on particular sections of the community at any time are strong reasons for retaining control over management.

www.cleisure.com.au Indirect Management There are many successful in-house teams managing community and cultural facilities across Australia. This has to be balanced against the potential for Council “interference” in management processes and the need for Council approval of service changes or new opportunities that often need an immediate response. Strengths: The operation of the venue can be structured so as to directly reflect Council’s aim and objectives for the service There is a direct ability to change programs and services to suit community needs Council can initiate direct promotion of all activities Regular reports are delivered to Council

This option entails Council entering into a management services contract with a contractor/service provider to manage the whole or part of one or more community and cultural facilities on behalf of Council. The key strengths and weaknesses for this model are: Strengths: The operator can bring in and apply specialist experience through wider professional networks which are usually not be available to Council Council does not need to establish a separate facilities management team The operation of venues is at arms- length from Council and thus freed from day to day Council issues, intervention or budget considerations

Councilors have the capacity to make ongoing input

The operator can usually respond to needs and issues more rapidly and independently than Council

Venues are maintained by Council staff to Council standards and budget provisions

More flexible industrial arrangements can be made

There is a capacity to make prompt responses to changed needs and policy directives by Council staff

Operators are often willing to provide capital for development initiatives

Weaknesses: Management is slower to exploit opportunities due to governance structures Because Councilors can make direct input, management is vulnerable to political influence

Staff can more readily be encouraged by way of incentives Council can usually remain a partner in the arrangement which thus gives it some continuing control and access to performance monitoring Regular reports are provided to Council re use, fees, finance and administration Formal commitments for maintenance and refurbishment allocations can be set.

Less flexible industrial arrangements may limit resourcing decisions

Weaknesses There can be an inappropriate focus on profitable programs to the detriment of wider community obligations and equitable access by special needs groups

There is less certainty around financial plans as risks are carried directly by Council

There is often a financial imperative to replace costly programs as soon as possible regardless of their importance to the community

Planned resources can be impacted by wider Council budget decisions

Council can find itself locked into an external management agreement with an ineffective manager for a significant period of time.

Councilors can be wary of change and new ideas and thus stifle or delay new opportunities.

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

There are legal implications and possible action for failure to deliver contract obligations

www.cleisure.com.au

From a Council perspective, this model can be more effective financially and would mitigate the financial risks associated with day to day control of all or part of a venue whilst still providing opportunities to participate. Further, contractor rates of pay for casuals are approximately 20% lower than Council pay rates. The contractor can guarantee the operating position on an annual basis as a fixed lump sum. Council, through the management agreement, is still able to control fees and operating times, the nature of the programs delivered to the community (at least to a large extent), and ensure that community benefits and social objectives remain a core focus. There are many examples of this type of arrangement operating successfully throughout Australia. However, the advantages have to be balanced against Council losing some degree of control in terms of program delivery, promotion and a focus on meeting community service obligations. Independent Management Under this model, Council would outsource the entire management and operation of a venue or even groups of venues to an external individual or agency through a formal lease. In a sense Council is thus able to ‘wash it’s hands’ of the day-to-day operations of the venue having established broad policy directions for it. Although this model is often the most effective financially --in that Council can seek financial contributions for development and mitigate refurbishment and ongoing operational costs-- there are a number of weaknesses with it. In particular, consideration would need to be given to the issue of the loss of community benefit and input and to balance this against the level financial gain achieved. The strengths and weaknesses of the independent management model are recorded in the following chart.

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

Strengths Lessee / operators are able to make operational economies on conditions of use, labour, goods and services The financial and risk implications for Council are minimised More flexible industrial arrangements can be made A guaranteed operating financial position can be set by Council The operator may be able to provide immediate capital for re/development needs Weaknesses There is limited or no community input when setting fees, timetables, programs etc The predominant focus is usually on generating profit for the leaseholder and this often causes conflict in decision making related to appropriate maintenance of buildings and equipment Control is usually via a mid to long term lease with no provision for changes to reflect local circumstances during the lease period There is usually no opportunity for Council to participate in management Single or small numbers of users/ programs are often favoured Use restrictions often apply Operators objectives may conflict with achieving equitable access outcomes desired by Council This model can be the most effective for Council from a financial point of view in that it minimises the need to employ staff, allows it to seek financial contributions from management agencies if desired and minimises refurbishment and ongoing operational costs. However, the general experience is that there is a loss of wider community benefits as staffing, programming and service inputs and outputs are tightly constrained in favour of financial gains.

www.cleisure.com.au

2.3

Management Models: an Overview

It is evident that each of the management models has strengths and weaknesses which can be advantageous or detrimental to the community and to achieving the outcomes which are desired. In practice, no one model is necessarily better or worse as each depends on the individual staff/ contractors responsible for implementing which ever model is adopted. That said, it is generally found that when indirect or independent management is applied, quantity is given priority over quality, and efficiency is valued ahead of effectiveness. In other words, attendance numbers, sales, costs per program unit and bottom line figures are focused on ahead of the delivery of high standard services to potentially lesser numbers of targeted community members. This suggests that direct Council management is the most effective. Unfortunately, this is often not the case: Council staff are needed to manage, train and supervise venue staff and if these processes are not put in place, there is a tendency to let things “drift”. Also, when operational costs and losses are less critical to job retention and when there are no contracts or leases coming up for renewal, performance standards and efforts to develop and maintain market share may fall away. If elected members come to dictate what should or should not be offered or which groups can or cannot use a venue, staff morale flags and the aim of meeting the widest mix of needs in the community will not be achieved.

The key ingredient in the success or otherwise of any management model almost entirely relies upon the individual manager who is appointed. Whether management is operated directly by Council or outsourced through an agreement or lease, the ‘right’ or ‘wrong’ manager will ultimately determine whether all the required outcomes are achieved. It is therefore critical that an objective decision is made based on the overall objectives of the service and not for particular interests or outcomes.

2.4

Conclusion

The above information provides Council a wide range of options in terms of management practises and models. Based on the research undertaken, the concept plans developed and the projections contained within this report section there is an opportunity to refocus the service outcomes. The key management and operational points that will need to be considered in relation to Masterplan proposal are: Setting management a clear set of objectives and outcomes as described in 2.1 through contract arrangements Ensuring the proposed service has a focus on meeting a wide variety of community needs, and Ensuring that management has the capacity to effectively partner other service providers where the skill base is warranted

The weaknesses of the indirect and independent models can be overcome by the right management agreement or lease clauses and inputs. However, Council will still need to set up resources to monitor the outcomes. The weaknesses of the Council or direct management model can be overcome by the whole of Council agreeing to a set of management principles and procedures so that political and other factors are minimised as far as possible. Yet difficulties with one model only continue and there are now numerous instances around Australia where a mix of models are used. Thus, some community services are operated directly by Council whilst other services are outsourced through management agreements or leases. This means first determining the proposed mix of services and then determining the skill set required. By way of example, Council may not have in house production, retail or catering experience so could outsource these services to a contractor but still keep the overall management responsibility. Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au 3. 3.1

BUSINESS PROJECTIONS Introduction

The success of the proposed Masterplan for MR&FC will ultimately be determined by the engagement of the local community and the ability of the managers to maximise on the trends occurring in leisure provision to ensure that service provision continues to directly relate to identified needs. The projections contained in this report provide Council with a clear understanding of the likely operating and financial implications of MR&FC for each option should Council proceed with either of the proposed Masterplan projects. Table 3.1 provides a summary of the base, conservative and optimistic model projection averages for each option over 10 years. Table 3.2 provides a summary of the base model projections over the 10 year period including a summary of expected attendances based on the growth. Table 3.3 provides a summary of all models over a 10 year period for comparison purposes. Appendices 1 to 5 provide a more detailed analysis and include cash flow, GST requirements and operating models for each of the base, conservative and optimistic models. Explanatory notes for operating projections are also included in appendix 3. Operating income in the base model projections for the proposed expansion has been modelled using current 2014/15 usage and income projections for the existing services at MR&FC as a base. The forecast models have been developed to reflect the likelihood of the community taking advantage of the inclusive use of all program areas. The proposed upgrade and expansion for each option will in part sell itself because potential users will be able to see first-hand a greater mix of opportunities and therefore be more open to take up program offerings from varied activities at the one site. The ability to market and cross sell all services under one roof together with increased promotional resources allocated in the forecasts will provide some level of confidence in terms of achieving growth projections.

3.2

Summary of Business Projections

Macleod H&FC Masterplan OPERATIONAL MODEL SENSITIVITY ANALYSIS SUMMARY Option 2 With stadium

10 year Average

Base Model Annual Operating Position

$267,824

$282,766

Provision - Refurbishment/Lifecycle Costs

-$97,619

-$105,530

# Existing Operating Contribution - savings

$100,000

Net Annual Cost/ Return to Council

$270,206

$277,236

410,166

423,946

$41,756

$53,200

Provision - Refurbishment/Lifecycle Costs

-$97,619

-$105,530

# Existing Operating Contribution - savings

$100,000

Net Annual Cost/ Return to Council

$44,137

$47,671

Annual attendances

369,150

381,552

Annual Operating Position

$448,365

$466,804

Provision - Refurbishment/Lifecycle Costs

-$97,619

-$105,530

# Existing Operating Contribution - savings

$100,000

Net Annual Cost/ Return to Council

$450,747

$461,275

451,183

466,341

Annual attendances Conservative Model (-10% ) Annual Operating Position

Optimistic Model

(+ 10% )

Annual attendances

Table 3.1

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

Option 1 No stadium

Summary of 10 year averages – All models

www.cleisure.com.au

Table 3.1 provides a summary of the average projected performance of all forecasted models over a 10 year period. Using the Option 1 base model as the most likely outcome it is estimated that: The upgraded and expanded facility will return an average annual operational surplus of $267,824 per annum over the 10 year period. Average annual provisions of $97,619 will be required for refurbishment / life cycle costs. There will be average annual operational savings from the existing service model of $100,000 over the 10 year period. There will be an average annual net return to Council of $270,206 over the 10 year period. The conservative summary indicates that:

There will be average annual operational savings from the existing service model of $100,000 over the 10 year period. There will be an average annual net return to Council of $277,236 over the 10 year period. The conservative summary indicates that: A 10% decline in visits will reduce the average annual operational return to $53,200 per annum over the 10 year period. A 10% decline in usage is estimated to return a reduced average of $47,671 annually over a 10 year period after current operational savings and provisions / life cycle costs have been made. The optimistic summary indicates that:

A 10% decline in visits will reduce the average annual operational return to $41,756 per annum over the 10 year period.

A 10% increase in visits will provide an average annual operating return of $466,804 per annum over the 10 year period.

A 10% decline in usage patterns is estimated to return a reduced average of $44,137 annually over a 10 year period after current operational savings and provisions / life cycle costs have been made.

A 10% increase in usage is estimated to return Council an average of $461,275 annually over a 10 year period after current operational savings and provisions / life cycle costs have been made.

The optimistic summary indicates that: A 10% increase in visits will provide an average annual operating return of $448,365 per annum over the 10 year period. A 10% increase in usage patterns is estimated to return Council an average of $450,747 annually over a 10 year period after current operational savings and provisions / life cycle costs have been made. Using the Option 2 base model as the most likely outcome it is estimated that: The upgraded and expanded facility will return an average annual operational surplus of $282,766 per annum over the 10 year period. Average annual provisions of $105,530 will be required for refurbishment / life cycle costs.

Banyule City Council â&#x20AC;&#x201C; Macleod Recreation & Fitness Centre Masterplan â&#x20AC;&#x201C;Draft Report C Leisure Pty Ltd â&#x20AC;&#x201C;September 2014

Table 3.2 sets out a summary of the annual base model projections for each option over a 10 year period and are in the consultants view the most appropriate business model for Council to adopt in terms of the most likely outcome. Table 3.2 - Option 1 table indicates that: The projected annual operating position for the proposed expansion is estimated to return an operating surplus in year 1 of $453. This will be increase significantly in year 2 and 3 as programs and services become established. An operational surplus of $319,663 is expected in year 5 building to a surplus of $379,681 by year 10. The projected annual operating position is expected to return Council an average of $267,824 over the 10 year period. From opening, the proposed Centre will need to achieve a forecasted 331,135 visits per annum or 912 visits per day to meet the Year 1 projections set out in the forecast. This equates to over a 16% increase from the 2013/14 reported

www.cleisure.com.au annual program attendances. Annual visits shall be required to increase to 423,600 (1,166 per day) by year 5 and 441,036 visits (1,215 per day) by year 10. The net annual benefit or return to Council is estimated to be $100,453 in year 1 and rising annually to $371,216 by year 10. Provisions for refurbishment and lifecycle costs have been set at 1.5 % of the capital cost and are factored in after year 2 of the operation. This provision is $108,465 per annum from year 2. The net average annual return to Council over the 10 year period is estimated to be $270,206.

It can be concluded that a considerable operational contribution can be realised if either of the Masterplan development options proceed providing the right resources are applied through management, service and promotion/marketing initiatives.

Table 3.2 - Option 2 table indicates that: The projected annual operating position for the proposed expansion is estimated to return an operating surplus in year 1 of $11,545. This will also increase significantly in year 2 and 3 as programs and services become established. An operational surplus of $335,585 is expected in year 5 building to $396,019 by year 10. The projected annual operating position is expected to return Council an average of $282,766 over the 10 year period. From opening, the proposed Centre will need to achieve a forecasted 342,260 visits per annum or 943 visits per day to meet the Year 1 projections set out in the forecast. This equates to over a 17% increase from the 2013/14 reported annual program attendances. Annual visits shall be required to increase to 437,832 (1,206 per day) by year 5 and 455,854 visits (1,256 per day) by year 10. The net annual benefit or return to Council is estimated to be $111,545 in year 1 and rising annually to $378,764 by year 10. Provisions for refurbishment and lifecycle costs have been set at 1.5 % of the capital cost and are factored in after year 2 of the operation. This provision is $117,255 per annum from year 2. The net average annual return to Council over the 10 year period is estimated to be $277,236.

Table 3.3 demonstrates that a 10% increase or decline in usage patterns will have significant implications in terms of the operational viability of the upgraded centre.

Banyule City Council â&#x20AC;&#x201C; Macleod Recreation & Fitness Centre Masterplan â&#x20AC;&#x201C;Draft Report C Leisure Pty Ltd â&#x20AC;&#x201C;September 2014

www.cleisure.com.au OPTION 1 – NO STADIUM

Macleod H&FC Masterplan

BASE MODEL - OPERATING SUMMARY

Year 2014

Projection - September 2014

YEAR

PRE OPENING

Annual operating position

10 Y Average

-22,806

453

119,681

193,225

265,752

319,663

331,875

343,993

356,008

367,907

379,681

267,824

# Existing Operating Contribution - savings

100,000

Provision - Refurbishment/Lifecycle Costs

-108,465

-97,619

-22,806

100,453

111,216

184,760

257,287

311,198

323,410

335,528

347,543

359,442

371,216

270,206

331,135

367,858

396,978

412,063

423,600

427,032

430,491

433,977

437,493

441,036

410,166

Net Annual Cost/ Return to Council Annual attendances

OPTION 2 – WITH STADIUM Macleod H&FC Masterplan

Year 2014

BASE MODEL - OPERATING SUMMARY

Projection - September 2014

YEAR

PRE OPENING

10 Y Average

-22,806

11,545

131,994

207,251

280,881

335,585

347,896

360,105

372,203

384,178

396,019

# Existing Operating Contribution - savings

100,000

Provision - Refurbishment/Lifecycle Costs

-117,255

-105,530

-22,806

111,545

114,739

189,996

263,626

318,330

330,641

342,850

354,948

366,923

378,764

277,236

342,260

380,217

410,315

425,907

437,832

441,378

444,954

448,558

452,191

455,854

423,946

Annual operating position

Net Annual Cost/ Return to Council Annual attendances

Table 3.2

282,766

Summary of base model projections – Option 1 & 2

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd – September 2014

www.cleisure.com.au OPTION 1 – NO STADIUM Macleod H&FC Masterplan

SENSITIVITY MODEL - OPERATING SUMMARY

Year 2014

Projection - September 2014

YEAR

PRE OPENING

10 Y Average $

Base Model Annual Operating Position

-22,806

453

119,681

193,225

265,752

319,663

331,875

343,993

356,008

367,907

379,681

Net Annual Cost/ Return to Council

-22,806

100,453

111,216

184,760

257,287

311,198

323,410

335,528

347,543

359,442

371,216

270,206

331,135

367,858

396,978

412,063

423,600

427,032

430,491

433,977

437,493

441,036

410,166

Annual attendances

267,824

Conservative Model (-10% ) Annual Operating Position

-22,533

-170,564

-83,818

-21,995

41,271

88,068

98,022

107,858

117,565

127,133

136,550

41,756

Net Annual Cost/ Return to Council

-22,533

-70,564

-92,283

-30,460

32,806

79,603

89,557

99,393

109,100

118,668

128,085

44,137

298,022

331,072

357,280

370,856

381,240

384,328

387,441

390,580

393,743

396,933

369,150

Annual attendances Optimistic Model

(+ 10% )

Annual Operating Position

-22,806

151,616

284,899

366,977

447,431

507,437

521,604

535,699

549,712

563,633

577,452

448,365

Net Annual Cost/ Return to Council

-22,806

251,616

276,434

358,512

438,966

498,972

513,139

527,234

541,247

555,168

568,987

450,747

364,249

404,644

436,675

453,269

465,960

469,735

473,540

477,375

481,242

485,140

451,183

Annual attendances

OPTION 2 – WITH STADIUM Macleod H&FC Masterplan

SENSITIVITY MODEL - OPERATING SUMMARY

Year 2014

Projection - September 2014

YEAR

PRE OPENING

10 Y Average $

Base Model Annual Operating Position

-22,806

11,545

131,994

207,251

280,881

335,585

347,896

360,105

372,203

384,178

396,019

Net Annual Cost/ Return to Council

-22,806

111,545

114,739

189,996

263,626

318,330

330,641

342,850

354,948

366,923

378,764

277,236

342,260

380,217

410,315

425,907

437,832

441,378

444,954

448,558

452,191

455,854

423,946 53,200

Annual attendances

282,766

Conservative Model (-10% ) Annual Operating Position

-22,533

-162,483

-74,676

-11,328

52,913

100,406

110,430

120,327

130,089

139,702

149,156

Net Annual Cost/ Return to Council

-22,533

-62,483

-91,931

-28,583

35,658

83,151

93,175

103,072

112,834

122,447

131,901

47,671

308,034

342,195

369,283

383,316

394,049

397,241

400,458

403,702

406,972

410,268

381,552

466,804

Annual attendances Optimistic Model

(+ 10% )

Annual Operating Position

-22,806

165,718

300,383

384,361

466,046

526,943

541,238

555,453

569,579

583,606

597,521

Net Annual Cost/ Return to Council

-22,806

265,718

283,128

367,106

448,791

509,688

523,983

538,198

552,324

566,351

580,266

461,275

376,486

418,238

451,346

468,497

481,615

485,516

489,449

493,413

497,410

501,439

466,341

Annual attendances

Table 3.3

Summary of all model projections - Options 1& 2

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au

3.3

Increased Resources

Increased casual human resources and significant marketing/promotional and research allowances have been factored in to each of the forecasts to ensure adequate resources to achieve the growth projections. Increased energy provisions have been made given the ever increasing and uncertain costs for energy supply. Some increased provisions have been made for leasing extra equipment but is assumed that any extra equipment or fit-out will be considered via the capital budget.

3.4

Programs and Services

The base model business projections have been calculated on the basis of all existing programs and services (other than court sports activities in option 1) at MR&FC continuing to be offered to the community. The upgraded, expanded and proposed dedicated spaces will allow for growth in existing programs and provide the ability to promote a wider variety of opportunities to a wider range of the community through the configuration of spaces. The consulting suites and increased program areas are examples of where there is potential to grow a wider variety of programs and services. The increased social spaces and café provision will provide an opportunity for increased opportunities for social interaction for users. This has also been factored into the forecast. The concept plans have been developed to eliminate the lack of programing space and competing demands. Growth will be achieved providing that management informs (through marketing initiatives) and invites the community to experience the expanded opportunities on offer.

2.5

Staff

Projections have been based on the existing fulltime staff structure continuing in its current form. Provision has been made for increases in casual program staff to cater for growth where applicable.

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au

Appendix 1 Summary of Cash flow – Option 1 & 2 - All Models

OPTION 1 – NO STADIUM Macleod H&FC Masterplan Projection - September 2014

Base operating model

Year 2014

CASH FLOW SUMMARY

YEAR

PRE OPENING $

Opening Cash Balance Total Income Total Operating Expenses GST Payable

1 $

-22,806

-22,353

97,328

290,554

556,306

875,969

1,207,845

1,551,838

10 Y

Average

1,907,846

2,275,753

2,900,355

3,166,707

3,359,585

3,487,773

3,586,158

3,616,969

3,648,096

3,679,543

3,711,315

3,743,416

3,489,992

-24,786

-2,715,520

-2,840,503

-2,944,092

-2,989,137

-3,025,651

-3,042,277

-3,059,316

-3,076,783

-3,094,696

-3,113,071

-2,992,583

-329,821

-255,603

-279,129

-296,052

-307,342

-316,006

-318,714

-321,448

-324,211

-327,001

1,981

71,221

72,605

73,784

74,459

75,163

75,896

76,661

77,459

78,290

79,157

Closing Cash Balance

-22,806

-22,353

97,328

290,554

556,306

875,969

1,207,845

1,551,838

1,907,846

2,275,753

2,655,435

1,137,372

Annual operating position

-22,806

453

119,681

193,225

265,752

319,663

331,875

343,993

356,008

367,907

379,681

267,824

Provision - Refurbishment/Lifecycle Costs

-108,465

-97,619

# Existing Operating Contribution - savings

100,000

-22,806

100,453

111,216

184,760

257,287

311,198

323,410

335,528

347,543

359,442

371,216

270,206

331,135

367,858

396,978

412,063

423,600

427,032

430,491

433,977

437,493

441,036

410,166

10%

11%

GST Receivable

Net Annual Cost/ Return to Council Annual attendances Operational expense recovery

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd – September 2014

www.cleisure.com.au

OPTION 2 – WITH STADIUM

Macleod H&FC Masterplan Projection - September 2014

Base operating model

Year 2014

CASH FLOW SUMMARY

YEAR

PRE OPENING $

Opening Cash Balance Total Income Total Operating Expenses GST Payable

-22,806

-11,261

120,733

327,984

608,865

944,450

1,292,346

1,652,451

10 Y

Average

2,024,654

2,408,833

2,930,459

3,198,418

3,393,174

3,522,638

3,621,999

3,653,101

3,684,521

3,716,263

3,748,332

3,780,733

3,524,964

-24,786

-2,735,371

-2,860,778

-2,964,550

-3,009,786

-3,046,500

-3,063,338

-3,080,598

-3,098,298

-3,116,455

-3,135,086

-3,013,555

-329,821

-255,603

-279,129

-296,052

-307,342

-316,006

-318,714

-321,448

-324,211

-327,001

1,981

72,060

73,483

74,678

75,371

76,093

76,846

77,630

78,449

79,303

80,193

Closing Cash Balance

-22,806

-11,261

120,733

327,984

608,865

944,450

1,292,346

1,652,451

2,024,654

2,408,833

2,804,852

Annual operating position

-22,806

11,545

131,994

207,251

280,881

335,585

347,896

360,105

372,203

384,178

396,019

282,766

-117,255

-105,530

GST Receivable

Provision - Refurbishment/Lifecycle Costs # Existing Operating Contribution - savings Net Annual Cost/ Return to Council Annual attendances Operational expense recovery

1,215,110

100,000

-22,806

111,545

114,739

189,996

263,626

318,330

330,641

342,850

354,948

366,923

378,764

277,236

342,260

380,217

410,315

425,907

437,832

441,378

444,954

448,558

452,191

455,854

423,946

10%

11%

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au

OPTION 1 – NO STADIUM

Macleod H&FC Masterplan Projection - September 2014

Operating Model - Conservative ( less 10%)

Year 2014

CASH FLOW SUMMARY

YEAR

PRE OPENING $

Opening Cash Balance

-22,533

-193,097

-276,915

-298,910

-257,639

-169,571

-71,549

36,310

10 Y

Average

153,875

281,008

2,610,320

2,850,036

3,023,627

3,138,995

3,227,542

3,255,272

3,283,287

3,311,589

3,340,183

3,369,075

3,140,993

24,786

-2,621,568

-2,754,751

-2,852,466

-2,895,082

-2,929,737

-2,945,811

-2,962,293

-2,979,199

-2,996,545

-3,014,350

-2,897,659

-296,839

Total Income Total Operating Expenses

GST Payable

-230,043

-251,216

-266,446

-276,608

-284,406

-286,842

-289,303

-291,790

-294,301

2,253

70,728

72,112

73,290

73,966

74,669

75,403

76,168

76,965

77,797

78,664

Closing Cash Balance

-22,533

-193,097

-276,915

-298,910

-257,639

-169,571

-71,549

36,310

153,875

281,008

417,558

Annual operating position

-22,533

-170,564

-83,818

-21,995

41,271

88,068

98,022

107,858

117,565

127,133

136,550

41,756

-108,465

-97,619

100,000

-70,564

-92,283

-30,460

32,806

79,603

89,557

99,393

109,100

118,668

128,085

44,137

298,022

331,072

357,280

370,856

381,240

384,328

387,441

390,580

393,743

396,933

369,150

-7%

-3%

-1%

GST Receivable

Provision - Refurbishment/Lifecycle Costs # Existing Operating Contribution - savings Net Annual Cost/ Return to Council Annual attendances Operational expense recovery

-22,533

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au

OPTION 2 – WITH STADIUM Macleod H&FC Masterplan Projection - September 2014

Operating Model - Conservative ( less 10%)

Year 2014

CASH FLOW SUMMARY

YEAR

PRE OPENING $

Opening Cash Balance

-22,533

-185,016

-259,692

-271,020

-218,107

-117,701

-7,272

113,056

10 Y

Average

243,145

382,847

2,637,413

2,878,576

3,053,857

3,170,374

3,259,799

3,287,791

3,316,069

3,344,636

3,373,499

3,402,660

3,172,467

24,786

-2,641,420

-2,775,026

-2,872,923

-2,915,731

-2,950,587

-2,966,872

-2,983,575

-3,000,713

-3,018,304

-3,036,365

-2,918,630

-296,839

Total Income Total Operating Expenses

GST Payable

-230,043

-251,216

-266,446

-276,608

-284,406

-286,842

-289,303

-291,790

-294,301

2,253

71,567

72,990

74,185

74,877

75,599

76,352

77,137

77,956

78,809

79,700

Closing Cash Balance

-22,533

-185,016

-259,692

-271,020

-218,107

-117,701

-7,272

113,056

243,145

382,847

532,003

Annual operating position

-22,533

-162,483

GST Receivable

-74,676

-11,328

52,913

100,406

110,430

120,327

130,089

139,702

149,156

53,200

-117,255

-105,530

100,000

-62,483

-91,931

-28,583

35,658

83,151

93,175

103,072

112,834

122,447

131,901

47,671

308,034

342,195

369,283

383,316

394,049

397,241

400,458

403,702

406,972

410,268

381,552

-7%

-3%

Provision - Refurbishment/Lifecycle Costs # Existing Operating Contribution - savings Net Annual Cost/ Return to Council Annual attendances Operational expense recovery

-22,533

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au

OPTION 1 – NO STADIUM Macleod H&FC Masterplan Projection - September 2014

Operating Model - Optimistic (+ 10%)

Year 2014

CASH FLOW SUMMARY

YEAR

PRE OPENING $

Opening Cash Balance -24,786

GST Payable

-22,806

Total Income Total Operating Expenses

128,810

413,710

10 Y

Average

780,686

1,228,118

1,735,555

2,257,159

2,792,858

3,342,570

3,906,203

3,190,391

3,483,378

3,695,544

3,836,550

3,944,774

3,978,666

4,012,906

4,047,497

4,082,446

4,117,758

3,838,991

-2,838,456

-2,973,666

-3,086,318

-3,135,125

-3,174,516

-3,191,998

-3,209,899

-3,228,236

-3,247,025

-3,266,284

-3,137,631

-362,803

-281,163

-307,042

-325,657

-338,076

-347,607

-350,585

-353,593

-356,632

-359,702

1,981

80,845

82,229

83,408

84,083

84,787

85,520

86,285

87,082

87,914

88,781

Closing Cash Balance

-22,806

128,810

413,710

780,686

1,228,118

1,735,555

2,257,159

2,792,858

3,342,570

3,906,203

4,483,655

Annual operating position

-22,806

151,616

284,899

366,977

447,431

507,437

521,604

535,699

549,712

563,633

577,452

-108,465

GST Receivable

Provision - Refurbishment/Lifecycle Costs # Existing Operating Contribution - savings Net Annual Cost/ Return to Council Operational expense recovery

-22,806

448,365 -97,619

100,000

251,616

276,434

358,512

438,966

498,972

513,139

527,234

541,247

555,168

568,987

450,747

10%

11%

12%

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au

OPTION 2 – WITH STADIUM

Macleod H&FC Masterplan Projection - September 2014

Operating Model - Optimistic (+ 10%)

Year 2014

CASH FLOW SUMMARY

YEAR

PRE OPENING $

-22,806

Total Income -24,786

GST Payable

Opening Cash Balance Total Operating Expenses

142,912

443,295

827,657

10 Y

Average

1,293,703

1,820,647

2,361,884

2,917,337

3,486,917

4,070,523

3,223,505

3,518,260

3,732,492

3,874,902

3,984,199

4,018,411

4,052,973

4,087,889

4,123,165

4,158,807

3,877,460

-2,858,307

-2,993,941

-3,106,776

-3,155,774

-3,195,365

-3,213,058

-3,231,181

-3,249,751

-3,268,784

-3,288,299

-3,158,602

-362,803

-281,163

-307,042

-325,657

-338,076

-347,607

-350,585

-353,593

-356,632

-359,702

1,981

81,684

83,107

84,302

84,995

85,717

86,469

87,254

88,073

88,927

89,817

Closing Cash Balance

-22,806

142,912

443,295

827,657

1,293,703

1,820,647

2,361,884

2,917,337

3,486,917

4,070,523

4,668,044

Annual operating position

-22,806

165,718

300,383

384,361

466,046

526,943

541,238

555,453

569,579

583,606

597,521

466,804

-117,255

-105,530

GST Receivable

Provision - Refurbishment/Lifecycle Costs # Existing Operating Contribution - savings Net Annual Cost/ Return to Council Operational expense recovery

-22,806

100,000

265,718

283,128

367,106

448,791

509,688

523,983

538,198

552,324

566,351

580,266

461,275

10%

11%

12%

13%

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au Appendix 2 Operating Forecast – Base Model – Options 1&2 OPTION 1 – NO STADIUM Macleod H&FC Masterplan Projection - September 2014

Base operating model

Year 2014

OPERATING INCOME YEAR

PRE OPENING

NOTES

Gymnastics Casual fees Membership fees Sub Total

45,936 756,251 802,187

48,600 809,189 857,789

50,447 839,938 890,385

51,860 863,456 915,316

52,280 870,450 922,730

52,703 877,501 930,204

53,130 884,609 937,739

53,560 891,774 945,334

53,994 898,997 952,991

1 1

38,280 669,249 707,529 29,040

34,848

36,869

38,270

39,342

39,660

39,982

40,306

40,632

40,961

15,125

18,150

19,203

19,932

20,491

20,656

20,824

20,992

21,163

21,334

First floor activities Dance programs Self Defence programs Room Hire - Functions/meetings

6,050

7,260

7,681

7,973

8,196

8,263

8,330

8,397

8,465

8,534

Health Related Classes Massage Community Group use (scouts, sports clubs ect..) Consulting Rooms 1,2,3 & 4 Sub Total

7,260 14,520 10,164 14,520 106,722

7,681 15,362 10,754 14,520 112,070

7,973 15,946 11,162 14,520 115,777

8,196 16,392 11,475 14,520 118,612

8,263 16,525 11,568 14,520 119,455

8,330 16,659 11,661 14,520 120,305

8,397 16,794 11,756 14,520 121,162

8,465 16,930 11,851 14,520 122,026

8,534 17,067 11,947 14,520 122,896

2 2 2 2

6,050 12,100 8,470 12,100 88,935

Health Club H&F Memberships

1,430,400

1,501,920

1,589,031

1,649,415

1,695,598

1,709,333

1,723,178

1,737,136

1,751,207

1,765,391

Casual Aerobics/ Group Fitness

44,880

51,612

54,605

56,681

58,268

58,740

59,215

59,695

60,178

60,666

Casual Gym Personal Training Membership Teen Gold Bootcamp Pilates Pryme Movers Sub Total

15,240 279,220 5,693 6,958 6,325 6,500 1,795,215

17,526 321,103 6,546 8,001 7,274 7,150 1,921,132

18,543 339,727 6,926 8,465 7,696 7,565 2,032,558

19,247 352,637 7,189 8,787 7,988 7,852 2,109,795

19,786 362,510 7,391 9,033 8,212 8,072 2,168,869

19,946 365,447 7,450 9,106 8,278 8,137 2,186,437

20,108 368,407 7,511 9,180 8,345 8,203 2,204,147

20,271 371,391 7,572 9,254 8,413 8,270 2,222,001

20,435 374,399 7,633 9,329 8,481 8,337 2,239,999

20,600 377,432 7,695 9,405 8,550 8,404 2,258,143

Other 131,890

145,079

153,494

159,326

163,787

165,114

166,452

167,800

169,159

170,529

Café/Merchandise (Net)- 25%

49,670

55,179

59,547

61,809

63,540

64,055

64,574

65,097

65,624

66,155

Events

4,840

5,121

5,418

5,624

5,781

5,828

5,875

5,923

5,971

6,019

Holiday programs (Out of school hours)

Misc

2,420

2,560

2,709

2,812

2,891

2,914

2,938

2,961

2,985

3,010

Sponsorship Schools program Birthday Parties Creche / Child Care Tennis / Multi Purpose Courts Spectators/ Visitors Sub Total

6,050 50,556 30,250 28,380 4,620 308,676

6,401 55,612 32,005 29,799 4,911 336,666

6,772 58,670 33,861 31,527 5,171 357,169

7,029 61,897 35,147 32,725 5,445 371,816

7,226 64,682 36,132 33,642 5,680 383,361

7,285 66,946 36,424 33,914 5,867 388,347

7,344 69,289 36,719 34,189 6,061 393,440

7,403 71,715 37,017 34,466 6,261 398,642

7,463 74,225 37,317 34,745 6,467 403,956

7,524 76,822 37,619 35,026 6,681 409,385

2,900,355

3,166,707

3,359,585

3,487,773

3,586,158

3,616,969

3,648,096

3,679,543

3,711,315

3,743,416

Total Income - GST Inc

Program Growth %

5.00%

3.00%

2.00%

0.01%

Population Growth %

0.80%

367,858

396,978

412,063

423,600

427,032

430,491

433,977

437,493

441,036

VISITS

331,135

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

0.01%

www.cleisure.com.au OPTION 2 – WITH STADIUM Macleod H&FC Masterplan Projection - September 2014

Base operating model

Year 2014

OPERATING INCOME YEAR

PRE OPENING

NOTES

38,280 669,249 707,529

45,936 756,251 802,187

48,600 809,189 857,789

50,447 839,938 890,385

51,860 863,456 915,316

52,280 870,450 922,730

52,703 877,501 930,204

53,130 884,609 937,739

53,560 891,774 945,334

53,994 898,997 952,991

1 1

Gymnastics Casual fees Membership fees Sub Total

First floor activities 29,040

34,848

36,869

38,270

39,342

39,660

39,982

40,306

40,632

40,961

Self Defence programs

15,125

18,150

19,203

19,932

20,491

20,656

20,824

20,992

21,163

21,334

Room Hire - Functions/meetings

6,050

7,260

7,681

7,973

8,196

8,263

8,330

8,397

8,465

8,534

Health Related Classes Massage Community Group use (scouts, sports clubs ect..) Consulting Rooms 1,2,3 & 4 Sub Total

7,260 14,520 10,164 14,520 106,722

7,681 15,362 10,754 14,520 112,070

7,973 15,946 11,162 14,520 115,777

8,196 16,392 11,475 14,520 118,612

8,263 16,525 11,568 14,520 119,455

8,330 16,659 11,661 14,520 120,305

8,397 16,794 11,756 14,520 121,162

8,465 16,930 11,851 14,520 122,026

8,534 17,067 11,947 14,520 122,896

2 2 2 2

6,050 12,100 8,470 12,100 88,935

H&F Memberships

1,430,400

1,501,920

1,589,031

1,649,415

1,695,598

1,709,333

1,723,178

1,737,136

1,751,207

1,765,391

Casual Aerobics/ Group Fitness

44,880

51,612

54,605

56,681

58,268

58,740

59,215

59,695

60,178

60,666

Casual Gym Personal Training Membership Teen Gold Bootcamp Pilates Pryme Movers Sub Total

15,240 279,220 5,693 6,958 6,325 6,500 1,795,215

17,526 321,103 6,546 8,001 7,274 7,150 1,921,132

18,543 339,727 6,926 8,465 7,696 7,565 2,032,558

19,247 352,637 7,189 8,787 7,988 7,852 2,109,795

19,786 362,510 7,391 9,033 8,212 8,072 2,168,869

19,946 365,447 7,450 9,106 8,278 8,137 2,186,437

20,108 368,407 7,511 9,180 8,345 8,203 2,204,147

20,271 371,391 7,572 9,254 8,413 8,270 2,222,001

20,435 374,399 7,633 9,329 8,481 8,337 2,239,999

20,600 377,432 7,695 9,405 8,550 8,404 2,258,143

Dance programs

Health Club

Other 131,890

145,079

153,494

159,326

163,787

165,114

166,452

167,800

169,159

170,529

Café/Merchandise (Net)- 25%

51,339

57,032

61,547

63,886

65,675

66,207

66,743

67,284

67,829

68,378

Events

4,840

5,121

5,418

5,624

5,781

5,828

5,875

5,923

5,971

6,019

Misc

2,420

2,560

2,709

2,812

2,891

2,914

2,938

2,961

2,985

3,010

Sponsorship Schools program Birthday Parties Creche / Child Care Sports hall / facility rental Tennis / Multi Purpose Courts Sub Total

6,050 50,556 30,250 28,380 28,435 4,620 338,780

6,401 55,612 32,005 29,799 29,857 4,911 368,376

6,772 58,670 33,861 31,527 31,588 5,171 390,758

7,029 61,897 35,147 32,725 32,789 5,445 406,681

7,226 64,682 36,132 33,642 33,707 5,680 419,202

7,285 66,946 36,424 33,914 33,980 5,867 424,479

7,344 69,289 36,719 34,189 34,255 6,061 429,865

7,403 71,715 37,017 34,466 34,533 6,261 435,361

7,463 74,225 37,317 34,745 34,812 6,467 440,973

7,524 76,822 37,619 35,026 35,094 6,681 446,702

2,930,459

3,198,418

3,393,174

3,522,638

3,621,999

3,653,101

3,684,521

3,716,263

3,748,332

3,780,733

Program Growth %

5.00%

3.00%

2.00%

0.01%

Population Growth %

0.80%

380,217

410,315

425,907

437,832

441,378

444,954

448,558

452,191

455,854

Holiday programs (Out of school hours)

Total Income - GST Inc

VISITS

342,260

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au OPTION 1 – NO STADIUM Macleod H&FC Masterplan Projection - September 2014

Year 2014

Base financial model

OPERATING EXPENSES YEAR

PRE OPENING

NOTES

Staff Salaries and wages Management

98,700

Gymnastics

329,780

346,269

366,353

Admin and customer service

278,300

Schools

24,310

25,720

27,212

28,246

29,037

29,272

29,509

29,748

29,989

30,232

Creche

32,120

Casual Cleaners

12,000

Group Exercise Instructors

193,600

212,960

225,312

233,874

240,422

242,369

244,333

246,312

248,307

250,318

Holiday Programs

73,810

81,191

85,900

89,164

91,661

92,403

93,152

93,906

94,667

95,434

H&F

245,630

270,193

297,212

308,506

317,145

319,713

322,303

324,914

327,546

330,199

Personal training Community development Operational Oncosts @ 18% Sub Total

174,700 63,400 21,300 278,577 1,826,227

192,170 69,740 21,300 295,319 1,935,982

203,316 69,740 21,300 309,144 2,026,608

211,042 69,740 21,300 314,882 2,064,226

216,951 69,740 21,300 319,271 2,092,999

218,708 69,740 21,300 320,576 2,101,555

220,480 69,740 21,300 321,892 2,110,181

222,266 69,740 21,300 323,218 2,118,877

224,066 69,740 21,300 324,556 2,127,643

225,881 69,740 21,300 325,904 2,136,480

10,000

78,100

85,910

94,501

97,336

100,256

103,264

106,362

109,553

112,839

116,224

8,591

42,955

795

20,680

65,065

68,318

8,663

Other Costs Promotion & Research Office Costs Insurance (excludes ISR ) Energy (Gas & Electricity) Water

3,600

83,292

87,457

91,829

96,421

101,242

106,304

111,619

117,200

123,060

129,213

9,680

18,017

17,368

Core Activity Costs

12,572

Information Technology costs - overheads

24,805

Equipment Lease

115,500

Management Fees - Corporate Overheads

277,706

5,429

4,500 27,195 60,500 11,667 2,000

Cleaning Chemicals & Equip. Maintenance (grounds, plant, equip, build) Security Contract, Licence & Subscription Fees Sundry Expenses

2,400

Travel Staff Training / Development Finance Costs Contract cleaners Depreciation Uniforms Sub Total

3,000

24,786

Total Income - GST Inc

889,293

904,521

917,484

924,911

932,652

940,722

949,135

957,907

967,053

976,591

2,900,355

3,166,707

3,359,585

3,487,773

3,586,158

3,616,969

3,648,096

3,679,543

3,711,315

3,743,416

Total Operating Expenses - GST Inc

24,786

2,715,520

2,840,503

2,944,092

2,989,137

3,025,651

3,042,277

3,059,316

3,076,783

3,094,696

3,113,071

SURPLUS / (DEFICIT) GST Inc

-24,786

184,835

326,204

415,493

498,635

560,507

574,692

588,780

602,760

616,619

630,345

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au OPTION 2 – WITH STADIUM Macleod H&FC Masterplan Projection - September 2014

Base financial model

Year 2014

OPERATING EXPENSES YEAR

PRE OPENING

NOTES

Staff Salaries and wages Management

98,700

Gymnastics

329,780

346,269

366,353

Admin and customer service

278,300

Schools

24,310

25,720

27,212

28,246

29,037

29,272

29,509

29,748

29,989

30,232

Creche

32,120

Casual Cleaners

21,000

Group Exercise Instructors

193,600

212,960

225,312

233,874

240,422

242,369

244,333

246,312

248,307

250,318

Holiday Programs

73,810

81,191

85,900

89,164

91,661

92,403

93,152

93,906

94,667

95,434

H&F

245,630

270,193

297,212

308,506

317,145

319,713

322,303

324,914

327,546

330,199

Personal training Community development Operational Oncosts @ 18% Sub Total

174,700 63,400 21,300 280,197 1,836,847

192,170 69,740 21,300 296,939 1,946,602

203,316 69,740 21,300 310,764 2,037,228

211,042 69,740 21,300 316,502 2,074,846

216,951 69,740 21,300 320,891 2,103,619

218,708 69,740 21,300 322,196 2,112,175

220,480 69,740 21,300 323,512 2,120,801

222,266 69,740 21,300 324,838 2,129,497

224,066 69,740 21,300 326,176 2,138,263

225,881 69,740 21,300 327,524 2,147,100

10,000

78,100

85,910

94,501

97,336

100,256

103,264

106,362

109,553

112,839

116,224

8,591

42,955

795

20,680

70,070

73,574

8,663

Other Costs Promotion & Research Office Costs Insurance (excludes ISR ) Energy (Gas & Electricity) Water Cleaning Chemicals & Equip. Maintenance (grounds, plant, equip, build) Security Contract, Licence & Subscription Fees

4,356

86,763

91,101

95,656

100,438

105,460

110,733

116,270

122,084

128,188

134,597

9,680

18,017

17,368

Core Activity Costs

12,572

Information Technology costs - overheads

24,805

Equipment Lease

115,500

Management Fees - Corporate Overheads

277,706

5,429

4,500 27,195 60,500 11,667 2,000

Sundry Expenses

2,400

Travel Staff Training / Development Finance Costs Contract cleaners Depreciation Uniforms Sub Total

3,000

24,786

Total Income - GST Inc

898,524

914,176

927,322

934,940

942,882

951,162

959,797

968,801

978,192

987,987

2,930,459

3,198,418

3,393,174

3,522,638

3,621,999

3,653,101

3,684,521

3,716,263

3,748,332

3,780,733

Total Operating Expenses - GST Inc

24,786

2,735,371

2,860,778

2,964,550

3,009,786

3,046,500

3,063,338

3,080,598

3,098,298

3,116,455

3,135,086

SURPLUS / (DEFICIT) GST Inc

-24,786

195,088

337,640

428,625

512,852

575,499

589,764

603,923

617,965

631,877

645,647

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au

Appendix 3 Accompanying Notes for all Models - Options 1& 2 Note

Income description

Gymnastics

First floor activities

Health & Fitness memberships

Personal Training

Café/Merchandise (Net)- 25%

Note

Based on a 31% increase in gymnastics casual and member activity over the first three years. Program and population growth factored in from years 4 10. Based on 10% increase in existing usage over 2 years given the ability to cross sell and promote programs. Includes consulting room hire and an increase in community group use. Based on a 25% increase over a two year period given the ability to cross sell and promote programs. Member ship base has peaked at 2,200 in 2011/12 Based on a 25% increase over the first two years. Increases given the ability to cross sell programs. Based on CERM medium of 69 cents per visit spend. Calculation is net 25% of spend given proposed separate location of reception and café. Assumes that reception staff will be independent from café staff.

Expense description

Full Time Payroll

Promotion & Research

Based on existing full and permanent part time staffing structure. Staff cost increases are reflective of program growth only Increased allocated cost to achieve growth projections.

Energy (Gas & Electricity)

Increase based on energy cost uncertainty and potential carbon tax implications.

Maintenance (grounds, plant, equip, build)

Equipment lease

Cost escalation to maintain plant and general wear and tear on venue. Refurbishment/life cycle provisions are factored in cash flow and will be used for capital maintenance and improvements Significant increase to lease more H&F equipment on an annual basis. More equipment required to cater for projected increase in use

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au Appendix 4 Operating Forecast – Options 1& 2

Conservative model (–10%)

OPTION 1 – NO STADIUM Macleod H&FC Masterplan Projection - September 2014

Operating Model - Conservative ( less 10%)

Year 2014

OPERATING INCOME YEAR

PRE OPENING

NOTES

Gymnastics Casual fees Membership fees Sub Total First floor activities

34,452 602,324 636,776

41,342 680,626 721,968

43,740 728,270 772,010

45,402 755,944 801,346

46,674 777,111 823,784

47,052 783,405 830,457

47,433 789,751 837,184

47,817 796,148 843,965

48,204 802,596 850,801

48,595 809,098 857,692

1 1

Dance programs

26,136

31,363

33,182

34,443

35,408

35,694

35,984

36,275

36,569

36,865

Self Defence programs

13,613

16,335

17,282

17,939

18,441

18,591

18,741

18,893

19,046

19,201

Room Hire - Functions/meetings

5,445

6,534

6,913

7,176

7,377

7,436

7,497

7,557

7,619

7,680

Health Related Classes Massage Community Group use (scouts, sports clubs ect..) Consulting Rooms 1,2,3 & 4 Sub Total

5,445 10,890 7,623 10,890 80,042

6,534 13,068 9,148 13,068 96,050

6,913 13,826 9,678 13,068 100,863

7,176 14,351 10,046 13,068 104,199

7,377 14,753 10,327 13,068 106,751

7,436 14,873 10,411 13,068 107,509

7,497 14,993 10,495 13,068 108,274

7,557 15,115 10,580 13,068 109,046

7,619 15,237 10,666 13,068 109,823

7,680 15,360 10,752 13,068 110,607

2 2 2 2

1,351,728 46,451 15,773 288,993 5,892 7,201 6,546 6,435 1,729,019

1,430,128 49,145 16,688 305,754 6,233 7,619 6,926 6,808 1,829,302

1,484,473 51,012 17,322 317,373 6,470 7,908 7,189 7,067 1,898,816

1,526,038 52,441 17,807 326,259 6,651 8,130 7,391 7,265 1,951,982

1,538,399 52,866 17,952 328,902 6,705 8,195 7,450 7,324 1,967,794

1,550,860 53,294 18,097 331,566 6,760 8,262 7,511 7,383 1,983,733

1,563,422 53,725 18,244 334,252 6,814 8,329 7,572 7,443 1,999,801

1,576,086 54,161 18,391 336,959 6,870 8,396 7,633 7,503 2,015,999

1,588,852 54,599 18,540 339,689 6,925 8,464 7,695 7,564 2,032,329

1,287,360 40,392 13,716 251,298 5,123 6,262 5,693 5,850 1,615,694

Holiday programs (Out of school hours)

118,701

130,571

138,144

143,394

147,409

148,603

149,806

151,020

152,243

153,476

Café/Merchandise (Net)- 25%

44,703

49,661

53,592

55,628

57,186

57,649

58,116

58,587

59,062

59,540

Events

4,356

4,609

4,876

5,061

5,203

5,245

5,288

5,330

5,374

5,417

Misc

2,178

2,304

2,438

2,531

2,601

2,623

2,644

2,665

2,687

2,709

Sponsorship Schools program Birthday Parties Creche / Child Care Tennis / Multi Purpose Courts Spectators/ Visitors Sub Total

5,445 45,500 27,225 25,542 4,158 277,809

5,761 50,050 28,804 26,819 4,420 302,999

6,095 52,803 30,475 28,375 4,654 321,452

6,327 55,707 31,633 29,453 4,901 334,634

6,504 58,214 32,518 30,278 5,112 345,025

6,556 60,252 32,782 30,523 5,280 349,513

6,609 62,361 33,047 30,770 5,455 354,096

6,663 64,543 33,315 31,019 5,635 358,777

6,717 66,802 33,585 31,270 5,820 363,560

6,771 69,140 33,857 31,524 6,013 368,447

2,610,320

2,850,036

3,023,627

3,138,995

3,227,542

3,255,272

3,283,287

3,311,589

3,340,183

3,369,075

Program Growth %

5.00%

3.00%

2.00%

0.01%

Population Growth %

0.80%

331,072

357,280

370,856

381,240

384,328

387,441

390,580

393,743

396,933

Health Club H&F Memberships Casual Aerobics/ Group Fitness Casual Gym Personal Training Membership Teen Gold Bootcamp Pilates Pryme Movers Sub Total

Other

Total Income - GST Inc

VISITS

298,022

Banyule City Council – Macleod Recreation & Fitness Centre Masterplan –Draft Report C Leisure Pty Ltd –September 2014

www.cleisure.com.au OPTION 2 – WITH STADIUM Macleod H&FC Masterplan Projection - September 2014

Operating Model - Conservative ( less 10%)

Year 2014

OPERATING INCOME YEAR

PRE OPENING

NOTES

Gymnastics Casual fees Membership fees