GYMNASTICS VICTORIA FACILITY GUIDE & STRATEGY PLAN Prepared for Gymnastics Victoria by Brian Mott

Transcription

1 GYMNASTICS VICTORIA FACILITY GUIDE & STRATEGY PLAN Prepared for Gymnastics Victoria by Brian Mott

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4 CONTENTS 1 PURPOSE INTRODUCTION METHODOLOGY MARKET RESEARCH AND CONSULTATION Survey Further Consultation Market Research STRATEGIC ENVIRONMENT KEY FINDINGS Gymnastics Participation and Development Facilities Facility Operation Findings Economic and Financial Impact ASSESSING GAPS IN GENERAL PROVISION OF GYMNASTICS FACILITIES (PRELIMINARY FOR DISCUSSION) KEY DEVELOPMENT DRIVERS CRITERIA FOR ASSESSMENT STRATEGIC FIT (WEIGHTING OF 5) IMPACT ON PARTICIPATION IN THE SHORT/ MEDIUM TERM (WEIGHTING OF 4) IMPACT ON THE DELIVERY OF GYMNASTICS PROGRAMS AND SERVICES AND IN PARTICULAR GV AND GA PRIORITIES (WEIGHTING OF 3) LIKELY TO BE SUCCESSFUL AND SUSTAINABLE (WEIGHTING OF 4) DELIVERABILITY (WEIGHTING OF 3) DEMAND FACILITY DEVELOPMENT PRIORITIES Upgrade of Existing Facilities New Facilities Facility Development by Region Estimated Investment Required for Existing Known Priorities Other Priorities Growth Areas CHALLENGES DEVELOPING NEW OR EXPANDED FACILITIES DEVELOPMENT OPPORTUNITIES/OPTIONS COMPATIBILITY OF GYMNASTIC DISCIPLINES FACILITY COMPONENTS AND DESIGN MAJOR LOCAL CLUB/ REGIONAL FACILITY LOCAL CLUB FACILITY ENTRY LEVEL GYMNASTICS FACILITY IMPLEMENTATION STRATEGY Communications and Advocacy New Facility Developments and Upgrades Club Support and Resource Provision/Allocation Sport Development Initiatives Strategic Planning OTHER FACILITY CONSIDERATIONS UNIVERSAL DESIGN PRINCIPLE ENVIRONMENTALLY SUSTAINABLE DESIGN PRINCIPLES AND PRACTICES

5 Tables Table 1 GV Membership 2004 to Table 2 Operational Capacity, Waiting List and Projected Growth... 9 Table 3 Organisation Structure Table 4 Facility Operation Indicators Table 5 Major Population Centres with GV Membership levels 50% or more below state Average 13 Table 6 Growth Areas and Gymnastic s Facility Provision/ Plans Attachments Attachment 1 Training and Competition Venues Requirements Attachment 2 GV Facility Priority Criteria Indicators and Measures for Assessment Attachment 3 GV Membership Municipality Analysis Attachment 4 Gymnastics Participation Growth and Program Space Requirements Municipality Analysis Attachment 5 Gymnastics Victoria Gymnastics Clubs Per Region and LGA Attachment 6 Combined Analysis; Region, LGA, Population, Participation, Clubs and Facility Requirements 3

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7 1 Purpose Gymnastics Victoria Facility Guide and Strategy Plan The purpose of this report is to identify priority locations throughout Victoria for Gymnastics facilities and to provide information that can assist organisations develop a business case for the build and operations of Gymnastics facilities. Specifically the purpose of conducting this research is to assist with: Increasing the numbers of participants in Gymnastics Enhance the experience of participants in gymnastics Provide facilities that are inclusive and welcoming Provide an opportunity for all Victorians to participant in Gymnastics Demonstrate a compelling business case for gymnastics facilities 2 Introduction This report builds on the work being undertaken to develop a Facility Planning Guide. It includes an update on the Gymnastics Victoria Facility Master Plan initially prepared in 2011/12. This Gymnastics Victoria Facility Guide and Strategy Plan will assist with the future planning of gymnastics facilities and facility funding across the state. Gymnastics Victoria (GV) represents the interests and is responsible for the development of eight Gymsports or gymnastic disciplines. These are Acrobatic Gymnastics (ACR), Cheer-leading (CHL), and Gymnastics for All (GFA), Rhythmic Gymnastics (RG), Sport Aerobics (AER), Trampoline Sports (TRP), Men s Artistic Gymnastics (MAG) and Women s Artistic Gymnastics (WAG). Key components of this guide are to get a better understanding of the optimal management, facility components and commercial arrangements for the various gymnastics facility options and identifying priorities for facility development in each region. 2.1 Methodology The work has been commissioned by Gymnastics Victoria with financial support from the Victorian Government. Brian Mott was commissioned in June 2014 by Gymnastics Victoria to assist develop the Guide and update the Master Plan. The study is being completed in four integrated stages: Stage One: Background And Facility Review Assessment; Stage Two: Market Research & Consultation; Stage Three: Strategic Development Directions, including drafting content for the Guide and establishing priorities for future development requiring further investigation; and Stage Four: Development and production of the Guide which is proposed to be commissioned as a separate project to be undertaken in early 2015 Key tasks and outcomes sought are: Build on the demographic analysis completed in 2011/12. Research and consult with Local Government Authorities, schools, developers and other significant local organisations to identify the potential locations for new facilities; Consult with and analyse key Stakeholder feed-back Research and identify existing facilities for expansion and more extensive use. Provide data outlining the major operational outcomes and financial returns for gymnastics clubs and facilities. Better understand the optimal management, facility components and commercial arrangements for the various facility options. 5

8 Identify possible location options to address identified need in priority geographical areas, including sustainability Articulate Gymnastics Victoria Strategic Priorities relating to facility development Prioritise geographical areas requiring future facility development, to help guide future more detailed planning & funding decisions. Actively work with operators LGA s, relevant developers and asset owners to determine their requirements and to ensure the needs of GV and gymnastics are better catered for in facility planning. Develop guidelines and advice on facility design 2.2 Market Research and Consultation Extensive consultation has been undertaken to identify current and future needs, issues and opportunities for gymnastics. This includes: Key stakeholder interviews Workshops and meetings with GV staff and Board members, including a workshop in September 2014 to assist draft strategic facility development priorities Meetings, telephone/ interviews with a cross-section of clubs Member Club Online Survey Review of State and National Participation Trends Discussion with Local Government Authorities particularly growth area LGA s Discussion with relevant Victorian Government representatives Access to Growth Area planning data and discussions on the policy and decision-making process for determining future infrastructure development Survey In July 2014 Gymnastics Victoria commissioned a section of its annual survey of all 110 clubs to assist with the preparation of the Facility Plan. The survey was conducted online with all clubs requested to respond. The survey was designed to collect information to supplement existing information held on the GV data base and/or collected for the 2011/12 Master Plan. Key information was collected included: Gain a better understanding of the feasibility and return on investment of gymnastics facilities. T Information on demand Facility capacity Opportunities currently provided identifying any gaps or duplication in provision and future opportunities and constraints. 53 clubs responded to questions relevant to the collection of data for the study. Of these respondents, 20 clubs provided comprehensive data on facility operations and planning. A further 20 clubs provided information on waiting lists, facility capacity and future facility plans. The survey was complimented by a further 17 meetings, telephone conversations and response to s relating to gymnastics facility operations and planning Further Consultation Additional information, comments and analysis was collected from: GV staff and Board members; 9 LGA s; 19 Clubs and/or Providers, including representatives of organisations operating selected model facilities and those considering the expansion of their clubs/ organisations to other areas; Seven other key stakeholders, including two statewide operators Market Research The 2011/12 Master Plan provides a comprehensive analysis of the Australian Bureau of Statistics' (ABS) survey of Children's Participation in Cultural and Leisure Activities up to the 2009 survey. The survey, generally undertaken every 3 years, collects information on children's (5 to 14 years of age) participation in cultural activities and organised sports outside of school hours during the 12 months prior to interview and on 6

9 participation in selected leisure activities outside of school hours during the most recent two school weeks prior to interview. The report identified children s participation in gymnastics of 4.6% (calisthenics was included in the gymnastics category in all reports prior to 2012). The reports identified growth in gymnastics (calisthenics) participation for these age groups of more than 75% in the previous decade to (Refer to Table 1 page 5.) Participation trends reported in the Master Plan are continuing. The 2012 ABS report identifies that 4.8% (report excludes calisthenics in gymnastic category) of Australian children (5 to 14 years of age) participate in gymnastics outside of school hours. This would indicate that after taking account of numbers participating in calisthenics a growth rate of 25% in participation numbers across Australia over the 3 year period 2009 to This indicates a continuation of the trend of growth of approximately 75% over a decade. An analysis of GV membership statistics identifies an even greater increase in participation than that reported in the ABS Surveys, in the order of a 100% increase over the last decade. GV staff has reported that GV is anticipating that given the appropriate supporting infrastructure, membership will double to more than 80,000 members over the next decade, replicating the experience of the past decade. Table 1 GV Membership 2004 to Recent surveys and facility analysis (based on information from 45 clubs from a cross-section of large, medium and small facility providers) report large waiting lists, most facilities operating at close to capacity and facility operational outcomes that indicate strong performances relating to viability, efficiency of operation and high throughput per m2 compared to other major users of indoor facility space (refer table 2 page 7, table 3 page 8 and table 4 page 9 for further detail). 3 Strategic Environment The 2011/12 Master Plan provided a comprehensive analysis on general sport and recreation trends and challenges that are likely to impact on Victorian Communities now and in the future. These trends and challenges continue to be relevant to planning gymnastics facilities today. Key trends and challenges are listed below with more detailed information available in Section Two of the 2011/12 Master Plan: Changing demographics including a gradual aging of the population Flexibility in the times when people recreate. Increased variety in sport and recreation options and competition for participants Impact of technology such as video games, tablet devices consuming children s recreational time Constraints to sport and recreation participation Changing employment structures, trading and work hours Different people want different activities 7

10 Expectation by consumers of high standards and quality of facilities and services Desire for activities to be affordable Recognition of strong links between physical activity and health and cognitive development. Expectations of equity and access Reliance on external revenues for facility development Lack of facility availability, especially indoor facilities Accessing adequate numbers of well trained personnel such as coaches Gymnastics Profile which is relatively low in the media, amongst key decision-makers and community, except for a small period of time during the Olympic Games in which it is one of the most viewed sports Key funding and facility providers often believing that gymnastic facilities should be developed and funded by the private sector 4 Key Findings Gymnastics Participation and Development Massive growth in participation in the past decade, especially amongst the younger age groups Majority of participants are relatively young compared to other sport and recreation activities, e.g. average age of females participants is 7.5 years of age Predominantly a female sport Most participants (approximately 80%) are involved in the sport for a relatively short time-span (less than 3 years), especially those participating in general gymnastics and entry level programs GV membership continues to grow at a rapid rate with almost 100% growth in the past 10 years, GV membership has grown by 20.5% since the master plan was first developed 3 years ago. The greatest growth continues to be in the traditionally well supported programs, especially kinder gym, general gymnastics and WAG 78% of surveyed clubs (55 clubs responded) reported growth with 35% experiencing growth of 15% or more in the past 3 years 90% of surveyed clubs (48 clubs responded) anticipate further growth with 40% of clubs anticipating growth of 20% or more over the next 3 years Participants are involved longer than most sports/ recreational activities; Participants at a minimum attend for 1 hour a week up to maximum of 32 hours. 27% are involved more than 5 hours per week, average participation time has marginally increased from 2.8 to 2.94 hours per week, compared to most indoor sports that average approximately 2 hours per week. Relative low levels of conversion from school based programs and competitions, such as aeroschools and recreation school gymnastics, to club participation Strong support amongst clubs for all abilities programs Facilities Current Situation Facility development is well behind growth with new facility developments and upgrades providing space for approximately an additional 6,500 participants in the past 8 years, whereas GV membership has increased by more than 18,000 participants in that time There are very few new facilities and/or expansion of existing centres planned as compared to current unmet and future demand The capital cost of constructing indoor stadium/ gymnastic centres has risen rapidly over the past ten years. The unit cost of constructing program space has increased at a rate significantly greater than inflation, limiting accessibility to affordable infrastructure opportunities Providing adequate foyer and entry space is critical. More facilities strategically placed need multipurpose space capable of being configured/ utilised for functions/ events Many of the sports that gymnastics competes with for facility investment and members are heavily subsidised in facility costs High performance programs find it difficult to access suitable facilities during appropriate times of the day/week Amenity provision in most centres is minimal 8

11 Large percentage of centres caters for small number of disciplines; especially WAG. The current structuring of programs at most facilities may contribute to relative low levels of retention and/ or translation from general gymnastics and WAG/MAG to other disciplines at 12 to 15 years of age The Gymnastic floor space is generally subject to high intensity utilisation by the more popular disciplines. Growth of and catering for the lesser patronised disciplines by existing clubs is limited because most of the activities for these disciplines require access to the already over-utilised floor space 65% of clubs operate under a lease/ licence arrangement (with facility owners a mix of LGA s, schools, private owners), 22% are hirers, whereas 13% own their facilities Facility locations are as follows: 27.7% in industrial estates, 21.5% in school settings, 15.4% are stand alone and 16.9% are in sport precincts A large percentage of participants travel to venues by car resulting in the need for sufficient car parking at venues Most facilities have waiting lists (see table 2 page 7). The largest waiting lists relate to entry level programs. There is a current shortfall of 8,000 m2 of program space across the state (primarily based on an assessment of waiting lists and large population areas with no or limited facility access) Future Needs Most clubs would need to either expand current facilities or develop new facilities to cater for the current unmet demand and/or projected growth in participation. After factoring in the average number of participation hours and weeks attended per year it is estimated that on average 1000m2 of program space could cater for approximately 520 gymnasts per year or approximately 1500 visits per week. (I.e. there are approximately 52 gymnasts able to be catered for per 100m2. This is based on each participant being involved at the current average of 2.9 hours per week and with 10% to 15% of participants in competition streams involving training more than 4 hours per week. If a club is exclusively WAG, MAG, Trampoline or Rhythmic Gymnastics than the space will cater for significantly less gymnasts. Conversely if the club mainly conducts Gym for All, Kinder gym or Cheer-leading it could cater for significantly more gymnasts. Facilities that focus on general gymnastics and entry-level programs can cater for more gymnasts per square metre. Facility operators are becoming more conscious of reviewing configuration of their program space to maximize throughput per m2. GV and GA are both strong advocates and leaders of improving efficiencies at gymnastic centres. 14,000 plus m2 of program space is required to cater for new demand in growth areas over the next decade, based on current participation levels and facility utilisation patterns (refer tables 5 and 6 for more detail). Size of Club Table 2 Operational Capacity, Waiting List and Projected Growth 100% of Capacity current Operations Has Waiting List? Waiting List >200+ Waiting List >100+ Projected Growth of >40% (3 years) 500 plus 73% 100% 30% 60% 20% 64% members 250 to % 82% 14% 14% 44% 77% members <250 members 35% 36% 0% 0% 11% 33% <100 members 20% 30% 0% 0% 0% 25% All Clubs 47.5% 62.5% 12% 24% 21% 52% Projected Growth of >20% (3 years) Facility Operation Findings Peak usage times continue to be week days from 3pm to 7pm and Saturday 9am to 5pm; strong demand (shoulder time) from 7pm to 9pm weekdays. Almost half of the centres operate between 9am to 1pm week-days 9

12 Facility operating costs are increasing. The cost of facility hire/ lease is often beyond the capacity of the activity/ customers being hosted. There appears to be a trend of increasing facility costs well beyond inflation A large Percentage of centres cater for a small number of disciplines; especially WAG and GG. Consideration to include other disciplines such as ACR and AER could encourage a greater percentage of retention and a transition to other disciplines The operational viability of gymnastic clubs/ centres is stronger than most other indoor sport and recreational activities (refer table 3 page 8 for summary of comparisons with other indoor centres) GA and GV are both undertaking projects aimed at ensuring existing and planned facilities are utilised to maximum efficiency. Based on analysis to date most clubs that operate as successful businesses have 500 plus members. When clubs get to 500 gymnasts they are ready to employ at least one full time staff member. When clubs get to this level they reach a new level of professionalism in the running of the club and club numbers grow significantly. GV and Gymnastics Australia (GA) have developed programs and services that assist clubs to operate more efficiently regardless of their size. There has been growth in the number of privately owned and operated clubs, however a high proportion of clubs continue to be not for profit (see table 4 page 9) Economic and Financial Impact A recent survey (70 clubs) identified that on average each centre employs 1.55 full-time staff, 15.6 part-time/ casual staff and 15 volunteers Information from 31 club facilities: identified an average annual surplus of 4.2%, most of which is re-invested into equipment, sport development and facility upgrades that facilities host 89.7 annual visits/m2 which is well above CERM (an independent survey of 200 Australian indoor sport facilities) indicators for aquatic/ indoor sport facilities (72 annual visits/m2) and netball/ basketball centre visitation data (combined BV/NV surveys indicate 55 visits/m2) Revenue of $798/m2 generated annually which is 70% to 80% higher than identified in CERM data for indoor facilities and netball/ basketball centre visitation data surveys. However facility and program costs/m2 are also higher (initial analysis indicates 50% to 70% higher than other indoor facilities) there is full cost recovery at most centres whereas CERM data indicates approximately 84% across indoor centres Operational Performance Average Gymnastic Clubs Table 3 Facility Operation Indicators Average Top 15% Clubs CERM Survey (Dry Centres 2013 Group 1&2 <2,000m2) Average Indoor Court Sport Centres (netball and basketball) (BM) Annual Surplus 4.2% 3.5% 0% 2% 0% Annual Visits m Program Space Annual Revenue $798 $845 $393 $424 $369 /m2 Annual $765 $815? $409? Expenditure/ m2 Receipts per visit $10.60 $12.80 $6.15 $6.74 $7.35 (includes secondary spend) Cost Recovery 100% 100% 78% 98% 59% Average participant ? 2.1? hrs./ week Labour Costs as a 78% 62.7% 86% 62% 80% %age of receipts Annual Subsidy/ visit 0 0 $1.18 $0.05 $4.00 CERM Indoor Aquatic Centres (<3000m2) 10

13 Table 4 Organisation Structure Organisation Status 28.30% 9.43% 62.26% Not for Profit - Committee run club 62.6% Not for Profit - Organisation Club (ie. YMCA or Council) 9.43% Privately owned and operated 28.3% 5 Assessing Gaps in General Provision of Gymnastics Facilities (preliminary for discussion) 5.1 Key Development Drivers In planning how Gymnastics Victoria can effectively influence future gymnastics facility planning and development consideration of key facility development drivers is required. Those drivers considered by key funders, facility owners and/or developers include: Current unmet demand (e.g. waiting list, operating at full capacity, participation well below state averages) Population growth and/or changing demographics Specific demographics of the area and demand for proposed spaces activities (this is particularly important for gymnastics in new growth areas where most have higher percentage of population in 0 to 5 and 6 to 10 year old categories than state averages. These age groups are associated with high participation levels in gymnastics. Funding availability Organisational viability and capacity Facility attrition; this is a particularly important consideration for gymnastics because of the high number of clubs that operate in facilities that have relatively short term tenure Specific event, program, service needs/ changes Efficiency/ effectiveness improvements achieved through facility upgrades or development Marketing/ branding successes/ recognition by key stakeholders New products requiring modifications to existing or new facilities Opportunities through other developments or land/ building availability Business initiatives 5.2 Criteria for Assessment In drafting the most appropriate criteria for GV to assess when assessing which gymnastic facilities should receive priority for future development consideration has been given to ensuring the criteria is consistent with external agencies, such as Councils, State Government, Federal Government and Developers, that influence/ fund and or develop such facilities. The criteria take account of factors such as how different or changing demographics affect participation, the impact of current provision at all levels and type of participation, major known gaps, how facilities programs and services can be delivered most efficiently and effectively and GV and existing club s capacity to help service and develop the facilities. The criteria have been developed to take 11

14 account of what is in the best interests of gymnastics as well as consideration of broader socio-economic and financial considerations of key stakeholders, especially land and facility owners, funding bodies and developers. The following criteria are recommended for consideration in establishing priorities for future facility development: 1. Strategic Fit (weighting of 5) 2. Impact on participation in the short/ medium term (weighting of 4) 3. Impact on the delivery of gymnastics programs and services and in particular GV and GA priorities (weighting of 3) 4. Likely to be successful and sustainable (weighting of 4) 5. Deliverability (weighting of 3) The attached (attachment two) draft assessment sheet provides a tool to assist with assessing against each criterion, including indicators and/or measures to assist with analysis. 5.3 Demand Analysis of the current demand of gymnastics considers of both location and membership. Location: Attachment 5 provides details of the locations of existing affiliated clubs. The following current and future demand analysis has been undertaken to assist in assessing likely future facility demand requirements: Information on where GV clubs are and whether operating to capacity Where current members are (postcode analysis) Specific LGA and club demand analysis Comparison of participation where facilities are well provided compared to poorly provided Further growth area modelling Key stakeholder input into what components/ facility mix is required and which models work/ where Membership: Attachments 3 and 4 provide details of analysis of: Gymnastic Victoria membership municipality by municipality compared with state average participation Projected gymnastics participation growth and program space requirements by municipality till This analysis in attachment 3 and 4 identifies a need for: An additional 15,600 m2 of gymnastics program space by 2021, assuming current participation levels are retained; An additional 46,200 m2 of gymnastics program space by 2021, if a minimum participation rate of 1% is achieved a cross the state and those municipalities with higher participation rates retain those levels. These estimates are based on the report findings that 1000m2 can cater for approximately 520 gymnasts per week, involving 1500 gymnastic visitations per week. The analysis has identified 40 LGA s with GV membership levels 25% below state average (0.76% of population statewide) based on population numbers, with 28 LGA s with GV membership levels 50% below state average. Of these there are 13 major Victorian municipalities with large population centres in which gymnastics participation is more than 50% below state average (refer table 5 page 11). Of these municipalities six are projected to have major population growth over the next decade. 12

15 Table 5 Major Population Centres with GV Membership levels 50% or more below state Average Municipality 2014 Membership Membership as a percentage of Population Campaspe Shire Council % Central Goldfields % Colac Otway Shire Council % Greater Dandenong % Latrobe % Melton City council % Moreland City Council % Murrindindi % Wangaratta (RC) % Wodonga % Wyndham (C) % Yarra City % 5.4 Facility Development Priorities The following Gymnastic Facility developments, assessed against the criteria, are recommended for consideration as high priorities by the GV Board (with breakdown into regions and key reasons/ assessment against criteria to be included in Master Plan report): Upgrade of Existing Facilities Immediate (Planning and Design by early 2016 and Operating by 2017) 1. Waverley, a major regional level facility (City Of Monash) 2. Portland, Yarraman Park Redevelopment (Shire of Glenelg) 3. Shire of Mornington Peninsula, new or expanded facility in Southern Mornington Peninsula (Peninsula GC) 4. Knox (Subject to clarifying whether current focus of club is best served by major facility development and resolving governance and operational issues)(city Of Knox) 5. Albury (City of Albury NSW) Medium Term (Planning and Design by 2017 and Operating by 2019) 1. City of Casey, expansion of existing facility/ies in central and northern area of municipality 2. Werribee or Hoppers Crossing (City of Wyndham) 3. Melton (potential development of existing Club), Melton City) 4. Bulleen Templestowe Youth Club, Donvale (City of Manningham) 5. Shire of Mornington Peninsula, expanding new facility at David Collings Leisure Centre, Mornington 6. Shire of Mitchell, expansion of space and program time at Wallan New Facilities Immediate 1. Gisborne, Macedon Ranges Shire (replacement for existing facility in which the lease expires in the next 12 months) 2. City of Hume, in the Craigieburn growth corridor 3. Southern Mornington Peninsula (Peninsula GC), Shire of Mornington Peninsula 4. City of Whittlesea in the North and Central growth corridors (Mernda, Doreen, Beveridge, Donnybrook areas) 5. Fishermen s Bend (Cities of Port Phillip and Melbourne) 6. Mildura, a location has been identified by local council but awaiting external funding (Mildura Rural City) 7. City of Ballarat in the central Ballarat area 8. Shepparton (City of Greater Shepparton) Medium Term 13

16 1. Casey, new facility in the southern City of Casey developments such as Clyde) 2. Tarneit, Truganina area in the City of Wyndham 3. In one or both of Cobram (Shire of Moira), Wangaratta (Rural City of Wangaratta) and future growth in demand projected for City of Greater Shepparton 4. Shire of Cardinia (in current growth areas, such as Pakenham) 5. A major club facility in the west and/or north-west of Greater Melbourne capable of hosting regional level competitions 6. City of Melton (new facility and potential development of existing Club, Melton GC) 7. City of Yarra 8. Northern suburbs of Melbourne (City of Moreland out to Hume area) 9. Phillip Island (Bass Coast Shire) 10. Shire of Campaspe, in the Echuca, Rochester areas 11. Shire of Murrindindi in one of Kinglake, Alexandra or Yea areas Long Term Future Opportunites (Planning and Design by early 2020 and Operations Commenced in the timeframe 2021 to 2024) 1. City of Hume and Shire of Mitchell Merrifield/ Beveridge area 2. City of Greater Geelong, Armstrong s Creek area 3. Shire of Cardinia (in future growth areas) 4. City of Ballarat (Ballarat West growth corridor) Facility Development by Region Location LGA Expansion or New Facility Timeframe South West Area Portland Shire of Glenelg Expansion/ Immediate Redevelopment of existing facility at Yarraman Park Ballarat City of Ballarat New Immediate Ballarat West City of Ballarat New Long Term Armstrong s Creek Area City of Greater Geelong New Long Term North West Area Gisborne Shire of Macedon Ranges New (to replace facility Immediate due to close in early 2015) Mildura Mildura Rural City New (potentially to Immediate replace existing facility with an expanded capacity) Echuca, Rochester areas Campaspe Shire New Medium Term North-East Albury City of Albury (NSW) Expansion Immediate Shepparton City of Greater New Immediate Shepparton Cobram or Shire of Moira New Medium Term Wangaratta Rural City of Wangaratta Kinglake, Alexandra or Shire of Murrindindi New Medium Term Yea areas Gippsland Area Phillip Island Bass Coast Shire New Medium Western Metropolitan Werribee or Hoppers City of Wyndham Expansion Medium Term Crossing Melton City of Melton Expansion Medium Term Fishermen s Bend area City of Melbourne or New Immediate 14

17 Location LGA Expansion or New Timeframe Facility Port Phillip Tarneit, Truganina area City of Wyndham New Medium Term Melton Growth Area City of Melton New or Expansion Medium Term Northern Metropolitan Wallan Shire of Mitchell Expansion Medium Term Craigieburn City of Hume New Immediate In the North and Central growth corridors of Whittlesea (Mernda, Doreen, Beveridge, Donnybrook areas) City of Whittlesea New Immediate North West Metropolitan Cities of Hume, Moreland New capable of hosting Medium Term area regional events Collingwood, Clifton Hill, City of Yarra New Medium Term Richmond areas Inner north to City of Cities of Moreland, New Medium Term Hume Darebin, Hume Merrifield Area Cities of Hume, Mitchell New Longer Term Eastern Metropolitan Waverley City of Monash Expansion Immediate Refer to Attachment 6 Ferntree Gully/ Knox area City of Knox Expansion or New Immediate, subject to review Donvale (Bulleen City of Manningham Expansion Medium Term Templestowe YC Southern Metropolitan Southern Mornington Shire of Mornington Expansion or new facility Immediate Peninsula area Peninsula) Northern or central area City of Casey Expansion Medium Term of Casey Clyde area City of Casey New Immediate Pakenham area Shire of Cardinia New Medium Term Beaconsfield, Officer, Shire of Cardinia New Longer Term Pakenham East area Estimated Investment Required for Existing Known Priorities Immediate there are 13 identified projects with an overall cost of $28 million to $35 million in 2014 NPV, based on costings from recent projects and assuming that at least 5 of the projects are delivered as part of a co-located sport and recreation facility with some shared amenity Medium Term there are 16 identified projects with an overall cost of $32 million to $42 million in 2014 NPV, based on costings from recent projects and assuming that at least 6 of the projects are delivered as part of a co-located sport and recreation facility with some shared amenity Long Term there are 4 identified projects with an overall cost of $11 million to $15 million in 2014 NPV, based on costings from recent projects and assuming that all 4 of the projects are delivered as part of a co-located sport and recreation facility with some shared amenity. However based on a likely facility demand of an additional 14,000 m2 (conservative estimate) of program space, plus amenity, across 12 to 20 facilities the long term cost in 2014 NPV is anticipated to be in the range of $40 million to $50 million Other Priorities 15

18 There is likely to be further facility demand as a result of one or more of the following: Significant population growth over the next decade Significant population growth through to 2031 Higher (or projected higher) percentage of children in 0-4, 5-9 and age groups (The municipalities of Ballarat, Cardinia, Casey, Greater Bendigo, Greater Dandenong, Greater Shepparton, Hume, Melton, Mitchell, Surf Coast, Whittlesea, Wodonga and Wyndham whilst having significant growth in overall population over the next decade will also need to plan for a population with much greater young people (0 to 14 year age group) than the rest of the state. This age cohort will continue to be the largest participant group in gymnastics. The municipalities of Moyne and Golden Plains will have a significantly greater percentage of their populations in this age cohort whilst the City of Port Phillip will have a much higher percentage of young people than currently, albeit still lower than the state average.) Current low participation levels Facilities at risk Planning and/or development opportunities Public transport and pedestrian/cycle links need to be considered in terms of planning site choice/improvements to existing facilities, however currently more than 90% of gymnastic participants travel to their clubs by car. Initial analysis indicates additional facility shortfalls in: Outer north-western and western metropolitan areas including Hillside, Taylors Lake, Sunshine, Caroline Springs, City of Hobson s Bay, City of Wyndham. Potential for expanded demand in Sunbury Colac/ Camperdown area Traralgon (potential for further development) Inner urban growth areas of Melbourne Lower participation disciplines have gaps in all regions across the state A key consideration for future development is the need to plan for flexible facilities and co-location to maximise spatial benefits Growth Areas The following is a summary of the major Victorian growth areas in relation to projected population growth, current gymnastics participation and provision as well as relevant planning, if any to address facility shortfalls: Growth Area Major growth centres Table 6 Growth Areas and Gymnastic s Facility Provision/ Plans Increase in population Current Participation/ Club Provision Ballarat City Ballarat West area 22,000 Medium/ One club has temporarily expanded facilities Greater Bendigo City Cardinia Shire Casey City Marong, Kangaroo Flat, Strathfieldsaye, Maiden Gully Beaconsfield, Officer and Pakenham Berwick South, Clyde, Lyndhurst, Cranbourne East, Cranbourne North, Cranbourne West, Cranbourne South LGA Planning and Provision, Comments City Recreation Plan recognises that gymnastics is a well patronised sport/ recreation activity for young children. Indoor stadium (multi-purpose) planned for Ballarat West- not known whether gymnastics is to be included in stadium provision 21,000 Low Bendigo Stadium Master Plan recognises the potential for the Centre to host major gymnastics events. 45,000 Low/ No clubs Council s plans have recognised the need for gymnastic facilities, especially in new developer precinct plans for growth areas. Council officers expressed disappointment that negotiated plans do not include or even consider gymnastic facilities. 83,000 Medium Council plans recognise the need for ongoing expansion of gymnastic facilities. Recently funded the expansion of the Endeavour Hills facility and expressed desire to plan for additional infrastructure in central Casey area and to the south, possibly in Clyde in medium to longer term. 16

19 Growth Area Greater Geelong City Hume City Melbourne City Melton Shire Mitchell Shire Whittlesea City Wyndham City Major growth centres Lara, Armstrong s Creek, Drysdale Craigieburn, Mickleham- Kalkallo and south of Merrifield, Sunbury (proposed to be a separate LGA) CBD, Docklands, Southbank Melton West, Toolern Vale, Rockbank Merrifield, Wallan, Beveridge South Morang, Wollert, Donnybrook Mernda/Doreen Epping North Point Cook(Point Cook) Tarneit/Truganina (Wyndham North) Racecourse/Wyndh am Vale(Werribee West) Increase in population Current Participation/ Club Provision LGA Planning and Provision, Comments 34,000 Medium A report into future indoor sport facility needs identified that local clubs have large waiting lists. That a mid to long term goal would be to sell the current YMCA facility and work in partnership with the City of Greater Geelong in the development of an integrated gymnastics facility. In the longer term a new major regional indoor facility is planned for Armstrong s Creek. 54,000 Low/ No clubs Council recognises the need for a gymnastic facility and is planning a feasibility study in early ,000 Low to medium Undertaken a number of studies into indoor sport centre developments without resolution. 55,000 Low Not considered in relevant plans. Council reported that it has not had any representations on the need for expanded or new facilities. 18,000 Low Major regional indoor sport precinct under consideration for Merrifield. 86,000 Low The City of Whittlesea recently completed an Indoor stadia Strategy which recommended that a six court stadia be developed at the Epping North with the need for gymnastics recognised. Council officers report that local clubs do not have any unmet demand. 108,000 Low/ 1 club Strategically the next area for consideration in recently closed developing indoor facilities that could cater for the its operations needs of gymnastics is likely to be in the north-west of Wyndham, potentially Tarneit area. There hasn't been significant demand for development from the broader community, other than a private operator seeking council investment The trigger for planning of the next major leisure facility development in Wyndham will be when the Werribee Centre gets to 80% capacity. The Centre does not cater for gymnastics. Yarra City All parts of the city 21,000 Low There is a major shortfall in indoor space. Council has undertaken a range of planning exercises which recognise the need for a new multi-purpose indoor facility. No suitable site or funding has been able to be sourced. The table reinforces the vital importance for GV and GA to work with the Metropolitan Planning Authority who set Precinct Structure Plans/DCP with Council planners advocate for broader sport and recreation facility funds/spaces in growth areas. 6 Challenges Developing New or Expanded Facilities There are a number of challenges to developing new or expanded gymnastic facilities. These include: Perception of key decision makers of gymnastics facility model and general development models Demonstrating demand Massive facility shortage across sport and recreation Influence and profile of traditional sports Emphasis of funding agencies and planners on multi-sport provision. GV believes that a fully functioning facility provides multi-use across the range of disciplines offered The desire to future-proof investments in facilities 17

20 The need for evidence of solid planning thus providing long lead-in times for development and expenditure without a commitment that funding or facility development will proceed Development Models that provide flexible development (e.g. flexible design to move from entry level programs to a fully developed club)are more likely to be supported Demonstrate evidence of demand and viability in shared infrastructure required 7 Development Opportunities/Options The following opportunities to better position GV to support and influence facility development merit consideration: Increase the reach of existing clubs and capacity at existing centres Develop Facilities Guide Provide information for studies such as Hume Feasibility Study for the Craigieburn Leisure Centre. Advocate maximising utilisation of existing space Encouraging existing Clubs to consider conducting programs at annexes such as under-utilised school buildings Existing clubs/ providers expanding operations into new areas Strategic development of new Clubs and Centres that offer access to the new disciplines as well as traditional club activities Recognising, supporting and resourcing Clubs who are ready to expand now, including understanding where clubs wish to expand. Working with clubs and their local council to find a venue to get started, especially entry-level programs, thus providing an opportunity to register participation and demand without infrastructure cost in under-serviced areas Identifying other activities that gymnastics can co-locate with or that could use facilities in the future if demand for gymnastics diminishes 7.1 Compatibility of Gymnastic Disciplines Consultations and analysis to date has confirmed that it is difficult to program all disciplines on one site. The following combinations are successfully jointly offered at a number of Centres: Women s Artistic Gymnastics, Men s Artistic Gymnastics, Acrobatics, Kinder Gym, Gym for All, Tumbling and to a lesser degree Trampolining Cheer-leading, Rhythmic, Acrobatics and Gym for All WAG and Tumbling are very compatible; the constraint is that the tumble track is 42m long. If Tumbling develop as proposed, a Short Track program than it will be more compatible with MAG and WAG. WAG/MAG and Trampoline go together well but Trampoline needs a much higher roof than the artistic sports Sport Aerobics is reasonably compatible with all other disciplines Kinder gym can be done in most spaces and is relatively easy for pack-up/setup situation. The most commercially attractive combination of Gymnastics Disciplines provided suitably set up equipment is: WAG Programs MAG up to 8-10 years of Age (a challenge for GV and GA is to assist clubs to increase participation by males of all ages) 5 and Under programs Schools and 5 and under programs during school week days School Holiday programs and birthday programs Inclusive programs 8 Facility Components and Design Further details are provided in Attachment 1 on facility requirements for training, competition and events for each discipline. An expanded section on facility components and design will be provided in the Gymnastics 18

21 Victoria Facility Guide, which will be available during The Guide will include draft design briefs, lay-out plans and components schedule for a range of facilities. 8.1 Major Local Club/ Regional Facility Program space required for a large local club and regional or sub-regional facilities is similar. The major variations required at these 3 levels in the hierarchy are focused around amenity provision, high performance support spaces and spectator servicing. Refer to attachment 1 for more information. Key requirements are: Minimum size of venue for training and basic competitions is a program space of 1100m2 configured approximately as 38m x 29.5m for WAG and GG only and 1350m2 configured approximately as 44m x 30m for MAG and GG only. If catering for both WAG and MAG a program space of 1500m2 is required. During high performance training and activities the lay-out of equipment and activity areas on the program space will require greater space between work-out areas and therefore fewer gymnasts per m2. WAG, MAG and GG require a minimum Roof Height of 7 metres for club activities and 8 to 10 metres for high standard training and events. Minimum size of venue for Trampoline training and basic competitions is a program space of 500m2 to provide space for 2 trampolines and 1 double mini-trampoline run. Minimum height is 12 metres for training and competition beyond entry level activities. Major competitions require a roof height of 14 metres (refer attachment 1 for more details on roof heights). There is potential for the Tumbling area to be configured in as part of a WAG/ MAG centre. Sport aerobics requires a minimum size of venue for training and basic competitions is a program space of 400m2 which easily fits onto basketball court and can adapt training and competition to be held on sprung floor boards Rhythmic Gymnastics requires a minimum size of venue for training and basic competitions a program space of 480m2 configured approximately as 30m x 16m - Roof Height of 12 metres for high level competitions. The minimum height regulations for other rhythmic gymnastics event are Level 1 3 no minimum height, level metres and level 7 & above is 8 metres, but preferably 10 to 12 metres. Cheer-leading requires a minimum size of venue for training and basic competitions of program space of 320m2 configured approximately as 20m x 16m (absolute min width) with Roof Height of 10 metres (Entry level training area for Poms and Hip Hop can be 6 metres). Cheer-leading competitions require a much large spectator area (at least 1000 pax and 2000 pax is desirable for large/ major events) Minimum size of venue for Acrobatics and Tumbling training and basic competitions is a program space of 320m2 configured approximately as 20m x 16m Approximately 150m2 of amenity space is required for training and programs. Key amenity spaces are: Accessible change rooms with showers (Accessible and Family change areas, baby change facilities esp. kinder gym) storage areas toilets (uni sex) spectator viewing areas reception area and circulation space kitchen and canteen spectator Multi-function spaces for first-aid, meetings, coaches and other personnel, social and event administration, officials and control room. Additional amenity space of 180m2, excluding spectator seating, is required for the conduct of regional level competitions and events. Spectator seating is preferably elevated. There should be space externally to locate temporary marquees and parking/ circulation space for at least 100 cars. During events if spectator space is in the same area as the program space, spectator circulation areas should be well clear of gymnasts and officials. Configuration of space should enable gymnasts to move from change/ marshalling areas to competition 19

22 assembly space without circulating with spectators. There should be under-cover space close to entry area for retail and external vendors. 8.2 Local Club Facility Key requirements are: Minimum size of venue for training and basic competitions is a program space of 700m2 configured approximately as 35m x 19m for WAG and GG only, with limited capacity for Trampolining. The floor area can be adapted for use of cheer-leading, basic RG and Sport Aerobics Minimum size of venue for Acrobatics and Tumbling training and basic competitions is a program space of 320m2 configured approximately as 20m x 16m Approximately 50m2 of amenity space is required for training and programs. Key amenity spaces are: change rooms with showers storage areas toilets (uni sex) spectator viewing areas reception area and circulation space kitchen and canteen Multi-function spaces for first-aid, meetings, coaches and other personnel, social and event administration, officials and control room. Access to additional amenity space of 50m2, excluding spectator seating, is required for the conduct of basic level competitions and events. There should be space externally to locate temporary marquees and parking/ circulation space for at least 70 cars. During events if spectator space is in the same area as the program space, spectator circulation areas should be well clear of gymnasts and officials. Configuration of space should enable gymnasts to move from change/ marshalling areas to competition assembly space without circulating with spectators. 8.3 Entry Level Gymnastics Facility Minimum size of venue for training for entry level gymnastics is 400 m2, preferably configured approximately 25m x 16m Approximately 40m2 of amenity space is required for training and programs. Key amenity spaces are: change rooms with showers storage areas toilets (uni sex) reception area and circulation space kitchen and canteen 9 Implementation Strategy Based on the priorities identified through the consultation process the report recommends five key strategic directions. The recommended strategies are presented under the following headings: Communications and Advocacy New Facility Developments and Upgrades Club Support and Resource Provision/Allocation Sport Development Initiatives Strategic Planning 9.1 Communications and Advocacy That Gymnastics Victoria (GV) develop a communications strategy to ensure that the key findings of the GV Facilities Strategic Plan are disseminated and promoted to key stakeholders, facility planners, funders and potential facility providers. Draft key messages to decision makers on why invest in gymnastic facilities are: Gymnastics is a sport and activity that transcends all aspects of community in that it Has a high percentage of female participants and has strong male involvement; Is an all of life activity; 20