Western Port Basketball | Demand and Supply Assessment · Western Port Basketball | Demand and...

Western Port Basketball | Demand and Supply Assessment Final Report

12 September 2012

Prepared for Mornington Peninsula Shire Council

Council Meeting - Monday, 26 November, 2012

Item 2.6 Attachment 1

Western Port Basketball | Demand and Supply Assessment Prepared for Mornington Peninsula Shire Council

Quality Assurance

Report Stage Author Review Date

Draft Report Charles Liu Guy Taylor 6/7/2011

Final Report Vinnie Maharaj David Brown 5 / 9 / 2012

Project Manager

12 September 2012 This document is for discussion purposes only unless signed and dated by the persons identified.

© MacroPlan Australia Pty Ltd All Rights Reserved. No part of this document may be reproduced, transmitted, stored in a retrieval system, or translated into any language in any form by any means without the written permission of MacroPlan Australia Pty Ltd. All Rights Reserved. All methods, processes, commercial proposals and other contents described in this document are the confidential intellectual property of MacroPlan Australia Pty Ltd and may not be used or disclosed to any party without the written permission of MacroPlan Australia Pty Ltd.




Contents 1 Executive Summary .................................................................................................... 5

2 Introduction ............................................................................................................... 6

2.1 Study Area ........................................................................................................................... 6

2.2 Information Sources ............................................................................................................ 7

2.3 Abbreviations ....................................................................................................................... 7

3 Background ................................................................................................................ 9

3.1 Conclusions ........................................................................................................................ 14

4 Situational Analysis .................................................................................................. 15

4.1 Supply of current basketball facilities ............................................................................... 15

4.2 Review of facilities ............................................................................................................. 16

4.2.1 Type of Facilities ................................................................................................................ 18

4.3 Where Club Members Live ................................................................................................ 18

4.4 Usage of current basketball facilities ................................................................................ 21

4.4.1 WPBA Usage ...................................................................................................................... 21

4.4.2 Non-WPBA Usage .............................................................................................................. 22

4.5 Current Court Vacancy ...................................................................................................... 22

4.6 Demand and Supply Balance ............................................................................................. 25

4.7 Summary ............................................................................................................................ 26

5 Future Demand ........................................................................................................ 27

5.1 Demographic Composition ................................................................................................ 27

5.2 Population Projections ...................................................................................................... 31

5.3 Participation Trends .......................................................................................................... 31

5.3.1 National and State trends .................................................................................................. 31

5.3.2 Local trends ....................................................................................................................... 34

5.4 Future requirements for the WPBA................................................................................... 34

5.5 Demand Scenarios ............................................................................................................. 35

5.6 Identifying a Trigger point ................................................................................................. 40

5.7 Summary ............................................................................................................................ 41

6 Conclusions .............................................................................................................. 42

Attachment A - Facility Information .................................................................................................. 43

Attachment B - Option Evaluation .................................................................................................... 47

Attachment C - Detailed Demand Projections ................................................................................... 49




Attachment D – Cost of Basketball Stadium Extensions ..................................................................... 54

Attachment E - Venue Plan ............................................................................................................... 57

Attachment F – Case Study Analysis ................................................................................................. 63

Attachment G - Evaluation of Options .............................................................................................. 66

Attachment H - Overview of Funding Options ................................................................................... 71

Attachment I - Review of Current Business Plan ................................................................................ 74




List of Figures Figure 1. Demand Projections, WPBA ................................................................................................ 7

Figure 2. Study Area and Facilities Used by WPBA ............................................................................. 1

Figure 3. Current Court Vacancy, WPBA ............................................................................................ 2

Figure 4. Demand Methodology ......................................................................................................... 3

Figure 5. Demand Projections, WPBA ................................................................................................ 4

Figure 6. Trigger Point - Number of teams required for the vacancy rate to fall below 12% ............ 5

Figure 7. Study Area ........................................................................................................................... 7

Figure 8. Principles of the Occupancy Policy .................................................................................... 11

Figure 9. Indoor facility service delivery model ............................................................................... 13

Figure 10. Provision Ratios for Indoor Recreation Centres ................................................................ 13

Figure 11. Facilities used by the WPBA .............................................................................................. 16

Figure 12. Type of Facility ................................................................................................................... 18

Figure 13. Where Club Members Live (2009) ..................................................................................... 19

Figure 14. Map of Where Club Members Live (2009) ........................................................................ 20

Figure 15. Distance to current facilities .............................................................................................. 20

Figure 16. Current Court Hours Used by the WPBA ........................................................................... 21

Figure 17. Current Court Vacancy, WPBA .......................................................................................... 23

Figure 18. Existing facility requirements - Population threshold analysis by indoor facility type ..... 24

Figure 19. Neighbourhood Level Facilities, WPBA Study Area and Non-Local Facilities .................... 25

Figure 20. Demand and Supply Balance, WPBA ................................................................................. 26

Figure 21. Mornington Peninsula Historical Population Growth ....................................................... 27

Figure 22. Mornington Peninsula East SLA Historical Population Growth ......................................... 28

Figure 23. Comparison of actual population with projected population, Mornington Peninsula LGA29

Figure 24. Comparison of actual population with projected population, Mornington Peninsula East SLA . 29

Figure 25. Socio-Demographic Profile ................................................................................................ 30

Figure 26. Projections by Age, Mornington Peninsula East SLA ......................................................... 31

Figure 27. Basketball Participation, Australia, 2001-2009 ................................................................. 33

Figure 28. Basketball Participation Rate by Age, Australia, 2009....................................................... 33

Figure 29. Number of WPBA players and indicative participation rates ............................................ 34

Figure 30. Scenario 1 - low ................................................................................................................. 37

Figure 31. WPBA share of total population, 2026 .............................................................................. 38

Figure 32. Scenario 2 – high ............................................................................................................... 39

Figure 33. Trigger Point - Number of teams required for the vacancy rate to fall below 12% .......... 40

Figure 34. Need for a higher order indoor recreational centre – Population thresholds .................. 41

Figure 35. Site Assessment - Somerville Recreation and Community Centre .................................... 43

Figure 36. Site Assessment - Bittern Stadium .................................................................................... 44

Figure 37. Hastings Community Hub .................................................................................................. 45

Figure 38. One court example 1 ......................................................................................................... 54

Figure 39. One court example 2 ......................................................................................................... 54




Figure 40. 2 court example 1 .............................................................................................................. 55




Figure 44. Option Evaluation .............................................................................................................. 66

Figure 45. Option Evaluation .............................................................................................................. 69




1 Executive Summary Study Context

This report presents an economic assessment of supply and demand conditions of current indoor basketball facilities used by the Western Port Basketball Association (WPBA). This report represents an important first step in identifying whether there is a need for new basketball facilities within the study area. The findings of this assessment will determine whether a full feasibility study is required.

To complete this assessment, the following tasks were undertaken:

Background analysis to understand the WPBA and Council policy;

Situational analysis to understand current usage requirements, facilities used, vacancy rates and the supply / demand balance. A detailed venue plan, produced by the WPBA in conjunction with Council and MacroPlan Dimasi, guided this analysis;

Demand forecasts to determine the growth potential of basketball in the region;

Demand and supply analysis to determine whether there is a need for new basketball facilities in the region

Consultation with key stakeholders including Mornington Peninsula Council officers, WPBA, Basketball Victoria.

Option analysis to determine preferred development options;

Overview of funding options for new facilities / expanded facilities; and

Case study analysis of recently built facilities to understand useful models and lessons learnt for the WPBA.

This executive summary presents the key findings and conclusions. Key tables and charts are also attached. Please refer to the detailed report for further information about the methodology and assessment.

The Study Area defined for this assessment is the Mornington Peninsula – East Statistical Local Area (SLA). Refer to figure 2.

Key Conclusions

There is currently an adequate supply of indoor basketball facilities to meet existing and future WPBA demand to 2026. The vacancy rates in the study area are above the indicative vacancy trigger rate of 12%, nominated by Basketball Victoria. While there are peak demand issues at Somerville Recreation and Community Centre (meets trigger point), there is sufficient supply at other facilities including Hastings Community Hub and Western Port Secondary College.

As such there is not a sufficient business case to progress to the detailed feasibility of design concepts at this stage. The WPBA, with guidance from Council and Basketball Victoria, can start building a business case for the future transition of their association to achieve the strategic objectives of co-location and the 5 on 5 Association Strategy by:

Utilising existing supply at Hastings Community Hub and Western Port Secondary College

Improve scheduling, including extended operating hours at Somerville Recreation and Community Centre




Identifying strategies to improve service delivery including training, coaching, etc

Providing evidence about growth in team numbers

Outlining strategic partnerships – e.g. with other sporting associations

Outlining strategies to increase participation rates and grow new user groups (e.g. disadvantaged groups, clinics, tournaments, non-basketball events).

If the WPBA want to develop and fund new courts, the preferred location is the Somerville Recreation and Community Centre.

The Council can support the WPBA in the following ways:

Work with the WPBA to help improve scheduling of current facilities

Facilitate the development application process if the WPBA want to fund new courts

Development of their players through future sports development programs

Direct more resources to promotion access and participation

Co-promote sports codes and the multipurpose use of Neighbourhood level facilities(e.g. integrated sports strategy)

Summary of Key findings

This study finds that there is currently an adequate supply of indoor basketball facilities to meet existing WPBA demand. Based on a venue plan assessment, there are currently 370.25 court hours available to the WPBA across 11 courts across the study area. Currently the 136 WPBA teams utilise 146.25 hours of court time. This results in around 224 hours available to the WPBA and a vacancy rate of around 60%, well above the Basketball Victoria indicative rate of 12%. Refer to figure 3 for the venue plan and WPBA usage assessment.

There is also an adequate level of local supply (i.e. facilities in the Study Area) of indoor basketball facilities to meet existing WPBA demand. The vacancy rate remains above 12% even if all WPBA usage was transferred to Study Area courts. The vacancy rate would fall to 49% if all WPBA usage was met locally.

The GAA Planning for Community Infrastructure Growth Areas report also identifies population thresholds for indoor recreation centres (multipurpose venues – e.g. basketball, soccer, netball, volleyball, etc). The report defines a hierarchy of indoor recreation centres:

Neighbourhood level facilities – 2-3 courts that service a population of up to 30,000 people.

Higher order facilities – 4-6 courts that service a population of 40,000 to 60,000 people1. A minimum of 50,000 people is considered appropriate for the study area given the older age profile.

Based on the GAA population thresholds, there is currently a need for one Neighbourhood level facility. This need is met by the Somerville Recreation and Community Centre. There is currently insufficient population for a higher order facility.

1 The upper population threshold is used given the relatively older population of the study area compared with a typical growth area.




While this study finds that there is sufficient supply available, it also finds that the WPBA have a preference for Neighbourhood level facilities. The Neighbourhood level facility at Somerville Recreation and Community Centre is near capacity with a vacancy rate of 9% for court 1 and 13% for court 2. This centre has very extremely low levels of vacancies on weekdays (6% for court 1 and 0% for court 2). Figure 3 details the vacancy rate and usage of each court used by the WPBA.

The preference for Neighbourhood level facilities is because single court facilities make scheduling difficult (e.g. umpires travelling between facilities); are not cost effective; members prefer the neighbourhood level facilities; and issues with court quality (e.g. WPBA is currently using St Jude's Primary School in place of Pearcedale Primary School due to safety reasons).

There is however opportunities for the WPBA to:

Utilise Hastings Community Hub and Western Port Secondary College which have a total of 48.10 hours available for use.

Improve scheduling court times - including the potential to extend operating hours at Somerville Recreation and Community Centre; and use single court facilities for training purposes.

Going forward, the analysis reveals that there is sufficient supply of study area facilities for the next 15 years based on an analysis of population forecasts; basketball participation rates; hours required per team (refer to figure 4 for the detailed tables and methodology applied). The figure below illustrates the outcomes under two different scenarios (low and high). The analysis finds that the critical factor for basketball demand will be from increasing participation rates, given there is limited population growth in the key target markets for basketball (i.e. the 5-44 year old group grows by 0.15% p.a. according to State Government projections).

Figure 1. Demand Projections, WPBA

Scenario Key assumptions Outcomes (2011-2026)

Scenario 1 – Low

Population growth of 5-44 year olds = 0.15%

p.a. Most of this growth is in the 25-44 year old group. There is a decline in persons aged 5-24.

Participation rates remain at current levels.

WPBA members: -22.

Teams: -3

Hours: -3

Scenario 2 - High

Population growth of 5-44 year olds = 0.54%

p.a. This higher growth assumption is based on the potential impact from Peninsula Link; Port of Hastings development; and faster overall growth in Melbourne.

Participation rates increase for the 5-19 group . This is based on participation trends nationally and in Victoria.

WPBA members: +133.

Teams: +18

Hours: + 19

Source: MacroPlan Dimasi

Given the complexities involved with forecasting sports participation (impacted by community composition; future population dynamism; and sporting trends) a trigger point analysis was undertaken to determine how many teams are required for vacancy rates to fall below 12%. This analysis also assumes that all usage is met by Study Area courts.




Overall, the number of WPBA teams needs to increase to 227 teams for the vacancy rate to fall below 12%. This is an increase of 91 teams. However, the weekday vacancy rate falls below 12% when the number of teams reaches 183 teams, an increase of 47 teams. See figure 6 for the trigger point analysis.

Additionally, the study area population is likely to reach 50,000 people between 2026 and 2030. Based on the GAA population thresholds, this population size may trigger the need for a higher order facility of at least 4 courts.

The Somerville Recreation and Community Centre has been identified as the preferred location for this potential future expansion because of the land available; central to customers; multipurpose potential; and cost effectiveness compared of a greenfield development option.

Program Schedule Estimations

During the consultation process, WPBA have not provided any substantive information to support an immediate or future need to build additional courts on the Western Port area. Anecdotally, the Association said that their various domestic competitions had grown 28% over the past few years and that their estimations that it would grow between 6-19 teams over the next few years. It must be noted that at the time of writing this report, no specific data has been presented to support this information.

MacroPlan Dimasi also reviewed the Association’s Business Plan and determined that the absence of any specific reference to program development requirements will make it initially difficult to justify this need.

It is understood that the Association is now participating in Basketball Australia’s 5 on 5 Association Program, which has been designed to assist local basketball Associations evaluate and improve their day to day operations and delivering on their strategic objectives.

Under the guidance of a nominated Basketball Victoria development officer and support from mentor Associations, WPBA will undertake a review process to identify areas that may require improvement and support.

The presentation of evidence based analysis will be critical for WPBA to support their identified position of expanding the number of courts at the Somerville Recreation & Community Centre.

Funding Options – Financial Position Overview

The WPBA recent Audit Report (dated 31 December 2010) stated that the WPBA total Net Assets to be $62,128. The assessment of funding options has determined that WPBA will be able to utilise its current Net Assets to facilitate a bank loan to provide a funding contribution to the development. Based on the Business Plan, the WPBA indicate that they could service a

$1m loan and may be sufficient for the 1 court expansion required. However, further investigation is recommended given the cost variability noted.

Some of the funding options are listed below.




While MacroPlan is not privy to the details of this loan, it can be ascertained that it was based on the net assets of $62,128, the WPBA could potential service a loan of around $320,000. This is based on a conservative Loan to Value ratio - LVR (80%) and interest rate (8%).

The case study analysis of the Mornington District Basketball Association (MDBA) deal to fund three courts at the Mornington Secondary College also demonstrated some additional issues with raising funds such as:

The MDBA had $250,000 in their bank account.

Council needed to guarantee the loan;

The WPBA may need to provide money towards default;

SPBA members may need to provide $50,000 against default (individual component up to

$5,000)

Need to identify a sinking fund (e.g. 5% of the capital cost per year)




1

Key Tables and Charts

Figure 2. Study Area and Facilities Used by WPBA




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8.8

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.0%

10–14

13.7

%1

4.1

%1

4.6

%1

5.0

%

15–19

6.7

%7

.2%

7.6

%8

.0%

20–24

3.2

%3.2

%3.2

%3.2

%

25–29

1.9

%1.9

%1.9

%1.9

%

30–34

1.7

%1.7

%1.7

%1.7

%

35–39

0.6

%0.6

%0.6

%0.6

%

40–44

0.8

%0.8

%0.8

%0.8

%

Pro

jecte

d W

PB

A M

em

be

rs2

01

12

01

62

02

12

02

6

Tota

l1,0

29

1,0

78

1,1

25

1,1

62

FA

CIL

ITY

DE

MA

ND

20

11

20

16

20

21

20

26

Pro

jecte

d t

eam

s (7

.5 p

layers

per

team

)137

144

150

155

Hours

requir

ed (

1.1

hours

requir

ed p

er

team

)151

158

165

170

Weekday h

ours

requir

ed (

60%

of

tota

l dem

and)

91

95

99

102

Weekend h

ours

requir

ed

60

63

66

68

Tim

esl

ots

requir

ed

178

187

195

201

FA

CIL

ITY

SU

PP

LY

20

11

20

16

20

21

20

26

Hours

availa

ble

locally

284

284

284

284

Weekday s

upply

availa

ble

137

137

137

137

Weekend s

upply

availa

ble

147

147

147

147

DE

MA

ND

/SU

PP

LY

BA

LA

NC

E2

01

12

01

62

02

12

02

6

Tota

l133

126

119

114

Weekday

47

42

38

35

Weekend

86

83

81

79

Vacacny r

ate

47%

44%

42%

40%

Weekday

34%

31%

28%

26%

Weekend

59%

57%

55%

54%

Stu

dy A

rea P

op

ula

tio

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01

12

01

62

02

12

02

6

Tota

l P

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40,8

98

42,9

84

45,1

77

47,4

81

5–9

2,6

49

2,7

27

2,8

07

2,8

87

10–14

2,6

22

2,6

01

2,5

71

2,5

31

15–19

3,2

89

3,1

89

3,0

70

2,9

31

20–24

3,2

04

3,1

44

3,0

70

2,9

80

25–29

2,3

68

2,3

70

2,3

66

2,3

56

30–34

2,3

86

2,6

12

2,8

55

3,1

16

35–39

2,6

65

2,8

35

3,0

16

3,2

08

40–44

2,7

56

2,7

62

2,7

62

2,7

55

Targ

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po

pu

lati

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to

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21

,93

92

2,2

41

22

,51

72

2,7

63

WP

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Sh

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of

To

tal

Po

pu

lati

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20

11

20

16

20

21

20

26

5–9

8.3

%8.3

%8.3

%8.3

%

10–14

13.6

%13.6

%13.6

%13.6

%

15–19

6.6

%6.6

%6.6

%6.6

%

20–24

3.2

%3.2

%3.2

%3.2

%

25–29

1.9

%1.9

%1.9

%1.9

%

30–34

1.7

%1.7

%1.7

%1.7

%

35–39

0.6

%0.6

%0.6

%0.6

%

40–44

0.8

%0.8

%0.8

%0.8

%

Pro

jecte

d W

PB

A M

em

be

rs2

01

12

01

62

02

12

02

6

Tota

l1,0

19

1,0

19

1,0

17

1,0

11

FA

CIL

ITY

DE

MA

ND

20

11

20

16

20

21

20

26

Pro

jecte

d t

eam

s (7

.5 p

layers

per

team

)136

136

136

135

Hours

requir

ed (

1.1

hours

requir

ed p

er

team

)150

150

149

148

Weekday h

ours

requir

ed (

60%

of

tota

l dem

and)

90

90

89

89

Weekend h

ours

requir

ed

60

60

60

59

FA

CIL

ITY

SU

PP

LY

20

11

20

16

20

21

20

26

Hours

availa

ble

locally

284

284

284

284

Weekday s

upply

availa

ble

137

137

137

137

Weekend s

upply

availa

ble

147

147

147

147

DE

MA

ND

/SU

PP

LY

BA

LA

NC

E2

01

12

01

62

02

12

02

6

Tota

l134

134

135

136

Weekday

48

48

48

48

Weekend

87

87

87

87

Vacancy r

ate

47%

47%

47%

48%

Weekday

35%

35%

35%

35%

Weekend

59%

59%

59%

60%




5

Figure 5. Trigger Point - Number of teams required for the vacancy rate to fall below 12%

Source; MacroPlan Dimasi

TOTAL

Supply - local hours available to WPBA 284

Recommended vacancy rate 12%

Recommended Supply - local hours available to WPBA 250

Total hours required per team (weekday + weekend) 1.1

Teams required to reach trigger point 227

WEEKDAY




Hours required per team - weekday only (60%) 0.66


Current number of teams 136




6

2 Introduction This report presents a study to assess the supply and demand considerations of current indoor basketball facilities used by Western Port Basketball Association (WPBA).

This report addresses the following components:

Background analysis to understand the WPBA and Council policy;

Situational analysis to understand current usage requirements, facilities used, vacancy rates and the supply / demand balance. A detailed venue plan, produced by the WPBA in conjunction with Council and MacroPlan Dimasi, guided this analysis;

Demand forecasts to determine the growth potential of basketball in the region;

Demand and supply analysis to determine whether there is a need for new basketball facilities in the region

Consultation with key stakeholders including Mornington Peninsula Council officers, WPBA, Basketball Victoria.

Option analysis to determine preferred development options;

Overview of funding options for new facilities / expanded facilities; and

Case study analysis of recently built facilities to understand useful models and lessons learnt for the WPBA.

2.1 Study Area The study area for this assessment is the Western Port Region. This is broadly defined as the Mornington Peninsula East Statistical Local Area (SLA). It is noted that the Western Port Region also services Flinders and Shoreham to the south.




7

Figure 6. Study Area

Source: MacroPlan Australia

2.2 Information Sources Key sources of information include the following:

Mornington Peninsula Shire Website

Mornington Peninsula Shire Active Sports Strategy

Facility Managers

School representatives

Site Visits

Basketball Victoria Annual Report 2010

Western Port Basketball Association Business Plan

Department of Planning and Community Development

Australian Bureau of Statistics

Mornington District Basketball Association Assessment, MacroPlan

2.3 Abbreviations The following abbreviations have been used in this paper:

WPBA Western Port Basketball Association




8

MPSC Mornington Peninsula Shire Council

DPCD Department of Planning and Community Development

LGA Local Government Area

SLA Statistical Local Area

SPBA Southern Peninsula Basketball Association

ERAS Exercise, Recreation and Sport

TDC Total Development Cost




9

3 Background Western Port Basketball Association

The Western Port Basketball Association (WPBA) offers indoor basketball to a range of male and female players aged from 5 years of age. It runs 3 major streams:

Participation Development / Promotion

Domestic Competition and Training

Representative Competition and Training.

Each stream has a number of sub-categories such as Junior/Senior games; training and program development.

According to the WPBA there are around 136 registered teams with around 1,019 players (2010 estimate). On average there are 7 players per team.

The vision of the WPBA is set out in their Business Plan (2009). The vision is:

Seeing the whole community participating in and enjoying basketball in a user friendly environment

Providing defined pathways and programs that product teams capable of playing at the highest possible level

Creating the opportunity for individuals to excel in their chosen field - as a player, coach, referee or administrator

Defining, developing and promoting Basketball and Western Port Basketball Association's brands

Promoting best practice in all we do

Living our values

A key finding of the Business Plan is that the WPBA has identified the need for a new indoor sporting facility to meet the growing demand for Basketball on the Peninsula.

Council Policies and Strategies

There are also a number of Council policies and strategies that need to be considered as part of this assessment. In particular, Council’s Community Plan identifies the following goals:

To plan and implement strategies that facilitates optimal health and well being outcomes.

To create a protective environment for young people and their families.

To facilitate an improved level of access to recreation, leisure and learning opportunities to provide better health and well being outcomes.

To enhance the independence, health and dignity of older residents and residents with a disability.

To develop community facilities and spaces according to community needs and values.




10

Active Sports Strategy

The Active Sports Strategy outline has been prepared to assist in strategic planning for the future supply of sporting infrastructure throughout the municipality with a focus on basketball, tennis, and soccer being high growth sports. The main business objective is to create an environment where participation in sport is maximised, demand is fulfilled, and provide greater emphasis on the planning process going forward.

The Council’s primary role is to facilitate the demand for sports in the community thus enabling health benefits of an active lifestyle. Council also acknowledges that it is possible to achieve greater communal integrity through inclusion of those traditionally marginalised by sport. The council’s position is to ensure that the return of investment on the facilities is appropriate and that they are neither under nor over utilised to achieve a balance between participation and demand.

With regards to basketball, the Activity Sports Strategy notes:

There is potential for significant growth in junior participation

The council, through future sports development programs, aims to support associations in their development of their players and direct more resources to promoting access and participation.

Occupancy Policy

The purpose of Occupancy Policy – Active Sports Reserves, Pavillions and Community Halls (December 2004) is to “ensure the provision of equitable access to well maintained, safe attractive Reserves, Pavilions and Halls throughout the municipality, developed through a set of principles that reflect the Corporate Plan and encourages a healthy life style” (page 2).

The table below has been extracted from the policy. This table summarises the framework that sets the values and considerations underpinning its occupancy policy.




11

Figure 7. Principles of the Occupancy Policy

Source: Occupancy Policy – Active Sports Reserves, Pavillions and Community Halls (December 2004)

With respect to capital works, the following is noted by the Occupancy Policy

Revenue raised by facilities which are funded in any way by Council should be used for the development of the sport or activity and/or further improvements to the facility, for the benefit of the community

Sporting and/or community groups seeking to establish new or upgraded sports facilities will generally be required to contribute

A proposed facility with an estimated cost of $50,000 or greater will require a feasibility study and business plan

Council will not contribute to facilities or facility components that are not directly in support of participation in a sport or recreation activity

Principle Application of the Principle

Community Involvement and Information

1. It is vital that the community and users are informed of the Shire’s facilities and are aware of their benefits and community values

The Shire will work with the community and users to: - encourage positive, responsible and sustainable use - develop community awareness on environmental, recreational, and social benefits associated with use of Shire facilities - promote healthy lifestyle opportunities - provide education and information programs for community groups managing facilities - coordinate the development and distribution of information that promotes effective and accountable management.

Participation and Partnerships

2.

3.

4.

The Shire will continue to subsidise access to Shire managed facilities

The use and management of Shire managed facilities by the community is enhanced when actively promoted and supported

Partnerships and alliances with the community and users of Shire managed facilities will encourage broad use of the facility

Users of Shire managed facilities, where applicable, may be required to provide a contribution, in the form of a fee or charge for facility use, subsidised by the Shire eg: not full cost of maintaining the facility.

The Shire will actively promote and support the use of facilities by a range of age groups, abilities and people with specific needs.

The Shire will actively seek and develop partnerships and mutually beneficial alliances with the community and users to:-

Identify opportunities for increased participation within Shire managed facilities

Identify opportunities to strengthen partnerships with the community and user groups

Encourage responsible use of Shire managed facilities

Identify opportunities to increase access to recreation and environmental experiences

Where practicable seasonal occupancy/hiring agreements and or leases will be developed user groups, clearly articulating conditions of use, roles and responsibilities, as well as applicable fees and charges.




12

Single purpose sports or venues will also attract a less amount of capital funding, due to a membership only culture that does not allow ease of access to the broader community

Funding allocations will consider on there merits the degree of support to people of all abilities, women’s, junior and less traditional sports

The Shire will encourage shared-use sports facilities, ie where a number of groups are involved in planning and contributing to the facility that caters for broad participation

Additionally the following criteria have been developed to help assess applications for Council funding:

Is the project supported by the other reserve users

Demonstrate there is a need for the facility. (Business plan/feasibility/master plan)

Demonstrate how the proposal encourages health and well being for it’s participants

Demonstrate how the proposal will increase participation in sport or volunteering

The degree of benefit and equitable access to the broad community

The number of sporting/community groups that will directly benefit from the development eg. single purpose Vs multi-purpose

The degree that sporting/community groups are working together and are committed to the concept of shared-use facilities

The degree of commitment to the development of women’s, junior and/or less traditional sports

The degree that the facility or facility component is essential to the playing of the sport/activity

Does the development consolidate existing infrastructure or reduce the number of buildings within a reserve, eg, cricket/football/tennis/bowls having separate facilities

The ongoing operational and maintenance cost of the proposed development and the commitment of contributing to and/or reducing these costs (Demonstrate how the proposal has addressed the Shire’s sustainability principles)

The potential impact of the development on the surrounding area/environment

Whether funding from other sources has been actively sought (peak sporting Assoc.)

Does the Club/s or groups engage in the payment of participants?

Planning for Community Infrastructure

The Planning for Community Infrastructure in Growth Areas report (2008) provides a framework of principles, standards and benchmarks for the planning of community infrastructure in the Growth Councils.




13

The report defines the type of facility based on the number of courts with high order facilities having a minimum of 4 courts and neighbourhood level stadiums with a minimum of 2 courts. The service delivery model is presented in the figure below.

Figure 8. Indoor facility service delivery model

Source: GAA

The report also provides recommendations about the population thresholds for each type of facility. It is noted that these provision levels are based on the general age profile of a growth area. This profile is typically younger and is different to the relatively older age profile of the Mornington Peninsula LGA. This means that the population threshold in the Mornington Peninsula is likely to be larger than the ratios outlined in the figure above. It is also noted that the provision ratios are based on multipurpose usage of the indoor facility.

Figure 9. Provision Ratios for Indoor Recreation Centres

Source: GAA

Activity Service facility / delivery model Elements at each Council venue

Minimum land area for council facilities

Indoor sports (basketball, netball, volleyball, badminton, indoor soccer etc)

Indoor sports are catered for in a hierarchy of multipurpose venues. This hierarchy includes a higher order 4 court multipurpose venue (with land for additional 2 courts) complemented by 2 court venues if suitable for local competition arrangements. The higher order facility is located within the major recreation precinct (could also be on a school site) and is near or integrated with complementary facilities e.g. indoor aquatic/fitness centre, sports fields, primary schools, education facilities, sub-municipal tennis venues, sub-municipal bowls club, etc. The 2 court venues are located in recreation reserves or school sites in positions which are accessible to residential areas but where the impact on residential amenity is minimized. The facilities are appropriately sized to cater for the range of popular indoor sports including indoor soccer.

Higher order 4 courts with land for additional 2 courts Change areas, toilets and admin areas Off street car parking Lower order 2 courts Change areas, toilets and admin areas Off street car parking

2.5 ha to 3ha 1.5 ha

Community Infrastructure Type and Hierarchy

Recommended Provision Ratio for Community Infrastructure in Growth Area

Appropriate Provision Ratio for Community Infrastructure in the Study Area

Council Indoor recreation centres / stadiums (hard court): Level 1/2 and Level 3

Level 2: Neighbourhood level indoor stadiums: 1 (2 court) facility per 20,000 to 30,000 people

Level 3: Higher order indoor stadium: 1 (4-6 court) facility per 40,000 to 60,000 people

Level 2: 30,000 people Level 3 – 50,000 to 60,000 people




14

3.1 Conclusions Overall there is clear policy and strategic support for strategies and programs that support sports participation within the Shire. Some of the key themes from this policy review include:

equitable access

promote healthy lifestyles

facilitate the demand for sports in the community with a particular focus on basketball, tennis, and soccer

develop community facilities and spaces according to community needs and values




15

4 Situational Analysis This section presents the assessment of the current environment in which the WPBA operate. The following has been assessed:

Investigate the supply of current basketball facilities

Identify where players live

Identify usage of current basketball facilities

Estimate court vacancy

Estimate the existing demand and supply balance for courts

4.1 Supply of current basketball facilities The WPBA utilise Council managed facilities as well as a variety of other facilities that are hired by the WPBA.

Local Facilities

The WPBA currently utilises the following basketball facilities within the local area (defined as the study area in figure 1).

Somerville Recreation & Community Centre – 2 Indoor Courts (Council managed)

Bittern Memorial Centre – 1 Indoor Court (Council managed)

Hastings Community Hub– 1 Indoor Court (Council managed)

Somerville Secondary College - 1 court

Western Port Secondary College will soon introduce one new court for the WPBA to utilise as required.

The current headquarters of the WPBA is the Somerville Recreation and Community Centre.

Facilities Outside the Local Area

The supply assessment has also found that the WPBA also utilise facilities outside of the study area. They are:

David Collings Leisure Centre - 2 courts (Council managed)

Pearcedale Primary School - 1 court (note that the WPBA is currently using St Jude's Primary School in place of Pearcedale Primary School due to safety reasons)

Peninsula School - 2 courts

These facilities are located outside of the study area meaning that many players need to travel outside their local area to train and play basketball. This has implications for social outcomes (e.g. equality, accessibility, and longer trips).

Summary of current basketball facilities

The figure below illustrates the spatial location of the main facilities used by the WPBA. The number in the brackets refers to the number of courts at each facility. The map also illustrates




16

which facilities are Council managed and which facilities are hired by the WPBA (e.g. schools, private facilities).

Figure 10. Facilities used by the WPBA


4.2 Review of facilities A summary of each of the facilities is provided below. Further detail is provided at Attachment A.

Somerville Recreation and Community Centre

The Somerville Recreation and Community Centre is the home of the WPBA. The facility consists of two indoor basketball courts and has the potential to be extended to the west on council land that is currently occupied by the state park. The centre is located off Eramosa Road West at the back of the Somerville Plaza. This centre is located within the WPBA study area.

While the court is mostly used for basketball there are other community and recreation activities taking place such as netball, badminton, floorball, indoor soccer, group fitness and dancing classes. The centre is open for 105 hours/week with the peak times being after 4pm weekdays and both Saturday and Sunday mornings with these times all at capacity. There are available court times throughout the week days before 4pm which are available to all recreational activities for bookings.

Bittern Memorial Centre

The Bittern Stadium is located in the Bittern Memorial Centre on Henderson’s Road. The stadium consists of one indoor court and opens only on booking times. The court is also used for netball and school holiday activities but only through work hours on weekdays. The WPBA uses that stadium after 4pm on some weekdays and is currently booked out on Monday &




17

Tuesday nights. The court is used for competitions on Saturdays between 9am and 1pm and is available for bookings on Sundays. This centre is located within the WPBA study area.

Hastings Community Hub

The Hastings Community Hub consists of one indoor basketball court. The centre has recently been extended to include improved community amenities to allow for a community centre kitchen and community rooms. The centre is located on the Frankston Flinders Road. This centre is located within the WPBA study area.

The centre’s main use is for a gymnastics program which has exclusive use of the courts from Tuesday to Saturday every week which means that basketball only has use of the court on Sundays and Mondays only with bookings and Monday nights for 4 hours for domestic competition only.

Somerville Secondary College

Somerville Secondary College is home to one indoor Basketball Court. The centre is located in Somerville on Graf Road on the school grounds. The Centre is within the WPBA study area. The centre’s main use is as a multi-purpose facility for the Somerville Secondary College, but is hired out by the WPBA for training purposes Monday to Thursday and for match purposes on Saturday and Sunday. The Centre has some time available for hire on a Friday and on Saturday morning available publically, estimated to be a total of 9 hours a week of vacancy.

Pearcedale Primary School

This centre is located on Larnach Road in Pearcedale and is home to one Outdoor Basketball Court. This centre is located outside the WPBA study area, however, is occupied by the WPBA on a regular basis. The primary use of this court is as a multi-purpose sports facility for the Pearcedale Primary School; as such it is only available for hire after school hours. This centre has a total of 5 hours Vacant per week, and only after 8pm Wednesday and after 5pm on Friday. Additionally, the Centre does not operate on Sundays.

It is understood that the WPBA is currently using St Jude’s Primary School in place of Pearcedale Primary School due to safety reasons.

Peninsula School

Located on Wooralla Drive, Mt.Eliza, close to the Nepean Highway, The Peninsula School is home to two basketball courts. This centre is neither within the WPBA study area nor is it commonly used by the WPBA. The courts’ primary use is as a netball and basketball centre for Peninsula school teams, which compete in the Associated Grammar Schools of Victoria (AGSV) league. Outside of its school use, the courts are commonly hired out by the Mornington Breakers from the MDBA for training purposes. The centre is also hired out for netball purposes. The only vacant times during the week fall between 5:30pm and 7:00pm on Tuesday, Wednesday and Thursday.

David Collings Leisure Centre

The David Collings Leisure Centre is located in the civic reserve on Dunns Road in Mornington. This Location is outside of the WPBA study area. There are two Indoor basketball courts at this centre. This centre is administrated by the Mornington Peninsula Shire Council and is utilised for a wide range of functions including martial arts, fitness and team sports, including




18

basketball. Vacancies in the centre are on Tuesday, Wednesday and Thursday between 6pm and 9pm. The only basketball teams that regularly hire the courts are from a local small league.

4.2.1 Type of Facilities

The Planning for Community Infrastructure in Growth Areas report (2008) defines the type of facility based on the number of courts with high order facilities having a minimum of 4 courts and neighbourhood level stadiums with a minimum of 2 courts. The Somerville Recreation and Community Centre is the only neighbourhood level stadium in the WPBA study area as a 2 court facility. All other courts within the Study Area are single court facilities.

David Collings and the Peninsula School provide neighbourhood level facilities for the WPBA.

Figure 11. Type of Facility


4.3 Where Club Members Live Analysis of the club member’s database reveals that the WPBA draws from a fairly large catchment as illustrated in the figure below. The majority of players live in Somerville (31%), Bittern (10%), Langwarrin (9%) and Hastings (9%).




19

Figure 12. Where Club Members Live (2009)

Source: WPBA Business Plan

As illustrated below, there are a large number of players coming from Frankston, Langwarrin, Mornington, Mount Eliza and Mount Martha reveal that the WPBA is able to draw from beyond their local catchment, highlighting the importance of location and facilities in terms of competitive advantages. These issues will also drive demand for new facilities above and beyond local population growth.




20

Figure 13. Map of Where Club Members Live (2009)

Source: WPBA Business Plan

The figure below illustrates the length of travel to current facilities. Distances have been provided from the suburb of Somerville and Bittern given the membership profile presented above.

Figure 14. Distance to current facilities

Courts Distance from

Somerville (km) Distance from Bittern (km)

Average Distance (km)

Somerville Recreation & Community Centre

2 0 13 6

Bittern Memorial Stadium 1 11 2 7

Hastings Community Hub 1 8 5 6

Somerville Secondary College

1 1 12 7

David Collings Leisure Centre

2 11 16 13

Pearcedale Primary School 1 5 16 11

Peninsula School 2 7 17 12

Source: Google Maps, MacroPlan Australia

The non-local facilities are an average of 11km away from members home address. These facilities are not ideally located to the majority of members when compared to the CERMs performance indicator benchmarks (5km for primary catchments and 10kms for secondary catchments).




21

This is an important consideration for the adequacy of supply, particularly if local supply of courts does not meet demand. Adequacy of supply is supported by the Council's Community Plan particularly the goals of accessibility to facilities and achieving optimal health and well being outcomes.

4.4 Usage of current basketball facilities

4.4.1 WPBA Usage

As illustrated in the figure below, current court use by the WPBA is in excess of 146.5 hours per week.

Key points to note about usage include:

84% of court usage is located within the WPBA study area.

59% of court usage is during the week.

62% of court usage is located at the Somerville Recreation and Community Centre, illustrating the greater demand for this facility by the WPBA.

This requirement does not include other potential users such as disadvantaged groups, clinics, tournaments, non-basketball events.

Figure 15. Current Court Hours Used by the WPBA

Source: WPBA, Mornington Peninsula Council

Overall, the WPBA have an overall requirement of around 1.1 hours of court use per team per week.




22

4.4.2 Non-WPBA Usage

It is also noted that the current facilities identified are also used by other non-WPBA users. This includes (but not limited to):

Badminton

Floorball

Super soccer

Netball and

Other non-WPBA associations

Events

These users also compete for court time and reduce the court time available to the WPBA.

4.5 Current Court Vacancy This section presents the current court vacancy rates based on a detailed venue plan analysis prepared by the WPBA.

The figure below summarises the current court vacancy based on a detailed venue plan analysis prepared by the WPBA. This venue plan analysis is provided at Attachment E.

Based on advice received from Basketball Victoria, a vacancy rate of less than 12% is considered a reasonable trigger point to determine appropriate levels of supply. Vacancy rates have also been calculated based on the assumption that all demand is met locally (i.e. transfer of 24 hours from non-local courts to local courts). The new Western Port Secondary College court will introduce new supply for the WPBA to transfer some of this non-local usage in the short term.

Based on this benchmark, there are currently appropriate levels of vacancy within the WPBA study area (52%). There is a lower vacancy rate during the week (37%) but this is still above the trigger point.

The Somerville Recreation and Community Centre however is near capacity with a vacancy rate of 9% for court 1 and 13% for court 2. This centre has very extremely low levels of vacancies on weekdays (6% for court 1 and 0% for court 2). This again demonstrates the greater demand to play at the neighbourhood level facility at Somerville Recreation and Community Centre.



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24

Population thresholds - Growth Area Authorities (GAA) Planning for Community Infrastructure Growth Areas

It is also important to note that efficiency supply is not just about the hours of supply available. The key criteria should include:

Hours available – as outlined in the analysis above

Location of facilities

Type of facility (higher and lower order centres)

As outlined in section 3, the GAA Planning for Community Infrastructure Growth Areas report defines a hierarchy of indoor recreation centres. The population thresholds provide a useful guide to determine the need for different types of centres in the study area.

Based on the GAA population thresholds, there is currently a need for one Neighbourhood level facility. This need is met by the Somerville Recreation and Community Centre. There is currently insufficient population for a higher order facility.

Figure 17. Existing facility requirements - Population threshold analysis by indoor facility type

Source: GAA, MacroPlan Dimasi

While this study finds that there is sufficient supply available, it also finds that the WPBA have a preference for Neighbourhood level facilities. The Neighbourhood level facility at Somerville Recreation and Community Centre is near capacity with a vacancy rate of 9% for court 1 and 13% for court 2. This centre has very extremely low levels of vacancies on weekdays (6% for court 1 and 0% for court 2).

The preference for Neighbourhood level facilities is because single court facilities make scheduling difficult (e.g. umpires travelling between facilities); are not cost effective; members prefer the neighbourhood level facilities; and issues with court quality (e.g. WPBA is currently using St Jude's Primary School in place of Pearcedale Primary School due to safety reasons).

Facility type Population

Threshold

Number of facilities

required based on

current population of

40,628

Comment

Neighbourhood level (2-

3 courts)

30,000 1.34 Met locally by the Somerfield Recreation and

Community Centre. David Collings Leisure

Centre also provides for additional needs given

that a 2nd facility is currently not sustainable.

Higher order (4-6

courts)

50,000-60,000 0.67 to 0.81 Not currently sustainable.




25

Figure 18. Neighbourhood Level Facilities, WPBA Study Area and Non-Local Facilities

Source: Venue Plan (WPBA, 2012)

Other Supply Considerations

There were also a number of supply issues that were revealed as part of our consultation. They include:

There is an opportunity for the WPBA to use Hastings Community Hub and Western Port Secondary College.

There is an opportunity to improve scheduling court times, including the potential to extend operating hours at the Neighbourhood level facilities to meet this peak demand.

All the non-council managed facilities have limited times available for hire with almost all weekday timeslots before 6pm permanently booked. There is also limited availability of non-council managed facilities on weekends.

Peninsula School and David Collings Leisure Centre are also problematic from a distance perspective, meaning that WPBA users need to travel longer distances.

There is anecdotal evidence suggesting that there is a continual struggle in obtaining 'prime time' court space generally defined by effective hours of supply

There is an increasing reduction in time allocation by schools who hire out their courts which could mean limited availability for the WPBA in the future

4.6 Demand and Supply Balance The figure below presents the implied vacancy rate assuming that all demand is met locally. That is, court usage at non-local courts is transferred to local courts. Overall, this analysis shows that there is sufficient local supply in the WPBA study area to meet existing demand.

Local Weekday Weekend Total

Hours available locally (supply) 48.25 53.00 101.25

Total usage by WPBA (demand) 46.75 43.75 90.50

Vacant court time (demand / supply balance) 1.50 9.25 10.75

Vacancy Rate 3% 17% 11%

Non-Local Weekday Weekend Total





Total Weekday Weekend Total








26

Figure 19. Demand and Supply Balance, WPBA

Source: MacroPlan Dimasi.

4.7 Summary The key findings from this section include:

There is sufficient supply in the WPBA study area to meet existing demand. Existing demand is estimated at around 146.25 hours per week (1.1 hours per team) and local supply (based on 5 local facilities / 6 courts) is estimated at around 284 hours per week.

Based on the Basketball Victoria's indicative rate (vacancy rate >12% is appropriate), there are currently appropriate levels of vacancy within the WPBA study area (51%). There is a lower vacancy rate during the week (37%) but this is still above the trigger point.

The Somerville Recreation and Community Centre however is near capacity with a vacancy rate of 9% for court 1 and 13% for court 2. This centre has very extremely low levels of vacancies on weekdays. This again demonstrates the greater demand to play at the neighbourhood level facility at Somerville Recreation and Community Centre.

The new Western Port Secondary College will introduce new supply for the WPBA to transfer some of its non-local usage in the short term.

There is currently no higher order centre located within the Study Area. There is also only 1 lower order centre (min 2 courts). This is currently impacting on the WPBA ability to promote the sport and increases the expenditure to running the smaller one court venues.

Weekday Weekend Total








27

5 Future Demand The purpose of this section is to understand the key drivers of basketball demand (and therefore facility demand) within the Mornington Peninsula and in particular the Western Port Region.

A key issue for the Shire is in addressing emerging participation patterns in various sports and the future requirement for facilities in and around the Western Port Region. Sports participation forecasting is complex and is influenced by several factors that include:

Community composition

Future population dynamics (eg. age, wealth, ethnicity and migration etc)

Sporting trends (i.e. growth in sport as a result of national success, major events etc)

Therefore, this review seeks to analyse a range of drivers in order to determine the likely needs of the community and how this could influence facility requirements, particularly in relation to the Western Port Region.

5.1 Demographic Composition Population growth

Between 2001 and 2010, population in the Mornington Peninsula increased by around 17,800 residents to reach around 150,000 people in 2010. Over this period the Mornington Peninsula grew at around 1.4% per year, this is lower than the Metropolitan Melbourne average of 1.8% per annum. Population growth has accelerated between 2004 and 2009 as shown in the following figure.

Figure 20. Mornington Peninsula Historical Population Growth




28

Source: ABS, MacroPlan 2011

The growth of the Mornington Peninsula East SLA reflects the LGA growth. In contrast, during 2006 there was a sharp decline in population. This was followed by a large upswing in growth over the last few years.

Figure 21. Mornington Peninsula East SLA Historical Population Growth

Source: ABS, MacroPlan 2011

The strong growth experienced between 2004 and 2009 is consistent with broader trends for Victoria on the back of record net overseas migration (NOM). While NOM has moderated in recent times, it is expected to increase again over the next few years. This will further support population growth within the Mornington Peninsula.

It is also noted that the official State projections have under estimated population growth in the Mornington Peninsula and the East SLA. This is illustrated in the figure below.

-1.0%

-0.5%

0.0%

0.5%

1.0%

1.5%

2.0%

2.5%

34,000

35,000

36,000

37,000

38,000

39,000

40,000

41,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010

Population Growth




29

Figure 22. Comparison of actual population with projected population, Mornington Peninsula LGA

Source: ABS, DPCD, MacroPlan Australia

Figure 23. Comparison of actual population with projected population, Mornington Peninsula East SLA

Source: ABS, DPCD, MacroPlan Australia

Key indicators

An assessment of the socio-demographic characteristics of residents in the Mornington Peninsula and metropolitan Melbourne has been undertaken. This assessment includes analysis on key indicators relating to population, age profiles, employment, and income levels with the most recent data available. The table overleaf details these indicators.

36,000

36,500

37,000

37,500

38,000

38,500

39,000

39,500

40,000

40,500

41,000

2006 2007 2008 2009 2010

ERP VIF




30

Figure 24. Socio-Demographic Profile

Source: ABS Census of Population and Housing (2006), National Regional Profile (2009), DEEWR Small Area Labour Force Markets (2011).

The key findings are as follows:

Older population in the LGA with a median age of 42 years compared to the metropolitan average of 36 years particularly with a higher share of people aged 55+ years; However in the Mornington Peninsula East SLA, there is a lower median age and a greater proportion of younger people, close to the Metropolitan Average.

Slightly smaller household sizes in the LGA with an average household size of 2.5 compared to the metropolitan average of 2.6; With Slightly Larger households, with an Average of 2.7, in the SLA

Interestingly for an older population, Mornington Peninsula has a higher fertility rate with a total fertility rate of 2.10 compared to the metropolitan average of 1.80; The Fertility rate is even higher, at 2.2, within the SLA.

Indicator

Mornington

Peninsula East

SLA

Monington

Peninsula LGA

Metropolitan

Melbourne

Population and Households

Estimated Residential Population (2010) 40,493 150,238 4,077,036

Fertility Rate (2008) 2.2 2.1 1.8

Average Household Size (2006) 2.7 2.5 2.6

Age Profile

Median Age (2006) 36 42 36

Age Groups (2010)

0-9 13% 12% 12%

10-19 15% 13% 12%

20-24 8% 6% 8%

25-34 12% 10% 16%

35-44 13% 13% 15%

45-54 14% 13% 13%

55-64 12% 13% 11%

65-74 8% 11% 7%

75+ 6% 10% 6%

Employment

Employment Sector (2006)

White Collar 37% 44% 52%

Blue Collar 40% 34% 29%

Services Sector 21% 22% 19%

Unemployment Rate (Jun-11) 4.50% 4.3% 4.8%

Income

Average Individual Taxable Income (2008) $47,394 $51,850 $54,813




31

There is a higher share of people aged 10-19 years and higher share of people aged 45+ years which appears to indicate a higher share of mature families;

Lower individual taxable income which can be attributed to an older population with lower levels of employment; and

Lower unemployment rate and higher shares of blue/service sector workers.

5.2 Population Projections The State Government forecast the Mornington Peninsula LGA to grow from around 152,000 people in 2011 to around 171,000 by 2026. This represents growth of around 19,500 people, or around 0.9% per year. Noting that recent population growth in the Mornington Peninsula has surpassed State projections, it is likely that current projections are conservative.

While this level of growth is below the metropolitan average, it is expected that this will create moderate levels of demand for basketball over the next 15 years.

Population projections by age

According to the State Government forecasts, Mornington Peninsula’s population is expected to age significantly with the share of the population aged 55+ expected to increase from 32% in 2006 to 43% by 2026. While the population within the Mornington Peninsula has not aged as rapidly as officially projected (in 2010, the population aged 55+ comprised 34% of the total population compared to the projected 35%), it is still expected to considerably age in the future.

As illustrated in the figure below, the East SLA reflects a similar trend to the LGA with most of the growth from persons aged over 45.

Figure 25. Projections by Age, Mornington Peninsula East SLA

Source: DPCD

5.3 Participation Trends

5.3.1 National and State trends

The Australian Sports Commission released a report in 2009 - Exercise, Recreation and Sport (ERAS) in Victoria. It is important to note that this report presented participation information about people aged 15 years and over who participated in physical activity for exercise,




32

recreation and sport over a 12-month period. This therefore does not cover all basketball participants. The report does however provide a level of understanding about basketball participation in Victoria.

Key findings relevant to this report for 2009 include:

In Victoria, basketball ranked 8th out of a total 55 specific activities placing it above other ball sports such as Australian Rules Football (ranked 9th), Netball (ranked equal 9th), Outdoor Football (ranked 14th) and Indoor Football (ranked 17th).

The total participation rate for basketball is 5.4% in Victoria which is higher than the national participation rate of 3.9%;

There were 139,800 male players (6.6% participation rate) and 90,700 female players (4.2% participation rate) in Victoria;

Nearly three-quarters (74%) of basketball participation in Victoria is organised which is higher than the national average of 61%.

Historical Basketball Participation

Between 2001 and 2009, total participation in organised basketball and club-based2 basketball has increased by 1.6% and 2.7% per annum respectively. More recently, there has been consistent growth between 2007 and 2009 as shown in the following figure.

2 Organised physical activity’ is physical activity for exercise, recreation or sport that was organised

in full or in part by (1) a fitness, leisure or indoor sports centre that required payment for

participation; (2) a sport or recreation club or association that required payment of membership,

fees or registration; (3) a workplace; (4) a school; or (5) any other type of organisation.

Club-based physical activity’ is any physical activity for exercise, recreation or sport that was

organised in full or in part by a sport or recreation club or association that required payment of

membership, fees or registration. This was distinct from fi tness, leisure or sports centres that

required payment for participation.




33

Figure 26. Basketball Participation, Australia, 2001-2009

Source: Australian Sports Commission (2009). Note: relates to persons aged 15 years and over who participated in physical activity for exercise, recreation and sport over a 12-month period prior to interview in 2009.

Basketball Participation by Age

It should also be noted that nationally, the participation rate in basketball declines sharply by age as shown in the following figure. In 2009, the highest participation rate in basketball is in the youngest age group of 15-24 years with a participation rate of 14.4%.

Figure 27. Basketball Participation Rate by Age, Australia, 2009

Source: Australian Sports Commission (2009). Note: relates to persons aged 15 years and over who participated in physical activity for exercise, recreation and sport over a 12-month period prior to interview in 2009.

0

50

100

150

200

250

300

350

400

450

500

2001 2002 2003 2004 2005 2006 2007 2008 2009

Tota

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('0

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Organised Basketball Club-Based Basketball

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

15 to 24 years

25 to 34 years

35 to 44 years

45 to 54 years

55 to 64 years

65 years and over

Par

tici

pat

ion

Rat

e (

%)




34

5.3.2 Local trends

This section presents an analysis of localised information about the number of WPBA players collected from the WPBA. This analysis has then compared this information with the current age groups within the Mornington Peninsula – East SLA to provide an indication of local participation rates. While the Western Port Region covers suburbs adjacent to this locality (e.g. Flinders), it provides a general indication of local participation rates.

Overall, there are around 1,000 WPBA players as at 2010. This level of membership represents around 5% of the Mornington Peninsula – East SLA population aged between 5-and 44. The highest share was from persons aged 10-14 and 15-19. Participation rates fall away with age.

Figure 28. Number of WPBA players and indicative participation rates

Source: WPBA, ABS, MacroPlan Australia

It is also noted that there are around 136 registered WPBA teams based on information collected from the WPBA. This equates to around 7.5 players per team based on WPBA player estimates outlined above.

5.4 Future requirements for the WPBA Sports participation forecasting is complex and is influenced by several factors that include:

Community composition

Future population dynamics (eg. age, wealth, ethnicity and migration etc)

Sporting trends (ie. growth in sport as a result of national success, major events etc)

There are a number of opposing forces that will influence future demand for basketball in the study area:

Study Area is ageing: On one hand, the population in the study area is ageing meaning that there is likely to be a moderation in population growth in the main basketball target groups.

2010

Mornington

Peninsula - East

SLA

Estimated number of

WPBA players

Share of WPBA

players to local area

population

5–9 2,634 219 8%

10–14 2,625 356 14%

15–19 3,307 219 7%

20–24 3,214 102 3%

25–29 2,367 45 2%

30–34 2,343 41 2%

35–39 2,632 15 1%

40–44 2,754 22 1%

Target population total 21,876 1,019 5%

0-4 & 45+ 18,617

Total population 40,493




35

Increasing participation rates nationally this trend is expected to support demand in the study area.

For the purpose of this assessment, a model has been developed to estimate future hours required by the WPBA. The methodology applied is summarised in the figure below.


Note: This projection does not factor in any proposed new user groups such as:

Disadvantaged Groups

Clinics

Tournaments

Share approach of working with sporting clubs to maximise court usage

Non-basketball events

Growth in these new markets would further increase court hours required by the WPBA.

5.5 Demand Scenarios Given the complexities involved we have developed two scenarios based on different assumptions.

1. Estimate Population by age in the study area

•Based on ABS 3235.0

•2010 data

2. Estimate share of WPBA members by age

•Number of WPBA members by age (Source WPBA)

•Calculate % of members compared with population (from 1)

3. Forecast population by age in the study area

• Based on State Government projections by age.

4. Forecast WPBA members

•Based on forecast population by age applied to share of WPBA members by age.

5. Forecast number of WPBA teams

• Based on players per team

6. Forecast hours required by the WPBA

•Based on hours required per team




36

Scenario 1

Scenario 1 is the ‘status quo’ scenario based on existing WPBA participation rates applied to the State Government population projections. Overall the study area is projected to grow by around 0.9% per annum between 2011 and 2026. However, most of this growth will be from persons aged 45+. In fact, the target population for basketball (5-44) only grows by 0.15% p.a. over this period same period.

Based on this scenario, the number of WPBA members declines from 1,018 in 2011 to 996 members in 2026. This in turn results in the number of teams falling from 136 to 133. The figure below summarises this analysis.

This scenario is based on following calculations:

Starts at the base population of 40,493 in 2010 sourced from ABS catalogue number 3235.0

It applies an average annual growth rate of 0.9% sourced from the Victoria in Future average annual growth rate to identify future population number

This equates to a population growth rate of 0.15% per annum (i.e. from 21,918 to 22,405) for the target population age cohort 5 - 44

The participation rates are assumed to remain constant over the 15 years




37

Figure 29. Scenario 1 - low


Study Area Population 2011 2016 2021 2026

Total Population 40,857 42,729 44,687 46,735

5–9 2,647 2,711 2,776 2,841

10–14 2,619 2,585 2,543 2,491

15–19 3,286 3,170 3,037 2,885

20–24 3,201 3,125 3,037 2,934

25–29 2,366 2,356 2,341 2,319

30–34 2,384 2,597 2,824 3,067

35–39 2,662 2,818 2,983 3,157

40–44 2,753 2,746 2,732 2,712

Target population total 21,918 22,110 22,273 22,405

WPBA Share of Total Population 2011 2016 2021 2026

5–9 8.3% 8.3% 8.3% 8.3%

10–14 13.6% 13.6% 13.6% 13.6%

15–19 6.6% 6.6% 6.6% 6.6%

20–24 3.2% 3.2% 3.2% 3.2%

25–29 1.9% 1.9% 1.9% 1.9%

30–34 1.7% 1.7% 1.7% 1.7%

35–39 0.6% 0.6% 0.6% 0.6%

40–44 0.8% 0.8% 0.8% 0.8%

Projected WPBA Members 2011 2016 2021 2026

5–9 220 225 231 236

10–14 355 351 345 338

15–19 218 210 201 191

20–24 102 99 96 93

25–29 45 45 45 44

30–34 42 45 49 54

35–39 15 16 17 18

40–44 22 22 22 22

Total 1,018 1,013 1,006 996

FACILITY DEMAND 2011 2016 2021 2026

Projected teams (7.5 players per team) 136 135 134 133

Hours required (1.1 hours required per team) 149 149 148 146

Weekday hours required (60% of total demand) 90 89 89 88

Weekend hours required 60 59 59 58

FACILITY SUPPLY 2011 2016 2021 2026

Hours available locally 284 284 284 284

Weekday supply available 137 137 137 137

Weekend supply available 147 147 147 147

DEMAND/SUPPLY BALANCE 2011 2016 2021 2026

Total 135 135 136 138

Weekday 48 48 49 50

Weekend 87 87 88 88

Vacancy rate 47% 48% 48% 49%

Weekday 35% 35% 36% 36%

Weekend 59% 59% 60% 60%




38

Scenario 2

An alternative scenario has been developed to take into account the potential increase in participation rates. This trend was highlighted in section 5.3.1. As illustrated in the figure below, we have assumed that the 5-9; 10-14 and 15-19 age groups experience an increase in participation rates compared to scenario 1.

Figure 30. WPBA share of total population, 2026


In addition to higher participation rates, a higher population growth rate has been accommodated. A higher rate of growth may eventuate over the forecast period for a range of reasons including the development of Peninsula Link and development of the Port of Hastings.

Based on this scenario, the number of WPBA members increases by 133 people. The number of teams grows from 136 in 2011 to 155 in 2026. This results in the need for an additional 19 hours of court time per week.

This scenario is based on following calculations:

Starts at the base population of 40,493 in 2010 sourced from ABS catalogue number 3235.0

This projection applies a higher average annual growth rate of 1.3% based on a professionally judgement. This higher rate of growth from a 2010 base has resulted in 2011 number differing between scenarios 1 and 2.

This equates to a population growth rate of 0.54% per annum (i.e. from 22,004 to 23,869) for the target population age cohort 5 - 44

As outlined above, the participation rates are assumed to grow for the 5 to 19 age cohorts

Mornington Peninsula -

East SLAScenario 1 Scenario 2

5–9 8.3% 9.0%

10–14 13.6% 15.0%

15–19 6.6% 8.0%

20–24 3.2% 3.2%

25–29 1.9% 1.9%

30–34 1.7% 1.7%

35–39 0.6% 0.6%

40–44 0.8% 0.8%




39

Figure 31. Scenario 2 – high


Scenario 2 2011 2016 2021 2026

Total Population 41,019 43,756 46,675 49,789

5–9 2,657 2,776 2,900 3,027

10–14 2,630 2,647 2,656 2,654

15–19 3,299 3,246 3,172 3,073

20–24 3,213 3,201 3,172 3,125

25–29 2,375 2,413 2,445 2,470

30–34 2,393 2,659 2,950 3,267

35–39 2,673 2,886 3,116 3,364

40–44 2,764 2,812 2,854 2,889

Target population total 22,004 22,641 23,264 23,869

WPBA Share of Total Population 2011 2016 2021 2026

5–9 8.4% 8.6% 8.8% 9.0%

10–14 13.7% 14.1% 14.6% 15.0%

15–19 6.7% 7.2% 7.6% 8.0%

20–24 3.2% 3.2% 3.2% 3.2%

25–29 1.9% 1.9% 1.9% 1.9%

30–34 1.7% 1.7% 1.7% 1.7%

35–39 0.6% 0.6% 0.6% 0.6%

40–44 0.8% 0.8% 0.8% 0.8%

Projected WPBA Members 2011 2016 2021 2026

5–9 222 238 256 272

10–14 359 374 388 398

15–19 221 233 242 246

20–24 102 102 101 99

25–29 45 46 46 47

30–34 42 47 52 57

35–39 15 16 18 19

40–44 22 22 23 23

Total 1,029 1,078 1,125 1,162

FACILITY DEMAND 2011 2016 2021 2026

Projected teams (7.5 players per team) 137 144 150 155

Hours required (1.1 hours required per team) 151 158 165 170

Weekday hours required (60% of total demand) 91 95 99 102

Weekend hours required 60 63 66 68

Timeslots required 178 187 195 201

FACILITY SUPPLY 2011 2016 2021 2026

Hours available locally 284 284 284 284

Weekday supply available 137 137 137 137

Weekend supply available 147 147 147 147

DEMAND/SUPPLY BALANCE 2011 2016 2021 2026

Total 133 126 119 114

Weekday 47 42 38 35

Weekend 86 83 81 79

Vacacny rate 47% 44% 42% 40%

Weekday 34% 31% 28% 26%

Weekend 59% 57% 55% 54%




40

Future Demand and Supply Balance

Based on this model and the analysis of existing supply, there is sufficient supply in the WPBA study area to meet demand to 2026 under both scenarios. The vacancy rate remains above 12% in all three scenarios.

In scenario 2, the overall vacancy rate falls from 47% to 40%, while the weekday vacancy rate falls from 34% to 26%.

5.6 Identifying a Trigger point Teams based

Given the complexities involved in projecting future demand, a trigger point analysis has been provided to help Council determine when new court space is required. This is based on the when the number of teams reaches a point where vacancy rates fall below 12% (assumes each team requires 1.1 hours of court time per week and all demand met locally).

This analysis is summarised in the figure below.

Trigger point 1 –weekday vacancy rate falls below 12% when the number of teams reaches around 180.

Trigger point 2 – total vacancy rate falls below 12% when the number of teams reaches around 230.

Figure 32. Trigger Point - Number of teams required for the vacancy rate to fall below 12%

Source; MacroPlan Dimasi

Population threshold based

The study area population is likely to reach 50,000 people between 2026 and 2030. Based on the GAA population thresholds, this population size may trigger the need for a higher order facility of at least 4 courts.

TOTAL




Total hours required per team (weekday + weekend) 1.1


WEEKDAY




Hours required per team - weekday only (60%) 0.66


Current number of teams 136




41

Figure 33. Need for a higher order indoor recreational centre – Population thresholds

Source: GAA, MacroPlan Dimasi

The Somerville Recreation and Community Centre has been identified as the preferred location for this potential future expansion because of the land available; central to customers; multipurpose potential; and cost effectiveness compared to a greenfield development option.

5.7 Summary There are a number of opposing forces that will influence future demand for basketball in the study area:

Study Area is ageing: On one hand, the population in the study area is ageing meaning that there is likely to be a moderation in population growth in the main basketball target groups.

Increasing participation rates nationally: However, there are also signs of increasing participation rates nationally for basketball. This trend is expected to support demand in the study area.

Based on the model developed in this section and the analysis of existing supply there is sufficient supply in the WPBA study area to meet demand to 2026. The vacancy rate remains above 12% in all three scenarios.

Given the complexities involved with projecting future demand, a trigger point of around 180teams has been identified. At this point, the weekday vacancy rate falls below the Basketball Victoria indicative rate of 12%. This number of teams is likely to trigger the need to start planning for an additional court in the WPBA.

Alternatively a population based threshold analysis illustrates that a higher order centre is likely to be required around 2026 when the population increases above 50,000.




42

6 Conclusions There is currently an adequate supply of indoor basketball facilities to meet existing and future WPBA demand to 2026.

As such there is not a sufficient business case to progress to the detailed feasibility of design concepts at this stage. This detailed feasibility stage is required once there is sufficient need (see trigger points and threshold requirements) in the study area and would involve:

Site identification

Detailed cost estimates

Governance models

Funding options

The WPBA, with guidance from Council and Basketball Victoria, can start building a business case for the future transition of their association by:

Utilising existing supply at Hastings Community Hub and Western port Secondary College

Improve scheduling, including extended operating hours at Somerfield Recreation and Community Centre

Providing evidence about growth in team numbers

Outlining strategic partnerships – e.g. with other sporting associations

Outlining strategies to increase participation rates and grow new user groups (e.g. disadvantaged groups, clinics, tournaments, non-basketball events).

A review of the current business plan is provided at Attachment I.

If the WPBA want to develop and fund new courts, the preferred location is the Somerville Recreation and Community Centre. The analysis of location is presented at Attachment G. Given that this is a Council managed facility, Council can help the WPBA by facilitating the development in a non-funding capacity. A case study analysis has also been prepared to assist WPBA about relevant deal structures (attachment). Additionally, Attachment H outlines the potential funding options for that the WPBA may wish to investigate; and Attachment D presents the potential cost of a developing new courts.

The Council can also support the WPBA in the following ways:

Work with the WPBA to help improve scheduling of current facilities

Facilitate the development application process if the WPBA wanted to fund new courts

Development of their players through future sports development programs

Direct more resources to promotion access and participation

Co-promote sports codes and the multipurpose use of Neighbourhood level facilities




43

Attachment A - Facility Information Somerville Recreation and Community Centre

The Somerville Recreation and Community Centre is the home of the WPBA. The facility consists of two indoor basketball courts and has the potential to be extended to the west on council land that is currently occupied by the state park. The centre is located off Eramosa Road West at the back of the Somerville Plaza.

While the court is mostly used for basketball there are other community and recreation activities taking place such as netball, badminton, volleyball, indoor soccer, group fitness and dancing classes. The centre is open for 105 hours/week with the peak times being after 4pm weekdays and both Saturday and Sunday mornings with these times all at capacity. There are available court times throughout the week days before 4pm which are available to all recreational activities for bookings.

Figure 34. Site Assessment - Somerville Recreation and Community Centre

Description The Somerville Recreation and Community Centre is the home base of the WPBA.

Location Eramosa Road West at the back of Somerville Plaza

Number of basketball courts 2 Indoor

Other uses Recreation and community uses such as netball, badminton, volleyball and indoor soccer , group fitness, access classes and dancing

Adjacent uses Somerville Plaza. Skate park

Total court hours available / or can be booked:

The times change daily depending on bookings. Every day: 8am – 11pm

Court utilisation & tenants: WPBA Basketball and other uses include netball, badminton, volleyball and football, group fitness, access classes and dancing

Capacity available

There are no times available after 3:30pm on weekdays or any times over the weekend. They do have available times on the weekdays throughout the day before 3:30pm

Does the facility offer half court games Only children’s games on the weekends

Expansion potential The stadium has the potential to be extended to the west on council land that is currently occupied by a skate park.




44

Peak Times Weekdays from 3:30pm-9pm + Saturday and Sunday Mornings.

Where do your teams train Most of the teams train in both the Somerville Recreation Centre and the Bittern Memorial Centre however some teams do individually hire out the following courts: Somerville Secondary college, Pearcedale Primary School, Peninsula School, Frankston High School and David Collings Leisure Centre.


Bittern

The Bittern Stadium is located in the Bittern Memorial Centre on Henderson’s Road. The stadium consists of one indoor court and opens only on booking times. The court is also used for netball and school holiday activities but only through work hours on weekdays. The WPBA uses that stadium after 4pm on some weekdays and is currently booked out on Monday & Tuesday nights. The court is used for competitions on Saturdays between 9am and 1pm and is available for bookings on Sundays.

Figure 35. Site Assessment - Bittern Stadium

Location The stadium is located in the Bittern Memorial Centre on Henderson’s Road, Bittern VIC 3918

Number of basketball courts 1 Indoor Court

Other uses Netball and school holiday activities

Adjacent uses Residential to the north, Graham Myers Reserve/Sports park to the east, Outdoor netball courts to the south and rural/residential to the west.


Weekdays: 8:30-9:30pm Saturdays & Sunday 8:30am – 9pm

Court utilisation & tenants - hours used for:

- WPBA Basketball Monday & Tuesdays 4:30pm – 9:30pm Saturdays (Competition only) 9am – 1pm

- Other uses Netball & holiday activities

By booking only during working hours on weekdays

Capacity available Before 4pm weekdays and all day Sunday

Half court games If requested for training sessions only

Peak Times Weekdays: 4:30-9:30pm

Expansion potential No




45

Peak Times Weekdays from 4pm-9:30pm and Saturday mornings.


Hastings Community Hub

The Hastings Community Hub and community hub consists of one indoor basketball court. The centre has recently been extended to include improved community amenities to allow for a community centre kitchen and community rooms. The centre is located on the Frankston Flinders Road.

The centre’s main use is for a gymnastics program which has exclusive use of the courts from Tuesday to Saturday every week which means that basketball only has use of the court on Sundays and Mondays only with bookings and Monday nights for 4 hours for domestic competition only.

Figure 36. Hastings Community Hub

Description The centre has recently been extended to include improved community amenities to allow for a community centre kitchen and community rooms.

Location The Centre is located on the Frankston Flinders Road, Hastings VIC 3915

Number of basketball courts 1 Indoor

Other uses This stadium is used for basketball, netball, two squash courts and a multipurpose room. There is also a gymnastics program that operates from Tuesday to Saturday. Other activities include taekwondo. The main use of this centre is currently gymnastics

Adjacent uses The centre is situated within Hastings park reserve. There are sporting fields located to the east and Kings Creek Hotel to the south.


Weekdays: 8:30am – 5:00pm Monday Nights 5pm-7:30pm Saturdays & Sundays 8:30-9pm

Court utilisation & tenants - hours used for:

- WPBA Basketball Mainly Juniors on Monday nights 5pm – 7:30pm

Gymnastics Tuesday – 3:00am -9:00pm Wednesday to Friday – 8:30am – 9:00pm Saturday– 8:30pm-1:30pm

Capacity available Currently Sunday and Monday during work hours are available




46

Does this facility offer half court games If requested for training sessions only

Peak Times Monday nights 5pm – 7:30pm

Expansion potential The centre could potentially be expanded to the north or east into Hastings Park Reserve.





47

Attachment B - Option Evaluation

Economic and Financial Meets existing and growing demand

Measurement 1 3 5

Meets existing and growing demand

No impact

Moderate impact -

somewhat meets existing

and future demand

Large impact - meets existing

and future demand

Capital cost

Measurement 1 3 5

Capital cost High cost Moderate cost Low cost

Overhead costs

Measurement 1 3 5

Overhead costs No

improvements on overheads

Moderate improvements on overheads

Large improvements on overheads

Vision and Social Accessibility and well being

Measurement 1 3 5

Accessibility and well being

Located far from

the Study Area midpoint

Located near

the Study Area midpoint

Centrally located to members

Promoting the WPBA brand

Measurement 1 3 5

Promoting the WPBA brand

No impact on Brand

Moderate impact on the

brand

Significantly promotes the

brand

Provides flexibility / certainty to WPBA

Measurement 1 3 5




48

Provides flexibility / certainty to WPBA

Limited flexibility

Some flexibility High degree of flexibility and

certainty

Environmental Reduces private vehicle trips

Measurement 1 3 5

Reduces private vehicle trips

Likely to result in an increase in private vehicle trip distances

No impact on private vehicle trip distances

Likely to result in a decrease in

private vehicle trip distances




49

Attachment C - Detailed Demand Projections



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10–14

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3,1

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353

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15–19

218

211

203

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20–24

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100

97

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87

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ate

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Weekday

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35%

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59%

59%

60%




54

Attachment D – Cost of Basketball Stadium Extensions

One Court Extension Projects

Figure 37. One court example 1

Project name SHEAHANS ROAD BASKETBALL CENTRE

Location Bulleen

Project description

Development of the existing Basketball Centre, comprising an additional full size indoor basketball court, a second option for the provision of two full size indoor basketball courts, a new main entrance to the facility, additional storerooms, meeting space and office space, conversion of the existing 3/4 court to a full size court, widening of the existing two basketball courts to comply with Basketball Victoria standards.

Extension 1 court extension

Commencement date

5/09/2012

Completion date 5/02/2013

Project Value $1,000,000

Source: Cordell Connect

Figure 38. One court example 2

Project name TOWNSVILLE BASKETBALL STADIUM & COMPLEX EXTENSION

Location ANNANDALE, QLD

Project description Proposed extension to existing complex to include construction of 1 extra basketball court & seating.

Extension 1 court extension Commencement date

15/01/2010

Completion date 15/05/2010 Project Value $400,000





55

Two Court Extension Projects

Figure 39. 2 court example 1

Project name CRAIGIEBURN BASKETBALL STADIUM

Location Craigieburn

Project description Construction of two additional basketball courts at existing stadium.


Commencement date

3/11/2010





Project name KILSYTH SPORTS CENTRES

Location Yarra Ranges

Project description Design and construction of the Kilsyth Sports Centre basketball extension.


Commencement date

3/05/2010





Project name FRED CATERSON RESERVE - HILLS BASKETBALL EXTENSION

Location Castle Hill, NSW

Project description

The proposed upgrading of facilities include: Extension to the existing basketball stadium incorporating 2 multi purpose courts, spectator seating for an additional 500 people & a range of associated facilities including new change rooms/amenities, store rooms, ancillary offices & a meeting room. The existing off street carparking facilities will be reconfigured to provide a total off street carparking of 135 spaces. Associated landscaping

Extension 2 court extension Commencement date

25/06/2012






56



Project name BOARDMAN BASKETBALL STADIUM

Location Sunbury

Project description

Construction of two additional basketball courts, new foyer, change rooms, spectator amenities, office and conference room at the existing stadium.


Commencement date

7/11/2011







57

Attachment E - Venue Plan



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Wes

tern

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n

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Wes

tern

Po

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aske

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l | D

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d a

nd

Su

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rep

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fo

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B

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am

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am

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va

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-

N/A

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Ava

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va

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m

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3.0

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m -

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4

3pm

- 4

pm

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iv 2

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n

4.0

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8am

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W

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WP

2

8am

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m:

U1

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WP

3

& W

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9.3

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9.3

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9.3

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m-1

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P1 &

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6G

9.3

0a

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m:

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11.0

0am

11am

-12.3

0p

m:

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12.3

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m

1

2.3

0p

m-2

pm

- U

18B

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P1 &

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2

10.3

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ig V

Set

Up

12.3

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Wes

tern

Po

rt B

aske

tbal

l | D

eman

d a

nd

Su

pp

ly A

sses

smen

t P

rep

ared

fo

r M

orn

ingt

on

Pen

insu

la S

hir

e C

ou

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l

6

2

pm

2.3

0p

m

Big

V G

am

e 2

3pm

-4.3

0p

m :

U1

6B

WP

2

4.0

0p

m

4pm

-5pm

: Y

outh

L

ea

gu

e M

en

5.0

0p

m

Op

en

Mix

ed

5pm

-6pm

- D

iv 2

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n

5.4

5p

m

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en

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6.3

0p

m

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en

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VE

NU

E D

ET

AIL

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CO

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UR

LE

GE

ND

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N

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N

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Sta

diu

m

Ad

dre

ss

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on

tac

t D

om

esti

c G

am

es

Som

erv

ille R

ecre

atio

n

Ce

ntr

e

14 E

dw

ard

Str

eet, S

om

erv

ille

(03)

59

77

7533 o

r gm

@w

pba

.com

.au

De

velo

pm

en

t P

rog

ram

s -

Ken

ny

Som

erv

ille S

econd

ary

C

olle

ge

G

raff R

oad, S

om

erv

ille

S

en

ior

Rep

Tra

inin

g

Hasting

s H

ub

1973 F

ranksto

n-F

linders

Ro

ad, H

asting

s

Sen

ior

Rep

Gam

es

Pearc

edale

Prim

ary

School

Ba

xte

r T

oora

din

Ro

ad, P

earc

edale

Ju

nio

r R

ep

Tra

inin

g

Bitte

rn M

em

ori

al

Cnr

Myers

& H

enders

ons R

oad, B

itte

rn

Ju

nio

r R

ep

Ga

mes

Da

vin

d C

olli

ngs C

entr

e

Dunns R

oad,

Morn

ingto

n

Penin

sula

School

Woora

lla D

rive

, M

t. E

liza

S

tad

ium

No

t A

va

ila

ble




63

Attachment F – Case Study Analysis This section presents a review of two recently built facilities to understand the key learnings and deal structures relevant to the WPBA. The benchmarks assessed are:

Mornington Secondary College - Mornington District Basketball Association

Kilsyth Sports Centre basketball extension

Mornington Secondary College - Mornington District Basketball Association Overview

State Government the Mornington District Basketball Association (MDBA) and the school council to build a $2.3 million sports stadium on the grounds of Mornington Secondary College.

This deal involved:

State Government provided $900,000 towards the building of the stadium through the Community Facilities Fund

State Government provided the land for the stadium at no cost

MDBA is contributing $1.4 million, including $440,000 from the Commonwealth.

The stadium will comprise three indoor basketball courts, foyer, canteen, office/meeting rooms, referee/first aid room, storerooms, toilets, change rooms and a car park.

The school will have use of the stadium during school hours and on four other occasions free of charge.

The MDBA is responsible for the operation and maintenance of the stadium. The School Council will contribute 50 per cent towards maintenance costs associated with the stadium.

The stadium is designed for multi-purpose use with the capacity for netball, volleyball, badminton as well as basketball.




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Consultation findings

An interview was undertaken with the MDBA to further detail their experience and how the deal worked. The key questions and answers are provided below.

Why was a new facility required?

No timeslots were available

Conflicting issues with Council Managed Courts – e.g. Council may require the court for a new event which means that the Association could not use the court. This made it hard to plan for.

How was the deal set up?

Additional 2 courts cost around $2million

The MDBA was fortunate as they had $250,000 in the bank

The MDBA partnered with the College who helped with submission to Government for grants

Had a good relationship with the College

Received State and Federal Government Grants

o State Government $900,000

o Commonwealth $440,000

MDBA needed to get a loan to meet the balance (circa $600,000)

Key Issues

Needed to get Council to guarantee the loan as they had no asset (e.g. land)

MDBA Needed to have $50,000 against default

Members of the MDBA needed to guarantee a total of $50,000 (individual component up to $5,000)

Took 2 years to get the deal finalised

MPBA able to provide and manage canteen, club facilities and administrative facility

Need to be careful with setting up the Joint Venture Agreement (MPBA and College)

o School gets access during the day. While the Association gets access at all other times

o If College wants the facilities – they just need to notify the MPBA and is usually met.

Need to identify a sinking fund (e.g. 5% of capital cost per year towards maintenance – i.e. 25 year facility).

Drawbacks – no control over day time use

Has the new stadium been a success?

Usage - No free time now available. Would have built more courts if had the financial capability




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Benefits – improvement to satisfaction e.g. proud about home court

Benefits – improvements to scheduling (full control after 415pm)

Other comments

Facility already too small for their needs – e.g. Admin, Storage and Canteen

Faced issues such as:

o Legislation of security cameras / schools

o Vandalism by school kids

Major issues with suppliers – e.g. Scoreboard, Architect

Planning of future requirements is very important – e.g. courts, admin, storage, canteen

Estimated Cost - Basketball Stadium Extensions An assessment of Cordell Connect database shows that there is considerable cost variance for basketball stadium extensions.

One court extension (2 examples): Ranging from $400,000 to $1,000,000

Two court extension (4 examples: Ranging from $1,200,000 to $5,300,000

See Attachment D for further details of these examples.

According to Rawlinsons Australian Construction Handbook 2012, the costs for construction of a new facility are estimated at $1,145 to $1,230 per metre square (standard construction, brick walls, metal roof, timber floor to playing area, change rooms).

Based on the Planning for Community Infrastructure in Growth Areas (April 2008) the building area for a new court is estimated at around 1,000sqm. Based on these benchmarks a new court could cost between $1.1m and $1.3m.

Based on our experience, we note there is significant cost variability making it difficult to identify the likely cost. Detailed cost planning could be undertaken to better estimate the true cost. Information obtained from the national manager of sport and rec at Lend Lease indicated that the cost could be between $1m and $10m depending on the specifications.

For the purpose of this assessment, the cost of a one court extension has been estimated at $1.3 million as it provides an upper and conservative limit to work with.




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Attachment G - Evaluation of Options Overall, this analysis shows that there is sufficient supply in the WPBA study area to meet existing and future demand to 2026.

It is also important to note that efficiency supply is not just about the hours of supply available. The key criteria should include:

Hours available

Location of facilities

Type of facility (higher and lower order centres)

Overall, the study finds that the type of facilities in the Study Area (mainly 1 court facilities) is impacting on the ability of the WPBA to promote the sport. From an operational perspective this also increases the expenditure for the WPBA of running the smaller one court venues.

Based on this criteria analysis, planning for a 1 court expansion of an existing facility is recommended. A trigger point of around 160-180 teams could be used to determine the timing of this expansion.

Option Evaluation An assessment framework has been developed to evaluate the quantitative and qualitative benefits of possible options. This approach is commonly utilised in the assessment of development options.

The objective of this scorecard is to provide a score for each of the options on three different indicators. These indicators are as follows:

Economic and financial;

Social / Vision;

Environmental;

Each of the indicators will be given a score out of 5 based on a number of criteria within each of the indicators.

This approach will be used to shortlist the preferred options that can be tested in more detail.

The figure below provides an overview of each of the indicators and measurement criteria used to evaluate the options.

Figure 43. Option Evaluation




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An explanation of each indicator is provided at Attachment C

Options There are a number of options to meet the WPBA requirements for additional court space. The options include:

1 Two court expansion of the existing facility at Somerville Recreation Centre

2 One court expansion of the existing facility at Somerville Recreation Centre noting new courts available at Western Port Secondary College.

3 Greenfield development - Development of a new facility;

4 Improvements to scheduling (e.g. post 9:30pm during the weekday and post 5:00pm during the weekend).

5 Better utilise hours available on weekends

Option Assessment The table below summarises the option evaluation. Overall Option 2 (one court expansion) scores the best, followed by Option 1 and Option 3.

Option 4 and 5 are both valid approaches in the short term but is unlikely to fulfil the needs of the WPBA in the medium to long term. This should however be guided by the trigger point analysis of around 160-180 teams.

Economic / Financial

• Meets demand

• Capital costs

• Overhead costs

Social / Vision

• Accessibility and wellibeing

• Promoting the WPBA Brand

• Provides flexibility / certainty

Environmental Score

• Impact on vehicle trips (i.e. kms travelled




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Assuming this trigger point is met, 0ptions 1 and 2 perform well due to its ability to cater for demand while at the same time managing the financial cost (i.e. less expensive compared to the development of a greenfield site). Option 1 and 2 performs well against the social indicators, primarily because of the brand benefit from improving the 'home' facility. This was a key benefit demonstrated by the MDBA case study. Overall Option 2 scored higher due to the opportunity for WPBA to utilise courts at new Western Port Secondary College.

Compared to Option 3 (greenfield development), Option 1 and 2 does not perform as well against the flexibility indicator. This is because Somerville Recreation and Leisure Centre is a Council managed facility and is unlikely to deliver the same flexibility as a WPBA managed facility would.

Option 3 performs well against the social and environmental indicators, but the large capital cost means that it's economic / finance score is relatively low compared to Option 1 and 2. The capital cost associated with Option 3 may not result in an optimal net community benefit - that is, Option 2 can achieve at least the same benefit with a lower cost.

Based on this assessment it is concluded that Option 2 is the preferred development option that should be investigated. This option includes identifying if the Western Port Secondary College courts are available.

The following section summarises the options for funding Option 2.



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Other considerations The preferred option could be further supported by:

WPBA providing additional services

Other sporting groups who also require use of the facilities.




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Attachment H - Overview of Funding Options

Funding requirements The assessment of the potential development of new Basketball facilities has been based on a 1 Court Development (approximately 1,000m2 area).

In particular the development has focussed on the expansion of the existing Somerville Recreation and Community Centre for the WPBA. The existing centre has potential for expansion on the site to the west, which is currently occupied by the skate park, and provides the opportunity to extend the existing facility by two indoor basketball courts.

The overall cost of a 1 court extension has been estimated at around $1.3 million (see section 6.2).

Based on our experience, we note there is significant cost variability making it difficult to identify the likely cost. Detailed cost planning could be undertaken to better estimate the true cost. Information obtained from the national manager of sport and rec at Lend Lease indicated that the cost could be between $1m and $10m depending on the specifications.

The cost estimate has been based on very high level assumptions and will need to be tested and quantified before construction or development is undertaken.

Funding Options A review has been completed on the funding options available to WPBA and the Mornington Shire Council for development of community sport and recreation facilities.

The review has included the following options:

Basketball Club Revenue

Council Funding

State Government Funding

Corporate partners

Other Stakeholder Funding

WPBA Basketball Association Revenue

The WPBA recent Audit Report (dated 31 December 2010) stated that the WPBA total Net Assets to be $62,128. The assessment of funding options has determined that WPBA will be able to utilise its current Net Assets to facilitate a bank loan to provide a funding contribution to the development. Based on the Business Plan, the WPBA indicate that they could service a $1m loan and may be sufficient for the 1 court expansion required. However, further investigation is recommended given the cost variability noted.

Some of the funding options are listed below.




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While MacroPlan is not privy to the details of this loan, we note that based on the net assets of $62,128, the WPBA could potential service a loan of around $320,000. This is based on a conservative LVR (80%) and interest rate (8%).

The case study analysis of the Mornington District Basketball Association (MDBA) deal to fund the Mornington Secondary College also demonstrated some additional issues with raising funds such as:

The MDBA has $250,000 in their bank account. The WPBA does not have this level of savings

Council needs to guarantee the loan;

The WPBA may need to provide money towards default;

WPBA members may need to provide $50,000 against default (individual component up to $5,000)

Need to identify a sinking fund (e.g. 5% of the capital cost per year)

An innovative partnership model is required to attract funding and support for the facility expansion. This partnership will need to have a clear Joint Venture agreement and strong business case that can maximise use of the new facility.

State Government Funding

The Department of Planning and Community Development (DPCD) has a Community Facility Funding Program that helps provide high quality, accessible community sport and recreation facilities across Victoria. There are two categories of funding available in this program:

Regional Planning – Funding up to $50,000: The Planning Category provides funding for the future sport and recreation needs of communities through better information gathering, consultation and strategic planning. Grants of up to $50,000 are available for projects focussing on recreation planning, facility feasibility or regional planning initiatives.

Building Community Infrastructure – Funding up to $650,000: The Building Community Infrastructure Category provides grants for improving places where communities meet and interact. The Major Facilities is the applicable grant for Basketball facilities. The Major Facilities Category provide grants of up to $650,000 (where the project costs more than $500,000 excluding GST) to develop major sport and recreation facilities.

It must be noted that if the $650,000 funding grant is received from the State Government then the initial $50,000 cannot be included (i.e. either $50,000 or $650,000 not both).

Corporate Partners

There are a number of private organisations which have a strong commitment to supporting participation in sport. Some of these include:

Bendigo Bank (Community Enterprise Foundation) - http://www.bendigobank.com.au/public/community/community_enterprise_foundation.asp. Recent relevant projects include:

o Cummins Multi-Purpose Facility



http://www.bendigobank.com.au/public/community/community_enterprise_foundation.asp

http://www.bendigobank.com.au/public/community/community_enterprise_foundation.asp


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o Wongabeena Recreational Facility

o Darkan Sports and Community Centre

o Deaf Sports Pavilion

IGA Community Chest program http://www.iga.net.au/igafresh/index.cfm?page_id=2687

Telstra Foundation http://www.telstrafoundation.com.au/dir148/tfweb.nsf/home/homepage?opendocument

Wesfarmers http://www.wesfarmers.com.au/community-a-sustainability/community.html

Woolworths http://www.woolworthslimited.com.au/phoenix.zhtml?c=144044&p=society-community

Other Stakeholder Funding

It is understood that there are other potential stakeholder funding partners, such as community groups or sports associations, that would benefit from the extension of the existing basketball facilities and could provide a financial contribution. The following potential Stakeholders have been identified:

Gymnastics

Football

Volleyball

Netball

Badminton

Schools & Education Provider Services

It is uncertain the extent of the financial contribution that each club or association could make. If other stakeholders confirm their interest in using or renting space within the development then this could be utilised to increase potential development loans (similar to how a developer secures a tenant before proceeding with construction).

No other Stakeholder has been confirmed or provided any financial interest to either the WPBA or the Council to date.



http://www.iga.net.au/igafresh/index.cfm?page_id=2687

http://www.telstrafoundation.com.au/dir148/tfweb.nsf/home/homepage?opendocument

http://www.telstrafoundation.com.au/dir148/tfweb.nsf/home/homepage?opendocument

http://www.wesfarmers.com.au/community-a-sustainability/community.html

http://www.wesfarmers.com.au/community-a-sustainability/community.html

http://www.woolworthslimited.com.au/phoenix.zhtml?c=144044&p=society-community

http://www.woolworthslimited.com.au/phoenix.zhtml?c=144044&p=society-community


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Attachment I - Review of Current Business Plan

Overview A review of the WPBA Business Plan has been undertaken including recent Audit Reports. The following section will provide recommendations for the WPBA business plan and future projections for the association.

The Marketing Plan The marketing plan provides analysis and discussion on a number of key aspects of the WPBA business. The key sections are as follows:

Environmental Analysis – The analysis presented in the business case does not appear to be supported by robust data. In particular the statement regarding expected demand of ‘up to a further three thousand participants’ appears to contradict the population or participation rate projections of this report.

Product/Service – The pricing of the club is seen as competitive however no pricing is listed as part of the business plan (i.e. Player Sub’s are $x per annum). If this was listed this could also be used to predict increase in revenue from an increase in player numbers.

Customer Demographics – The demographics provide an indication of player locations, however the data does not relate to the player age profile. This will also assist the WPBA to understand the player profile and how the club can draw on the existing catchment of potential players from the region especially as the club is currently drawings from a number of places outside of the catchment.

Competition and Competitive Advantage – The details of this section are clear in justifying how the club has a competitive advantage. There is an opportunity for the club to expand on how they can translate this into increasing player numbers or increasing revenue or sponsorship.

Price Strategy – Raises four key issues that the Club believe are restricting growth:

o Rental Costs

o More Courts in One Location

o Ability to manage and benefit from food sales

o Increasing Player Numbers

Advertising and Promotional Strategy – The strategy could benefit from the use of social networking sites and targeting the player population (ages 5 to 45) who would regularly use such sites. This can be done in conjunction with the existing WPBA website.

SWOT Analysis – The analysis picks up on previous issues raised within the business plan, however there are a few opportunities that could also be added:

o Shared Use / Funding




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o Establishing new facilities/Co-location

Market Research – This section refers to population data that has been used within the Active Sports Strategy prepared by the Council. There may be an issue with the population projections related to the Sports Strategy that will need to be confirmed as the data shows that the target player group (ages 5 – 45) is not growing despite the Shire’s overall population growing.

The Finance Plan The finance plan provides analysis and discussion on a number of key aspects of the business. The key sections are as follows:

Financial Strategy – The strategy presented in the business case raised two keys issues that are currently limiting the financial growth of the club:

Operational Costs are high due to numerous locations providing one service and the inability to attract larger tournaments due to a lack of critical mass (not enough courts in one place).

The ability to manage and run the food kiosks.

The strategy does not detail the actual expected or known revenue from the food sales and it is difficult to assess the statement that the kiosk is limiting growth without the actual numbers.

Further to this the business plan discusses the potential addition of two courts but does not provide detail to how the additional court will be funded or operated. The strategy also states that WPBA would provide funding for building work, however the extent of a loan and the associations ability to pay the loan back would need to be investigated to ensure that any loan was realistic.

The business plan does not detail the proposed cash flow as a result of the proposed changes in rent which make it difficult to understand if the proposal in the business plan is achievable. It is recommended that further cash flow analysis of the proposed changes is modelled to show the effect this will have on the Clubs ability to service any loans or provide equity for capital improvements.

Establishment Costs and Source of Funds – WPBA confirms that they have established a relationship with the Bendigo Bank regarding bank loans additional courts. The business plan shows the required repayments to service the proposed loan. Further to this no cash-flow analysis has been completed on the loan repayment schedule to determine if the loan is serviceable. In particular it would be useful to complete cash-flow analysis on the impact of the increased revenue (from food sales) and the decrease costs (reduced rent charges) to determine if the expected $27,000 per annum increase in revenue would be able to service the proposed loan. The current audit report indicates that the current club retained surplus is approximately $64,128 with of an average annual surplus being in the order of approximately $25,000. This would not be enough to facilitate the loan repayments listed in the business plan which shows an average repayment per annum being between $90,000 up to $130,000.




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Profit and Loss Projections – The projections provided did not provide a basis of the projections. It would be useful to understand how the assumptions for the projections were made (i.e. on player numbers, confirmed lease agreements, etc.). It is recommended that further detail and testing of the projections be made to ensure that the proposed projections are robust.

Findings Further detail is required as part of the business plan in order to make a robust business case for funding. In particular the Marketing Plan requires robust data and analysis to ensure that the figures are accurate and can be relied on. The Financial Plan also needs to relate to the data and key aspects of the marketing plan to show that future projections of costs and revenues can be achieved.

It is recommended that WPBA utilise the services of Basketball Victoria or a consultant to establish a business plan that integrates with Basketball Victorias strategic plan and overall operations. In Basketball Victoria’s Annual Report 2010 associations were encouraged to link their own plans to Basketball Victoria’s strategic plan. Basketball Victoria launched a new program, called ‘5 on 5’, to assist local basketball associations to evaluate and improve the daily running of their business. It is recommended WPBA contact Basketball Victoria for assistance.



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