15.3 synthetic turf hockey facility business...

15.3 Synthetic Turf Hockey Facility – Business Case

94

14-Mar-2017 Prepared for – Town of Victoria Park – ABN: 77284859739

Town of Victoria Park 14-Mar-2017

Business Case for Harold Rossiter Synthetic Turf Hockey Facility

95

AECOM Business Case for Harold Rossiter Synthetic Turf Hockey Facility



Client: Town of Victoria Park ABN: 77284859739

Prepared by AECOM Australia Pty Ltd 3 Forrest Place, Perth WA 6000, GPO Box B59, Perth WA 6849, Australia T +61 8 6208 0000 F +61 8 6208 0999 www.aecom.com ABN 20 093 846 925

14-Mar-2017

AECOM in Australia and New Zealand is certified to ISO9001, ISO14001 AS/NZS4801 and OHSAS18001.

© AECOM Australia Pty Ltd (AECOM). All rights reserved.

AECOM has prepared this document for the sole use of the Client and for a specific purpose, each as expressly stated in the document. No other party should rely on this document without the prior written consent of AECOM. AECOM undertakes no duty, nor accepts any responsibility, to any third party who may rely upon or use this document. This document has been prepared based on the Client’s description of its requirements and AECOM’s experience, having regard to assumptions that AECOM can reasonably be expected to make in accordance with sound professional principles. AECOM may also have relied upon information provided by the Client and other third parties to prepare this document, some of which may not have been verified. Subject to the above conditions, this document may be transmitted, reproduced or disseminated only in its entirety.

96



Quality Information Document Business Case for Harold Rossiter Synthetic Turf Hockey Facility

Date 14-Mar-2017

Prepared by Rachel Thorpe

Reviewed by Andy Preece

Revision History

Rev Revision Date Details Authorised

Name/Position Signature

06-Dec-2016 Initial draft report Rachel Thorpe Senior Consultant

11-Jan-2017 Revised draft report Rachel Thorpe Senior Consultant

14-Mar-2017 Amendments for final Rachel Thorpe Senior Consultant

97



Table of Contents Executive Summary i 1.0 Delivering the Harold Rossiter Synthetic Hockey Facility Business Case 4

1.1 Purpose and Objectives of the Business Case 4 1.2 Structure of the Report 5

2.0 Harold Rossiter Reserve 6 2.1 The Site 6 2.2 History 7

2.2.1 Implications of the site analysis 10 2.2.2 Alternative Site Options Considered 10 2.2.3 Future use of Fletcher Park 12

3.0 Significance of the hockey in relation to the Business Case 13 3.1 Town of Victoria Park 13 3.2 Western Australia Government 13 3.3 Hockey Western Australia 13 3.4 Victoria Park Xavier Hockey Club 14 3.5 Document Review key findings 15

3.5.1 Implications of the document review 16 4.0 Demand Assessment 18

4.1 Demand drivers 18 4.2 Demand assumptions 19 4.3 Stakeholder Engagement Outcomes 20 4.4 Benchmarking of selected synthetic turf hockey facilities 21

4.4.1 Demand and Needs Assessment Summary 22 5.0 Options Analysis 23

5.1 Strategic Options 23 5.1.1 Strategic Option 1: Status Quo (no synthetic turf) 23 5.1.2 Strategic Option 2: Floodlit Synthetic Turf and three grass playing

fields only 23 5.1.3 Strategic Option 3: Floodlit Synthetic Turf, three grass playing fields

and upgraded sports pavilion 24 5.2 Risk Assessment 25

5.2.1 Initial Risk Assessment Outputs 25 5.2.2 Strategic Risks and adverse impacts 25 5.2.3 Revised Risk Assessment Summary 25

5.3 Strategic option assessment 27 6.0 Multiple bottom line analysis 29 7.0 Financial Analysis 1

7.1 Capital costs 1 7.2 Lifecycle costs 1 7.3 Implementation Plan 2 7.4 Financial Projections 4

8.0 Review of Management Models 6 9.0 Funding Opportunities 10 10.0 Recommendations 12 Appendix A

Document Review A Appendix B

Site Analysis B Appendix C

Need and Demand Assessment C Appendix D

Stakeholder Engagement D

98



Appendix E Risk Assessment E

Appendix F Project Option Design Charter F

Appendix G Project Option Concept Design G

Appendix H Costings & Financial Projections H

99



Executive Summary This report outlines the findings of the Business Case for the development of a synthetic hockey facility at Harold Rossiter Reserve (Harold Rossiter) in the Town of Victoria Park (ToVP).

The Victoria Park Xavier Hockey Club (VPXHC) is currently located at Fletcher Park, which is shared with the Perth Cricket Club. Fletcher Park does not have the capacity to accommodate a synthetic hockey facility and maintain a quality A Grade turf wicket. It is for this reason, the VPXHC has sought for numerous years, an alternative reserve within the ToVP to develop a synthetic hockey facility.

Harold Rossiter currently accommodates cricket in the summer, soccer in the winter and is frequently used by local residents for active recreation pursuits. It is located between the Kent St High School, Kensington Bushland and the old Kent St Sandpit, in close proximity to Curtin University and the boarder of the City of South Perth.

The Business Case aims to deliver a report that aids decision making in relation to the development, operation and management of a synthetic turf hockey facility at Harold Rossiter. It aims to address a number of challenges and opportunities; environment, community, economic and sporting issues. These include:

The assessment of the extent of infrastructure (facility specification) required to meet the longterm needs of VPXHC;

Identify stakeholder needs to determine the consequence of not proceeding with the fulldevelopment or component parts and the potential implication on the evolution of the VPXHC, thesport and future capacity to deliver competition and development programs;

Identification of site constraints, land tenure issues and servicing to inform an options analysisand approach which needs to be adopted to achieve a resolution;

A full analysis of the social, economic (financial) and environmental implications of anydevelopment;

Identification of future approval processes required to be undertaken to ensure effectiveimplementation of the project, and

Underpinned by a comprehensive literature review and consultation with hockey stakeholders,,including VPXHC, Hockey WA and the Department of Sport and Recreation..

The need and demand for the development of a turf hockey facility at Harold Rossiter can be summarised as:

The current provision of synthetic turfs in Perth is concentrated to a few clubs, centrally locatedwithin the metropolitan areas. There is a need to address the lack of provision, particularly instrong clubs, to ensure increased population centres have access to facilities with both syntheticturf and grass fields;

Providing the VPXHC with a synthetic turf facility may have an impact in decreasing field hirecosts for club players. This is due to the amount the Hockey Club is paying to hire pitches fortraining at venues around Perth. There is clearly the potential to increase numbers through thedevelopment of a synthetic turf, as illustrated by a number of other clubs as a way to increasemembership and income;

The population infill growth within the ToVP is forecasted to be considerable. There is thepotential to generate demand for a synthetic turf facility, irrespective of the constraints of HaroldRossiter; this is based on the population and demographic projections alone. This however issimilar for other such sports located in the Town.

Due to the evolving nature of the Hockey Competition structure, which operates the majority of itsSenior Competition on synthetic turf facilities, this in turn has increased the demand to train andprovide pathway programs on synthetic turf facilities; and

There is a concentration of synthetic hockey facilities within a 5km radius of Harold Rossiter; thisis due to the demand created by strong participating clubs like the VPXHC.

100



The site analysis of Harold Rossiter identified the following key issues, which need to be resolved prior to any commitment to develop the desired infrastructure:

The location of the proposed facility is adjacent to a designated environmentally sensitive area,which will require further, detailed investigation and analysis of the impact of such as facility;

A specific Environmental Management Plan, to ensure appropriate measures are in place toreduce any impact on the adjacent environmental sensitive area;

A detailed Flora and Fauna investigation in line with State and Federal Approval process isrequired. This will inform the management of all trees within the site and to develop the syntheticturf facility;

Geotechnical investigation would be required to assist in the foundation design of the syntheticpitch and associated light towers;

Develop a Water Management Plan: additional water allocation transfer will need to be soughtfrom the Minister, if synthetic turf and three grass fields are to be constructed on Harold Rossiter;

Traffic Management Plan is required to inform the access and egress to the site, the number anddesign of the car parking and any treatments required along Kent Street. This should includeEmergency Evacuation planning and measures in case a fire was to occur (as has been the casein the recent past, with a fire in the Kensington Bushland);

Development of Public Open Space Strategy, which will provide strategic guidance to theallocation of sports to reserves and future development of reserves playing due regard toenvironmental and social considerations. This would address the risk of not being able to relocatethe displaced the soccer club currently located at Harold Rossiter to an alternative reserve withinthe ToVP; and

Pending the outcome of the Plans and investigations referred to above it may be necessary todevelop a Master Plan for Harold Rossiter Reserve in order to maximise usage of the site.

The main considerations arising from the consultation process relate to a number of risks associated with the development of the site. The majority of these risks would apply if there were to be any further development of the site; regardless of whether this be for hockey or other uses. They include:

Environmental impact of the development at Harold Rossiter;

Traffic and noise impact on surrounding land uses and flora and fauna;

Potential community outrage with the reduction and access to public open space;

Potential community outrage in regards to the need to remove mature trees to facilitate thedevelopment;

Limitation of the number of car parking bays that can be accommodated within the reserve;

Water management and the capability of the existing license and bore to facilitate thedevelopment of a synthetic turf and grass pitches; and

Financial viability and the need to ensure sufficient income can be derived from a variety ofsources to sustain a synthetic turf and associated amenity.

On the basis of the needs analysis for the Hockey Club an assessment of the required infrastructure and spatial components were made. Three options were considered as part of the analysis. A strategic option is defined as a high level solution that can be implemented to address the challenges and opportunities identified. The three strategic options are:

1. Option 1 - Do nothing – do not develop a synthetic hockey facility and three grass fields at HaroldRossiter, VPXHC would remain a Fletcher Park and cricket and soccer would remain at HaroldRossiter;

2. Option 2 - Minimal Development: develop a floodlit synthetic hockey facility and three grass fieldsat Harold Rossiter with no immediate upgrades to the current sports pavilion and displaces thecurrent soccer club to an alternative site; and

101



3. Option 3 - Optimal Development – collocated facility (hockey in winter and cricket in summer),which accommodates a floodlit synthetic hockey pitch and three grass playing fields, an upgradedsports pavilion and amenity at Harold Rossiter that displaces the current soccer club.

If the above mentioned investigations and approvals are completed and issues overcome, the following project options should be considered:

Option 2 – Minimal Development - this project option caters largely for core hockey competitionand training, with the floodlit synthetic turf located to the north of the site, three grass fields withno immediate upgrades to the sports pavilion and soccer is displaced. The estimated total cost is$2,578,944.55.

Option 3 – Optimal Development - this project option caters for both hockey competition andtraining, would locate the synthetic turf near to the pavilion to maximise operations and minimisethe impact on the adjacent bushland, upgrade the sport pavilion to better facilitate hockey and therelocation of the soccer club to an alternative reserve. The estimated total cost is $5,484,590.15.

No cost allocation has been allowed to relocate the soccer club that trains and plays at more than one ground in the metropolitan area. Two of the Club’s teams use HRR for training two nights a week (Tuesday and Thursday) and two games per week (Saturday and Sunday). The Club books HRR for pre-season training from January to March each year and for games from April to September.

Both project options were predicated on the need for a flexible and sustainable facility. Benchmarking of other venues and consultation revealed that:

Comparable synthetic hockey facilities need to cater for both club and competition requirementsand have capacity to be hired by other clubs and schools to be feasible;

Supporting infrastructure that can facilitate modern sports models, competition and increaseopportunities for revenue;

An appropriate governance model (such as a sports association or trust) to ensure ongoingsustainability of the facility; and

Given the competition for synthetic hockey fields, many venues are seeking to attract non clubuse, as a way of bolstering the bottom line and reducing commercial risk.

For this reason, the upgrade to the sports pavilion and associated amenity as described in Option 3 is recommended, to ensure the viability and financial sustainability of the VPXHC.

Recommendations

It is recommended that the ToVP complete the required investigations and approvals to ascertain if the development of a synthetic hockey facility at Harold Rossiter is feasible:

If development of a synthetic hockey turf at Harold Rossiter does not proceed, it is recommended that the ToVP pursue the option to develop a synthetic hockey facility for the VPXHC at an alternative site in partnership with a neighbouring local government as this option provides the greatest growth potential for the club and ongoing viability for hockey within the area.

Alternatively if the development is proven to be feasible is it recommended that Option 3 be pursued by the ToVP as it provides the greatest opportunities for the club to be sustainable and alignment to the Town’s asset management plans (irrigation. lighting, services and building upgrades/renewal).

It is further recommended that the ToVP apportion resources to equitability and strategically plan, the allocation of sports to reserves taking into consideration the form, capacity, community use and population access to such facilities.

102



1.0 Delivering the Harold Rossiter Synthetic Hockey Facility Business Case

The Town of Victoria Park (ToVP) wishes to build upon previous studies to develop a Business Case that provides a robust appreciation of the business objectives and benefits of developing a synthetic turf hockey facility at Harold Rossiter Reserve (Harold Rossiter). Harold Rossiter is located in East Victoria Park within the ToVP, approximately 3.9km from the Perth Central Business District and lays adjacent to the local government border of the City of South Perth. Figure 1 Harold Rossiter Reserve Location

1.1 Purpose and Objectives of the Business Case

The objective of the Business Case is to aid stakeholder decision making in the development, operation and management of a synthetic turf hockey facility at Harold Rossiter. It will be used by the ToVP and other relevant stakeholders to progress the proposed facility development in a logical and evidence based manner. It is to specifically address the Victoria Park Xavier Hockey Club (VPXHC) requirements including; uses, configuration, governance, funding and sustainable operation.

The following key consideration must be addressed within the Business Case:

It is critical that the strong momentum for the value of lifecycle maintenance costing and whole oflife asset planning is rigorously applied to ensure that a facility is affordable and sustainable;

Considers and aligns with the objectives of the ToVP Community Strategic Plan.

Consistent with the broad objectives of Hockey WA in growing and developing the sport;delivering financial and organisational sustainability and providing pathways for players, coaches,officials and volunteers;

Outputs from existing documentation, planning process and outputs from any previous workrelated to the site (feasibility study, environmental study, committee reports and otherdocumentation supporting investment decisions) and those of the industry (strategic plans ofHockey WA and State government);

Site constraints, land tenure issues and servicing needs to be adopted to achieve a resolution;

Current trends and benchmarking of comparative facilities;

Mitigation measures and outcomes of the risk analysis;

Social, economic (financial) and environmental implications of any development;

Recommended option which is to be developed in more detail (through a functional design brief)to a concept and site Master Plan;

103



Capital cost plans, lifecycle cost and budgetary implications, which will include depreciation,operating and opportunity costs;

Review of existing management and governance models pertinent to the site and an assessmentof whether these models should be modified / changed; and

Future approval processes required.

1.2 Structure of the Report

This report focuses on the articulation and solving of the ‘Problem’, which is essentially the challenge of creating a viable synthetic hockey facility that fulfils the objectives of the project and meets stakeholders’ needs. The problem describes in basic terms what needs to be achieved to deliver a successful hockey facility at Harold Rossiter.

Strategic options are then used to provide a high level articulation of how the problem may be solved. The report then examines the project options, which detail more individual facilities and elements the hockey facility will require to most likely succeed. The capital and operational expenditure, operational and management analysis are then defined for each project option.

The report structure can be summarised as:

Section 1: Delivering the Harold Rossiter Synthetic Hockey Facility Business Case

Section 2: The Problem

Section 3: Significance of Hockey in relation to the Business Case

Section 4: Demand Assessment

Section 5: Risk Assessment

Section 6: Options Analysis

Section 7: Multiple Bottom Line

Section 8: Management Options

Section 9: Funding Opportunities

Section 10: Financial Projections

Section 11: Recommendations

Section 12: Appendices

104



2.0 Harold Rossiter Reserve

2.1 The Site

The reserve is bounded by the Kensington Bushland, Department of Agriculture and Food and Baron-Hay Crescent to the west, Kensington Secondary School, George Reserve, Kensington Police Station and George Street to the North, Swan TAFE, Kent Street Senior High School and Berwick Street to the East, Kent Street, Technology Park and Curtin University to the South. Figure 2 Harold Rossiter Reserve

The reserve has historically been used for sporting and active recreation purposes since 1974. The visual inspection confirmed the site features include; large mature trees and flora that are home to various significant fauna, shared boundary to the Kensington Bushland, and frequently used as a dog exercise for local residents. It consists of one turf cricket wicket/oval, cricket nets, two rectangular playing fields used for soccer, limited floodlighting, a playground, car parking and a supporting sporting pavilion.

Harold Rossiter’s only road access is via Kent Street, which minimises the interface with surrounding residential development; however Kent Street carries a high volume of traffic as it is the main thoroughfare connecting Albany Highway and Curtin University. It also experiences substantial unauthorised parking along the boundary of the reserve from current uses.

Harold Rossiter is currently the home of the Curtin Victoria Park Cricket Club during the summer months, which uses the reserve as their home ground and for senior grade games. Alternatively the sports pavilion and rectangular grass fields are utilised by two soccer clubs: the Shamrock Rovers Perth Football Club and the Emerald Football Club, which host seven separate competitions and training.

Harold Rossiter is considered a highly utilised reserve within the ToVP not only for its quality sporting playing fields but for active and passive recreation purists (such as walking and dog exercises) as well. The reserve is a hive of activity each week day with local residents who consider the reserve an important open space for their health and social wellbeing.

105



2.2 History

The following timelines provide an overview of the development of Harold Rossiter and the history of the VPXHC: Figure 3 Victoria Park Hockey Club Timeline

Figure 4 Harold Rossiter Reserve Timeline

106



As highlighted below, Harold Rossiter has been used for sporting playing fields (cricket and soccer) since 1974 and vegetation (surrounding trees are approximately 30 years old and are considered to be mature, very large and significant trees). Figure 5 Aerial Photography History of Harold Rossiter Reserve

A full detailed analysis of the site is contained at Appendix B. This included a desktop analysis of the site constraints and a visual inspection of the current site infrastructure. A summary of the key considerations is provided below:

Environment

The Environmental Protection Policies (EPP) aims to protect the environmental values ofEnvironmental Sensitive Areas, to the north west of the proposed turf and clubhouse facility isidentified as a protected area. Special consideration should be given to site run-off to prevent anydrainage issues which may occur. This aspect will need to be addressed through a drainagemanagement plan to ensure any associated run-off / drainage is appropriately controlled;

Adjacent Kensington Bushland: On review of the Ecologia (2005) Kensington Bushland ProtectionStudy, the knowledge gained from the site visit and subsequent discussions with environmentalconsultants; it is apparent the wildlife within Kensington Bushland have migrated and use thetrees within Harold Rossiter since a bushfire in February 2016;

Anecdotal evidence indicates that Harold Rossiter’s vegetation is currently used as a food sourcefor the Black Cockatoos. Therefore there is a requirement to assess and apply for State andFederal Approvals from the Minister under the Environment Protect and Biodiversity ConservationAct (EPBC). A number of pine trees intended for removal at the Kent Street sandpit have been

107



specifically retained as a food source for the black cockatoos that normally would roost in the Kensington Bushland;

The synthetic turf development may contribute to the urban heat island effect; this refers to innercity built up areas that are hotter than nearby rural areas. Exposed synthetic turf surfaces do notabsorb heat as well as grass surfaces, therefore there is a potential for this environmental issueto occur within the reserve. Research from the University of Ballarat suggest that in hot conditionsa synthetic grass sporting area can be up to 40% hotter than an natural grass field;

The review of the Hazardous Gas investigation was conducted for the adjacent Kent St SandpitArea. The investigation suggested that the area, at present, was unsuitable for development. Thishas impacted on the development of the site and may require a Generic Quantitative RiskAssessment with regard to the mitigation measure required and the cost of gas membranes andpassive venting systems, to mitigate the risk of ground water and soil contamination;

Harold Rossiter is home to a number of mature trees that are used for feeding and breeding byvarious fauna. Removal of any native vegetation and trees, which are a food and breeding sourcefor Black Cockatoos requires investigation and State and Federal Approvals under the EPBC Act.

Aboriginal heritage sites lie within close proximity of the site, but are not directly impacting on thedevelopment and are unlikely to inhibit current and future uses;

The site is well serviced by public transport with good access to education institutions; and

With regard to the visual inspection of the site, the following aspects are of relevance:

- Generally good car access from local road network;

- Good dual use path access to school sites. Good pedestrian and cycle access and through adjacent POS areas;

- A number of existing sporting activities exist on site. Well maintained reserve used for rectangular and oval pitch sports, including cricket practice nets;

- Existing vegetation is likely to impact the potential development as the site consists of mature and large trees;

- There is a high level of recreational use within the site and surrounding Kensington Bushland; and

- Limited floodlighting exists (training purposes).

Existing Services/Infrastructure

Power: a mains distributor board is located on the border of the Kensington Bushland BufferZone. Electrical infrastructure is provided to the existing sports pavilion and floodlighting. Furtheranalysis would however be required as it is anticipated that this would need to be upgraded.

Groundwater

The ToVP have two water licences for the irrigation of all the reserves within the Town. One ofthese is for Harold Rossiter, which is currently at capacity. It is unknown if the licences capacitywill be sufficient to maintain quality playing fields for hockey.

Water allocation: The increase need for water allocation at Harold Rossiter Reserve will have alarge effect on the ToVP, given the Department of Water is in the process of reducing waterallocations. This impact will play a vital part in allocation and management to all other playingfields within the Town.

Lighting

An initial analysis of the power suggests that adequate infrastructure exists, however if upgradesare required Western Power would require a 12 months (possibly as much as 2 year) lead time toundertake alterations or upgrades.

108



Current lighting is not suitable for night competition; further construction of lights may causeneighbourhood concern due to increased lighting within the area. This can be mitigated throughdetailed lighting design.

Traffic and Noise

The ToVP have not conducted a traffic and or noise impact assessment to ascertain if theintroduction of a synthetic turf hockey facility, which would have significantly higher use thancurrent facilities, would have an impact on surrounding land uses and fauna.

The car parking layout was assessed by the Town’s traffic Engineer who advised that parking oraccess will need to be reconsidered, although no major concerns are raised.

Emergency Services:

The adjacent Kensington Bushland had a bushfire in February 2016 and it was noted that there isonly one entry point for emergency services and little to no fire breaks to the reserve.Consideration should be given to this if/when a Master Plan is developed for Harold Rossiter.

Current Sporting Clubs:

The cricket club is happy to share Harold Rossiter with hockey and have indicated that they arewilling to establish a new Harold Rossiter Sports Association to govern the facility.

The current soccer club has a long history with Harold Rossiter and currently has two teamstraining and competing on the reserve. The ToVP has numerous requests from soccer clubs forreserve allocation and is unable to cater for this demand.

2.2.1 Implications of the site analysis

The following is a summary of the information and investigations required to eliminate the unknowns and to ascertain if the development of a synthetic hockey facility at Harold Rossiter should proceed:

A detailed Flora and Fauna Investigation is required to inform the approvals required (State andFederal), confirm the limitations and the inform future detail design - if the site is proven to be themost appropriate site to facilitate a synthetic hockey facility;

A detailed Geotechnical Investigation of the site to ascertain the capacity of the grounds todevelop a synthetic hockey playing field;

A detailed Site Survey – (drainage and services) to ascertain capacity of irrigation lines, borecondition and quality, lighting and electricity services, which in turn will provide a more accuratecost and viability of the developing a synthetic hockey facility;

In developing synthetic and associated infrastructure a Water Management Plan will need to bedrafted and endorsed to ensure the optimum level of provision is achievable and the site can beeffectively maintained;

A Traffic Management Plan will need to be developed to inform future car parking design andrequirements, access and egress points and any impacts to Kent Street traffic movements;

An Emergency Management Plan would need to developed in conjunction with FESA to reducethe risk if a fire was to occur again within the adjacent Kensington Bushland, particularly in light ofthe increased use of Harold Rossiter if the site were to be redeveloped ; and

If the soccer club is displaced there is no identified alternative reserve within the ToVP to relocatethem to. The Town’s Sport and Recreation Facilities Strategy highlights that there are a numberof soccer clubs located in the Town and that amalgamation/colocation is recommended.

2.2.2 Alternative Site Options Considered

A site selection process was undertaken by the ToVP during the pre-feasibility study, which identified a number of potential options; however as the purpose of this Business Case is to assess Harold Rossiter Reserve as the VPSHC’s preferred location, the alternatives have not been fully explored, with a brief summary provided as follows.

109



The purpose of this analysis is not to revisit and test each of these options but to consider the extent of the analysis undertaken to date and to determine if Harold Rossiter as the ‘best’ site to develop a synthetic hockey facility within the ToVP.

Site Assessment Process

To evaluate the potential sites for consideration in developing the synthetic hockey facility, it was important to firstly establish a set of criteria. This assessment has been tested within various industry related investigations and subsequently waited to reflect the importance of each criterion.

Site Assessment Performance Criteria

Vehicular Access: Potential to accommodate high traffic flow and be positioned or located as toallow ease of access both to and from the site. The site must permit easy ingress and egress andminimal interruption to the existing traffic movement patterns and surrounding residents.

Pedestrian Access: This criterion is strongly linked to the criteria of Traffic / Transport as it isexpected that any site that scores highly in this category will have connectivity to public transport,bus routes and rail, other commercial operations, and points of activity and interest.

Visual Exposure: Visual exposure of any proposed site will increase the potential for additionalcommercial opportunities and sponsorship which enhances viability. The role of the facility inpromoting the sport, its community, major events and as a destination demands that a suitablesite has to deliver maximum levels of visual exposure (visual impact).

Traffic / Transport Exposure: This criterion is closely linked to vehicular access. A site withexposure to all forms of transport (bus, road, rail and cycle / footways) will score highly in thiscategory.

Demographic Population Growth: This takes into account the current demographic profile of thearea; potential future growth and how this manifests itself in relation to the demand for hockeyactivities, as well as the sport and club growth.

Environmental constraints: Considered one of the most critical assessment components as thepotential of a site can be seriously compromised by significant environmental issues related toflora, fauna and / or water management.

Essential Services and Infrastructure: A site that currently benefits from an appropriate level ofservice infrastructure will be more cost effective to develop than a site which requires substantialinvestment in bringing services and new infrastructure to a site.

Development Potential: Development potential is targeted principally at the ability of thenominated site to accommodate the completed facility.

The scoring is out of 5: 1 is low risk and 5 is a high risk to the hockey facility development Table 1 Site Analysis and Assessment

Site

Veh

icu

lar

Access

Ped

estr

ian

Access

Vis

ual

Exp

os

ure

Tra

ffic

/

Tra

ns

po

rt

Exp

os

ure

Dem

og

rap

hic

Po

pu

lati

on

Gro

wth

Essen

tial

Serv

ices a

nd

Infr

astr

uctu

re

En

vir

on

men

tal

co

ns

train

ts

Develo

pm

en

t

Po

ten

tial

Fix

ture

Cap

acit

y

To

tal S

co

re

Carlisle Reserve 1 1 1 1 1 2 1 1 2 11

Fletcher Park 2 1 3 1 1 2 1 1 3 15

Fraser Park 2 2 3 2 1 2 2 1 2 17

GO Edwards Park 4 2 4 2 3 2 2 3 4 26

Harold Rossiter Reserve

2 2 1 1 3 3 5 5 4 26

110



Site

Veh

icu

lar

Access

Ped

estr

ian

Access

Vis

ual

Exp

os

ure

Tra

ffic

/

Tra

ns

po

rt

Exp

os

ure

Dem

og

rap

hic

Po

pu

lati

on

Gro

wth

Essen

tial

Serv

ices a

nd

Infr

astr

uctu

re

En

vir

on

men

tal

co

nstr

ain

ts

Develo

pm

en

t

Po

ten

tial

Fix

ture

Cap

acit

y

To

tal S

co

re

Higgins Park 2 2 3 3 1 2 1 2 3 19

JA Lee Reserve 2 2 3 2 1 2 1 2 3 18

John MacMillan Park 2 2 3 3 3 2 1 3 3 22

McCallum Park 3 3 3 2 1 2 5 4 3 26

Parnham Reserve 3 3 2 1 2 2 1 2 3 19

Raphael Park 1 2 2 1 1 2 1 2 2 14

Tom Wright Reserve 2 2 2 2 1 2 1 1 2 15

Summary of Site Analysis

On the completion of the site and the revised site selection analysis it has become apparent that Harold Rossiter is not the most appropriate site, scoring a total of 26 indicating the risk of pursuing the site is much higher than others assessed.

Based on the criteria of development potential alone, the following sites provide the lowest risk to the ToVP:

Carlisle Reserve

Fletcher Park

Raphael Park

On further discussion with the ToVP Officers the suggested alternative sites listed above are not considered viable alternatives for the following reasons:

Carlisle Reserve: capability of site, access, surrounding residential impacts and current clubs onfacility.

Fletcher Park: the site is currently utilised for A Grade Cricket, the quality of surfaces required forcricket (turf wickets), the location of cricket nets, access, residential impact, capability of the siteto facilitate the synthetic turf facility and growth of the club.

Raphael Park: capability of site, access, surrounding residential impacts and restricted growth ofVPXHC.

2.2.3 Future use of Fletcher Park

Throughout the revised site selection process the repurposing of Fletcher Park was considered. Further consultation with ToVP Officers found:

The ToVP invest significant resources and funds in maintaining Fletcher Park, due to the natureand level of cricket played and the quality grass facilities.

The turf cricket wicket and practice nets restrict and inhibit the size and layout of rectangularplaying field. The reserve’s ability to house soccer is limited due to the amount of resourcesrequired to maintain the larger ball quality fields, damage to the turf from footwear and mode ofmovement of soccer players. There is a variation in turf heights from different sports, seasonhandover periods and impact to resources when repairs are required.

111



3.0 Significance of the hockey in relation to the Business Case

3.1 Town of Victoria Park

The ToVP is already home to the Perth Hockey Stadium, which draws numerous hockey players and visitors into its boundaries to participate in the sport and to attend education institutes, which promote participation in hockey.

The ToVP is undergoing a major review and consultation process to develop the Town’s Community Strategic Plan (SCP) for the next fifteen years and pursuing a number of strategic projects, which are at various stages of development. These projects aim to enhance the Town’s economic and community development perspective. This includes meeting the needs and expectations of a growing population of approximately 34,442 currently, which is forecast to grow to 43,090 by 2023 and to 76,000 by 2050. It is noted that the current SCP did not identify the development of a synthetic turf hockey facility as a strategic priority.

3.2 Western Australia Government

The Strategic Directions for the Western Australian Sport and Recreation Industry documents highlights that the sport and recreation industry are a vital contributor to the lifestyles of Western Australians from a physical, health and social perspectives, at the individual, community and business level.

Strategic Directions 6 - Department of Sport and Recreation:

The Strategic Directions for The Western Australian Sport and Recreation Industry 2016-2020 (SD6) highlights the need to elevate business planning and performance of organisations in the sport and recreation sector to a new level. There are important considerations raised under SD6 which are relevant to the development of a synthetic hockey facility at Harold Rossiter.

A greater focus is needed on sport and recreation organisations developing relevant and robustbusiness models that enable:

- Sustainable operational and financial viability;

- Responsiveness to changing markets and contexts (e.g. commercialisation, industrial awards, structure of sport system, unitary modelling, changing participant markets); and

- Efficient application of new technology and business systems.

It is critical that the strong momentum for the value of lifecycle maintenance costing and whole oflife asset planning is rigorously applied to the next investment phase to ensure that the currentimpost on the state and sporting associations is affordable and sustainable.

3.3 Hockey Western Australia

Hockey WA Strategic Facilities Plan 2009 to 2025

Whilst the strategy does not contain strategic aims or objectives there are a series of recommendations, which are directly pertinent to this study. These include:

Adopting the guidelines set out in the draft policy documents as the development parameters forhockey facilities in Western Australia;

Facilitate dialogue between the individual clubs and the respective Local Government Authoritiesas required to ensure future land allocation for hockey facilities are identified and secured asquickly as possible. Achieved through local authority land development and strategic facilityplanning processes;

In consideration of State Sporting Strategic Facilities Plan, the Hockey WA Board reviewed itsexisting policy titled “Additional Synthetic Turf” to determine the level of and the conditions underwhich funding may be available for synthetic turf provision; and

112



ToVP, together with the VPXHC to determine the feasibility of establishing a synthetic turf in theVictoria Park area, potentially on the Harold Rossiter site.

The hierarchy associated with hockey facility development in WA is based on various competition levels. The following definitions were considered appropriate in determining the hierarchical development of the sport relating to facility needs:

Level A – Representative level hockey at the highest level including international and nationalcompetitions, likely to have large spectator numbers and potential for television (totally turfbased).

Level B – Premier and aspirational league competitions that accommodate the best the localcompetition has to offer. Attracts moderate to large spectator numbers but does not attracttelevision coverage (totally turf based).

Level C – Sub premier level competitions that accommodate a variety of competition standardsboth competitive and social (turf and or grass field based).

Level D – Junior or non-standard competitions where field size and amenity provision are notcritical (grass field based).

Level E – School based hockey programs and competitions where participation is the key andlack of facilities may hinder but not prevent (grass field based).

Policy and Operational Context

Hockey WA produced a document entitled Additional Synthetic Turf Policy (October 2009). The policy clearly identifies the intention of Hockey WA in the development of synthetic surfaces and will consider providing financial and other assistance to members and / or other approved applicants to establish additional synthetic turf hockey facilities in Western Australia. The long term viability and sustainability of any synthetic turf facility is critical to ensure that the sport continues to develop. Appropriate governance and financial performance measures are required to be put in place to ensure this is achieved.

The development of metropolitan and regional synthetic turf facilities will be prioritised by HWA in the following preferential order:

1. Premier State Hockey Centre,

2. “Preferred Facilities” as aligned with the HWA Strategic Plan,

3. “Additional Facilities” that satisfy specific criteria which requires a club to demonstrate the longterm viability and sustainability of the facility.

A brief snapshot of the sport of hockey in different levels within WA is outlined in Appendix C.

3.4 Victoria Park Xavier Hockey Club

The VPXHC is currently located at Fletcher Park in Carlisle. The Club has been negotiating with ToVP to relocate the club to Harold Rossiter, which will include a synthetic turf playing surface, three grass hockey fields and clubrooms. This request stems from the view that without direct access to a synthetic turf facility the Club will experience limited growth and difficulty in retaining existing players. It is also noted that whilst the Perth Hockey Stadium is situated within the ToVP the VPXHC receive no exclusive or special rights to access the facility.

The VPXHC has a rich history within the sport of hockey, with seven players representing Australia at senior international level including Olympic Games, World Cups and Champions Trophies. The Club also has numerous other junior, senior and masters representatives at both the state and national level.

The VPXHC vision is to be recognised as an inclusive family based club, one which provides the best possible opportunities and facilities for all members, while supporting the local community. To achieve this vision the Club has adopted the following strategic objectives:

A family based club culture built on club values and inclusion;

113



Maintain a high profile and successful Premier 1 men’s and women’s teams;

Promotion and expansion of senior teams to reflect a range of competitive and social levels;

Continued development of junior hockey pathways with a wide range of boys and girls teams;

Establishment of an artificial hockey field, clubrooms, grass fields and associated infrastructure;

Strong and sustainable club governance, coaching and finance; and

To provide a service to the community.

A summary of all strategic documents and their implications on the development of a synthetic turf hockey facility at Harold Rossiter are detailed in Appendix A.

3.5 Document Review key findings

On the foundation of the research undertaken, there are a number of factors that are directly relevant to the development of a floodlight synthetic turf hockey, three grass playing fields and associated amenity. These include the following salient points:

It is critical that the strong momentum for the value of lifecycle maintenance costing and whole oflife asset planning is rigorously applied to ensure that a facility is affordable and sustainable. Theframework upon which all investment in sport and recreation facilities will be determined whenfunding from state government is being sought. It is critical that the Business Case referencesthese requirements, which are underpinned by current Department of Sport and RecreationGuidance notes;

The development of a synthetic turf hockey facility is consistent with the broad objectives ofHockey WA in growing and developing the sport; delivering financial and organisationalsustainability and providing pathways for players, coaches, officials and volunteers. HoweverHockey WA’s Strategic Facilities Plan was completed in 2009, this documents needs to beupdated to provide a current view of synthetic facility provision within Perth, reflect currentcompetition and development trends in Hockey. Most importantly provide guidance to location,form and function of future facilities to assist decision making and planning processes;

The ToVP is currently in the process of reviewing and updating their Strategic Community Planand other informing documents, as such the Town does not currently have a Public Open SpaceStrategy that identifies and strategically allocates the location of sports, active recreation and theuse of all reserves. Such a strategy would ensure the Town is able to sustainably maintain andmanage their facilities and provide guidance to future requests;

A number of reports and studies previous to the Pre-Feasibility Study highlighted that HaroldRossiter was not an appropriate venue for a synthetic hockey playing field and that alternativevenues should be considered (noting that these reports were for a multipurpose sporting facility).The subsequent pre-feasibility study has not adequately investigated the selection of the site andor resolved the feasibility of Harold Rossiter to accommodate the synthetic hockey playing field;

The Harold Rossiter Reserve Feasibility Study, September 2009 and the ToVP Sport andRecreation Facilities Strategy November 2013, both recommended that an alternative site toHarold Rossiter be considered within the ToVP to develop a synthetic hockey facility;

The Pre-Feasibility Study key considerations:

- lacked a robust or industry standard site selection analysis of the 12 possible reserves within the ToVP to accommodate a synthetic hockey facility and to confirm Harold Rossiter as the most feasible site to develop a floodlight, turf synthetic hockey facility and associate grass playing fields

- detailed consultation was conducted to confirm the position of the “potential stakeholders’ to ascertain the location, form and function of a synthetic hockey facility

- subject to further feasibility and master planning Harold Rossiter appears to have sufficient land area to accommodate multiple user groups and may not require relocation of any existing occupiers

114



- there is a need to complete a detailed site analysis paying due regard to the environmental and social considerations. This will include the sites capacity to facilitate a collocated (summer and winter) sporting facility

- there is a need to review and address each of the recommendations within the study and analyse each statement to validate the analysis and justification. Including a summary of sport participation - Hockey in Perth and synthetic facilities that facilitate competition

Synthetic surfaces were once considered to principally service the needs of the elite sportingteams; they are becoming more important for lower level competitions and particularly for training.Whilst the social component of hockey is likely to be satisfied with grass playing fields, themovement towards synthetic surfaces due to the consistency of ball roll, bounce and capacity foruse is likely to continue;

Critical issues associated with the development of synthetic turfs and identified through a varietyof documents:

- Water management: Inevitably the use of water will be a key determinant of whether a site can or cannot be developed for synthetic turf provision. Harold Rossiter Water Licence is currently at capacity and is likely to be put under further pressure with the change in use and quality of service

- Future development will focus on turf and more elite facilities, to provide greater opportunities for training at all levels and increasing participation

- The importance of having the appropriate venue management skill set should not be underestimated

- Ongoing income and revenue generation is critical to ensure a turf can be managed, replaced and maintained. A surface will invariably need to be replaced every 10-12 years if used frequently and maintained to a high level. Sinking funds to replace the turf every 10 years are required and to replace the shocks / substructure every 20 years.

- Hockey WA’s current management strategy for the Perth Hockey Stadium indicates replacement, to synthetic turf facilities every 5-7 years; this is due to high utilisation and wear on the synthetic turf. Therefore the need for earlier replacement of the synthetic turf at Perth Hockey Stadium, compared to that of a community synthetic turf such as that for Harold Rossiter, due to the lower levels of utilisation. It is anticipated that the synthetic turf at Harold Rossiter will need to be replaced as a minimum every ten years.

3.5.1 Implications of the document review

The following key factors need to be considered within the development of the business case:

The sport of Hockey in WA continues to be within the top ten organised sport participation, thenational centre of excellence resides within WA and the competition and development pathwaysare moving towards synthetic turf facilities;

State and Local government requires all planning for proposed facilities to be integrated andsustainable into the future, through sound planning, operation and maintenance;

The proposed development of a synthetic turf hockey is not a priority within the current ToVPStrategic Community Plan (that is currently undergoing a major review) and Hockey WA StrategicFacilities Plan. However Hockey WA support the development of such facilities to facilitatecompetition and club growth, though reiterate these facilities need to be sustainable;

There is a demand within the metropolitan area for synthetic turf venues, especially at peaktraining times for hockey players at all levels. This is due to change in Hockey’s competitionstructure and the need for training to be conducted on synthetic turf;

There is a need for a guiding strategy to the future planning, maintenance of all reserves withinthe ToVP, which provides recommendations to the allocation of sporting clubs which bestrespond to the changing needs of the community into the future (such a Public Open SpaceStrategy); and

115



The review of documents highlighted the lack of studies and investigations not completed toascertain if Harold Rossiter was a feasibility and viability site for developing a synthetic hockeyfacility. As a result further clarification was sought from ToVP Officers to reveal that:

- The Ecologia (2005) Kensington Bushland Protection Study did not consider the impact of any development of the adjacent Harold Rossiter Reserve. The study only considered the impacts of flora and fauna of the bushland itself, though is does highlight what protection measures are required;

- Further investigations of the environmental concerns and impact of the synthetic hockey playing field on Harold Rossiter, have not been completed and or address the impact on the reserve itself, referring only to the boarding land portions;

- The review of the Hazardous Gas investigation report was completed for the land adjacent to Harold Rossiter and could not conclusively eliminate impacts of developing a synthetic playing field;

- A geotechnical investigation has not been completed; as such the positioning within the reserve, design and feasibility of constructing a synthetic hockey field cannot be confirmed; and

- A traffic impact assessment has not been completed to inform the access requirements, car parking and impact of the surrounding area.

116



4.0 Demand Assessment

4.1 Demand drivers

Drivers of demand refer to the factors that will drive usage of the development of a synthetic turf hockey facility. These drivers have been identified through a mix of research, literature review and information from the ToVP and VPXHC. A wide range of potential drivers of demand were identified through this process. The key drivers of demand for the synthetic turf hockey facility are as follows:

Level of synthetic turf hockey facility demand –all options need to allow for a synthetic turfhockey facility, three grass playing fields and associated amenity. The use of this facility will bedriven by synthetic turf demand and preference to the VPXHC.

VPXHC teams playing on artificial surfaces

- Men - Premier 1/Melville Toyota League, Premier 2, Premier Alliance Provisional 2 and Over 40 Mid-Week Vets

- Women - Premier 1/Melville Toyota League, Premier 2, Premier Alliance, Provisional 2,Provisional 3, Over 35 Masters Division 1 and Over 35 Masters Division3

- Juniors Boys - J11/12A, J11/12A Reserve, J9/10A, J9/10B Black (plays 50% artificial and 50% grass), J7/8A, J7/8B Black (plays 50% artificial and 50% grass), J5/6A (plays 30% artificial and 70% grass)

- Junior Girls - J11/12A, J11/12A Reserve, J9/10A, J9/10B Black (plays 50% artificial and 50% grass), J7/8A and J5/6A (plays 30% artificial and 70% grass)

General Turf Demand - there is an overall relative shift in playing demand for synthetic turf ratherthan grass infrastructure. Throughout Western Australia there are a number of synthetic turfpitches which have been developed specifically for hockey use. Within Metropolitan Perth thereare nine sites that contain synthetic turfs, of which two sites (UWA and Perth Hockey Stadium)have two turfs.

Table 2 identifies the current turf hockey clubs located within the metropolitan area. The recently developed Whitfords HC (Warwick) synthetic turf facility received funding through the CSRFF program and Guildford Grammar School funded their development of a synthetic turf independently. Table 2 Current Turf Facilities

Club Suburb Clubs that use these facilities for training

Aquinas Turf & Grass Salter Point Aquinas

Arena Joondalup Joondalup Lakers; Whitfords; Ellenbrook; NC Raiders Duracraft Stadium & Morris Buzacott Reserve Kardinya Westside Wolves; YMCC; Subi Lions

Hale Turf & Grass Doubleview NC Raiders; Southern River; Newman; Old Guildford

Lark Hill Turf & Sportsplex Port Kennedy Rockingham

Lemnos Field Shenton Park Westside Wolves; YMCC; Subi Lions

Mandurah Hockey Turf Halls Head Mandurah

Perth Hockey Stadium Bentley WASPS; Vic Park ; Mods; CTP; Blades; Fremantle; Southern River; NC Raiders; Old Guildford; Whitfords HC; Wanneroo

University of WA Superturfs & Sports Park Mount Claremont

UWA, Newman Knights- Scott; Modernians Hockey Club; Westside Wolves & Whitfords Hockey Club

117



It is evident that the current provision of synthetic turf is concentrated to a few clubs, centrally located within the metropolitan area. There is a need to address a lack of provision, particularly in areas where hockey clubs do not exist, to ensure emerging population centres have access to facilities with both turf and grass fields.

Location of synthetic turf facilities - the bulk of synthetic turfs are located close to the centre ofmetropolitan Perth, which are club or school based although the management arrangement oneach site differs, including four synthetic turfs based on university sites. The only single clubbased facilities currently in use are at Mandurah and Lark Hill; and

Competition and training - All new synthetic facilities have been pursued individually by clubswho are seeking to gain additional access on a synthetic turf for a mixture of competition, trainingand development purposes. One of the driving forces is the capability to retain the socialdynamic within the club and generate income which can then be reinvested back into the club toassist in maintaining their longer term viability.

Key demand assumptions are outlined below. Additional details on demand assumptions are in Appendix C. An examination has been undertaken on the current usage of highly utilised synthetic turf facilities within the metropolitan area, supplied by Hockey WA. The analysis is based on current usage between the months of April to September during “peak times”. Peak times can be defined as:

Monday to Friday from 16:30 to 22:00 (for school facilities only until 9pm).

Saturday from 09:00 to 21:00 (only from 1pm for the school facilities).

Sunday from 09:00 to 20:00.

The peak times denote the times that the synthetic turf will be most in demand. Outside of these times there is little or no demand for club training and/or competition use. The analysis highlighted that the following synthetic facilities are operating at capacity, every day during the season:

Perth Hockey Stadium Turf 1;

Melville; and

Lemnos.

The following synthetic facilities are operating near capacity every day during the week:

Melville;

UWA 1;

UWA 2; and

Old Aquinians.

4.2 Demand assumptions

Demand assumptions have been developed to build a picture of potential levels of usage (and revenue) under both of the project options. These estimates have been monetised in a demand model, which:

Estimates potential demand for the project options;

Based on the demand, estimates potential operating revenues; and

Using estimates of usage derive outcomes for the economic model.

Key demand assumptions are outlined below. Additional details on demand assumptions are in Appendix C.

VPXHC demand - VPXHC currently attracts members from across the metropolitan area and from diverse suburbs. This is a characteristic of the sport in general, which tends to attract membership to clubs based on historic loyalties of generations of families and networks associated with education institutions.

118



Hockey operates contrarily to other traditional rectangular field sports which generally attract 90% or more of their members from within a 5km catchment of their home base. It is therefore challenging to fully assess the ‘real’ demand for a facility based purely on population and demographic influences.

Current VPXHC membership levels - It is noted:

Overall current membership is 597(2016).

The general trend for senior synthetic turf use for men’s hockey is increasing year on year. Thisis followed by a downturn in senior men’s grass use.

The general trend for senior synthetic turf use for master’s women’s hockey is increasing year onyear.

Senior women’s use has remained static although this is assumed this is due to the lack ofaccess to synthetic turf.

Cost of hiring synthetic turf facilities - A prime areas of concern in relation to synthetic turf usage is the cost at which the turf is hired out. The industry benchmark at peak hour’s ranges from $180 to $220 to ensure that there is a full cost recovery. At off-peak times, prices vary significantly from $60 an hour to $150 with the main aim to recover costs and contribute to the ongoing maintenance, management and replacement of the surface.

Revenue opportunities - Increasing club activities may have an impact on decreasing field hire costs for all the current club players. There is undoubtedly the potential to increase numbers through the development of a synthetic turf as this is promoted by a number of clubs as a way to increase membership and income. The justification lies behind the fact that players currently playing on synthetic turf often do not return to their club base after games, the reduction in hire fees, these savings should be reinvested into the club to renewal of a synthetic turf. As a result income from the use of synthetic turf and through increased food and beverage activity is lost to the club.

Enhanced quality - With an enhanced level of infrastructure there is the potential to reallocate fees to commensurate for the cost of the service being provided.

It is clear that the need for a synthetic turf is justified for VPXHC.

4.3 Stakeholder Engagement Outcomes

A summary of the stakeholder comments are provided below (detailed comments can be found in Appendix D)

Whilst the development of additional synthetic turfs is supported by Hockey WA concern(strategic location, provision, sustainability and funding potential of synthetic turfs) has beenraised in relation to the close proximity to the Perth Hockey Stadium and other synthetic turffacilities;

The most critical aspects for the sport moving forward is to develop a strategy focussed on threeaspects of the use of synthetic surfaces – competition, training and third party use. This howevershould ideally be developed through strategically located facilities to ensure the long termfinancial viability is maintained;

There is a need to ensure that the approach in developing infrastructure is embedded within abroader strategic investment plan and any investment needs to demonstrate a significant benefitcost return;

Water management is a critical concern for the ToVP. The Town would not be prepared to accepta development that puts water allocation and license at risk;

Additional power metering would be required to ensure power use could be effectively split andallocated to specific uses; and

The site has numerous unknowns pertinent to the quality, capability and impacts to theredevelopment of the site. Further studies are required to ascertain the true costs and impacts ofthe development.

119



The main considerations arising from the consultation process relate to a number of key risks associated with the development of the site. These include:

Environmental impact of the development at Harold Rossiter;

Traffic and noise impact on surrounding land uses, flora and fauna;

Potential community outrage with the reduction and access to public open space;

Potential community outrage in regards to the need to remove mature trees to facilitate thedevelopment;

Restrictions of the number of car parking bays that can be accommodated within the reserve; and

Water management and the capability of the existing license and bore to facilitate thedevelopment of a turf and grass pitches.

Victoria Park Xavier Hockey Club

• The VPXHC is seeking to further grow the club which is not feasible at Fletcher Park. Grassprovision and an alternate location with a synthetic turf, due to the high costs of hire with othersynthetic hockey facilities, would increase the ability to retain and grow the membership base.

• The justification for the development of a synthetic turf hockey facility at Harold Rossiter has beendeveloped on the basis of future population projections, competition trends and access tosynthetic turf. Whilst these aspects are important, land for sporting space and provisions needs tobe planned for, along with development programs for the sport, to ensure a sustainable outcomefor the community.

• The club have updated their business planning and prepared forward financial planning for thedevelopment of the synthetic turf

• The club is willing to work within the current site constraints and the existing building to ensurethat the development of the facility at Harold Rossiter can be achieved

Subsequent Discussions

City of Belmont

The City is willing to discuss the possibility of working with the ToVP to develop a synthetic hockey facility at their sport and recreation precinct - 400 Abernethy Rd Belmont.

Harold Rossiter Users, including Shamrock Rovers Soccer Club

Further consultation with the users of Harold Rossiter was not conducted as it was deemed premature and would create some outrage within the community. To mitigate this risk, the ToVP have preferred to delay such consultation until the outcomes of the Business Case have been considered by Council.

City of South Perth

The Wesley and South Perth Hockey Club (‘the WASPs), a club that shares a number of similarities with the VPXHC, are also exploring the opportunity to develop a synthetic turf for their use. Officers at the City of South Perth have advised that the Council does not support a development of this nature at the Club’s current location (Richardson Reserve).

4.4 Benchmarking of selected synthetic turf hockey facilities

To understand the quality, scope and operation of synthetic hockey facilities around Perth and Western Australia, benchmarking was carried out (refer to Appendix C). In particular, this exercise has provided an overview of different facilities, including capacity, demand, footprint, design, facilities, attendance levels, revenue and other benchmarks.

The benchmarking exercise has provided inputs into options development and design elements.

Key findings from the benchmarking are as follows:

Facility Design Influences

120



Synthetic hockey facility must be sufficiently flexible to cater for:

- The need to accommodate an expanded game development structure;

- Identifying opportunities to use space multi-functionally/share infrastructure with other sports and or new competitions and services that currently may not be provided due to lack of infrastructure / capability.

- Both junior/senior, men and women’s participation and competition. This will require the provision of flexible changing accommodation and shared services to support all competitions and club development;

- Ensuring that different levels of competition and use are provided for without duplicating infrastructure (i.e. changing facilities, functions and storage);

- Resilient to demographic, environmental and governance shifts;

- Minimising environmental impact and building in Environmentally Sustainable Design (ESD) principles; and

- The ability to provide community access to quality facilities without compromising the financial viability of the hockey club.

Provision

In respect of synthetic turf provision the benefits are considered by Hockey WA to be significant.However whilst the surface will increase capacity, it is important that the surface is appropriate tothe standard of play and the environment within which the surface is to be located.

Within Western Australia heat retention of traditional synthetic surfaces (3G / 4G – rubber filled)may be high and therefore alternative synthetic / hybrid surfaces may be more relevant.Synthetic turf development needs to comply with relevant performance and accreditation systemsand the costs associated with testing and sinking funds (replacement) need to be built into thebusiness case.

Operating models:

Flexible, sustainable and well managed facility will be critical in making the development of asynthetic hockey facility viable. Additionally, it is likely to need both local government and otherlevels of government funding and or club investment for all or part of the capital cost.

4.4.1 Demand and Needs Assessment Summary

The need and demand for the development of a synthetic turf hockey facility at Harold Rossiter can be summarised as:

It is apparent that the current provision of synthetic turf in Perth is concentrated on a few clubs,centrally located within the metropolitan area. There is a need to address a lack of provision,particularly in strong clubs, to ensure increased population centres have access to facilities withboth turf and grass fields;

Providing the club with a synthetic turf facility may have an impact in decreasing field hire costsfor all the current club players. There is clearly the potential to increase numbers through thedevelopment of a synthetic turf as this is promoted by a number of clubs as a way to increasemembership and income;

The population infill growth within the ToVP is considerable. There is the potential to generatedemand for a synthetic turf facility, irrespective of the constraints at Harold Rossiter; this is basedon the population and demographic projections alone;

Due to the evolving nature of the Hockey Competition structure, which operates the majority of itsSenior Competition on synthetic turf facilities, coupled with the increased demand to train andprovide pathway programs on synthetic facilities, the VPXHC’s need for a synthetic turf isevidence based; and

There is a concentration of synthetic hockey facilities within a 5km radius of Harold Rossiter; thisis due to the demand created by strong participating clubs like the VPXHC.

121



5.0 Options Analysis The purpose of identifying strategic options is to determine which high level approaches can be used to address a problem. In government decision making, this can typically mean options such as investment in infrastructure, regulation or programmatic responses.

5.1 Strategic Options

On the basis of the needs analysis an assessment of the required infrastructure and spatial components were made. Three options were considered as part of the analysis. A strategic option is defined as a high level solution that can be implemented to address the challenges and opportunities identified. The three strategic options:

1. Do nothing – do not develop a synthetic hockey facility and three grass fields at Harold Rossiter,VPXHC would remain a Fletcher Park and cricket and soccer would remain at Harold Rossiter;

2. Minimal Development: develop a floodlit synthetic hockey facility and three grass fields at HaroldRossiter with no immediate upgrades to the current sports pavilion and displaces the currentsoccer club to an alternative site;

3. Optimal Development – collocated facility (hockey in winter and cricket in summer) whichaccommodates a floodlit synthetic hockey pitch and three grass playing fields, an upgradedsports pavilion and amenity at Harold Rossiter that displaces the current soccer club; and

These three strategic options are discussed below.

5.1.1 Strategic Option 1: Status Quo (no synthetic turf)

Strategic Option 1 is the ‘do nothing’ or base case option. Under this option, no action is taken to develop a synthetic hockey facility at Harold Rossiter, VPXHC continue to utilise Fletcher Park and cricket and soccer continue to operate from Harold Rossiter.

Under this scenario, the potential benefits to the club and to hockey’s development, sustainable viability and growth would be impacted.

Soccer is not displaced and the ToVP would continue to maintain and upgrade facilities as per asset maintenance, renewal and replacement management plans. Community facilities would remain the same and require funding assistance through other avenues.

There is also the potential that other clubs and local governments will continue to upgrade and develop synthetic turf facilities, meaning that the clubs membership numbers may continue to decline, with the associated loss of participation in hockey as a sport.

5.1.2 Strategic Option 2: Floodlit Synthetic Turf and three grass playing fields only

Strategic Option 2 refers to the minimal development. Under this option Harold Rossiter would be a collocated facility (hockey in winter and cricket in summer). This would see the development of a floodlit synthetic hockey turf facility, three grass fields only, with no immediate upgrades to the current sports pavilion and soccer displaced.

There are a number of advantages to this approach. These are:

Existing facilities may be able to be upgraded in a staged approach, which may reduce the overallcapital investment;

This would enable the VPXHC to build their membership and strengthen hockey’s pathwayprograms and competition structure at all levels;

VPXHC and the incumbent cricket club could form a new sports association to oversee themanagement and operation of both clubs at Harold Rossiter, thus improving governance andsharing of resources;

This would allow the VPXHC to move to Harold Rossiter in a timely manner and work inpartnership with the ToVP and the cricket club to develop a fit for purpose sports pavilion; and

Reduce the upfront capital cost while the VPXHC establishes itself at Harold Rossiter.

122



However, this strategic option has a number of disadvantages:

Harold Rossiter is highly constrained by the adjacent Kensington Bushland, Kent St Senior HighSchool fenced playing fields, mature trees, topography variances, lack of sufficient parking andtraffic issue from a major road;

There is no identified relocation option within the ToVP for soccer. The current soccer club utilitiesit for training during the week and competition on Saturday and Sunday Leagues for their twoteams;

Harold Rossiter is located less than 3km from Curtin University, which houses the State HockeyStadium, that has recently completed a Business Case for their third synthetic turf pitch. HaroldRossiter’s development may be seen as a duplication of facilities and may compromise potentialfunding opportunities;

There are numerous unknowns with regard to the viability of the development; such as thelikelihood of gaining environmental approvals, noise and light pollution, associated traffic impacts,the true costs associated and time required with the development of the synthetic turf withoutoutcomes of detailed investigations;

Harold Rossiter is heavily utilised reserve by the community for active recreation pursuits and dogwalking; and

During construction Harold Rossiter would be not be available, further elevating the issue ofspace for various sports within the ToVP.

This project option caters largely for core hockey competition and training, with the floodlit synthetic turf located to the north of the site, three grass fields with no immediate upgrades to the sports pavilion. The estimated total cost is $3,164,342.55.

No cost allocation has been allowed to relocation and redevelopment of a reserve for soccer.

5.1.3 Strategic Option 3: Floodlit Synthetic Turf, three grass playing fields and upgraded sports pavilion

A further strategic option could be to progress with the optimal development. This would create a collocated sporting facility (hockey in winter and cricket in summer) that accommodates a floodlit synthetic hockey pitch and three grass playing fields and an upgraded sports pavilion. This option displaces the current soccer club.

Potential advantages of this approach are as follows:

As stated within Option 2;

The upgrading of the sports pavilion will allow the VPXHC to expand their membership at a fasterrate, provide alternative revenue opportunities and provide a facility that is fit for purpose; and

Provides the ability to introduce Environmentally Sensitive Design (ESD) elements and principleswithin the redevelopment of the sports pavilion, which will in turn reduce ongoing operatingexpenses and resilience of the facility.

Disadvantages with Option 3 include:

Those stated within Option 2;

The current sports pavilion is an ageing asset which is coming to its end of its useful life and willrequire significant upgrade to perform as a modern sports pavilion. It is unlikely that an existingsport pavilion could accommodate higher levels of membership and competition, which requiremore appropriate change room facilities in the future; and

Harold Rossiter does not have sufficient space for future expansion, which may limit the viabilityof the club into the future.

Option 3 caters for both hockey competition and training, would locate the synthetic turf near to the pavilion to maximise operations and minimise the impact on the adjacent bushland and upgrade the sport pavilion to better facilitate hockey. It would be necessary to consider the relocation of the soccer

123



club, the costs of which have not been included here. The estimated total cost of Option 3 is $5,800,158.15.

The redevelopment of the sports pavilion can be staged to maximise the capacity of the facility and reduce the upfront capital costs. This approach would allow for funding requests to be staged over a number of years and ensure that the upgrades are in line with current asset management programs.

No cost allocation has been allowed to relocation and redevelopment a reserve for soccer.

5.2 Risk Assessment

5.2.1 Initial Risk Assessment Outputs

The following key consideration will need to be addressed within the Business Case as a result of the initial risk assessment: This is referenced in Appendix E.

The risk assessment identified 19 risks in total one with one categorised as high (16) - Project doesn’t receive finance to fund (Capital costs) outcomes, three low risks, with the remaining risks categorised as medium (6-13). Overall, the risks identified are able to be managed and mitigated through the development further plans/investigations to complement this Business Case. It did however clearly identify that robust investigation and justification for the development to proceed was essentially to ensure medium level risks did not escalate to high.

5.2.2 Strategic Risks and adverse impacts

All of the strategic options will face a range of risks and impacts. Some are common to all options, while others may be specific (or of a greater quantum) depending on the option identified.

Potential risks and adverse impacts of the strategic options are described briefly below:

Congestion and crowding at peak times – the establishment of a synthetic turf hockey facility andthree grass playing fields at Harold Rossiter could have an impact on existing roads and otherinfrastructure (i.e. car parking limitations), leading to traffic congestion and crowding duringcompetitions and events. This is already evident with the current use of the Harold Rossiterduring the soccer session;

Environmental impacts and negative consequences for community amenity and safety. This riskcould be mitigated by maximising the use of existing infrastructure e.g. by locating close to publictransport and by education and information about other options. Potential damage to the naturalenvironment during the construction and ongoing operation of the facility. Increased usage willincrease noise and light pollution in the local area. More specific environmental risks to flora andfauna may be identified at a later date through detailed impact assessments if the project ispursued;

Competition with existing services and conflict of use - depending on which model is adopted;there is a risk that the new facility could divert some spending away from planned synthetic turffacilities projects, such as Perth Hockey Stadium. This would increase the risk of reduced fundingand duplication of facilities within the same catchment;

Infrastructure costs – the operation of the facility coupled with increased usage may requireincreased infrastructure capacity e.g. electricity, water and car parking. Capacity upgrades mayneed to be factored into strategic planning for responsible entities e.g. Western Power andDepartment of Water; and

The loss of space for the sports of Soccer, increasing the demand for additional space within theTown and the potential reputation risk from the general community from reduced public openspace and from the soccer community.

5.2.3 Revised Risk Assessment Summary

On completion of the document review, needs and demand assessment, site analysis and stakeholder engagement a review of the initial risk was undertaken to highlight the any changes to the level of risk identified and to highlight emerging risks.

124



The following risks were reassessed and subsequently rated a higher or lower following the business case process: Table 3 Revised Risk Assessment Outcomes

Identified risk New rating Reasons for change

Quality of project outcomes High (12)

The project outcomes may not meet the need of all stakeholders throughout the project

Need for further investigations, as there are too many unknowns.

Making decisions based on political motivation Low (4)

All risks have been identified analysed and achieved throughout the stakeholder consultation and benchmarking to make the best decision and recommendations for the outcome of the Business Case.

Doesn’t explore all of the funding opportunities – Pre business case funding

Medium (6) Throughout the business case all funding options were explored

Don’t explore potential collocation opportunities of HRR

Medium (8) There are limited collocation opportunities at HRR other than the incumbent cricket club as the site constraints do not facilitate this opportunity.

Unsustainable Club Medium (6) Throughout the stakeholder consultation the club have demonstrated sustainable governance system and business planning

Poor time management Medium (9) Due to change in project lead and manager the project was delayed

Other major Council projects take priority High (12)

This Business Case to be used when prioritising projects for inclusion in the Town’s Long Term Financial Plan that is currently being developed.

Finished project fails to meet expectations of some or all parties

High (15) Outcomes and recommendations of the project do not meet the expectations of all stakeholders throughout the project

Levels of Service are compromised Medium (6)

The level of service provided and communication was adequate and effective monitoring was achieved.

Environmental impacts of creating a synthetic hockey facility at HRR

Very High (20)

Throughout the business case process, detailed analysis identified high environmental impacts on the site if the ToVP pursue with the development of a synthetic hockey facility at HRR. Numerous investigations are required to mitigate this risk to ascertain the extent of the environmental

Public outrage over loss of Public Open Space Very High (20)

Throughout the site analysis and in consultation with ToVP Officers it became evident that the community have strong views and are unhappy with the ToVP for allowing the reduction and removal of trees within reserves to allow for sporting development. This risk remains high when considering other developments in the Town, such as the development of Harold Rossiter Reserve.

There have been two additional Medium (8) risks added to the assessment, along with two High (12), which are derived from the analysis from the business case process. Refer to Appendix E Table 27: Revised Risk Assessment and Treatment Plan for detailed assessment of the revised and additional risks.

125



5.3 Strategic option assessment

Framework for assessment

The framework for assessing the strategic options was developed through the initial risk assessment process with the project team and following an extensive literature review. It encapsulated the following criteria: Table 4 Criteria for strategic assessment

Criterion Description Rating system

Site capability - capacity for expansion

Does the site have capacity to develop a facility with the required supported infrastructure and the capability of ongoing sustainable operation? This includes the capacity to cater for a growing member base.

High – A large site with considerable potential for expansion of facilities and capacity. Currently has unused capacity. Medium – a site which is of sufficient size, but is fully utilised. It has capacity for extensive re-modelling. Low – little capacity to expand or remodel.

Capital cost The cost of construction will be a major challenge for all of the options.

Low – relatively low cost upgrade. Medium – extensive rebuild of an existing facility. High – complete rebuild of an existing facility and/or new build at an alternative site.

Stakeholder support

Support from hockey participants, funding bodies, state sporting association and spectators will be critical.

High – a high level of stakeholder support. Medium – a moderate level of stakeholder support. Low – little stakeholder support for this option.

Community & environmental impacts

Any risks or adverse impacts that may accrue to the local community or environment as a result of a strategic option.

High – there is no or minimal potential for adverse environmental and social impacts. Medium – there is potential for moderate adverse environmental and social impacts. Low – there is potential for significant adverse environmental and social impacts.

The assessment system for the strategic options is very simple with ‘high’ being the top (best scoring) rating and ‘low’ being the least scoring rating. ‘Medium’ is in between the two. The assessment for the strategic options is outlined in Table 5. Table 5 Strategic assessment summary

Criterion Strategic Option

1: Status Quo

Strategic Option

2: Minimal Development

Strategic Option

3: Optimal development

Capacity M L L

Capital L M H

Support H H H

Adverse impacts

M L L

Overall M L-M H

126



Project Options

Options 2 and 3 were predicated on the need for a flexible and sustainable facility. Benchmarking of other venues and consultation revealed that:

Comparable synthetic hockey facilities need to cater for both club and competition requirementsand have capacity to be hired by other clubs and schools to be feasible;

Supporting infrastructure that can facilitate modern sports models, competition and increaseopportunities for revenue;

An appropriate governance model (such as a sports association or trust) to ensure ongoingsustainability of the facility; and

Given the competition for synthetic hockey fields, many venues are seeking to attract non clubuse, as a way of bolstering the bottom line and reducing commercial risk.

For this reason, the upgrade to the sports pavilion and associated amenity as described in Option 3 is recommended, to ensure the viability and financial sustainability of the VPXHC in to the future.

127



6.0 Multiple bottom line analysis The following section contains a Multiple Bottom Line (MBL) Analysis and considers the key facility development opportunities and project options for the development of a synthetic hockey facility at Harold Rossiter that arose from the research undertaken, an assessment of demand, industry trends, cost of developing such infrastructure and potential viability based on current and future potential VPXHC membership: Table 6 Multiple Bottom Line Analysis

Multiple Bottom Line analysis

Overall

Score

Overall

Impact of

the

Project

Project Option

Financial Factors Social Considerations Sports Development

Outcomes Environmental Strategic Alignment Demand Risk Assessment Economic

The higher the number the greater the financial impact

The higher the number the bigger social impact on the local community

The higher the number the higher sports development

outcomes

The higher the number the greater positive

environmental impact

The higher the number the more alignment to the SCP for

the VPXHC

The higher the number the greater the demand

The higher the number the greater risk of not doing the

project

The higher the number the greater the economic impact

Option 2

Synthetic turf pitch located to the north of the site, floodlighting, three grass field, with no immediate upgrades to the sports pavilion and soccer displaced.

Financial and improved regional benefits for the sport of hockey, for the VPXHC and the Town of Victoria Park. There is a positive cost benefit to undertake the project. The project attracts external funding less than 50%. Although minimal development may lead to high risks relating to the unknown costs and resources required to develop the site in the future.

Potential growth with the social connection and activation of the Harold Rossiter. The project has a high positive social impact and improves standard of social services. Project also provides for growth of the club

Potentially high sports development outcomes if linked in with a variety of initiatives to encourage junior participation, women and the aboriginal community.

High negative environmental impacts surrounding the increased traffic, noise, congestion and lack of safety with access and egress. The large influences to flora and fauna, due to the biodiversity impact and removal of trees from the site.

High strategic alignment to the VPXHC strategic plan with the need for future growth, expansion and synthetic turf facility. Although option 1 is not optimal for the future growth and development of the club it still strives to achieve

The current demand for an artificial hockey field is high within the VPXHC as it is recognised within their strategic plan. Although there is moderate demand for a synthetic turf in the Victoria Park region, as currently there is two synthetic turfs located within close proximity to the Harold Rossiter site. Therefore there is specific risk associated with the development of a turf.

There are multiple risks associated with the development of the Synthetic turf pitch to be located at Harold Rossiter Reserve. The major high risks are associated with the displacement of the soccer club to an alternate site, environmental impacts and the removal of trees from the site. Community outrage from the loss of open space for recreational use. Refer to appendix E for detailed risk assessment.

Marginal economic growth profit will be achieved due to the underperforming development of Harold Rossiter Reserve. The growth of the club and optimal benefit is not achieved therefore it will take until year 5 for the VPXHC for their return on investment.

Rating 3 4 4 1 3 3 2 2 22

Project Option

Financial Factors Social

Considerations Sports Development

Outcomes Environmental Strategic Alignment Demand Risk Assessment Economic

The higher the number the greater the financial impact

The higher the number the bigger social impact on the local community

The higher the number the higher sports development

outcomes

The higher the number the greater positive

environmental impact

The higher the number the more alignment to the SCP for

the VPXHC

The higher the number the greater the demand

The higher the number the greater risk of not doing the

project

The higher the number the greater the economic impact

Option 3

Synthetic turf pitch near to the pavilion to maximise operations and impact on the adjacent bushland, upgrade the sport pavilion and the relocation of the soccer club to an alternative.

Financial outcomes are most favourable for the project, as positive economic outcomes of all the options investigated. The economic and participation growth of the club creates a beneficial outcome for the VPXHC and the Town of Victoria Park.

The project provides core community needs for growth; The project maintains service level and delivery capacity for core infrastructure;

Would enable the VPXHC to build participation, encourage membership growth and strengthen hockey’s pathway

programs and competition structure at all levels, within the community.

Environmental impacts include potential damage to the natural environment, during and prior to construction. Increased traffic, noise, congestion and lack of safety with access and egress. The specific risks associated to flora and fauna, the need for a detailed impact assessment if the project pursues due to the impact of the removal of trees from the site.

High strategic alignment to the VPXHC strategic plan by incorporating future growth, expansion, continued development, strong sustainable club governance, coaching and finance and family based club culture.

The current demand for an artificial hockey field is high within the VPXHC as it is recognised within their strategic plan. Although there is moderate demand for a synthetic turf in the Victoria Park region, as currently there are two synthetic turfs located within close proximity to the Harold Rossiter site. The club is currently exceeding the usage and utilisation with high costs associated with the hire of synthetic turfs for training and competitions.

High risks associated in a variety of areas in relation to the displacement of the soccer club to an alternate site, environmental impacts and the removal of tress from the site, which requires state government approval.

Optimal and realistic return on investment will be achieved in Year 2. Due to the optimal option for the development of the site, for a new sports pavilion and synthetic turf, this option will generate the best return on investment for the VPXHC.

Overall

Score

Overall Impact of

the Project

Rating 4 5 4 1 4 3 2 3 26

128



7.0 Financial Analysis

7.1 Capital costs

Capital costs have been estimated by AECOM’s cost management team. These should be treated as high level estimates at this stage. More detailed costing will need to be undertaken once a detailed design has been developed.

Two key elements have been costed, please refer to Appendix G for the concepts that derived the following costs:

Synthetic hockey facility;

Grass playing fields (upgrading of playing surface, irrigation & drainage); and

Associated Amenity which refers to the buildings, flood lighting, line marking and car parking thatthe site will require to be operational.

Indicative Probable Costs (IPC) by project option are outlined in Table 7. Table 7 Indicative Probable Costs by project option

Indicative Options of Probable Cost

Total costs

Option 2 – Minimal Development $2,578,944.55

Option 3 – Optimal Development $5,484,590.15

Synthetic hockey turf cost

Option 2 – Minimal Development $569,800.00

Option 3 – Optimal Development $569,800.00

Grass playing turf cost

Option 2 – Minimal Development $86,273.00

Option 3 – Optimal Development $86,273.00

Associated Amenity costs

Option 3 Building $2,178,360.00

Additional Costs (Landscaping, car parking, contingency, project fees etc.)

$834,871.55

Floodlighting Services, headwork and connection allowance $430,000.00

Floodlighting - this cost is for the synthetic pitch only (including new poles, upgrade lighting and service upgrade)

$658,000.00

Floodlighting – Option 3 (including 8 new poles, upgrade lighting and service upgrade)

$881,000.00

7.2 Lifecycle costs

The term lifecycle is often used in reference to longer-term financial planning, and in this regard, lifecycle costing is an important accounting/budgetary process that recognises that the cost of assets is not the same annual figure repeated, but in fact recognises that there are key stages where larger costs are incurred such as major maintenance, major refurbishment or replacement of key elements.

The total cost over the life of the synthetic turf was assessed to determine the appropriate allocation of funding that is required to be set aside annually to facilitate the effective management of the synthetic

129



turf during the anticipated life of the building and associated amenity. Table 8 identifies the lifecycle cost parameters and assumes a synthetic turf life of 10 years.

Operating and Lifecycle costs

Table 8 Operating and Lifecycle Costs of the synthetic hockey facility at Harold Rossiter

Year Operating Costs ($) Optimistic

Operating Costs ($) Realistic

Operating Costs ($) Under performing

Replacement Costs ($) Associated Amenity

Turf (synthetic and grass Replacement Cost ($)

1 $309,725.00 $242,500.00 $280,500.00 120,230 117,780

2 $320,891.00 $253,051.00 $291,051.00 120,230 117,780

3 $333,828.00 $270,373.00 $308,373.00 120,230 117,780

4 $347,437.00 $284,367.00 $322,367.00 120,230 117,780

5 $361,303.00 $297,668.00 $335,668.00 120,230 117,780

6 $377,453.00 $314,153.00 $352,153.00 120,230 117,780

7 $390,761.00 $327,628.00 $365,628.00 120,230 117,780

8 $405,967.00 $343,002.00 $381,002.00 120,230 117,780

9 $410,426.00 $347,628.00 $385,628.00 120,230 117,780

10 $414,882.00 $352,252.00 $390,252.00 120,230 117,780

General Expenses include:

Wages and Salaries

Facility Cleaning

Insurances

Bar and Canteen Expenses

General Maintenance

Electricity

Utilities

Hockey WA

Equipment

Reducing the initial capital cost through choosing a cheaper surface may result in high maintenance costs and the need to replace the surface sooner. Selecting a high-quality surface may cost more initially, but will likely reduce the overall lifecycle cost of the surface. Wherever possible, the emphasis should be placed on obtaining the ideal playing characteristics and durability. These aspects will determine the long-term success of the surface.

7.3 Implementation Plan

The implementation plan below identifies key actions aligned to the recommendations. These actions identify main responsibilities, partners, key performance indicators and indicative timescale for delivery. It acts as a guide to the required process and potential timeline for delivery if key milestones are met. The following flow chart highlights the varied approaches to the development. It establishes that there is a linear process in developing the site; though it is acknowledged that the extent of

130



financing required in delivering the optimum solution is likely to require a phased development to be undertaken:

The following extract from the implementation plan highlights the further additional pre-planning work required to be undertaken prior to the design consultant appointment. Table 9 Further Project Development and Pre-Planning Requirements

Project Phase Deliverables Major Actions Key Milestones Responsibility

Project Development and Pre-Planning

Environmental Assessment to be undertaken.

Environmental Impact Assessment undertaken

Environmental Assessment to be presented to Department of Parks and Wildlife (DPW)

Report developed and accepted by the ToVP

Environmental Consultant engaged by ToVP

Water licensing to be explored and appropriate water extraction to service the synthetic surfaces

Secure approval for a special license to water a synthetic pitch

Negotiation to be undertaken with Department of Water to secure option to develop a synthetic surface.

License approved Consultant engaged by ToVP

Refine and develop the Site concept plans.

Consultation with clubs, HWA and DSR to confirm appropriate phasing of development and cost apportionment

Workshops and meetings, presentations and briefing sessions.

Revised concept ToVP

Ongoing detailed design and proofing

Detailed design

All recommendations of the business case and concepts implemented

Reviews completed ToVP

Confirmed Phasing of individual developments and approval through the ToVP’s approvals process

Phasing plan confirmed

Develop a Capital Expenditure Plan with development triggers.

Capital Expenditure Plan ToVP

Finalise Funding Plan

Funding secured for initial phases and funding processes established for future phases

Clarify position with regard to investment commitment.

Initial funding for project confirmed and legally bound

ToVP

Development and Pre Planning

Design Consultant Appointed

Approvals Sought

Design Development

Staged Development of Harold Rossiter

Full Site Development

Contract Development

Procurement Process

Main Works Practical

Completion Management

set up

131



7.4 Financial Projections

Reference is made to Hockey WA’s turf cost analysis as the baseline for all figures. The assumptions underpinning the model are identified below:

Assumptions

It is assumed the synthetic facility will:

General

gradually increase capacity as the new synthetic facility becomes established and the growth incommunity access expands

operate at a minimum of 45% capacity and up to 90% capacity under the various growthscenarios Identified

designed to a variety of community activities which will generate additional income

managed through an approved governance model and a full time paid member of staff is allowedfor with 10 years’ experience in synthetic facility management

financial projections exclude loan servicing and depreciation costs. An assessment is made onthe ongoing operational costs of operating the facility in accordance with Hockey WA advice

management will harness opportunities and partnerships with potential user groups andcommunity groups

cash flow projections allow for a 2.5% inflation increase per annum

Income

usage is based on current use and projected demand

operating income will grow approximately 5% per annum, as the facility usage develops, followingthe establishment of the proposed facility

facility hire income derived from nominal ongoing not-for-profit and community use of the facilityfor a variety of functions and events

in the first year of operation the financial rental returns will be 75% of anticipated full operationalrental returns and thereafter will increase by 5% until year 6 when it will be fully operational andthereafter increase by 2.5% annually

synthetic facility usage is based on HWA projected turf use for a single club operation from Aprilto September: The base cost is income per hour adjusted for anticipated utilised hires.

Expenditure

Derived from benchmarking and advice from HWA:

generate income from the hire of the facility for key user groups/tenants

maintenance and equipment replacement costs will be controlled in line with expenditure levelsand that:

- Capital Expenditure for the field establishment, including three natural grass surface will be $117,780 (baseline, plus contingency and lifecycle cost averaged over the lifecycle period).

wage rates are modelled on current known benchmarks which cost increase by 1% aboveinflation annually

gas and electricity costs are estimated at benchmarked current day levels

additional start- up costs has not been included in the analysis

The financial projection process consisted of a multiple (Optimistic, Realistic and Underperforming) high level financial projections analysis. All are based on benchmarking, previous advice from Hockey

132



WA and from financials provided by VPXHC, to ascertain the likely performance of a fully operational synthetic facility.

Each level of analysis incorporates a gradual increase in usage over a 10 year period and an annual cost associated with the management and replacement of capital infrastructure. A summary is contained in the table below. Table 10 Optimistic, realistic and underperforming scenarios for the operation and development of Harold Rossiter

Profit and Loss Scenario Outcomes

Optimistic Realistic Underperforming

Year 1 $36,065.00 -$7,960.00 -$86,228.00

Year 2 $61,747.00 $17,589.00 -$60,679.00

Year 3 $85,933.00 $36,640.00 -$41,628.00

Year 4 $108,901.00 $59,911.00 -$19,795.00

Year 5 $131,885.00 $82,960.00 $3,254.00

Year 6 $150,585.00 $101,075.00 $22,869.00

Year 7 $155,438.97 $111,275.00 $27,194.00

Year 8 $156,468.63 $113,951.00 $29,870.00

Year 9 $168,321.82 $127,376.00 $43,295.00

Year 10 $180,251.48 $140,799.00 $56,718.00

There are significant variations between the scenarios, which reflects the facilities usage and ability to generate income. The optimistic scenario anticipates the club is fully operational and maximising the potential income from the hire of the synthetic turf. Referenced in the assumptions each scenario anticipates an increase from a 75% capacity from year one.

The optimistic model assumes a high level of usage in addition a nominal use that will be charged and received. Membership subscriptions are rounded up to reflect current membership fees across a range of ages and synthetic turf users. This model indicates an ongoing operational surplus.

The realistic model assumes a lower level of synthetic turf use, the maintenance of membershipsubscriptions and a lower alternative hire contribution. The realistic model indicates a surplus inyear 2.

The underperforming scenario assumes the lowest level of turf use (45%), lower membershiplevels and no contribution from alternative hire. This model indicates that the facility wouldoperate at a substantial deficit and serves to illustrate the importance of developing effectivepartnerships in delivering a fully functioning and viable synthetic turf at Harold Rossiter.

The detailed Order of Costs and Financial Projections for each scenario is contained at Appendix H.

133



8.0 Review of Management Models This section provides an overview of the potential management options for the synthetic turf, sports pavilion and associated infrastructure at Harold Rossiter given the potential use of the site. An assessment of the required roles and responsibilities of the facility manager and possible management models was undertaken.

Three potential management options were identified as viable options based on existing management models for hockey facilities in WA. These include:

Management in partnership with Hockey WA, where the State Sporting Association establishes aseparate management arm of its current facility management capability. This was suggested aspart of Hockey WA’s intention to take greater control and influence the development of syntheticturfs within the metropolitan Perth and ensure that their financial viability is proven and sustained.It is noted that Hockey WA has yet to establish a body with the capability to undertake a satellitemanagement role and it is therefore yet to be tested;

Management via a management body or alliance i.e. a trust specifically set up for the purposes ofmanaging the turf openly and equitably on behalf of a number of partner clubs - the Shentonmodel. This would be with the Department of Education (in conjunction with the adjacent school)as a viable long term solution which has been effective in managing and delivering equitableaccess;

Management by a single club. This model, whilst advocated as the optimum solution by clubs, ishigh risk due to the fact that one club has responsibility for the income and expenditure related tothe turf and associated infrastructure, including the ongoing management and replacement of theasset. It relies on the club being able to generate sufficient income from potential third partysources to offset the ongoing costs incurred by members. In circumstances where income fallsand insufficient funds are available to undertake necessary repairs and / or the maintenance ofthe facility, the club becomes reliant on handouts or one-off contributions from sponsors /benefactors.

Two other options warrant consideration. These include:

Management by the ToVP.

Management by an established not-for-profit entity.

The following table outlines the benefits and risks for each option. Table 11 Management Options

Management

Option

Positive Benefit Reduced Benefit Considerations

Option 1: Management by Hockey WA

Hockey WA (HWA), as a major stakeholder in the facility, could maintain significant control over operations subject to agreement.

Revenue from the facility would be optimised for the benefit of the sport.

They understand the tenant issues and the operational nuances with turf infrastructure and have a proven track record.

Cost effective sharing of staff resources and

Revenue from the facility is unlikely to be optimised as the traditional focus is on the delivery of programs for the sport.

All expenditure and facility maintenance will fall within the control of HWA.

All risk is borne by the State Sporting Association.

The management of tenants and key partners may provide conflicts of interest impacting on effective management and governance.

HWA does not currently have the necessary resources available.

HWA would need to allocate additional resources to the site.

HWA would also need to train and develop additional staff in remote facility management obligations and appoint a team solely responsible for the ongoing management and maintenance of the facility.

134



Management

Option


resourcing.

Risk and control is managed by the sport on behalf of the sport.

Programming and facility use is controlled by the sport that is not solely bound by generating significant income returns. This could be undertaken in conjunction with operations at Perth Hockey Stadium.

HWA has significant previous experience in the operational management and maintenance of facilities.

A system of policies (associated with Perth Hockey Stadium) and operational plans are in place to ensure appropriate reporting, health and safety and site security issues are complied with.

Potential issues with dispute resolution which may not be possible to be effectively managed by the SSA.

Heads of agreement would need to be drafted and agreed with all parties to ensure that access and use is appropriately protected and secured.

Arbitration would need to be set up which is fair to all users and parties that have an interest in the land.

Option 2 - Management by Hockey Club

Preferred Option

Direct understanding of the key tenant issues. Likely to maximise benefit to the club. Potential to co-opt club members with a strong Commercial understanding. Most likely to ensure that the role of club is maintained. Club could appoint professional manager/management to manage facility on their behalf. Specialist expertise within the sport.

Will have to develop a level of expertise in venue management with particular reference to commercial return. Have not previously managed or maintained a synthetic facility. May not have commercial expertise within club to manage facility. There would be a need to explore the most cost effective mechanism to address this issue. May not be best placed to manage dispute resolution processes.

Heads of agreement would need to be drafted and agreed with all parties to ensure that access and use is appropriately protected and secured. Arbitration would need to be set up which is fair to all users. Community interest will need to upheld to avoid conflict with reserve uses.

Option 3: Management by an Alliance or Consortium of Partners

Understand the tenant and site issues. Likely to maximise the social, club, education and commercial benefit to all partners involved in management. Most likely to ensure that

This approach, if the heads of agreement are not agreed, could detract from viable usage by other users of the site for community use and for passive recreational use of the reserve.

There would potentially be a need to appoint a manager with responsibility for managing shared services / functional areas within the site. It is unlikely that the

135



Management

Option


role of the club is maintained Consortium could appoint professional manager/ management to manage facility on their behalf. Subject to an appropriate management structure being developed (i.e. strategic board and paid management reporting directly to the board) the long term viability and commitment to the site can be developed. Shared ownership, risk and responsibilities to ensure that the facility can be sustained on an ongoing basis. It provides the opportunity to establish effective management practices without one body holding all associated risks.

Management cost is unlikely to be minimised. The Hockey Club would not have complete control over the site and its operation.

ToVP would be willing to invest the necessary time or resources into managing the site in partnership. This however could be divested in the club provided that the heads of agreement are drafted to ensure that all parties have fair and equitable access and use to the facilities and the costs are apportioned appropriately. Arbitration would need to be set up which is fair to all users.

Option 4 – Management by ToVP

The Council, as potentially a major stakeholder of a number of facilities has the financial and organisational capacity to add the project to their portfolio of assets. Costs could be spread across existing local government resources. There is a high focus on community benefit rather than profit. Long term planning is likely to be a focus. A shared maintenance arrangement may be agreed for the benefit of all.

The ToVP has indicated they may not be willing to take on a facility which is principally for a single sport and not for broad and multi-functional community use. Hockey Club has a reduced role in management of the facility. It is likely that revenue from the facility would not be optimised for the benefit of the club. Significant control over operations will be exercised by local government at the expense of the needs of the club. Maintenance obligations will be required of the Hockey Club.

It is unlikely that the ToVP would be willing to agree to underwrite the operation of the facility. There would be a need to identify a very clear delineation of risk and responsibility with the incumbent club. The maintenance and operational responsibilities will need to be clearly defined. The ToVP do not have the knowledge of management of hockey programming and related events and potential capability (given limited resources) to undertake role.

Option 5 – Management by an Independent Management Group (i.e. Venues

Provides ability to gain specialist leisure venue management expertise. Single focus for the

The Hockey Club and the ToVP has a reduced role in management of the facility, as defined through the management and

There would be a need to identify a very clear delineation of risk and responsibility with the incumbent club.

136



Management

Option


West, YMCA, Belgravia Leisure)

management group. Minimises public risk through well-developed systems. Revenue from the facility likely to be optimised. Operation of the facility is commercially driven. The management may be controlled subject to appropriate performance management regime being put in place.

performance agreement Likely to be a higher overall cost to all parties than the additional staffing cost implied. There is limited commercial opportunity for a management group and therefore the site is unlikely to be attractive. Facility management company (if a not-for-profit group) may not have the capacity to fund future maintenance and upgrade obligations (as the facilities age). This would still rest with the ToVP and the Hockey Club. Ability to secure funding from government may be difficult due to commercial nature of operation.

The maintenance and operational responsibilities will need to be clearly defined. Clarification of future ownership of intellectual property including database information and systems and processes. Possible expectation of Management Group for facility branding / sponsorship. Would require independent board for dispute resolution and to ensure needs of club and community are maintained.

The quantitative assessment for determining an approach includes:

The overall management cost on any one individual party may be minimised if a sharedcontribution mechanism was established;

A greater level of control over risk; finances and ongoing monitoring could be managed moreeffectively by the alliance on behalf of all partners;

The full revenue from use of the facility may be re-invested back into the facility and the clubcould benefit from the ‘home base’ financial returns associated with the clubhouse subject toagreement with all parties;

The alliance would be responsible for appointing a site manager and apportioning appropriatecosts related to the ongoing use of the site;

The concerns relating to control by one club of a community resource may be appropriatelymanaged and influenced;

Programming and facility use at core times may still be controlled by the sport (and with a highdegree of influence from the Hockey Club);

The consortium of state and local government entities together with specialist sports knowledgecan inform the likely income returns and operation on behalf of its affiliated clubs, schools andcommunity partners under an agreed strategy which has quality facility management at its heart;and

A system of policies and operational plans may be put in place to ensure appropriate reporting,health and safety and site security issues are complied with.

It is recommended to investigate Option 2 as this would create a shared use facility, which creates a sustainable financial model moving forward.

137



9.0 Funding Opportunities Funding Options Department for Sport and Recreation: guides the delivery of community infrastructure through the Community Sporting and Recreation Facilities Fund (CSRFF). The CSRFF program contributes toward the development of community level facilities in partnership with project proponents and local government. The State government announced in 2015 that the CSRFF program was being reduced, this consequential effect has been to reduce the maximum amount which can be accessed and greater competition for a limited amount of funding which has to deliver vast community outcomes. At the maximum level CSRFF provides up to 1/3rd of the eligible project cost and is for thebasic provision of community level sport and recreation infrastructure. A contribution of up to $1m could be sought. It is understood however that the threshold will only be considered in exceptional cases.

Australian Sports Foundation – Sport Incentive Program: This continues to build awareness in the sports sector of the importance of partnerships involving sport, business and the broader community, through the Sport Incentive Program, which incorporates fund raising projects that provide tax deductable incentives.

Healthway Sport and Racing Sponsorship: The primary purpose for Healthway's Sport and Racing Sponsorship Program is to provide sponsorship support for community organisations for programs and events within the sport, racing and active recreation areas where there is a significant opportunity to change behaviours and environments to improve health. Funding from Healthway is likely to support program development rather than capital build; therefore this project would not likely attract funding.

LotteryWest provide opportunities through a variety of grant funding initiatives for not-for-profit and local governments. LotteryWest have recently reviewed the extent of project that they are likely to fund, given the greater pressure now being experienced on the fund. As part of the funds obtained through the lottery process is allocated directly to sport they have indicated that they would be unlikely to be in a position to fund infrastructure that relates to the development of sport and in particular single sports club activities.

Crowdfunding or community fundraising: There is some evidence of crowdfunding or community fundraising efforts that contribute to the overall capital build, which can leverage/match State and Federal funding. Sourcing such money from the broader hockey community should be explored.

Sponsorship which may be secured through funds from commercial or corporate bodies by providing naming rights or advertising potential. This could be considered for the site or various components of the development.

A variety of funding opportunities will be generated through the life of the project and it is important to recognise and build on general funding criteria, which, in respect of public funding has the following core themes embedded within most funding programs:

Development of partnership approaches.

The provision of significant partnership funding contribution.

The facility should be demonstrated to meet an identified need and is accessible to the broadercommunity.

138



Comparative Funding Analysis

The following table explores the funding contributors to the development of the Synthetic Hockey Facilities within Metropolitan Perth. Traditionally Community Sport and Recreation Facilities Funding (CSRFF) financial contribution is one third of the total cost of the project. Table 12 Comparative Funding Analysis

Synthetic Turf Facilities

Municipal

Funds

(LGA)

CSRFF Education

State

Sporting

Association

(SSA)

State

Government

Federal

Government

Clubs or

partnership

Aquinas Turf & Grass ■ ■

Arena Joondalup ■ ■ ■ Duracraft Stadium & Morris Buzacott Reserve

■ ■ ■

Hale Turf & Grass ■ ■

Lark Hill Turf &Sportsplex Rockingham

■ ■ ■

Lemnos Field – Shenton Park ■ ■ ■ ■

Mandurah Hockey Turf ■ ■ ■

Perth Hockey Stadium ■ ■ ■ ■ ■

University of WA Super turfs & Sports Park

■ ■ ■

Whitfords (Warwick ) ■ ■ ■

Guildford Grammar ■ ■

139



10.0 Recommendations It is recommended that the ToVP complete the required investigations and approvals to ascertain if the development of a synthetic hockey facility at Harold Rossiter is feasible:

If development of a synthetic hockey turf at Harold Rossiter does not proceed, it is recommended that the ToVP pursue the option to develop a synthetic hockey facility for the VPXHC at an alternative site in partnership with a neighbouring local government as this option provides the greatest growth potential for the club and ongoing viability for hockey within the area.

Alternatively if the development is proven to be feasible is it recommended that Option 3 be pursued by the ToVP as it provides the greatest opportunities for the club to be sustainable and alignment to the Town’s asset management plans (irrigation. lighting, services and building upgrades/renewal).

It is further recommended that the ToVP apportion resources to equitability and strategically plan, the allocation of sports to reserves taking into consideration the form, capacity, community use and population access to such facilities.

140



Appendix A

Document Review

141



A-1

Appendix A Document Review The following provides a summary of the documents reviewed and the consideration to be addressed within the development of the Business Case.

The five (5) categories of hockey facilities align with their current competition and development pathway. Table 13 provides a guide to the facility components associated with the development of various levels of completion within the state. It should be noted that this provides a guide to development as Hockey Club operate between level C and level B. Table 13 The hierarchy and indicative space requirements associated with hockey facility development in WA

(Source: Hockey WA)

Level A Level B Level C Level D Level E

Field Dimensions 91.44m x 55m max

91.44m x 55m max

91.44m x 55m max

91m x 50m approximately

50m x 25m or larger

Buffer Zone 3m side

4.5m end

3m side

4.5m end

3m side

4.5m end

2m side

3m end

2m side

3m end

Surface Type Turf Turf Turf or Grass Grass Any firm surface

Goals Standard Standard Standard Standard Any marker 4m apart

Field Lighting 750lux 500lux 300lux N/A N/A

Scoreboard Electronic Electronic Manual N/A N/A

Public Address Yes Yes N/A N/A N/A

Spectator Seating Yes min. 1500

Yes min. 250 Yes min. 100 N/A N/A

Spectator Shade Shelter

Yes min. 250 N/A N/A N/A N/A

Change rooms 2 per field 2 per location

2 per location

N/A N/A

Players Showers 4 in each change room

3 in each change room


Available on site

N/A

Players toilets 3 in each change room



Available on site

N/A

Public toilets Yes separate from players

Yes separate from players

Yes separate from players

Yes Yes

Clubrooms 350m2 200m2 150m2 N/A N/A

Umpires room 15m2 15m2 15m2 N/A N/A

First Aid room 15m2 15m2 15m2 N/A N/A

Kiosk Canteen 30m2 15m2 15m2 N/A N/A

Car Parking 500 bays 100 bays 100 bays 20 bays 20 bays

Storage 25m2 15m2 15m2 25m2 N/A

The plan states that, wherever possible, synthetic turf venues should be developed adjacent to existing natural grass facilities. They should not be developed in isolation.

142



A-2

The Hockey WA State Strategic Facilities plan identified the potential location for hockey pitch provision over the upcoming years. Table 14 Proposed Hockey Developments and Current Status (Source: Hockey WA)

Year Facility Status

2009-2014 New synthetic turf at MacDonald Park (Whitfords Hockey Club & City of Joondalup)

Project progressed and implemented in 2015.

New synthetic turf at Yokine Reserve (Stirling, Harlequins and Modernians Hockey Clubs and City of Stirling)

Unlikely to proceed

New synthetic turf at Guildford Grammar School or Swan Park (Old Guildfordians and Blades hockey clubs, and City of Swan and Guildford Grammar school)

Project progressed at Guildford Grammar School and implemented in 2015.

Additional Grass pitch at Morris Buzzacott Reserve (Melville Hockey Club & City of Melville)

Unlikely to proceed

Potential relocation or expansion of the Fremantle Hockey Club. To include Cockburn.

Related to current study

2014-2019 New synthetic turf at Sutherlands Park (Southern River Hockey Club & City of Gosnells)

Feasibility study completed.

New synthetic turf at Hartfield Park or at a local private school (Kalamunda Hockey Club, surrounding private schools and Shire of Kalamunda)

Not progressed.

New synthetic Turf at Cockburn for the relocated or new club.

Related to current study

WASP third synthetic turf for the Perth Hockey Stadium, at Curtin University

Project progressed and likely to be implemented in 2020/21.

2019-2024 Potential new synthetic turf at Orelia Oval (adjacent to the primary & high schools) (Kwinana Hockey club and Town of Kwinana).

Not progressed.

Potential new synthetic turf in Ellenbrook – Whiteman Park or North Swan Park or Lilac Hill (for the Ellenbrook Hockey Club, also potentially Old Guildfordian Hockey Club and City of Swan) would also depend on any development at the Guildford Grammar School.

Not progressed.

Potential new turf at Nanovich Park – assuming Wanneroo Districts Hockey Association affiliate with HWA (City of Wanneroo)

Not progressed.

2025 and beyond

Potential major hockey facility (including synthetic turf) at Keralup or Fiegerts Rd

Not progressed.

Potential synthetic turf at the Waterworks Rd, Brookdale regional open space site.

Not progressed.

Potential development of a home for hockey including a synthetic turf at Harry Riseborough Oval in Mundaring.

Not progressed.

Potential synthetic turf development within Alkimos Eglinton.

Not progressed.

The report also noted that the following facilities were proposed to be built within the next few years (Table 15 refers). Table 15 Anticipated Turf Facility Development (Source: Hockey WA)

143



A-3

Proposed Facility Status

Aquinas College Turf Project completed and operational

Scotch College Turf Project has not progressed

UWA 2nd Turf Project completed and operational

Melville 2nd Turf Currently being planned

Perth Hockey Stadium 3rd Turf Business case developed

Harold Rossiter Reserve Feasibility Study, September 2009

Purpose of the study was to address the feasibility of the establishment of a multi-purpose sporting venue at Harold Rossiter Reserve – with the 2 current clubs (Shamrock Rovers and Victoria Park Cricket Club) potentially being joined by the VPXHC (with an artificial hockey pitch).

ToVP Sport and Recreation Facilities Strategy November 2013

The review of the Sport and Recreation Facilities Strategy states the following recommendations:

Usage of the ToVP Reserves: During the summer months the reserves which are operating at ornear capacity are Carlisle and Harold Rossiter Reserves mainly due to the high level of cricketactivity. During these months significant spare capacity appears to exist at Fraser Park, Higgins,JA Lee Reserve and Parnham. During the winter months it appears that Harold Rossiter, Higginsand Raphael Park operate at or near capacity. The remaining reserves appear to have significantcapacity for expanded use.

That the factors weighing against the proposed multi-purpose sporting complex are so significantthat the project should be aborted immediately. The Town should proceed with its prior plans toupgrade the existing amenities for soccer and cricket, and hockey’s requirements should beaddressed separately in conjunction with Hockey WA.

State Hockey Strategy: It highlights the long term need to develop synthetic hockey facilities toenable the sport to develop. The benchmark infrastructure is to provide one synthetic surface(multi-functional) for up to a 75,000 population. The need for an additional surface within theToVP is not yet proven (particularly as there are current proposals to extend synthetic turfprovision a t Curtin University). In the medium to long term however, the feasibility and potentiallocation of a synthetic surface should be undertaken to determine a viable site. This potentiallycould be at Higgins Park (as a replacement of the tennis infrastructure).

Pre-Feasibility Study

A detailed review of the Pre-Feasibility Study highlighted:

A review of the ToVP’s Sport and Recreation Facilities Strategy (SRFS) was undertaken withconsideration for feedback received from the Department of Sport and Recreation (DSR), electedmembers, a cross-functional team of staff and the Town’s Healthy Life Working Group. Thisreview resulted in a revised set of SRFS recommendations which were presented to Council inFebruary 2015.

The ToVP amended the recommendation (detailed as Recommendation 3 of the SRFS ) to state:

- The need for an additional pitch to facilitate the growth of VPXHC has not yet been proven. Opportunities exist in the short term to continue to use Curtin University for competitive matches and to undertake a detailed needs and feasibility study to determine whether Higgins Park can accommodate the growth of Victoria Park Xavier Hockey from 2018 onwards.

Council subsequently endorsed the reprioritisation of the feasibility study and approved theengagement of a consultant to undertake work on a Hockey Project Plan, being the first stage ofa Feasibility Study (Pre-Feasibility Study).

The pre-feasibility study completed a Synthetic Turf Facility – Location Survey where 12 reserveswithin the ToVP highlighted where existing hockey pitches and clubs where located. Assessment

144



A-4

of sporting grounds and parklands within the ToVP indicates that Harold Rossiter Reserve (HRR) is the most suited location for development of a synthetic turf facility.

The VPXHC (VPXHC) currently accommodates 583 playing members. The VPXHC has grownsignificantly over the past 10 years from fielding 25 teams in 2006 to 37 teams in 2014. Thisgrowth has been most prominent amongst juniors and female participants.

With consideration for budget reductions DSR have indicated difficulty in providing justification forthe funding of a single club/occupier synthetic turf facility in close proximity to the PHS. As suchDSR recommends the ToVP and VPXHC pursue development of a multi-user facility includingother local government authorities, clubs and sports.

Partnering opportunities exist with a number of potential stakeholders (including but not limitedto):

- City of South Perth (said that they would be happy to partner; however would be unwilling to make a financial contribution, which was a decision of Council, as they did not feel the development of a facility of this nature was the role of local government, which should focus on greater/ wider community access and programs).

- Wesley South Perth Hockey Club

- Curtin Trinity Pirates Hockey Club

- Como Secondary College

- Wesley College

These stakeholders may be in a position to contribute towards either funding of a synthetic turffacility or act as an occupier and provide revenue from synthetic turf hire fees.

The pre-feasibility recommendation stated:

- With consideration for the high demand for hockey and forecast population growth within the ToVP, there appears to be an adequate justification for development of a synthetic turf facility.

- Financial forecasts based on hire usage and existing facilities indicate that a new synthetic turf could generate a financially sustainable asset including provision for long term maintenance and capital replacement.

- Harold Rossiter Reserve presents itself as the most suitable location for development of a synthetic turf facility given the limited impacts to the surrounding residential community, existing clubroom and car parking improvements and availability of surplus land for development.

- Proceeding with a full feasibility will provide confirmation of site planning, scope of facilities required, capital budget and assist in progressing discussions with funding partners.

- Multiple potential funding options and sources are available to the development of a synthetic turf facility including but not limited to the ToVP, City of South Perth, Hockey WA, VPXHC and WASPS. The facility would also be applicable for DSR CSRFF funding.

- Additionally, it is recommended that the ToVP engage with the City of South Perth to formally explore options pertaining to a joint facility. This regional approach will strengthen the patronage and funding position of the facility.

145



A-1

Table 16 Document Review

Document Key outputs (Context/ What we need to do) Main considerations

Strategic Community plan 2013-2028

Victoria Park mission is summarised through four key components Creative

- Embrace creativity - Unique, quirky and identifiable - Be creative in all ways

Attractive - Attract people and businesses - Be the destination for lifestyle, work and recreation

Friendly - Welcoming, listen and friendly.

Environmentally sustainable - Aware of the changing environment will operate, live, work

and recreate - Make decisions based on environmental, economic and

social impacts - We will create the best environment in which to live and work

The Framework seeks to – - Planning is holistic in nature and driven by the community. - Build organisational and resource capability to meet

community need. - Monitoring and management so the Town can adapt and

respond to changes in community needs and the business environment.

Governance - Effective development of systems and procedures that support the organisation achieve

success - Facilitate and encourage a strong, vibrant and sustainable local economy - Ensure responsibilities are implemented - Encourage innovation in business - Grow the connection between Council, business and the community - Build maintain organisational capacity - Set strategic direction that provides a clear vision and purpose

Social - Connect people to services, resources and facilities that enhance their physical and

social well-being. - Provide opportunities for lifelong learning for all sectors of the community - Create a vibrant town that social

Social Environment Economic - Provide an integrated comprehensive direction for the development of the Town. - Implement projects to achieve the desired future character of the Town.

Economic - Ensure that development within the Town strives for excellence, integrates with the

existing character of the Town and is safe for the community. - Facilitate appropriate development in the Town by working collaboratively with clients - Implement local planning schemes

Environment - Ensure parks and natural areas are provided to the best standard - Ensure residents have safe, clean and attractive streetscapes - Effectively manage, maintain and renew the Town’s assets. - Provide leadership on environmental, transport and infrastructure solutions.

Corporate Business Plan

The objective of the Corporate Business Plan is to interpret Council priorities into actions and demonstrate the time frame within which the Objectives and Actions in the Strategic Community Plan will be achieved and completed.

The program area will focus on attracting new business and investment into the Town.

Business Life Program: This program area focuses on: - Business vibrancy and overall Town-wide economic vitality - Compliance support - Council business performance - Economic Vitality - Equitable parking access - Revenue diversification

146



A-2


Key Projects and Services: - Business Life Program - Community Life Program - Corporate Life Program - Future Life and Built Life programs - Renew Life Program

- Improved personal service - Sound financial management - Technological excellence

Community Life Program: This program area focuses on - Access and Inclusion - Community grants and donations - Community safety - Cultural engagement - Events and programs - Health and wellness - Lifelong learning (library) - Preservation of cultural heritage - Provision of recreation facilities and club rooms - Public art and creative arts - E-services - Digital literacy through the Digital Hub

Corporate Life Program: This program area focuses on: - A vibrant Town Centre - Building organisation capacity - Communication and digital local government strategies - Creating an environment that supports the health, safety and well-being of all

employees - Ensuring that the organisation maintains compliance with all required legislation - Ensuring that projects are integrated, managed and monitored so that the organisation

is well-placed to deliver its planned objectives - Integrating and managing the strategic, tactical and operational areas of the

organisation - Organisation cultural development - Strategic planning and alignment

Future Life and Built Life Programs: This services offered by Future Life and Built Life are: - Strategic town planning - Transport planning - Sustainability - Strategic project development and implementation - Strategic property asset planning – to optimise the value release of the Town’s property

147



A-3


assets - Building and planning application assessment and approval.

Renew Life Program: This program area focuses on: - Maintaining and renewing the Town’s assets - Providing services that best meet the expectations of the community - Ensuring that parks and natural areas are provided to the best practical standards - Ensuring residents and businesses have safe, clean and attractive streetscapes - Providing leadership on environmental matters

Includes the objective, aspirations and intent of the Strategic Community Plan. Disability access & Inclusion Plan 2012-2017

“The Town of Victoria Park will strive to provide and promote access and equity in service provision for all members of the community” Our Statement of Intent is progressed through furthering:

- Access to Premises – ensure that public areas are accessible for all.

- Access to Council Services and Facilities - Provision of Information- the Town provides information to

link the community to resource through its website and various publications.

- Quality Customer Service – The Town is committed to ensuring that all staff knows how to provide equity of service.

- Feedback for Continuous Improvement – The Town is open to hearing feedback from the public to help improve strategies.

- Employment – The Town promotes equal employment opportunities for everyone.

Disability Action Plan Outcomes: 1. People with disabilities have the same opportunities as other people to access the

services of, and any events organised by the Town of Victoria Park2. People with disabilities have the same opportunities as other people to access buildings

and facilities of the Town of Victoria Park.3. People with disabilities receive information from the Town of Victoria Park in a format

that will enable them to access the information as other people are able to access it.4. People with disabilities receive the same level and quality of service form the staff of the

Town of Victoria Park as other people receive from the Town of Victoria Park.5. People with disabilities have the same opportunities as other people to participate in

any public consultation and or make complaints.6. People with disabilities have the same employment opportunities as others

Economic Strategy & Tourism Plan 2013- 2020

The implementation of the Economic Strategy and Tourism Plan 2013-2020 requires partnership, collaboration and commitment with the view to:

- Generate new ideas for business; - Develop business cases to confirm the economic merit of

new opportunities; - Mobilise community and industry support - Provide investment assistance and access to grants and

government assistance programs; - Assist in create of local, regional and state-wide economic

The Economic Strategy and Tourism Plan outlines the economic opportunities and changes required to further expand the vibrant lifestyle through the Town’s four key mission components

of: - Creativity - Attractiveness - Friendliness - Environmental Sustainability.

The main core drivers of the local economy area: - Productive precinct development (including education and tourism precincts) - Economic infrastructure development

148



A-4


strategies; - Provide access to key resources and infrastructures - Supply specialist knowledge, expertise and skills; - Provide leadership guidance and advice - Find solutions to challenges and negotiate outcomes - Link collaboratively internally - Grow the Town’s digital economy base

- Business support and skills development - Marketing and investment attraction

Long Term Financial Plan 2016-2030

Key Characteristics of the Plan include: - Significant growth in Reserve Funds - Removal of debt funding - Significantly costed Asset Management Plans - Fully accommodated Workforce Plan requirements - Moving towards financial sustainability

The Plan has been constructed as part of the Town’s commitment to the State Government – Local Government Reporting Reform Program. The purpose of this reform program is to reflect a nationally consistent approach to integrated planning as expressed by the Council of Australian Government’s Local Government Planning Ministers’ Council.

- The plan has relied on a range of assumptions and provides the community and Council with information designed to inform workplace and asset management practices to meet strategic objectives.

Equitable access- Parking management plan November 2012

The plan relates specifically to existing public parking under the control of the Town. Issues relating to medium and long term parking management including the provision of additional parking stock are not within the scope of this plan. The plan is designed to consider matters relating to:

- How to support equitable access to limited parking resources for the benefit of the community

- Parking management tools - Parking management techniques - Complimentary tools such as supporting public transport use

which facilitate better use of public parking resources - Processes for the ongoing management of parking including

consideration of future restriction changes -

In managing equitable access to limited parking spaces the Town will aim to align itself with as many of the following objectives as possible:

- The plan for the future - The integrated movement network strategy - Objectives of the equitable access- parking management project - Relevant State and national strategic directions - Best practice parking management that is relevant to the issue at hand.

These will then be assessed against the recommended parking management changes with consideration being given the following four elements of parking management:

- The people are modes of transport involved - The attractiveness, and distance to destination from a parking space - The time a person or mode of transport is allowed to remain in a parking space - The cost to the person and the community for that parking space.

Safer Neighbourhoods plan 2013-2016

The key areas to address through the Safer neighbourhoods Plan and the State Community Crime Prevention Plan are of the following

- Early intervention to improve the wellbeing of children and families

- Youth Justice and reducing re-offending - Preventing and responding to antisocial behaviour

The aim of the Safer Neighbourhoods Plan (SNP) is to reduce crime, both real and perceived through the application of best practice crime prevention strategies to the community of the Town of Victoria Park. Through the key areas there have been programs, strategies and goals set up which include:

- Safe lifestyle Program - Positive lifestyle program

149



A-5


- Addressing and reducing drug and alcohol crime related - Targeting priority offences

The Town is committed to both encouraging community to report crime and antisocial behaviour as well as implementing strategies and programs that reduce the incidence of these behaviours in the neighbourhood area.

- Street meet n greet program - Youth management program - Local safety team program - Adopt a bus shelter program - Find the mark in Victoria Park program - Shine a Light in the Night program - Hot Spot Strategy - Designated Driver Program - Roadshow Street Safe Program - Targeting Illicit Substances - Work Safe Program - Welcome to the Town Program - Security Incentive Scheme - Crime Prevention through environmental design - Eyes Aware Program

Environmental Plan 2013-2018

The Plan represents an inaugural strategic guidance document for the Town’s future environmental management. This is significant, as it

means that: - Future environmental programs will not be assumed in an ad

hoc fashion, but instead as part of an extensive holistic approach.

- Separate initiatives will be undertaken as part of a broader, combined plan and related objectives.

- Robust project business cases and explanation for budgets, particularly for substantially long – term projects, can be submitted to Council; and

- Stronger submissions can be made to funding bodies to receive grant funding.

The Town has established high-level objectives for each of these focus areas: - Climate change adaptation and greenhouse protection - Water management - Land management - Natural areas and biodiversity - Solid waste management

Plan for the Future 2011-2026

This has been replaced by the Strategic Community Plan

Workforce Plan The Workforce planning Strategy is based on those initiatives, and future workforce initiatives that will ensure projected workforce needs are met as operational and project requirements process. The productivity initiatives endorsed are:

The workforce objective is to develop a workforce that: - Is committed to the achievement of the Town’s Strategic Community Plan outcomes - Is trained and developed in the competencies necessary to achieve those outcomes - Will look at better ways to achieve their outcomes

150



A-6


- Business planning and process improvement - New Technology and Systems - Performance Development System (PDS) - Dispute Resolution Procedure - Performance Appraisal - Discipline Procedures - Core Competency Training and Development.

- Is rewarded and recognised for their contribution - Is committed to the Towns vision and values; and - Enjoys working for the Town, and speak of it positively.

Integrated Movement Network Strategy June 2013

The Town has developed this Integrated Movement Network Strategy (IMNS) to prove a high level framework to guide the development of more detailed future action plans for delivering an efficient, safe, well-connected and sustainable transport system in the Town. The IMNS plan has also developed the following four key outcomes in mind:

- Define the regional movement framework as it relates to the Town including defining what are gives and what should be changed

- Develop local framework that responds to regional framework keeping in mind local needs.

- Focus the Town and the community towards the key issues and strategies to be addressed over the next 20 years.

- Provide a basis for the Council and the community to priorities and guide the investment of Council resources and lobby/partner with other agencies for delivery of other components identifies in the Strategy.

The IMNS has been guided by a number of objectives these are: - Support the Town’s vision – “Vibrant Lifestyle” established in the Strategic plan - Manage traffic congestion to facilitate ease for moving of goods and people by more

efficient use of roadway space & capacity and better transport and land use integration - Support economic growth as a result of a planned and managed network - Enhance urban environment and amenity, focus and provision for bicycle, pedestrian

paths and connections to, and interchange with public transport. - Improve access for all to employment, entertainment, medical, and education and

community facilities. - Reduce costs in public transport, better services and improving pedestrian and cycle

facilities. - Improve transport links, connections and movements based on land use patterns and

future growth areas. - Create a healthier and more accessible community through encouraging active travel. - Improve environmental conditions, by less reliance on private motor vehicle. - Provide a basis for future and current management and provision for parking on private

public land. Emergency management arrangements

The aim of the Emergency Management Arrangements is to make provision for:

1. The Prevention of2. Preparation for3. Response to and4. Recovery from

Any emergency affecting the local community, be they resident or transient.

The Act is divided into Ten parts, which covers: 1. Preliminaries2. State arrangements3. Local arrangements4. Hazard Management5. State of Emergency6. Emergency powers7. Compensation and Insurance8. Offences (under the act)9. Employment Protection10. Miscellaneous (provisions)

151



A-7


VPXHC Incorporated Business Plan 2012-2016

The vision is for a family based club which provides the best possible opportunities and facilities for all the members as well as benefits to the local community. Key strategic Development Objectives

1. Sustainability of the Club (performance, financial, volunteers,culture, Governance)

2. Development of a detailed turf field proposal suitable forpresentation to funding bodies by December 2012 withimplantation by 2014.

VPXHC strives to achieve the following objectives: - A high profile and successful Premier 1 men’s and women’s team. - Promotion and expansion of senior teams to reflect a range of competitive and social

levels - Continued development of junior hockey with a wide range of boys and girls teams - Establishment of an artificial hockey field, clubrooms, grass fields and associated

infrastructure - Strong and sustainable club governance, coaching and finance - A family based club culture built on club values and inclusion.

Pre-Feasibility Study – Hockey Facility

A review of the Town’s Sport and Recreation Facilities Strategy was

undertaken, resulted in the following recommendations: - The need for an additional turf pitch to facilitate growth of

Perth, Xavier Hockey Club has not yet been proven. Opportunities exist in the short term to continue to use Curtin University for competitive matches and to undertake a detailed needs and feasibility study to determine whether Higgins Park can accommodate the growth of Perth, Xavier Hockey from 2018 onwards.

- With consideration for the high demand for hockey and forecast population growth within the ToVP there appears to be an adequate justification for development of a turf facility.

- Financial forecasts based on hire usage and existing facilities indicate that a new turf could generate a financially sustainable asset including provision for long term maintenance and capital replacement.

- Harold Rossiter Reserve presents itself as the most suitable location for development of a turf facility given the limited impacts to the surrounding residential community, existing clubroom and car parking improvements and availability of surplus land for development.

- Proceeding with a full feasibility will provide confirmation of site planning, scope of facilities required, capital budget and assist in progressing discussions with funding partners.

- Multiple potentially funding options and sources are available to the development of a turf facility including but not limited to the ToVP, City of South Perth, Hockey WA, VPXHC and WASPS. The facility would also be applicable for DSR CSRFF funding.

- Additionally it is recommended that the ToVP engage with the City of South Perth to formally explore options pertaining to a joint facility. This regional approach will strengthen the patronage and funding position of the facility.

Sunday Times – Skyscraper the limit for schools

Victoria Park to expect the biggest boost in school ages children by 2026. The figures show children from the ages of 5-19 in the Town will rise by up to 77%

Increased populations within schools in ToVP

2003 Feasibility Study Part 1

The study addresses the potential future development of a multi-purposed precinct on Harold Rossiter Reserve to incorporate the potential of three alternate sports.

- The site is constrained with changing topography throughout the site. - Expansion to the current site adjacent (sand pit and bushland) has been restricted by

Council.

152



A-8


- Currently homes a soccer and cricket club - Looking for location to locate Turf Hockey club for VPXHC. - The study concludes reserve can accommodate Hockey and

Cricket as there is future expansion for these clubs. - Site is too small to create the future requirements of turf

provision for Hockey without compromise. The objectives of the study were to:

- Determine concern from current clubs with seeing a multi-purpose sporting complex at Harold Rossiter Reserve, to accommodate the three sports.

- Turn requirements into series of design options for the club and residents to comment on.

- Address the feasibility of creating the above.

- The George St POS is considered to distant and isolated from the site - Kent Street High School presents opportunity to accommodate excess playing fields.

Meets the needs of hockey but some form of collocation and agreement will need to be made

- Kent Street is a Cricket academy school, Hockey academy is located nearby at Como college.

- Clubhouse has limited viewing of main competition grounds, poor ability to entertain sponsors, members and players.

- Currently accommodates soccer and cricket, provides them with opportunity to grow without introducing hockey.

- Town has already approved funding to upgrade the exiting amenities.

Hockey WA Strategic Plan

Vision: Expand Hockey to be a state recognised sport. “Hockey Everywhere” By enabling and managing the sustainable development promotion of hockey for everyone. By doing so will create inclusive participation, open communication, cooperation, team work, excellence and innovation. Mission: To grow the sport and support anyone who wants to play Hockey. 2011-2015 Strategic Priorities (selected): - Organisation – operate to best practice organisational

standards. - Finance – diversify revenue streams and manage costs to

improve financial sustainability. Improve cost effectiveness of current operations; generate revenue from ISS, other events and commercial activities.

- High Performance – Align with and leverage off WAIS and HAHPP. HA HPP contract variations documented in 2012 and implemented 2013.

- Participation and Promotion – Increase participation in hockey across Western Australia. Increase hockey presence in areas of significant population growth.

The following aspects are important aspects for Hockey WA to consider in the development of new infrastructure:

Communication with current Hockey WA stakeholders is essential. Where new infrastructure is proposed it is important to diversify revenue streams for Hockey

and manage all costs effectively to improve financial sustainability. This may involve adifferent approach to the management and control exercised over new facility developmentsand in the delivery of state and international events.

Generating costs from events and commercial activities will need to be re-invested in thesport to secure its long term viability.

The production of successful state and local teams, coaches and officials is reliant onproviding multiple identification and development opportunities for athletes, coaches andofficials, as well as aligning with and leverage off WAIS and HAHPP. Perth Hockey Stadiumprovides a focal point for these development programs and opportunities.

There is a need to increase participation in hockey across Western Australia and raiseawareness and interest in hockey to a wider community. This can be advanced through acombination of development programs and promotion of international and high calibrecompetitions.

A state venue must provide a sustainable high quality facility through delivering venuemanagement best practice.

153



A-9


Infrastructure – Provide sustainable high quality facilities. Achieve and deliver venue management best practice; Hockey WA to maintain a world class playing / spectating facility; develop and maintain facilities to meet the needs of all hockey participants. Five additional artificial playing surfaces in place by 2015.

Hockey WA State Sporting Strategic Facility Plan 2009 – 2025

Hockey WA Strategic Facilities Plan was published in March 2009 and contained a number of references to PHS. The most relevant are:

Only 8 turfs exist in metro Perth, 2 of which are based at thePHS. As a result the programming of use of synthetic surfaces iscarefully managed to accommodate state league competitionneeds.

Clubs identified with access to PHS synthetic turf in 2009included Curtin Trinity Pirates Hockey Club, Eastern BladesHockey Club, North Coast Raiders Hockey Club, OldGuildfordians Mundaring Hockey Club, Fremantle Hockey Club,Harlequin Wanneroo Hockey Club Hockey Club Inc, South PerthHockey Club, University of Western Australia Hockey Club Inc,Victoria Park Xavier Inc, Wesley South Perth Hockey Club andWilletton Hockey Club.

The clubs operate a variety of training and club matches on theturf at PHS. Hours of use vary significantly from club to club. Atthe time of drafting the strategy VPXHC Inc and University ofWestern Australia Hockey Club Inc were the main users of thepitch infrastructure with 8 hours committed use weekly.

Recommendations contained within the strategy included:- It is recommended that television standard lighting be

reserved for the PHS as the sole venue for televised matches in WA. Maintenance and lamp replacement costs are the responsibility of the clubs who lease and operate the turf.

- Hockey WA should continue to manage and control the PHS as the sport’s flagship venue and ensure that it is

The strategic plan identifies a number of synthetic turf pitches to be developed to 2025 andbeyond. It is to be noted however that few facilities have been developed outside of UWAand private school sites since the strategy was published.

The stated intention was that Hockey WA would not have any direct facility provision rolebeyond Perth Hockey Stadium. This position has however changed with the potential tomanage satellite sites through Hockey WA now being considered.

The principle use of Perth Hockey Stadium is for club competition at weekends and trainingduring the week.

154



A-10


always the best presented, most current and technically equipped venue in the state.

According to the strategy outside of the PHS, Hockey WA is notanticipated to have a significant or direct facility provision role.

Hockey Australia Strategic Plan : Hockey’s winning

edge 2014-2018

Purpose: To achieve success within Australian teams To Grow the game of hockey in Australia To govern the game of hockey in AustraliaVision: Consistent Australian team performance and team success at 14

benchmark events Stronger business model by sustained profits through diversified

revenue. Increased participation across all levels of hockey. Highest standard of governance across the whole of sport. Selected performance targets include: 12 medals and 212 medallists across benchmark events from

national teams- Performance drivers relate to developing individual athlete

pathway and performance targets; coaching targets and improving athlete support.

- Training Camps – regular quality centralised and network camps and other initiatives.

Commercial Revenue 50% of total revenues- Both national programs to be at the highest funding

classification. - A calendar of profitable events across FIH approved

events, test matches and other newly created events. 250,000 Registered hockey participants

- Facilities: To develop and lead with State associations a complete facilities strategy.

- Development Pathways: Players coaches and officials development strategies that grow the quantity and quality of each group.

The most critical aspects of the strategy in relation to the development of Perth Hockey Stadium include:

The ability to increase participation across all levels of hockey is important. Ensure alignment with the state facilities strategy which is to be led and delivered through

the state sporting association. The need to achieve greater efficiencies and effectiveness across the sport. The intention to provide a calendar of profitable events, a number of which would naturally

gravitate to Perth due to the beneficial time zone with Asia, South America and Europe. The management and maintenance of high levels of accountability and governance aligned

to ASC guidance. The need to achieve greater efficiencies and effectiveness across the sport. The importance of high performance and centralised training camps with appropriate

supporting infrastructure.

155



A-11


Top 3 ranked Australian National Sporting Organisation:- Governance: All areas within Hockey Australia to maintain

high governance and risk management responsibilities aligned with ASC

- Whole of Sport: Investment in projects to improve the sport and achieve greater efficiencies and effectiveness.

State Sporting Facility Plan 2013

The document provides a framework for the provision of state, national and international level infrastructure in WA. For the purpose of the SSFP, a State-level facility is defined as a Western Australian facility that meets a national/international standard required to host sporting competition, training and events. In respect of Hockey the plan references the comprehensive asset audit with the outcome of this process being a detailed asset management plan and maintenance and replacement schedule for the entire facility (stadium/office etc.). As part of this process further maintenance requirements were identified in 2011. Investment was identified for the replacement of the roof and increased storage areas. In view of the lease running out in 2019 there is a need identified to re-assess the opportunities at the Curtin University site.

The State Sporting Facilities Plan identifies necessary investment identified within the StateSporting Association’s strategic asset management plan.

The significance of the short timescale left on the lease is emphasised. For any futureinvestment to be made, a long term future for hockey at Curtin University must be secured.

Hockey WA additional synthetic turf policy (October 2009)

The policy states: “The Western Australian Hockey Association (Inc) (HWA)

supports the establishment of additional viable synthetic turf hockey surfaces in Metropolitan and Regional “Preferred

Facilities” and will consider providing financial and other assistance to Members and/or other approved applicants to establish additional synthetic turf hockey facilities in Western Australia (subject to defined criteria) that are in the interest of the growth and sustainability of the sport of hockey.” “HWA is committed to maintaining a Premier State Hockey Centre,

currently Perth Hockey Stadium (PHS) will continue to be developed and maintained to a standard that reflects its status as the home of the Hockey Australia High Performance Program.” The development of metropolitan and regional synthetic turf

The policy clearly identifies the intention of Hockey WA in the development of syntheticsurfaces and the priority which is placed on the development and evolution of Perth HockeyStadium.

Long term viability and sustainability of any synthetic turf facility is critical to ensure that thesport continues to develop. Appropriate governance and financial performance measuresare required to be put in place to ensure that this is achieved.

156



A-12


facilities will be prioritised by HWA in the following preferential order: a. Premier State Hockey Centre,b. “Preferred Facilities” as aligned with the HWA Strategic Plan,c. “Additional Facilities” that satisfy specific criteria which requires a

club to demonstrate the long term viability and sustainability ofthe facility.

157



Appendix B

Site Analysis

158



B-1

Appendix B Site Analysis Preliminary Site Investigation

The following is a review of the Preliminary Site Investigation undertaken by Site Environmental & Remediation Services:

Recommendations

Cannot discount the potential for hazardous gas migration from the adjacent Kent St sand pit siteit is therefore recommended that A hazardous investigation is undertaken along the Etwell Stboundary of the site to determine whether hazardous land fill gases are present and migratinginto the Harold Rossiter Reserve site.

Environmental approvals: Submission of referral from the Biodiversity Act of 1999 ensuringnational significance was assessed.

Flora/ Fauna & Vegetation: Survey undertaken to ensure the conservation of significant specieswithin the area

Description

63 Kent Street: Lot 705 on plan 230206/No.63

KENSINGTON 6151

TPS Zoning

Zoned: Parks and Recreation, Town Planning Scheme 1, East Victoria Park Precinct.

Lot Area: 79,550m2

The sire is rectangular in shape, approximately 370m in length and 2015 in width. Site elevation is in the order of 14m, there is a gradual slow from North to South in direction.

The Current Facilities

The current facilities include:

Compromised park land, playing fields and public open space

Club rooms and associated amenities.

Operation of the facility will enhance the potential risk and restrictions of lighting.

159



B-2

Environmental Considerations

Figure 6 Environmentally Sensitive areas/ Bush forever sites (Source: Datahub)

In reference to the Preliminary Site Investigation on Harold Rossiter Reserve, the presence of birds, mammals and plants is categorised may to likely.

Fauna

The proposal for Harold Rossiter Reserve is expected to impact terrestrial fauna in the following ways:

Loss of habitat (Particularly Black Cockatoo species)

Noise disturbance

Light pollution

Loss of food sources

Loss of recreation area

Increase road traffic, increasing the risk of road kills to native fauna

Litter increase

Service Infrastructure Considerations

There are no known power line infrastructure plans or reports.

Although consideration for future redevelopment of existing building envelop will need to be taken into consideration. If the concept project is perused demolition of current building will need to occur, therefore services may need to be incorporated, upgraded or moved.

Reticulation for the current site does not have the capacity to service the proposed multi-purposed sporting reserve. The upgrade will need to incorporate utilisation and maintenance of the newly constructed synthetic turf hockey pitch.

160



B-3

Land use considerations

Topography

Accordance with the Perth Groundwater Atlas, the sites topography is gently sloping from a North to South direction with an elevation in the order of 14m Australian Height Datum (AHD) to 22m AHD. Figure 7 Contour Lines (Source: Town of Victoria Park)

Geology

Soil Atlas

The bedrock geology in the area comprises of the Permian package 1, Perth Basin formation. The Perth Basin formation is categorised as sandstone, siltstone, coal measure; post glacial shelfal deltaic, and continental deposits.

The Perth Groundwater Atlas (Department of Education 2004g) indicates that the base of the superficial formation is approximately 32.5m below ground water level.

161



B-4

Hydrology

Figure 8 Groundwater Contours (Source: Datahub)

According to regional groundwater mapping (the Perth Groundwater Atlas) the site is underlain by an unconfined superficial aquifer which, extends to a depth of approximately 30.0m below ground level (mbgl). Groundwater at the site is mapped as being at a depth of 5.0m AHD (13 mbgl). Groundwater at the site is mapped as flowing in a westerly direction (Perth Groundwater Atlas).

The aquifer has a maximum saturated thickness of about 30.0m and transmissivities a range from 100 m2 per day in the East to more than 200m2 per day in the West.

Groundwater supply bores and water licensing need to be confirmed and the condition of the bore and groundwater quality need to be confirmed. According to the Department of Water WIN database there are 33 register bores within a 1km radius of the site.

Stormwater and Drainage

The water drainage is infiltrated through the existing grassed playing fields. Due to the topography of the site, stormwater is not expected to drain by overland flow to surface water bodies, including towards the Swan River.

162



B-5

Vegetation

Figure 9 Heddle Vegetation (Source: Datahub)

Figure 10 Beards Pre-European Vegetation (Source: Datahub)

163



B-6

Figure 11 IBRA Regions (Source: Datahub)

Kensington Bushland

The Kensington Bushland has been recognised of regional significance and is registered as a Bush Forever Site No. 48. The site contains populations of significant flora including:

In excess of 200 plant species

Three vegetation communities

One priority taxa – Perth Hop-Bush

A substantial population of Holly-leaf Banksia

Numerous engendered and vulnerable orchid species.

A major consideration for the vegetation and flora was the occurrence of a bushfire in February 2016 in the Kensington Bushland. At present, no detail is available on habitat loss. However, upon the site inspection, there was visual confirmation of vast amount of Black Cockatoos and other wildlife feeding on vegetation.

Harold Rossiter Reserve

Harold Rossiter Reserve contains numerous highly valued mature Eucalyptus marginate and Allocasuarina Fraseriana trees, which provide habitat and food sources for native fauna, such as the Black Cockatoos.

164



B-7

Heritage

Figure 12 Municipal Heritage Site Kensington Bushland - K1 (Source: Datahub)

A search of the Australian Data system indicated no registered aboriginal sites are located on the reserve.

Transportation

Figure 13 Bus services & Stops (Source: Datahub)

165



B-8

Figure 14 School Bus services (Source: Datahub)

Figure 15 Standard Bus Services (Source: Datahub)

166



B-9

Figure 16 Rail Services

Increased traffic will result in increased noise and risk of loss of native fauna. As shown in the figures above, there is no direct form of public transport to access the site, although there are significant surrounding bus routes to facilitate public transport use.

One can assume that additional car parking will need to be required to cater for the increased use of the site.

Census Data

Figure 17 Population density SA1 population (Source: Datahub)

167



B-10

Figure 18 Suburb Population Density (Source: Datahub)

The site itself is surrounded by medium to high population density; this is expected to increase over time by 1000 residents per year. Source (Id. Forecast) The population increase will enhance the demand for public open space for recreation use.

Community Services & Facilities

Figure 19 Community Services and Facilities (Source: Intramaps)

168



B-11

Visual Site Inspection

Facility Components Images

Visual appearance

Car parking and access roads

169



B-12


External limitations restricting development

Signposting and general access by foot and cycling

External lighting and security

170



B-13


Functionality of Space (Facilities and amenities)

171



Appendix C

Need and Demand Assessment

172



C-1

Appendix C Need Assessment - Hockey Participation The Structure of Club Competition in WA

The following competition structure has an influence in the development of a turf hockey facility:

Senior Competition

The Premier League – including the Melville Toyota League. Men’s consisting of 12 teams, who play each other on a Home & Away basis covering 22 rounds and Women’s consisting of 9 teams, who play each other on a Home & Away basis covering 18 rounds. VPXHC currently participates in the men’s premier league. The highest level Victoria Park Xavier Women currently participate in is Promotion 1 Women. Both Victoria Park Xavier 2 men and women’s teams participate in Premier 2, with Victoria Park Xavier both men and women participating with their third team in the Premier Alliance. Their home base for matches is at Fletcher Park.

The Provisional League also competes at various turf venues throughout the weekend, catering to a more social player. Victoria Park Xavier currently has men’s and women’s teams in these leagues. Their home base for matches is at the Fletcher Park.

The Metropolitan League is a grass competition for players seeking a regular weekly match on Saturdays at either 2:00 or 3:30pm. One men’s and one women’s team each participate under the name of Victoria Park Xavier in these leagues.

The season runs from April to September each year. These leagues compete on turf at various times and venues throughout the weekend. All Senior Competitions are Gender Specific.

Masters

In addition Victoria Park Xavier operate a number of masters teams (3 in the over 40’s men, 1 in the over 50’s men and one in the over 60’s men together with 3 over 35’s women’s teams). The season runs from April to September each year.

Grads and Minkey Teams

VPXHC currently operates teams in the Grads and Minkey. Currently Hockey WA operate both girls and boys leagues at under 18 and under 15.

Juniors

Junior competition includes J 11/12 (for all children in Year 11 and 12 or below), J 9/10 (for all children in Year 9 and 10 or below), J 7/8 (for all children in Year 7 and 8 or below) and J 5/6 (For all children in Year 5 and 6 or below). VPXHC has a total of 5 boys teams comprising 11/12A, 9/10 Promotion, 7/8 Black, 5/6 Promotion and 5/6 Black and 7 girls teams comprising 11/12A, 11/12 A Reserve, 9/10 Promotion, 9/10 Black, 7/8 Promotion, 7/8 Sand and 5/6 Promotion A.


According to the club, the process of obtaining an artificial surface stems back to 2003 when they had 350 playing members. The ToVP agreed to fund a feasibility study into the relocation of the Club to Harold Rossiter Reserve Kent St, East Vic Park. The feasibility study found that Harold Rossiter could not provide sufficient area to co-locate all three clubs and recommended against the proposal.

Since the initial feasibility assessment, the hockey club has grown significantly to a high point of 750 members in 2011 although there has been a reduction in numbers to 583 in 2015 due to our club being unable to provide sufficient “turf teams” to accommodate members. In 2015 the club had the following members:

173



C-2

Table 17 Memberships figures 2015

Membership category 2015

Minkey 65

Grads 50

Juniors 208

Women 104

Men 156

Total playing members 583

VPXHC currently attracts members from across the Metropolitan area and from diverse suburbs. This is indicative of the sport in general which tends to attract membership to clubs based on historic loyalties of generations of families and networks associated with education institutions. The sport, due to this operates differently to other traditional rectangular pitch sports which generally attract 90% or more of their active and inactive members from within a 5km catchment of their home base. It is therefore difficult to fully assess the ‘real’ demand for a facility based purely on population and demographic influences.

It is noted that the VPXHC is a large hockey club whose membership is declining for numerous reasons. One of the key considerations is the current competition structure and Hockey’s pathway programs which promote the training and competing on turf facilities.

General Turf Demand

Throughout Western Australia there are a number of synthetic turf pitches (turfs) which have been developed specifically for hockey use. Within Metropolitan Perth there are nine sites which contain turfs, of which two sites (UWA and Perth Hockey Stadium) have two turfs. The table below identifies the current turf hockey clubs located within the Metropolitan area. Table 18 Current Turf Facilities

Club Address Clubs

Aquinas Turf & Grass 58 Mount Henry Road, Salter Point, WA6152

Aquinas

Arena Joondalup Joondalup Drive, Joondalup, WA6027

Lakers; Whitfords; Ellenbrook; NC Raiders

Duracraft Stadium & Morris Buzacott Reserve

Williamson Road, Kardinya, WA6163

Westside Wolves; YMCA; Subi Lions

Hale Turf & Grass Cnr Williamstown & Princess Roads, Doubleview, WA6018

NC Raiders; Southern River; Newman; Old Guildford

Lark Hill Turf & Sportsplex Warnbro Sound Avenue, Port Kennedy, WA6172

Rockingham

Lemnos Field Stubbs Terrace, Shenton Park, WA6008

Westside Wolves; YMCA; Subi Lions

Mandurah Hockey Turf Fuchsia Court, Halls Head, WA6210

Mandurah

Perth Hockey Stadium Hayman Road, Bentley, 6102 WASPS; Vic Park ; Mods; CTP; Blades; Fremantle; Southern River; NC Raiders; Old Guildford; Whitfords HC; Wanneroo

174



C-3

Club Address Clubs

University of WA Superturfs & Sports Park

McGillvray Road, Mount Claremont, 6010

UWA, Newman Knights- Scott; Modernians Hockey Club; Westside Wolves & Whitfords Hockey Club

In conclusion:

The majority of turfs are located close to the centre of metropolitan Perth.

The majority of turfs are club or school based although the management arrangement on eachsite varies. There are 4 turfs based on University sites.

The only single club based facilities currently in use are at Mandurah and Lark Hill.

All proposed new turfs have been pursued individually by clubs who are seeking to gain access tomore time on a turf for a mixture of competition, training and development purposes. One of themain driving forces is the ability to retain the social dynamic within the club and generate incomewhich can then be ploughed back into the club to assist in maintaining their longer term viability.

The majority of the clubs are based along the coastal corridor within established urbandevelopment areas. This is however indicative of the historic nature and development of hockeyclubs. Unlike many other sports, family ties and affiliation to one club is very strong with themember base. As a result, membership can be very diverse and the catchments extensive.

Analysis has been undertaken on the current usage of the main turf pitches within the Perth Metropolitan area on the basis of information supplied by Hockey WA.. The analysis is based on current usage between the months of April to September during “peak times”. Peak times can be defined as:

Monday to Friday from 16:30 to 22:00 (for the school turfs only until 9pm).

Saturday from 09:00 to 21:00 (only from 1pm for the school turfs).

Sunday from 09:00 to 20:00.

The peak times represent the times which the turf will be most in demand. Outside of these times there is little or no demand for club training and / or competition use.

One of the major areas of concern in relation to turf usage is the cost at which the turf is hired out. The industry benchmark at Peak hour’s ranges from $180 to $220 to ensure that there is a full cost recovery. At off-peak times, prices vary significantly from $60 an hour to $150 with the main aim to recover costs and contribute to the ongoing maintenance, management and replacement of the surface.

The comparators used were Joondalup Arena, UWA, Melville, Lemnos and Hale. The main conclusions which can be drawn are:

Comparatively costs are relatively equitable across all facilities for the various standards of playwhich generally reflects the high level of demand for access to turf pitch infrastructure.

With the exception of UWA charges have increased in line with inflation from 2014 to 2015. Thefact that UWA has not increased its charge would raise concerns that they may be artificiallyholding costs down. This is not a viable practice in the long term.

Whilst Perth Hockey Stadium charges marginally more than other turf facilities, as the premiervenue in Western Australia, a premium would be expected to be paid as it would be reflective ofthe infrastructure and service on offer.

175



C-4

Summary of conclusions for the demand of a turf facility

The need and demand for the development of a turf hockey facility at Harold Rossiter can be summarised as:

It is apparent that the current provision of turf is concentrated on a few clubs, centrally locatedwithin the metropolitan areas. There is a need to address a lack of provision, particularly instrong clubs, to ensure increased population centres have access to facilities with both turf andgrass fields.

Providing the club with a turf facility may have an impact in decreasing field hire costs for all thecurrent club players. There is clearly the potential to increase numbers through the developmentof a turf as this is promoted by a number of clubs as a way to increase membership and income.

The population infill growth within the ToVP is considerable. There is the potential to generatedemand for a turf facility, irrespective of the constraints of located at Harold Rossiter; this is basedon the population and demographic projections alone.

Due to the evolving nature of the Hockey Competition structure which operates the majority of itsSenior Competition on turf facilities, has increased the demand to train and provide pathwayprograms on turf facilities.

There is a concentration of synthetic hockey facilities within a 5km radius of Harold RossiterReserve; this is due to the demand created by strong participating clubs like the VPXHC.

The following map identifies the existing hockey provision within and surrounding Harold Rossiter Reserve. Figure 20 Central Region Hockey Facility location by Hierarchy

176



C-5

Hockey Competition Structure and Participation in WA

Competition

A variety of hockey formats are run over the course of the winter, running 3 nights a week at Fletcher Park and at weekends however there is a lack of synthetic turf at this current site.

Senior Competition

The competition structure within Western Australia covers a variety of age ranges. The Hockey WA Senior Competition is divided into three league systems:

The Premier League – including the Melville Toyota League. Men’s consisting of 12 teams, whoplay each other on a Home & Away basis covering 22 rounds and Women’s consisting of 9teams, who play each other on a Home & Away basis covering 18 rounds, 16 matches each. TheToyota Men’s League is supported by a Premier Alliance Men, Premier Men 2, Promotion 1 and 2Men. The Toyota Women’s League is supported by a Premier Alliance Women, Premier Women2, Promotion 1 and 2 Women.

The Provisional League also competes at various turf venues throughout the weekend, cateringto a more social player. There are 7 men’s provisional leagues and 6 women’s provisionalleagues.

The Metropolitan League is a grass competition for players seeking a regular weekly match onSaturdays at either 2:00 or 3:30pm. There are 5 men’s Metropolitan Leagues and 4 women’sMetropolitan Leagues.

The season runs from April to September each year. These Leagues compete on turf at various times and venues throughout the weekend. All Senior Competitions are gender specific.

The Toyota Leagues is the premier competition where within the men’s structure the bottom 2 teams at the end of the Regular season play a round robin series with the top 2 teams from 1B competition. The top 2 teams from this series will play in the Melville Toyota League the following season, while the bottom 2 will play in the 1B competition.

Within the women’s competition, the bottom team at the end of the regular season plays a two match series with the top team from the competition. The winner on aggregate from this series will play in the Melville Toyota League the following season and the loser in the 1B competition.

State Teams

State teams are provided under the following age ranges: Table 19 State Teams – Hockey WA

Male Female

U21 Men U21 Women

U18 Men U18 Women

U15 boys x 2 U15 Girls x 2

U13 boys x 2 U13 Girls x 2

Men’s Senior Indoor Women’s Senior Indoor

Men’s U21 Indoor Women’s U21 Indoor

Men’s U18 Indoor Women’s U18 Indoor

Boys U15 Indoor Girls U15 Indoor

Men’s Country Women’s Country

Men’s O35’s Women’s O35’s

Men’s O40’s x 2 Women’s O45’s

Men’s O45 x 2 Women’s O50’s

177



C-6

Male Female

Men’s O50s x 2 Women’s O55’s

Men’s O55’s x 2 Women’s O60’s

Men’s O60’s x 2

Men’s O70’s x 2

Masters

The Hockey WA Masters Competition has three leagues: Midweek Masters Men; Midweek Masters Women; and Weekend Masters Men. The season runs from April to September each year. It includes:

The O40 Midweek Masters Men run on Monday nights at various turf venues.

The O35 Midweek Masters Women run on Wednesday nights at various turf venues.

The O40, O50 and O60 Masters Men leagues play regular weekly grass matches on Saturdays ateither 2:00 or 3:30pm.

There are 10 masters/veterans men’s leagues under the Hockey WA Structure and 4 masters/veterans women’s leagues.

Juniors

The Hockey WA "Smarter than Smoking Junior Competition" is divided into the following age groups:

J 11/12 (for all children in Year 11 and 12 or below) – 3 boys and 4 girls leagues



J 5/6 (For all children in Year 5 and 6 or below) - 9 boys and 6 girls leagues

Regional

In addition to the Metropolitan and State level clubs there are 6 men and women’s leagues in Bunbury; 5 in Busselton; 8 in the Eastern Goldfields; 9 in Geraldton; 3 in Peel; 7 in the Upper Great Southern and 1 in the Lower Great Southern all operating across a variety of age ranges and gender.

Figure 30 identifies the competition affiliation levies associated with each competition within Western Australia. It can be seen that from a State Sporting Association perspective the key income generators are the Premier Leagues for both men and women. This then scales down as the competition structure moves down through the leagues from Promotion 1 / Premier 2 to Promotion 2 / seniors and then to Country teams. Junior competition, due to the high number of teams, generates more income than country participants.

178



C-7

Competition Affiliation Levies

Figure 21 Affiliation levies from teams involved in WA Hockey Competitions

Competition Venues

Throughout Western Australia there are a number of synthetic turf pitches (turfs) which have been developed specifically for hockey use. Within Metropolitan Perth there are nine (9) sites which contain turfs, of which two sites (UWA and Curtin) have two turfs. Table 20 below identifies the current turf hockey clubs located within the Metropolitan area and those clubs currently in the process of undertaking work to seek investment in developing a turf.

It is to be noted:

The majority of turfs are located close to the centre of metropolitan Perth.

The majority of turfs are club or school based although the management arrangement on eachsite varies.

There are 4 turfs based on University sites.

The only single club based facilities currently in use are at Melville and Lark Hill.

All proposed new turfs have been pursued individually by clubs who are seeking to gain access tomore time on a turf for a mixture of competition, training and development purposes. One of themain driving forces is the ability to retain the social dynamic within the club and generate incomewhich can then be ploughed back into the club to assist in maintaining their longer term viability.

Two turfs are currently in the advanced development phases – Warwick, which has receivedfunding through the CSRFF program and Guildford Grammar School who have the capability tofund the turf independently.

179



C-8

Table 20 Current Turf and Synthetic Infrastructure

Name Club and Address and Provision

Images/ Commentary

Aquinas Turf & Grass AW Reds, 58 Mount Henry Road, Salter Point, 6152 Hockey Club times Monday to Friday are 5pm to 9pm and Saturday 1pm to 9pm and all day Sunday. No daytime access due to school arrangement. Lights off at 9pm 1 x Turf Grass pitches seasonally used

Arena Joondalup Joondalup Drive, Joondalup, 6027 Used by Lakers; Whitfords; Ellenbrook; NC Raiders. Monday and Wednesday soccer only.

Duracraft Stadium & Morris Buzacott Reserve (This example is considered to be the benchmark for a similar community based synthetic turf facility)

Melville, Williamson Road, Kardinya, 6163 Used by Westside Wolves; YMCC; Subi Lions Monday – Thursday 4pm-10pm 1 x Turf Grass pitches seasonally used

Guildford Gramma School 11 Terrace Road, Guildford, 6935

Development of a new synthetic surface for school use. Affiliated to Mundaring Hockey Club.

Hale Turf & Grass Hale, Cnr Williamstown & Princess Roads, Doubleview, 6018 Used by NC Raiders; Southern River; Newman; Old Guildford. 5:15-10pm for club use – No daytime access due to school arrangement 1 x Turf Grass pitches

Lark Hill Turf & Sportsplex Rockingham, Warnbro Sound Avenue, Port Kennedy, 6172 1 x Turf Grass pitches

180



C-9

Name Club and Address and Provision

Images/ Commentary

Lemnos Field Shenton, Stubbs Terrace, Shenton Park, 6008 Used by: Westside Wolves; YMCA; Subi Lions: Monday – Thursday 4pm – 10pm No daytime access due to school arrangement 1 x Turf Grass pitches seasonally used

Mandurah Hockey Turf Mandurah, Fuchsia Court, Halls Head, 6210 1 x Turf Grass pitches seasonally used.

Perth Hockey Stadium Hayman Road, Bentley, 6102 Used by WASPS; Victoria Park; Mods; CTP; Blades; Fremantle; Southern River; NC Raiders; Old Guildford; Whitfords HC; Wanneroo 2 x turf – proposed for a third pitch

Richardson Park WASPS, Richardson Street, South Perth, 6151

Considering the development of a turf but currently have no secure land.

Stevens Reserve Fremantle, Cnr Swanbourne & Stevens Street, Fremantle, 6160

Proposed relocation and development of a turf at Lakelands High School within the City of Cockburn

Sutherlands Park Southern River, Gay Street, Huntingdale, 6110

Received Federal Funding to develop turf facility

University of WA Super turfs & Sports Park

UWA, McGillvray Road, Mount Claremont, 6010 Other clubs using the Turfs for training: Newman Knights – Scott; Modernians Hockey Club; Westside Wolves & Whitfords Hockey Club 2 x turf Grass pitches seasonally used

Whitfords Hockey Club Warwick Open Space, Warwick Recently developed a turf following the approval of the City of Joondalup

The majority of the clubs are based along the coastal corridor within established urban development areas. There is significant overlap of 5km catchment boundaries within the central Perth area. This is however indicative of the historic nature and development of hockey clubs. Unlike many other sports, family ties and affiliation to one club is very strong with the member base. As a result membership can be very diverse and the catchments extensive.

181



C-10

The Morris Buzacott reserve is considered to be the benchmark for Harold Rossiter as it is a community based synthetic turf facility.

Participation

A series of graphs are provided below which have been drawn from annual statistics produced by Hockey WA in respect of team participation and individual membership. The main conclusions which can be reached from this data are as follows: The total number of teams participating in competition in the state since 2005 has seen a gradual

increase until 2013 where the number has plateaued and is starting to fall marginally.

Male hockey team participation throughout the period has oscillated between the 405 and 435whereas there has been significant growth in women’s teams

Junior’s seniors and veterans have increased from 2005 to 2013. Juniors have plateaued since2013 whilst seniors have seen a gradual decline since 2011 and veterans a gradual decline since2013.

In all areas of the girls/women’s game there has been a general upward trend in the number ofteams and growth in the sport.

For both males and females the junior girls and boys show the highest level of participation.

The critical impact on the game relates to the growth in senior turf play and the gradual decline insenior grass play. This has been most acute with senior men which in 2005 were broadly equal inrespect of the teams playing on both surfaces. There are now fewer than 40 senior male teamsplaying on grass, whereas there are over 110 senior male teams now playing on turf. The changein the senior women’s game has been less dramatic although the number of teams playing on turfhas risen from 75 in 2005 to over 100 in 2015. Senior women’s grass play has remained relativelystatic with the growth in the women’s game being largely attributable to the increased access toturf.

With junior boys, participation at all age ranges has oscillated over the 10 year period with the agerange of 5/6 being the most popular overall. Participation tends to drop as children age with the11/12 age range having the lowest levels of participants.

Junior girls have on the whole shown a gradual upward participation trend with all age ranges in2015 participating at similar levels. There are however less girls teams participating.

The combined team numbers for 2013 and 2014 identify the most active clubs. These, notsurprisingly include the majority of clubs which are either based on turf or have good access toturf infrastructure:

- Melville

- UWA

- Westside Wolves (Lemnos Field)

- Suburban Lions (Lemnos Field)

The summary of current club competition by club highlights the extensive number of teamsoperated by some clubs in all age competitions during the season. Clubs operating 35 teams ormore include:

- Hale

- Suburban Lions

- Melville

- UWA

- Victoria Park

- WASPS

- Westside Wolves

182

AECOM



C-11

- Whitford

- YMCC

An analysis undertaken on the current turfs emphasises the lack of capacity at core times to gain access to the turfs for anything other than competitive hockey. Projections through to 2020 identifies 5 new turfs and indicates that Guildford Grammar School (currently in the process of being developed) will be operating at capacity and Whitfords (also currently in the process of being developed) at 50% capacity. The projection for Curtin Number 3 reflects the requirement to facilitate the High Performance Program. Figure 22 Total Team History

Figure 23 Growth in Male & Female Teams since 2005 (Source: Hockey WA)

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015Series1 639 651 663 678 703 704 735 738 750 747 746

580

600

620

640

660

680

700

720

740

760

Team

s

Total Team History

vs Female Team or

183



C-12

Figure 24 Relative Growth from 2005 to 2015 : Juniors, Veterans & Senior Teams (Source : Hockey WA)

Figure 25 Relative Growth Across all Team Ranges (Source: Hockey WA)

Team or

Team Breakdown

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

184

AECOM



C-13

Figure 26 Male Team History Trends 2005 – 2015: Across Junior, Veterans and Senior Teams (Source: Hockey WA)

Figure 27 Female Team History Trends 2005 – 2015: Across Juniors, Veterans and Seniors Teams (Source Hockey WA)

Male Team History

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Female Team History

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

185



C-14

Figure 28 Senior Men’s Trends in Competition on Turf Compared to Grass Pitches (Source: Hockey WA)

Figure 29 Senior Women’s Trends in Competition on Turf Compared to Grass Pitchers (Source: Hockey WA)

Senior Men Grass vs Turf History

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Senior Women Grass vs Turf History

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

186



C-15

Figure 30 Junior Boy’s Team History 2005 – 2015 Trends (Source: Hockey WA)

Figure 31 Junior Girls’ Team History 2005 – 2015 Trends (Source: Hockey WA)

Junior Boys Team History

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

Junior Girls Team History

2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

187

AECOM



C-16

Figure 32 Club Combined Team Numbers for 2014 (Source: Hockey WA)

Figure 33 Club Combined Team Numbers for 2013 (Source: Hockey WA)

188

AECOM



C-17

Figure 34 Club Competition team numbers – Current (Source: Hockey WA)

Figure 35 Current Turf Use on available Competition Turfs (Source: Hockey WA)

189

AECOM



C-18

Figure 36 Projected Turf Use in 2020 if current turfs were to be expanded (Source: Hockey WA)

Current Turf Usage and Hire Charges

Turf Usage Comparison

Analysis has been undertaken on the current usage of the main turf pitches within the Perth Metropolitan area, being the main focal point for the development of Perth Hockey Stadium.

The analysis is based on current usage between the months of April to September during “peak times”. Peak times can be defined as

Monday to Friday from 16:30 to 22:00 (for the school turfs only until 9pm)

Saturday from 09:00 to 21:00 (only from 1pm for the school turfs)

Sunday from 09:00 to 20:00

The peak times represent the times which the turf with be most in demand. Outside of these times there is little or no demand for club training and/or competition use.

The analysis indicates that the following turfs are operating at capacity on every day during the season:

Perth Hockey Stadium Turf 1

Melville

Lemnos

The following turfs are operating near capacity on every day during the week:

Melville

UWA 1

UWA 2

Old Aquinians

190



C-19

HBF Arena has no use on Monday or Wednesday due to the fact it is solely booked for soccer

Rockingham has the lowest usage levels. It is however located approximately 35km from Perth and therefore accessibility is constrained.

PHS 2 was not included in these figures as it was out of commission during the period of analysis.

Pitch Cost Comparison

One of the major areas of concern in relation to turf usage is the cost at which the turf is hired out. The industry benchmark at Peak hour’s ranges from $180 to $220 to ensure that there is a full cost recovery. At off-peak times, prices vary significantly from $60 an hour to $150 with the main aim to recover costs and contribute to the ongoing maintenance, management and replacement of the surface.

The comparators used were Joondalup Arena, UWA, Melville, Lemnos and Hale. It can be seen that for all surfaces the peak charge out rate (seniors) in 2015 varies from $180 (UWA) to $215 (PHS). The average charge levied is approximately $200. Off peak charge out rates (juniors and midweek masters) highlights that the range varies from $110 (UWA) to $135 (PHS and Melville).

The main conclusions which can be drawn are:

Comparatively costs are relatively equitable across all facilities for the various standards of playwhich generally reflects the high level of demand for access to turf pitch infrastructure.

With the exception of UWA charges have increased in line with inflation from 2014 to 2015. Thefact that UWA has not increased its charge would raise concerns that they may be artificiallyholding costs down. This is not a viable practice in the long term.

Whilst Perth Hockey Stadium charges marginally more than other turf facilities, as the premiervenue in Western Australia, a premium would be expected to be paid as it would be reflective ofthe infrastructure and service on offer.

Figure 37 Turf Usage for Hockey (Source: Hockey WA)

Note: * HBF Stadium is booked solely for soccer on Monday and Wednesday

191

AECOM



C-20

Figure 38 Turf Cost Comparisons 2014/15 (Source: Hockey WA)

192



C-21

Benchmarks & Trends

Trends/

Requirement

Benchmarks

Review Implications

Turf Requirements Currently in WA there are a limited number of elite or high quality facilities. Two different types of playing fields are used, grass and turf (synthetic infrastructure). Turf is considered to be more elite and is used by the state and national teams for competitions. Turf is recognised for higher skill level players. The general trend in the sport has recognised there is a further need for new turf hockey fields due to ongoing concerns related to:

Water management Costs of management and maintenance Need (the requirement to not only

compete, but also train and coach onsynthetic surfaces to keep pace with themarket).

Usage/ leases (both in terms of capacityand restrictions on use)

A turf facility will need to comply with the following requirements:

Rectangular in shape Side line must measure 91.4m (100

yards) Back line must measure 55m (60 yards) Must be a minimum run-off of 2m at the

sidelines and 3m at the backlines All line markings must be 75mm wide Each corner of the pitch, a corner flag,

no more than 300mm square is attachedto a post of height around 1.2-1.5m high.

Any development will need to complywith the minimum turf requirements.

Whilst synthetic surfaces areconsidered to principally service theneeds of the elite sporting teams,they are nevertheless becoming moreimportant for lower level competitionsand particularly for training. Whilst thesocial component of hockey is likelyto be satisfied with grass playingfields, the gradual movement towardssynthetic surfaces due to theconsistency of ball roll, bounce andcapacity for use is likely to continue.

Water management is a keyconsideration which needs to beaddressed in the location of any newsynthetic infrastructure. Inevitably theuse of water will be a key determinantof whether a site can or cannot bedeveloped for synthetic turf provision.

Current Standards and Trends

There are generally three types of artificial surfaces:

Unfilled or water-based- artificial fibresthat are densely packed for stabilisation, requires irrigation or watering to avoid pitch wear (required for Olympics) These are not however seen as a long term sustainable option due to water use and maintenance costs and as a result alternative elite surfaces that do not require water are being researched. On water- based pitches, shorter fibres and wetter turf reduce direction and increase the speed at which the game can be played at, however that means the pitches require watering before, during and after the game with high maintenance costs.

Dressed or sand- dressed- artificialfibres can be less densely packed and

In developing synthetic andassociated infrastructure a watermanagement plan will need to bedrafted and endorsed to ensure theoptimum level of provision isachievable and the site can beeffectively maintained.

Future development will focus on turf& more elite facilities, to providegreater opportunities for training at alllevels and increasing participation.

The importance of venuemanagement and the appropriate skillset should not be underestimated.

Perth Hockey stadium as the premierstate facility should be the basearound which the competitionstructure revolves.

193

AECOM



C-22

Trends/

Requirement

Benchmarks

Review Implications

sand supports the fibres for part of the pile depth

Filled or sand- filled- artificial fibres can be longer and less densely packed and sand supports the fibres for 100% of the pile depth.

Ongoing income and revenue generation is critical to ensure a turf can be managed, replaced and maintained. A surface will invariably need to be replaced every 10-12 years if used frequently and maintained to a high level. Sinking funds to replace the turf every 10 years are required and to replace the shocks/substructure every 20 years. Additional costs which need to be considered with permanent infrastructure includes reticulation, lighting and fencing.

The commencement of the season varies from year to year. Hockey WA gives all teams in grass grades 1 or 2 turf games each season. Hockey WA also established that all grass teams gain 1 turf session a week and another on grass.

All junior turf training is completed at Perth Hockey Stadium. Consider Perth Hockey stadium as the standard of fields, management and needs for a site.


Background

According to the club, the process of obtaining an artificial surface stems back to 2003 when they had 350 playing members. The ToVP agreed to fund a feasibility study into the relocation of the Club to Harold Rossiter Reserve Kent St, East Vic Park. The feasibility study found that Harold Rossiter could not provide sufficient area to co-locate all three clubs and recommended against the proposal.

Since the initial feasibility assessment, the hockey club has grown significantly to a high point of 750 members in 2011 although there has been a reduction in numbers to 583 in 2015 due to our club being unable to provide sufficient “turf teams” to accommodate members. In 2015 the club had the following members:

Membership category 2015

Minkey 65 Grads 50 Juniors 208 Women 104 Men 156

Total playing members 583

194



C-23

The 2016 membership figure has increased to 597, this is due to retention strategies and the improved governance of the club.

The following figure represents the VPXHC structure.

CLUB

PRESIDENT

PRESIDENT-

MENS DIVISION

PRESIDENT-

WOMENS

DIVISION

PRESIDENT-

JUNIOR DIVISION TREASURER SECRETARY

Other

positions-

non

Executrive

Committee

Facilities

Coordinator

Strategic

Directions/

Advisory

Group

Mens

Committee

Women's

Committee

Junior

Committee

Finance

Committee

Database

Coordinator/s

(Seniorsand

Juniors)

Elite representative/s

Elite representative

/s Admin/SecretaryJunior Boys

Division Junior Girls Division GRADS MINKEY BudgetVice President-

Junior Boys

Vice President-Junior

Girls

Grads

Coordinator

Minkey

Coordinator

Panther

Press Editor

Bar

Manager/s

Turf

Committee

Low er Grade Turf Rep

Low er Grade Turf

Representative Bookkeeper

Ball boy coordinator BOYS GIRLS

Metro grades representative/s

Metro grades representative

J5/6 Coordinator

(Boys)

J5/6 Coordinator

(girls) Grads Coaches

Minkey

Coaches

Web Site

Administrator

Junior umpiring Coordinator

Canteen

Manager/s

Vets representative/s

Vets representative

/sJ7/8 Coordinator

(Boys)

J7/8 Coordinator

(Girls)

Historian and

Records

keeper

Umpire ManagerUmpire

ManagerBunbury

CoordinatorJ9/10 Coordinator

(Boys)

J9/10 Coordinator

(Girls)

Clubroom

Cleaners

Paid cleanersJunior Liaison Junior Liaison

J11/12

Coordinator

(Boys)

J11/12 Coordinator

(Girls)

Equipment

Officer/s

Sponsorship

and

Fundraising

Coordinator Senior

Coaches and

Managers

Coaches and

Managers

Senior Men's Coach

Senior Women's

Coach J11/12 J11/12

Fundraising

Committee Juniors

Elite team Manager

Elite team Manager

J9/10 J9/10

Uniform

Coordinator/s

2's Coach 2's Coach

Chocolate

Fundraising

Coordinator

Rob Idle Jase gabriel2's Manager 2's Manager J7/8 J7/8

Selectors Selectors

Social

Committee

Coordinator

J5/6 J5/6

3's Coach 3's CoachSocial

Committee

J5/6B J5/6B

Provisional and Metro grades coach and selectors

Provisional and Metro Grade/s

Coaches and Selectors

Team Captains/Coordin

ators

Team Captains/Coor

dinators

195

AECOM



Appendix D

Stakeholder Engagement

196



D-1

Appendix D Stakeholder Engagement Outcomes of Previous Stakeholder Engagement

The following summary identifies the critical issues and opportunities which arose from the previous pre-feasibility study relevant to the development of a synthetic turf pitch and associated infrastructure within the ToVP. The relevant outputs are grouped in common themes for ease of reference and will inform the ongoing engagement plan.

Victoria Park Xavier Hockey Club:

The Club is losing members to other clubs with full time access to turf facilities. This is particularevident with junior members.

The Club’s preference is to completely re-location from Fletcher Park to a new facility. As suchthe club would require a grass fields, clubrooms to be collocated with the turf facility

The Club is open to the possibility of occupying a shared facility however holds reservationsabout the size of the co-occupying clubs. For example WASPS and Victoria Park Xavier haveapproximately 40 teams each.

Opportunity to partner; referred to earlier further information required regarding the likelihood andtheir willingness/ ability to make a financial contribution.

Should the Club share a facility with WASPS it would recommend a 2 turf facility be developed.

WASPS Hockey Club

WASPS preferred location for a turf hockey facility is at Richardson Park however the clubunderstands the limitation of public open space within the City of South Perth, particularly withconsideration for a proposed train station to be located at Richardson Park.

WASPS remains open to the possibility of co-locating with neighbouring club at a shared facility.

WASPS preferred development scenario comprises turf and grass pitches situated at a singlelocation along with clubrooms.

Curtin Trinity Pirates Hockey Club

Locations within either the City of South Perth or ToVP would be acceptable to the club.

Curtin Trinity Pirates would be very open to exploring opportunities pertaining to a shard turffacility.

Canning Districts Hockey Club

Canning Districts would not be interested in partnering in a new shared facility. The Club is not ina financial position to contribute.

Melville City Hockey Club

Since the turf was installed in membership and participation has significantly increased. Fromapproximately 400 playing members in 2005 to over 1,100 playing members in 2015. Installationof the turf has also seen an increase in bar and membership revenue for

The Club demand is such that options to install a second turf are currently being explored.

Hockey WA

The preferred management model of Hockey WA see the clubs manage and control the facilitiesrather than local government.

It is vital that any new turf facility is developed in accordance with a standard which meets therequirements of Hockey WA and suitable for use at a highest level of State competition. This willassist in generating revenue from external clubs utilising the pitch.

Hockey WA is aware of 8 clubs which are currently pursuing opportunity pertaining todevelopment of their own turf facility.

197



D-2

Department of Sport and Recreation

Future turf facilities need to be strategically located across the Perth metropolitan area, 5locations have been identified in a previous Department study. None of these locations are foundwith the western suburbs nor are they in close proximity to Curtin University. As such theDepartment will need to be provide significant consideration to the location of a facility if anapplication for CSRFF funding is received.

City of South Perth

City of South Perth recognises there is a high demand for hockey with the three clubs basedwithin the municipal boundary: WASPS, Old Aquinas and Curtin Trinity Pirates.

The City of South Perth would be interested in a shared facility with the ToVP.

Harold Rossiter Reserve appears a central location for both the ToVP and City of South Perth.

City of Belmont

The City is of the opinion that there is low demand from for hockey facilities from residences.

Como Secondary College

Historically, Como has used the facilities of the Perth Hockey Stadium to fulfil turf requirements.

Como would be interested in opportunities to utilise a facility which could provide guarantees asto turf time. This assists in securing the future of the Como hockey program into the future.

Wesley College

Wesley College has a demand for turf facilities for both training and games.

The College is currently involved with WASPS in development of a turf facility at Richardson Parkhowever there are significant spatial obstacles which must be overcome before the developmentcan be actioned.

Subject to the outcome of Richardson Park, the College would be interested in pursuinginvolvement or occupancy of an alternative turf facility.

Penrhos College

The College does not have any requirements for use a turf pitch. This requirement is notanticipated to vary in the short/medium term.

Subsequent Discussions

City of Belmont

The City is willing to discuss the possibility of working with the ToVP to develop a synthetichockey facility at their sport and recreation precinct - 400 Abernethy Rd Belmont.

Kent St Senior High School

The principal of the school indicated that they have a good working relationship with the currentsoccer and cricket clubs

The school has had to erect a fence around the cricket oval due to vandals driving on the turfwicket and grounds

The additional soccer pitch at the back of the school is used for soccer and there is no desire tochange the use to hockey

The school would consider using and hiring the synthetic turf for their physical educationprograms if developed

The school and Harold Rossiter already have traffic management issues and would like to be keptup to date with developments to ensure all possible access and egress concerns can beaddressed

198

AECOM



D-3

VPXHC

The club would like to see an option where the development of the synthetic turf and lighting only considered

Minimise the car parking impact on the grass playing fields configuration to reduce costs of earthworks and retaining walls

Would like to see the breakdown of the lighting costs

The club have updated their business planning and prepared forward financial planning for the development of the synthetic turf

Provided a quote from a supplier for the development of the synthetic turf and associated lighting, which costs are a lot lower than presented by the quantity surveyors

The club is willing to work within the current site constraints and the existing building to ensure that the development of the facility at Harold Rossiter can be achieved

The club would be willing to begin discussions with the Town and the City of Belmont if the synthetic facility at Harold Rossiter is found to be not viable

That the club would require the retention of Fletcher Park and clubroom to facilitate grass training and competition

Hockey WA

Is supportive of the development at Harold Rossiter if the investigations and risks of developing the facility can be overcome

The sustainability and viability of operating, managing and maintenance of synthetic facilities is paramount to ensure the continued growth of the sport and its competition

Hockey WA is aware that their Strategic Facilities Plan is outdated and requires updating to provide upcoming proposal with direction and advise on the location, quality and priorities

Hockey WA does not feel the development of the synthetic turf at Harold Rossiter, given its close proximity will detract from the need for a three turf at State Hockey Stadium. It would however support and promote facility development in locations where there is no current facility or club

Noted that proposed facilities require supporting infrastructure (such as clubrooms) to ensure the financial and operation viability. It was noted that current facilities which do not have such supporting infrastructure are currently in the process of developing such amenity to improve their sustainability into the future

Department of Sport and Recreation

The report needs to clearly layout out the current situation at Harold Rossiter, the revised risks and what investigations and studies are required to proceed with confidence, so that a CSRFF application can be lodged.

The displacement of the soccer club with no feasible option to relocate them within the ToVP will need to be resolved prior to any CSRFF application will be considered.

The Business Case should demonstrate that the synthetic facility location is the most advantage for the sport of Hockey and provides a robust case against competing proposed facilities which are also requesting CRSFF funding.

ToVP Parks Manager

Confirmed that Fletcher Park is inappropriate for large ball sports due to the resources and requirement cricket requires as a premier cricket facility

That there are no identified reserve to relocate the soccer club and that there are numerous soccer clubs requesting space within the Town, which cannot be accommodated

199



D-4

The development at Harold Rossiter would require significant internal resources andapproximately two seasons to redevelop the reserve to cater for hockey. Extensive Hydro zoningwould be required to reduce the water use within the reserve.

Harold Rossiter has its own water licence and allocation due to the location of the adjacentsandpit. The Department of Water has indicated that water allocation will be reduced in the nearfuture, putting additional pressure on the quality of the surfaces. The irrigation system and borewould require upgrading at a cost of approximately $300,000

The vegetation apron surrounding the sandpit has been recently revegetated to compensate forthe loss of vegetation in the Kensington Bushland and the land is inappropriate to be cleared forcar parking

The current floodlighting at Harold Rossiter is due for upgrading and replacement. This includesthe conduiting, poles and servicing

Overall there is general support for the development of a synthetic turf within the ToVP, though current pressures and the inability for the Town to meet the demand for sporting space. This is coupled with the community’s’ reaction to the loss of open space and mature trees for development of sporting facilities for one club, will require all stakeholders to sensitively process any such development.

200

AECOM



Appendix E

Risk Assessment

201

AECOM



E-1

Appendix E Risk Assessment Introduction to Risk Assessment

Risk is defined as “Exposure to the possibility of something happening that will have an impact on achieving the Business Case objectives”. Risk arises out of uncertainty and has two elements:

Probability (of something happening), and

Consequence (impact resulting from the event).

Risk Management is a process of well-defined steps that support better decision making by providing greater insight into risks and their impacts. A high level risk assessment is generally required to be undertaken to:

Improve strategic planning for all delivery areas of the project

Improve risk awareness throughout the team

Improve cost control in each of the key delivery areas

Minimise losses and maximise opportunities

Increase knowledge and understanding of exposure to specific risk events

Increase preparedness for outside review

Minimise disruptions

Improve resource utilisation

The risk identification, analysis and evaluation process is critical to ensure the project team understand all implications relating to the development and future investment into facilities and operations.

Potential risks are identified under designated risk categories of:

Governance

Operational: Assets and Business Resilience

Financial

Health

Reputation

Regulatory and Environment

Project / Scope: Scenario testing – current operations / proposed developments

Subsequently, each risk is analysed in terms of probability (likelihood) and impact (consequence). Ratings of H (high), M (medium) and L (low) are accorded to probability and impact and subsequently distilled as presenting:

Major Risks require careful management and the development of a Risk Management Plan.

Moderate Risks require a manage-and-monitor response.

Minor Risks would be generally accepted or discarded.

A Risk Register for the development of / investment in the Town of Victoria Park is required to be developed to provide a template for ongoing risk management and also provide a direction for future negotiations with other service providers. This should be periodically revisited to review risk status, eliminate risks no longer relevant and incorporate any additional risk items. It will also be reviewed during the stakeholder and community consultation process and throughout the development of the Synthetic Turf Hockey Facility - HRR Business Case.

Background: Town of Victoria Park

202



E-2

To undertake the Synthetic Turf Hockey Facility - HRR Business Case the following aspects are required to be thoroughly assessed:

Existing documentation, planning process and outputs from any previous consultation processes.

Stakeholder needs derived through a targeted consultation process and consequence of notproceeding if perceived needs are not proven.

Identification of potential options and priorities for development.

A full analysis of the social, economic (financial) and environmental implications of anydevelopment.

Financial and service impact assessments.

Capital cost plans and budgetary implications.

Risks associated with the development of sites identified through the process.

Funding considerations and project implementation strategy.

Risk Management Process

Risk Management is the culture, processes and structures that are directed towards realising potential opportunities whilst managing adverse effects.

The risk assessment approach to be applied is as per industry and quality management systems. The risk management process adopted for this project is outlined in the diagram below:

Likelihood and Consequence Table

In determining the risk level, the following model is utilised for the classification of risk:

Level of Risk = Likelihood x Consequence.

Likelihood and Consequence definitions applied are as identified in tables 22 and 23 below, with the level of risk being determined using the risk rating diagram contained at figure 2. These will be referenced in the workshop.

Ultimately the purpose of the workshop is to determine the level of risk and the level of acceptance of that risk with particular regard to:

The current situation

Future development and investment

203

AECOM



E-3

The options available to rationalise/relocate/redevelop Table 21 Consequence Table

Table 22 Consequence Table

The likelihood and consequence is then measured in accordance with the scoring template in table 24 below. Table 23 Likelihood and Consequence Measurement Implications

Table 25 references the risk criteria / tolerance level which is used to determine those aspects considered to be crucial elements of future investment in Community Infrastructure.

204

AECOM



E-4

Table 24 Risk Acceptance and Tolerance Table

Business Case Risk Assessment

During the document review and situational analysis it become evident that a Risk Assessment on the process to developing the Town of Victoria Park, HRR Business Case needed to be conducted to inform and prioritise actions and ascertain the Town’s risk with their current operations and in relation to the development and use of community facilities.

Primarily, risks are to be identified relating to the provision of the planning, design and construction with additional implementation risks relating to the effectiveness of the decisions made. The context of this risk assessment comprised the identification of risks relating to the development of the Business Case, strategic planning processes and current communication within the Town.

Business Case

The Town is in the process of developing a Business Case for the HRR site, located in Kensington. As part of the process it was appropriate to conduct a risk workshop to identify the risk of continuing current practices, processes and communication in relation to the strategic planning of community facilities and the future of HRR.

Rationale for change

To understand the strategic alignment to all levels of government

Planning reform

Current funding environment – limited and recently reformed

Population change – location demographic influences

Responding to community requests based on good governance and good planning

What are the issues the Business Case is trying to address?

- Strategic planning of community assets

- To identify the need and nexus of hockey facilities within the Town of Victoria Park

- Apportion costs associated with the development of infrastructure

- Meet community needs

- Develop a document that is incorporated into the Integrated Planning Framework

- Make informed decisions on investment

- Achieve outcomes through partnerships

- Improve the health and wellbeing of the communities within the Town of Victoria Park

What is critical to successfully achieving the goals/ objectives?

Location – specific needs related to a precinct/locale

Good governance and good document management

Sharing information

Awareness/understanding of current issues and their impact

Alliances/partnerships and equity

205



E-5

Table 25 Risk Assessment

Co

nte

xt

Risk Causes Resulting In Current Controls

Co

ntr

ols

rati

ng

Co

ns

eq

ue

nce

Co

ns

eq

ue

nce r

ati

ng

Lik

elih

oo

d r

ati

ng

Le

vel

of

Ris

k

Treatment Action Plan

Ris

k O

wn

er

Rep

utat

ion

Poor stakeholder engagement

Don’t identify all stakeholders

for the Business case Don’t engage with

stakeholders or community Incorrect levels and tools of

engagement Incorrect methods and use of

timing Inadequate time and

resources are allocated to thecommunity engagement

Stakeholders are notidentified thoroughly

Consultation periods are tooshort or over times that areunsuitable

Information provided in thepublic realm is ambiguous,lacking or unclear

Political risks Delays in the Business Case

and project works Business case expresses

poor decision making Quality of the Business case

outcomes Public outrage Poor reputation Political unrest from council Poor clarity and consistency

of information

Cross functional teams Understanding the process

and responsibilities Council Policy Good relationships with

hockey club Sound stakeholder

engagement Ensure the Town’s Public

Participation Policy is followed Develop an Engagement Plan

as part of the overall Project Utilise Engagement HQ to

keep stakeholders andcommunity informed

Identify a full list ofstakeholders – regularlyreview and update this listthroughout the life of theproject

Exce

llent

Sign

ifica

nt

4

Unl

ikel

y (2

)

Me

diu

m (

8)

Development ofcommunityengagement plan

Implement Policy Dissemination of

information andProject Control Group(PCG)

PCG

and

ToV

P

206



E-6

Co

nte

xt


Co

ntr

ols

rati

ng

Co

ns

eq

ue

nce

Co

ns

eq

ue

nce r

ati

ng

Lik

elih

oo

d r

ati

ng

Le

vel

of

Ris

k


Ris

k O

wn

er

Rep

utat

ion

Community Outrage

Stakeholder relationships arepoor

Poor communication with allstakeholders

Not all stakeholders areidentified within the process

Loss of public open space

Outcomes are not reached toget the best from allstakeholder parties

Opportunities lost Loss of reputation Poor community engagement Loss of residents recreation

space

Business Case Stakeholders established at

the beginning of this process Good communication and

relationships

Adeq

uate

Sign

ifica

nt

4

Poss

ible

(3)

Hig

h(1

2)

Development ofcommunityengagement plan


information andProject Control Group(PCG)

ToVP

& A

ECO

M

Ope

ratio

nal

Poor Governance

Inconsistent leadershipmessaging

Working within departmentalsilos

Political interference Lack of resources and

knowledge Poor communication

Distrust of the localgovernment within thecommunity

Poor decision making Inability to capture

opportunities Poor relationships Poor outcomes Inability to strategically align

to all levels of governmentsinitiatives

Strategic community plan Local Government Act Current planning policies Resources allocated within

the Town Procurement of strategic

planning strategies and plans Exce

llent

Sign

ifica

nt

4

Unl

ikel

y (2

)

Me

diu

m (

8)

Strategically align theprocess taken into theintegrated planningframework

Monitoring andevaluation progressand external politicalenvironment

ToVP

Ope

ratio

nal/

Proj

ect

Quality of project outcomes

Key people on the projectteam leave or becomeunavailable

Project team cohesivenessand loss ofknowledge/momentum

Each key stakeholder groupto ensure adequatesuccession planning for keypeople

Accurate record kept of allproject information andknowledge

Adeq

uate

Sign

ifica

nt

4

Unl

ikel

y (2

)

Me

diu

m (

8)

Monitoring andevaluation progress

Continuation of recordmanagement

All

207



E-7

Co

nte

xt


Co

ntr

ols

rati

ng

Co

ns

eq

ue

nce

Co

ns

eq

ue

nce r

ati

ng

Lik

elih

oo

d r

ati

ng

Le

vel

of

Ris

k


Ris

k O

wn

er

Ope

ratio

nal/

Proj

ect

Lack of support for the project

All stakeholders are notinformed correctly

Council involvement is notmanaged correctly

Elected Members are notgiven timely information

Community canvass ElectedMembers with misinformation

Elected Members areunsupportive of the project

Project fails Funding is not forthcoming

Ensure Elected Membersreceive regular updates suchas written (eg Bulletin) andverbal (eg Cr Workshoppresentations)

Advise Elected Membersthrough the relevantgovernance structures

Exce

llent

Sign

ifica

nt

4

Unl

ikel

y (2

)

Me

diu

m (

8)


Implementation ofCommunityEngagement Plan

All

Ope

ratio

nal/

Proj

ect

Making decisions based on political motivation

Creates poor planningoutcomes from the BusinessCase

Poor community engagement Poor documentation Increased external political

influences

Inability to externally attractfunding bodies

Inability for endorsement ofstrategies and plans fromstatutory departments

Inability to achieve strategiccommunity plan outcomes

Development of PCG Strategic Community Plan Good relationships Sound community

engagement process Experience consultants

engaged.

Adeq

uate

Sign

ifica

nt

4

Unl

ikel

y (2

)

Me

diu

m (

8)

Implementing StateBusiness Caseprocess


Continue to enhancestakeholder andcommunityengagement


PCG

and

ToV

P

208



E-8

Co

nte

xt


Co

ntr

ols

rati

ng

Co

ns

eq

ue

nce

Co

ns

eq

ue

nce r

ati

ng

Lik

elih

oo

d r

ati

ng

Le

vel

of

Ris

k


Ris

k O

wn

er

Fina

ncia

l

Project doesn’t

receive Finance to fund (Capital costs) outcomes

Not receiving funds fromdevelopers or outside sources

Project doesn’t sit in the long

term financial plan No long term budgets

established Not looking at entire project

costs

Project does not go ahead Loss of reputation Loss of Relationships

Doing the Business Case Asset management

frameworks Integrated Planning

framework processes Communication with the

respected stakeholders andclubs

Good relationships &Communication

Adeq

uate

Sign

ifica

nt

4

Maj

or (4

)

Hig

h (

16)

Agreements withfunding bodies such asDepartment of Sportsand Recreation



ToVP

Fina

ncia

l Project doesn’t

receive finance to fund operational

outcomes

Not receiving funds fromdevelopers or outside sources

Project doesn’t sit in the long

term financial plan No long term budgets

established Not looking at entire project

costs

Project does not go ahead Loss of reputation Loss of Relationships

Doing the Business Case Asset management

frameworks Integrated Planning

framework processes Communication with the

respected stakeholders andclubs

Good Relationship andcommunication

Adeq

uate

Mod

erat

e

3

Like

ly (4

)

Hig

h (

12)



ToVP

209



E-9

Co

nte

xt


Co

ntr

ols

rati

ng

Co

ns

eq

ue

nce

Co

ns

eq

ue

nce r

ati

ng

Lik

elih

oo

d r

ati

ng

Le

vel

of

Ris

k


Ris

k O

wn

er

Fina

ncia

l

Doesn’t

explore all of the funding opportunities – Pre business case funding

Collocation was notendeavoured from theBusiness case (DSRagreement)

Loss of Reputation Loss of relationships Agreement with DSR will be

lost Loss of project

Business Case Commercial opportunities Models of opportunities Responsibility to generate

funding to move forward withthe project

Adeq

uate

Sign

ifica

nt

4

Unl

ikel

y (2

)

Me

diu

m (

8)

Open communicationwill PCG and followingthe structured process

Project diligence

AEC

OM

&

ToVP

Fina

ncia

l/ G

over

nanc

e

Don’t explore

management/ funding structures

Not going through thestructures of managementand funding

Poor consultation with currentand future stakeholders

Poor management andcontrols of outcomes

Loss of reputation Loss of club involvement and

members Community outrage Increase costs to all parties

Investigate in line with thestrategic direction

Business case Good communication with

stakeholders Legal advice and policy back

ups The outcomes fit in with the

Council and stakeholders(clubs)

Adeq

uate

Mod

erat

e

3

Unl

ikel

y(2)

Me

diu

m (

6)


Project diligence Exploring industry

standards andbenchmarking

AEC

OM

& T

oVP

Fina

ncia

l/ G

over

nanc

e

Don’t explore

potential collocation of HRR

Poor business case findings Not fully explored in the

Business Case Inappropriate consultation Political interference

Inadequate usage of apremium reserve forcollocation

Community uproar Loss of reputation Loss of relationships Loss of funding for projects

Planning framework andstrategic alignment

Business case Agreements with DSR More funding opportunities for

collocation Prior investigations have

already been established

Adeq

uate

Mod

erat

e

3

Unl

ikel

y (2

)

Me

diu

m (

6)


Project diligence Exploring industry

standards andbenchmarking AE

CO

M &

ToV

P

210



E-10

Co

nte

xt


Co

ntr

ols

rati

ng

Co

ns

eq

ue

nce

Co

ns

eq

ue

nce r

ati

ng

Lik

elih

oo

d r

ati

ng

Le

vel

of

Ris

k


Ris

k O

wn

er

Ope

ratio

nal/

Proj

ect

Poor external and internal relationships

Working in silos Poor teamwork and

leadership External political influences Poor workplace culture Strong mentality from team

members

Loss of already identifiedrelationships

Poor planning outcomes fromBusiness Case

Unhealthy financialenvironment

Inability to harnessopportunities

Poor and disjointed decisionmaking

Poor staff and relationshipmoral

Good communicationbetween clients andstakeholders

Good council structure andpolicies

PCG members andsuccession planning

Open and robust process Independent consultants

Exce

llent

Min

or

2

Unl

ikel

y (2

)

Lo

w (

2)

Continue to keep goodrelationships andcommunication

Continue to monitorand review outputsand structure

All

Man

agem

ent

(Spo

rts) Development

of the Sport (Hockey)

No clear strategic directionfrom Hockey WA

Poor quality consultationoutputs and relationships

Department of Sports andRecreation doesn’t see need

for the sport to grow.

Project failure Low participation rates Loss in reputation Loss of competition structure

Strategic alignment withHockey WA

Framework of Business Case Asset management process Sustainability Regional Affect IMNS – movement study

Adeq

uate

Min

or

2

Unl

ikel

y (2

)

Lo

w (

4)


Hoc

key

WA,

Clu

bs

& C

ounc

il

Man

agem

ent

(Clu

b)

Unsustainable Club

Under or over scope of works Poor governance and or

management structures Poo Governance External influences

Town of Victoria Park doesn’t

move forward with Syntheticturf within the Council

Loss of members Loss of competition Club folds

Strong relationships with allstakeholders

Good club developmentprograms

Future strategic plan for theclub

Adeq

uate

Min

or

2

Unl

ikel

y (2

)

Lo

w (

4)


Hoc

key

Clu

b

211



E-11

Co

nte

xt


Co

ntr

ols

rati

ng

Co

ns

eq

ue

nce

Co

ns

eq

ue

nce r

ati

ng

Lik

elih

oo

d r

ati

ng

Le

vel

of

Ris

k


Ris

k O

wn

er

Proj

ect

Poor time management

Poor communication Current procurement

practices Poor consultation Poor relationships Missed opportunities

Unable to meet deadlines Poor reputation Inability to harness

opportunities Financial constraints Loss of resources

Project management andcontract management

Communication methods

Adeq

uate

Sign

ifica

nt

4

Unl

ikel

y (2

)

Me

diu

m (

8)

Continue currentcommunicationmethods

Introduce effectivemonitoring andevaluation methods

AEC

OM

&

ToVP

Proj

ect

/ O

pera

tiona

l Other major Council projects take priority

Project is not currently listedin the Town’s Strategic

Community Plan. Not listed within the capital

budget in the forward capitalbudget.

Funding will not be granted ifno guarantee of resourcesand commitment from Council

Loss of relationships andfurther funding opportunities

Policies and structures toregard prioritised capitalprojects

Business Case PCG members Development of the

community engagement plan

Adeq

uate

Mod

erat

e

3

Unl

ikel

y (2

)

Me

diu

m (

6)

CommunityEngagement Plan

Regular and concisereporting

Briefing ElectedMembers

ToVP

Proj

ect

Finished project fails to meet expectations of some or all parties

Expectations are not madeclear or are left unsaid by keyparties

Poor relationships andcommunications

Poor management andoutcomes of Business case

Loss of time and money Loss of relationships Community outrage Poor reputation

All parties agreed to contractsand management

Ongoing monitoring andevaluation

Indicators and measures ofsuccess

Adeq

uate

Sign

ifica

nt

4

Unl

ikel

y (2

)

Me

diu

m (

8)


Introduce effectivemonitoring andevaluation methods

All

212



E-12

Co

nte

xt


Co

ntr

ols

rati

ng

Co

ns

eq

ue

nce

Co

ns

eq

ue

nce r

ati

ng

Lik

elih

oo

d r

ati

ng

Le

vel

of

Ris

k


Ris

k O

wn

er

Ope

ratio

nal/P

roje

ct

Levels of Service are compromised

Constraints determine thatonly components of theoverall facility can be built(either in the short or longterm

The level of facility that canbe provided within constraintsdoes not meet theneeds/expectations of thehockey club.

Quality, scope change andincreased costs

Project failure Poor reputation Negative impact on the

Hockey Club

Consider staged approach todevelopment

Consider and balance theviews of all stakeholderswithin time, cost, and qualityconstraints

Business Case Adeq

uate

Mod

erat

e

3

Unl

ikel

y (2

)

Me

diu

m (

6)


Introduce effectivemonitoring andevaluation methods Al

l

Envi

ronm

enta

l

Environmental impacts of creating a synthetic hockey facility at HRR

Necessity to remove existingmature trees

Disturbance of wildlife inKensington Bushland

Removal of natural turf/grass

Quality, scope change andincreased costs

Project failure Poor reputation Negative impact on the

Hockey Club Negative impact to the

environment

Community Engagement Plan Environmental Imp act

Analysis completed Independent site analysis Identification of future

investigations that will berequired early within theBusiness Case

Plant replacement trees inanother location

Adeq

uate

Mod

erat

e

3

Like

ly (4

)

Hig

h (

12)

Independent SiteAnalysis


Continue to monitorand review outputsand structure AE

CO

M &

ToV

P

Reg

ulat

ory/

G

over

nanc

e

Public outrage over loss of Public Open Space

If the design of the reservedoes not consider and includeaccess to the public

Landscaping inhibits access Access and equity is not

considered within the designphilosophy

Public may be aggrieved thata portion of the reserve will befully fenced

Community Engagement Plan Environmental Imp act

Analysis completed Commencement of the site

analysis and Adeq

uate

Mod

erat

e

3

Unl

ikel

y (2

)

Me

diu

m (

6)

Consider all feedbackfrom all stakeholders

Ensure that industrystandard designphilosophy isconsidered within thefacility design process

AEC

OM

& T

oVP

213



E-13

Revised Risk Assessment

The risks identified and analysed throughout this revision process to support the final decision making process by providing greater insight into the risks and impacts associated with the development at Harold Rossiter.

Secondly the revised risk assessment identifies mitigates the further risks that have not been identified in the initial risk assessment phase. These risks have been recognised through the further analysis, research, consultation and benchmarking. Once again this process is critical to ensure that the project team and associated stakeholders throughout the project understand all implications which relate to the future of the Reserve.

Much the same as the initial risks the scoring sys

Risk is defined as “Exposure to the possibility of something happening that will have an impact on achieving the Business Case objectives”. Risk arises out of uncertainty and has two elements:

Once again each risk is analysed in terms of probability (likelihood) and impact (consequence). Ratings of H (high), M (medium) and L (low) are accorded to probability and impact and subsequently distilled as presenting:

Major Risks require careful management and the development of a Risk Management Plan.

Moderate Risks require a manage-and-monitor response.

Minor Risks would be generally accepted or discarded.

The revised Risk Register will establish the ongoing risk management for the Harold Rossiter Reserve and provide the Town of Victoria Park with future direction for the development of the Synthetic Turf Hockey Facility at Harold Rossiter Reserve. This will essentially Guide the need for delivery to reduce hazards in upcoming project efficiencies.

214



E-14

Risk Evaluation and Treatment

Table below outlines the initial risks which were outlined by the stakeholder control group. This phase shows the requirement to treat risks and the revaluing of the risks for the review process. Table 26 Revised Risk Assessment

Risk Short Risk

Description Treatment Details

Risk

Rating

Revised Risk Rating

Reason for Change

Co

ns

eq

uen

ce

Lik

eli

ho

od

Rati

ng

Reputation Poor stakeholder engagement

Development of communityengagement plan


information and ProjectControl Group (PCG)

Medium

(8) Moderate (3) Unlikely (2) Medium

(6)

The project outcomes may not meet theneed of all stakeholders throughout theproject

Need for further investigations, as thereare too many unknowns.

Reputation Community Outrage Development of community engagement plan Implement Policy Dissemination of information and Project Control Group (PCG)

High(12) Significant (4) Possible (3) High (12)

N/A

Operational Poor Governance Strategically align the process taken into the integrated planning framework Monitoring and evaluation progress and external political environment

Medium

(8)

Significant (4) Unlikely (2) Medium

(8)

N/A

Operational/ Project

Quality of project outcomes

Monitoring and evaluation progress Continuation of record management

Medium

(8)

Significant (4) Possible (3) High (12)

All risks have been identified analysedand achieved throughout the stakeholderconsultation and benchmarking to makethe best decision and recommendationsfor the outcome of the Business Case.

215



E-15

Risk Short Risk


Risk

Rating

Revised Risk Rating

Reason for Change

Co

ns

eq

uen

ce

Lik

eli

ho

od

Rati

ng


Lack of support for the project

Monitoring and evaluation progress and external political environment Implementation of Community Engagement Plan

Medium

(8)


(8)

N/A


Making decisions based on political motivation

Implementing State Business Case process Strategically align the process taken into the integrated planning framework Continue to enhance stakeholder and community engagement Monitoring and evaluation progress and external political environment

Medium

(8)

Significant (4) Rare (1) Low (4)

All risks have been identified analysedand achieved throughout the stakeholderconsultation and benchmarking to makethe best decision and recommendationsfor the outcome of the HRR BusinessCase.

Financial Project doesn’t receive

Finance to fund (Capital costs) outcomes

Agreements with funding bodies such as Department of Sports and Recreation Strategically align the process taken into the integrated planning framework Monitoring and evaluation progress and external political

High (16) Significant (4)

Almost Certain (4) High (16)

N/A

216



E-16

Risk Short Risk


Risk

Rating

Revised Risk Rating

Reason for Change

Co

ns

eq

uen

ce

Lik

eli

ho

od

Rati

ng

environment

Financial Project doesn’t receive

finance to fund operational outcomes

Strategically align the process taken into the integrated planning framework Monitoring and evaluation progress and external political environment

High (12) Significant (4) Possible (3) High (12)

N/A

Financial Doesn’t explore all of

the funding opportunities – Pre business case funding

Open communication will PCG and following the structured process Project diligence

Medium


(6)

Throughout the business case all fundingoptions were explored.

Financial/ Governance

Don’t explore

management/ funding structures

Open communication will PCG and following the structured process Project diligence Exploring industry standards and benchmarking

Medium


(6)

N/A

Financial/ Governance

Don’t explore potential

collocation of HRR Open communication will PCG and following the structured process Project diligence Exploring industry standards and benchmarking

Medium

(6)


(8)

There are limited collocationopportunities at HRR other than theincumbent cricket club as the siteconstraints to facilitate this opportunity.


Poor external and internal relationships

Continue to keep good relationships and communication Continue to monitor and review

Low (2) Moderate (3) Unlikely (2) Medium

(6)

High risk for loss of external relationshipsdue to the outcomes andrecommendations of the HRR Business

217



E-17

Risk Short Risk


Risk

Rating

Revised Risk Rating

Reason for Change

Co

ns

eq

uen

ce

Lik

eli

ho

od

Rati

ng

outputs and structure Case.

Management (Sports)

Development of the Sport (Hockey)

Continue to keep good relationships and communication Low (4) Minor (2) Unlikely (2) Low (4)

N/A

Management

(Club)

Unsustainable Club Continue current communication methods Introduce effective monitoring and evaluation methods

Medium


(6)

Throughout the stakeholder consultationthe club have demonstrated sustainablegovernance system and businessplanning

Project Poor time management

Community Engagement Plan Regular and concise reporting Briefing Elected Members

Medium

(6) Moderate (3) Possible (3) Medium

(9)

Due to change in project lead andmanager the project was delayed alongwith change in direction

Project / Operational

Other major Council projects take priority

Continue current communication methods Introduce effective monitoring and evaluation methods

Medium

(8) Moderate (3) Likely (4) High (12)

Recommendations have been identifiedfor future projects to be pursued beforeHRR is pursued for development

Project Finished project fails to meet expectations of some or all parties

Development of community engagement plan Implement Policy Dissemination of information and Project Control Group (PCG)

Medium

(6) Moderate (3) Almost

Certain (5) High (15)

Outcomes and recommendations of theproject do not meet the expectations ofall stakeholders throughout the project.

Operational/Project

Levels of Service are compromised

Continue current communication methods Introduce effective monitoring and evaluation methods

High (12) Moderate (3) Unlikely (2) Medium

(6)

The level of service provided andcommunication was adequate andeffective monitoring was achieved

218



E-18

Risk Short Risk


Risk

Rating

Revised Risk Rating

Reason for Change

Co

ns

eq

uen

ce

Lik

eli

ho

od

Rati

ng

Environmental Environmental impacts of creating a synthetic hockey facility at HRR

Independent Site Analysis Continue current communication methods Continue to monitor and review outputs and structure

Medium

(6) Severe (5) Likely (4) Very High

(20)

Throughout the business case process,detailed analysis identified highenvironmental impacts on the site if theToVP pursue with the development of asynthetic hockey facility at HRR.Numerous investigations are required tomitigate this risk to ascertain the extent ofthe environmental

Regulatory/ Governance

Public outrage over loss of Public Open Space

Consider all feedback from all stakeholders Ensure that industry standard design philosophy is considered within the facility design process

Medium

(8)

Significant (4)

Almost Certain (5)

Very High

(20)

Throughout the site analysis, consultationwith ToVP officers it become evident thatthe community have strong views and areunhappy with the ToVP to allow thereduction and removal of trees withinreserves to allow for sportingdevelopment

219



E-19

Additional Risks associated with Harold Rossiter Reserve Business Case

Below is the additional risks which have been identified throughout the stakeholder and consultation phase from the Business Case for the Synthetic Turf to be placed at Harold Rossiter Reserve. The following risks have been rated in the same determining risk level as the above risks. Table 27 Additional Risks Identified throughout the Stakeholder Consultation & Development of the HRR Business Case

Co

nte

xt


Co

ntr

ols

ra

tin

g

Co

ns

eq

uen

ce

Co

ns

eq

uen

ce

ra

tin

g

Lik

eli

ho

od

rati

ng

Le

ve

l o

f R

isk


Ris

k O

wn

er

Envi

ronm

enta

l

Contamination from adjacent Kensington Bushland Pit

Incorrect levels and toolsof engagement

Environmental risks tonatural habitats

Lack of furtherinvestigations to theHarold Rossiter Reservesite, as there areunknowns regarding thefuture environmentalissues.

Political risks Delays in potential

development to the HRRsite and project works

Business case expressespoor decision making

Public outrage Poor reputation Political unrest from

council Contamination to the

environment andsurrounding risks toresidents of HRR.

Council Policy Sound environmental

investigation explored Development of Business

Case

Exce

llent

Sign

ifica

nt

4

Unl

ikel

y (2

)

Me

diu

m (

8)

Completing all ofthe investigationsandrecommendationsrequired for thedevelopmentpotential of HRR.

Further research Implement Policy Dissemination of

information andProject ControlGroup (PCG)

ToVP

220



E-20

Co

nte

xt


Co

ntr

ols

ra

tin

g

Co

ns

eq

uen

ce

Co

ns

eq

uen

ce

ra

tin

g

Lik

eli

ho

od

rati

ng

Le

ve

l o

f R

isk


Ris

k O

wn

er

Rep

utat

ion

Loss of Reputation, Community clubs, and public outrage

Removal of trees withinthe natural habitat ofCarnaby Cockatoos.

Coverage of highly utilisedrecreational open space.

Large earth works tonatural reserve, loss ofnatural environment andsense of place.

Political risk (StateGovernment approval forremoval of trees withCarnaby Cockatoos)

Public Outrage Poor reputation Destroying natural habitat

of native animals.

Development of BusinessCase

State governmentapprovals for removal ofspecific trees

Exce

llent

Sign

ifica

nt

4

Unl

ikel

y (2

)

Me

diu

m (

8)

Completing all ofthe investigationsandrecommendationsrequired for thedevelopmentpotential of HRR.

ToVP

Fina

ncia

l Funding resources are limited and constrained

Not all the stakeholderbodies being adhering tothe development of thesynthetic turf at HRR.

Sufficient funding is notreceived, causing theproject to be put on hold

Stakeholders don’t agree

on a satisfactory outcome Required investigations

are not carried Stakeholders don’t

communicate with eachother.

No development at HRR. Not all stakeholders

agreeing to the sameoutcome, potential forsome outrage

A model business casedeveloped with opencommunication andstakeholder’s willingness

to work together. Lead by the Town of

Victoria Park, governanceand support.

Current procurementprocesses.

Adeq

uate

Mod

erat

e

3

Like

ly (4

)

Hig

h (

12

)

Completing all ofthe investigationsandrecommendationsfor potential fundingfor alternate futuredevelopment.

ToVP

221



E-21

Co

nte

xt


Co

ntr

ols

ra

tin

g

Co

ns

eq

uen

ce

Co

ns

eq

uen

ce

ra

tin

g

Lik

eli

ho

od

rati

ng

Le

ve

l o

f R

isk


Ris

k O

wn

er

Tim

ing

Timing for approvals of further study investigations

Certain investigations andrecommendations willhave long time periods foroutcomes to be resolved

Delays in the project Potential constraints to the

project Constrained to funding

resources Construction issues and

service failures for futuredevelopments.

There are no majorcontrols that are in place.

Adeq

uate

Mod

erat

e

3

Like

ly (4

)

Hig

h (

12

)

Completion of allinvestigations andapprovals

ToVP

222



Appendix FProject Option Design

Charter

223



F-1

Appendix F Project Option Design Charter Project Summary

Project Title

Harold Rossiter Reserve Business Case of multi-purpose reserve with synthetic hockey turf

Project Location

The site is located on Harold Rossiter Reserve, Kent Street Kensington WA. Coordinates: 31.987845° S, 115.890530° E

Project Description

Short

Design of a multipurpose sports and recreation park with associated infrastructure that caters for Victoria Park Cricket club and Shamrock Rovers soccer club to potentially be joined by the VPXHC (with an artificial hockey pitch).

Full

The Town of Victoria Park proposes a business case for the investigation to construct a new artificial turf facility to create a sustainable multi-purpose reserve at the Harold Rossiter Reserve. The multi-purpose park will create a space for all tenants to co-exist profitably and positively in a redeveloped modern facility which is acceptable and relevant to all stakeholders and embraced, as a year round all-purpose asset for the local and broader community. The development of the building will be used to support the planned synthetic and turf hockey pitches. The pavilion is primarily being established to service VPXHC as well as establishing shared use of the other two affiliated clubs with the following design elements: Sports Pavilion/ Club room

- Amenities (Player toilet/showers) (Unisex)Change Room and Toilets (Multi-gender)

- Change Rooms (Unisex)Medical/ Umpires Room - Massage/Strapping Room Club/Function room - External covered viewing area/ Veranda Servery - Kitchen & Kiosk - Servery - First Aid/Medical Room (Public Access) - Match day Office/Administration /Meeting - Public Toilets (Universal) - Storage (external) - Storage (Internal) - Social/ Community/ Function Room - Umpires Rooms (including toilet and showers). - Utility/Cleaners Room - Bin Store - Loading Dock - Circulation - Plant

Playing Field Facilities & Landscaping- Playing Field Materials - Playing Field Condition/Maintenance - Playing Field Marking - Playing Field Size (Hockey/ Soccer/ Cricket) - Scoreboard - Sports Lighting (Average Minimum Lux) - Cricket Wicket

224



F-2

Project Title

- Goals (Hockey/ Soccer) - Cricket Practice Nets - Hockey field fencing - Water Harvesting/ESD - Car parking - Bike racks

This charter is to inform the next stage of development which involves the design of the building. The charter requires the concept design and layout of the multi-purpose reserve and layout of the building for QS to be completed.

Design Charter Multi-purpose Sports Park/ Sports Pavilion

Purpose of this charter

This Charter is designed to provide sufficient information to complete the design for a multi-purpose collocated sporting reserve on Harold Rossiter Reserve. The associated infrastructure will establish a year round co-located sporting precinct with a range of sports within the affiliated site. The purpose of the concept plan is to provide an illustration of the intent for the project charter including:

Guidance for the master plan and subsequent Business Case, for the Project Control Group interms of design and its relationship with functionality.

Identification of the challenges and issues that the co-located building may have in relation to thesite.

Used for community consultation and funding purposes.

Key Objectives of the Charter

Objective

The key objectives of the charter are as follows:

To inform the development the concept designs through the planning phases.

Project Background

Overview

The Town of Victoria Park (ToVP) is seeking to develop a Business Case for the development of a synthetic turf hockey facility at the Harold Rossiter Reserve. This development is envisaged to primarily provide the operational, training and competition base for VPXHC and alternative community and sporting uses.

The ToVP wishes to build upon work previously feasibility and environmental assessment work undertaken to develop a Business Case that conforms to the Department of Treasury requirements in providing a robust appreciation of the business objectives and benefits of the investment proposal. To undertake this work it is understood that it is the intention to further develop the following aspects which will need to be thoroughly assessed:

The ToVP are undergoing a major review and consultation process to develop the ToVP’s Community Strategic Plan for the next fifteen years, and is in the process of pursuing a number of strategic projects which are at various development stages and which are aimed at enhancing the economic and community development perspective. Of the key issues which need to be resolved, the following are important to the Town:

- Ensure that all heritage values are appropriately recognised and addressed.

- To potentially create a multi-purpose sporting facility and management associated with the Harold Rossiter Reserve and its development overtime.

225



F-3

- To provide a resource for the local community this can be accessed and utilised as an integrated component of the future development projects.

Location

Address 132 Kent Street Kensington

Design Philosophy

A key focus of this planning is to investigate the development of a new facility to create a sustainable sports complex and change rooms being a multi-purpose sports reserve where all tenants co-exist profitably and positively in a redeveloped modern facility which is acceptable and relevant to all stakeholders and embraced as a year round, all-purpose asset for the local and broader community.

The client is seeking a building that incorporates Environmentally Sustainable Design principles wherever feasible which include passive design strategies. The building design needs to minimise the impact on the natural and surrounding environment whilst meeting the community’s environmental and sustainability objectives. Consideration should be given to including such options as solar power, use of natural lighting and heating, grey water recycling and water harvesting and these should be explored during the design phase.

Operating and ongoing maintenance costs are also a key concern for the client and should be factored in to proposed designs.

Providing a safe and secure physical environment is important, please refer to attached documents for further guidance on the physical and build environment requirements. The following information is to develop a safe environment:

Building footprint (Sports Pavilion & change rooms):

Includes every item that pertains to the design and construction of a sustainable multi-purposeand collocated sports pavilion and change rooms for the three affiliated sports within the site.

Playing Field

Includes every item that pertains to the design and construction of a senior State level turf playingfield, sports floodlighting, fencing, cricket wicket and soccer pitch. The three separate pitches willbe used for home and away games, finals and other such events.

Meets the current guidelines of field orientation according to the Hockey Australia guidelines,Football West and Cricket Australia.

Surrounding landscape, including the Grandstand

In general, this is every other item on the site including the footpaths, drainage, trees, flora,playgrounds, car parking, seating, shade etc.

226



F-4

Project Description

A project summary is provided above and is not repeated here. This section provides further detail where required. The main design elements are split into two components; the playing field / landscape envelope (surrounding infrastructure) and the building footprint. The elements in brief include:

Playing Field/ landscape envelope

The playing fields will cater for Synthetic Hockey, cricket and soccer whilst providing the opportunity to cater for activities such as events, functions and of senior Hockey standards which is aimed at state level Hockey. Hockey Australia, Cricket Australia and Football west all have specific specifications in more detail. Other elements include:

Immediate spoon drains, swales, kerbing and concrete areas.

Installation of floodlights to TV standard for sports with the ability to control each light towerindependently and remotely.

Goals, sleeves and entry matting.

CCTV remote monitoring infrastructure.

Note: No services are to be located under the field itself including gas, electrical, water or sewer. (Irrigation is required)

It is important to ensure that all furniture elements positively contribute to the landscape character and visual image of the site through a coordinated and consistent approach to provision. In summary the landscape envelope provides:

Car parking and associated amenities required to service the site.

Landscaping in line with Town’s policy, including the provision of public art and appropriatespectator vantage points.

Design and construction of a play space (playground), picnic area.

Design of maintenance access to the field from the maintenance shed.

Construction of terrace seating and viewing areas to be integrated into the site, and or sportingpavilion (veranda)

Operation of a suitable water source for irrigation for the playing field surrounds.

Vegetation buffers.

Water bubblers/drinking fountains, bins, shoe cleaning areas, entry carpets.

Integration and enhanced alignment to the current historical grandstand

Building footprint

Design will allow for various parts of the building to be used by different parties/ clubs at the same time without compromising each other, for example, the VPXHC and the Victoria Park Cricket club operations. The facility should be designed to allow for the increased volume of facility users as a direct result of the extra programs and services being offered.

With the possibility of user groups changing over time, the building should be designed in such a way that a user group can move out without affecting other user groups and the functionality of the building. The building is also large enough to accommodate growth in program and service numbers.

By taking a collocated and sustainable design focus, the design should maximise its usage potential and attention should be given to ensure the appropriate integration of the proposed site. Table 28 summarises the basic area requirements for the facility.

227



Table 28 Facility Accommodation Schedule

Items Original Project Comment

Justification required for omittance

Building Envelope

Main Sports Pavilion

Pavilions (and main viewing areas) should be positioned to allow viewing of the entire field of play and to avoid looking into the sun, therefore pavilions are generally positioned on the western side of the playing field.

Amenities (Player toilet/showers) (Unisex)

35m2 x 2

The size provided is to cater for two change rooms (home and away). State League standard facilities should incorporate a minimum of five showers, whereas four showers are appropriate for Regional and three showers for Local. Cubicle showers (similar to those provided in Caravan Parks) should be provided to improve flexibility for mixed gender use. In addition, to better cater for mixed genders, urinals should be replaced by an additional toilet pan or be appropriately screened.

http://sport.vic.gov.au/design-for-everyone-guide/overview-of-universal-design

Change Rooms (Unisex)

75m2-90m2 x 2

Size allows for two separate change rooms (one home and one away team). Bench seating is to be provided around the room perimeter. If lockers are included then the size of the room may need to increase to compensate.

Massage/Strapping Room 5m2 x 2

Four rub down/massage/strapping facilities located within a room immediately adjacent to each change room (two separate rooms) for use by home and away teams

External covered viewing area/ Veranda 150m2

Final sizes may depend on likely crowd attendance; the objective is to provide adequate space for viewing the playing field whilst providing sufficient protection from the weather.

Kitchen & Kiosk

50m2

Facility designs will require local municipal Health Department approval. Access to storage immediately adjacent to the Kitchen/Kiosk and internal/external servery is paramount. Included within the kitchen is a cool/ fridge room for the use of stock storage. Where possible kiosks and serveries should allow volunteers manning these areas a view of the playing fields. These facilities often act an important hub where the community comes together and providing these facilities, facilitates this important role.

Servery 10m2 Be attached to the Kitchen & Kiosk, with views of the playing fields within an undercover area.

First Aid/Medical Room (Public Access) 5m2 x 2 Facilities at this level can share the Office/Administration/Meeting room as a first aid area, although a sink

and wash basin will be required along with space for a stretcher/examination bench. Additional preferred

228

http://sport.vic.gov.au/design-for-everyone-guide/overview-of-universal-design





facilities include a flexible or mobile light above the examination bench, sharp disposal containers (wide mouth), disposal unit for bloodied dressings, soap dispenser, hand towel dispenser and Jordon Frame/Ferno Scoop.

Match day Office/Administration /Meeting

25m2 x 2

The inclusion of an office/administration/meeting room is required to facilitate match management. These spaces are important in assisting volunteers in the significant duties they undertake. The room should provide access to broadband internet connections, telecommunications and include appropriate shelving, file storage (secure) and computer equipment.

Public Toilets (Universal)

As per BCA

Final sizes will depend on likely crowd attendance based on historical data, municipal town planning requirements and building code requirements. Public toilets should be easy to access and be signed appropriately.

Storage (external) 30m2

Externally accessible storage areas from playing fields are needed that provide adequate space for seasonal storage of club equipment, files, stock and other material. An externally accessible storage facility is important for maintenance equipment, materials and secure services (e.g. rubbish bins).

Storage (Internal) 10m2 Storage areas may need to provide separate secure areas (e.g. tables and chairs) for storing equipment used by a variety of pavilion users (seasonal and casual).

Social/ Community/ Function Room

200m2

The provision of social/community rooms facilitate opportunities for social interaction, community building, social capital and club sustainability. It is therefore strongly recommended that social/community rooms and support infrastructure be provided at all levels of facility. Total sizes may be influenced by likely average crowd attendance. Social/community areas may include specialised Bar facilities and/or access to appropriate Kiosk/Kitchen servery. State League facilities are likely to require a separate cool room for food and beverage storage, space for these facilities is included in the sizes quoted in this table. Flexibility of the space is desirable to enable it to cater for a variety of community uses. This can be achieved with operable walls.

Umpires Rooms (including toilet and showers).

30m2-40m2 x 2Umpires rooms need to cater for an increasing number of female umpires. As such the provision of areas where changing can occur in private is required. A minimum of two showers within a lockable cubicles, toilet, hand basin, bench seating and clothes/bag hooks are to be provided at all levels.

Utility/Cleaners Room 10m2Fit out to include an appropriate cleaner’s sink, hot and cold water, shelving, hooks and drainage.

Bin Store 10m2Storage for bins, wastage and other materials

229





Loading Dock As required

Affiliated space for loading of equipment, produce and other materials from the shortest possible distance to the storage/ kitchen areas.

Circulation 20% of building footprint Architects discretion

Plant Storage of service equipment Architects discretion, electric and plumbing cupboards

Total Footprint The total ground floor footprint cannot exceed 1100m2 this however there is the ability to develop the buildingfor two stories. Accessibility requirements will need to be included within a two story building design.

Playing Fields/landscape envelope

Playing Field Facilities Playing fields should ideally be developed with a north-south orientation to avoid players having to look into the sun.

Playing Field Materials Yes Construction of playing fields should incorporate adequate (for local conditions) sub-surface drainage and irrigation as required. The playing field must have an even turf cover and level surface with no obvious depressions or holes.

Playing Field Condition/Maintenance Yes

Playing field maintenance will need to reflect local environmental requirements and the standard of play to be hosted. All grounds should be deemed 'fit for play' following an oval/ pitch inspection undertaken by both teams (home and away) and officials prior to any games being played. Each oval/pitch should have a planned maintenance program to ensure ground quality that considers: Aeration (preferred minimum 6 times per year), Fertilizer application (preferred minimum 3 times per year), Regular mowing (as appropriate for geographic and seasonal conditions, removing no more than 1/3 of the grass leaf, avoid weed seed distribution from machinery), Weed management and an appropriate herbicide program, Irrigation (late evening/early morning, an automated system is preferred).

Playing Field Marking Yes See attached illustration. Line marking material should not cause grass loss (death), erosion or soil damage, therefore chemicals and/or weed killers should not be used.

Playing Field Size (Hockey/ Soccer/ Cricket)

Grass & Synthetic Turf

Hockey Synthetic Turf: A synthetic turf Hockey pitch is required for future growth of Hockey for the VPXHC, the pitch specifications will be 100m x 61m, according to the facility guidelines outline by Hockey WA and the department of sports and recreation with a synthetic astro turf material. The turf pitch will require a buffer zone and fencing around for ease of maintenance from the public constraints. Soccer grass Pitch: The outline grass soccer pitch specification will be (90-120m x 45-90m) minimum excluding run offs for surrounding areas, the technical area will require two team benches, cover to protect

230





the players and officials from the elements and missiles thrown by spectators. As well as marked goal keeping areas, box and centre circle. Cricket Grass Pitch: Use of current pitch (Community level pitch approximately 50-70m from the centre of the turf pitch) Hockey Grass Pitch: The Grass hockey pitches dimensions will be the same as the synthetic Hockey pitch, but will not require any additional infrastructure, rather can be situated within the dimensions of the cricket oval. Thus creating a multi-purpose collocated facility within the one space. In doing so it will create the all year round use of the oval, and keep up maintenance of the cricket turf, grass and Hockey pitches.

Scoreboard Yes

There is an emerging trend for State League and Regional level grounds to provide electronic scoreboards. There is no defined standard for scoreboard design or construction, however all scoreboards should have the capacity to display scores in the following format (electronic or manual)

Sports Lighting (Average Minimum Lux)

Training = 100 Match Practice =

100 Night Competition = 200

The average lux ratings are consistent with the Australian Standard (AS 2560.2.3-2002 Sports Lighting - All Sporting Codes) for community based sports affiliation (amateur and semi-professional). Venues that have a desire to host state or regional level matches should consider the higher standard required for these activities.

Cricket Wicket Turf only Maintenance of current cricket wicket, with potential grass turf hockey pitches situated within the run off areas of the cricket field, incorporating a multi-purpose field for an all year round collocated asset on the site.

Goals (Hockey/ Soccer) Goal Incorporate movable hockey goals for the two grass pitches as permanent goals will not work due to the multi-purpose field of cricket and hockey. Incorporate in ground soccer goal posts to the distance between the posts (7.320m) and the distance from the lower edge of the crossbar to the ground is (2.44m) with portable nets.

Cricket Practice Nets As required

Inclusion of cricket practice nets should not encroach on the playing surface or surrounding safety run-off zone. Bowler’s run-ups are preferably provided off the oval surface to avoid soil compaction, wear and uneven playing surfaces within the designated playing field. Current practice nets are sufficient but potential to resurface or revamp them would be suggested.

Hockey field fencing No specific standards

Field fencing should be approximately 900mm high with mesh in-fill or similar and allow adequate run-off distance from the playing field boundary line (i.e. minimum 5m State League, 4m Regional and 3m Local). Fencing of Local fields is desirable although not essential. Adequate gates/access for maintenance and emergency vehicles, players and officials is required. The need for field fencing is to separate the sports side from recreational use of the oval, for casual walkers and dog walkers to be kept of the field to decrease unwanted maintenance issues and costings.

231





Water Harvesting/ESD Recommended

The inclusion of environmentally sustainable design (ESD) features in a facility can reduce operating costs and the environmental impact of a facility. This may include the use of natural light, installation of solar panels and water harvesting for pavilion plumbing (toilets) and/or ground irrigation is strongly encouraged.

Car parking

No specific standards

(Currently approx. 70, increase to approx. 140)

Adequate car parking will be required at all venues to cater for anticipated levels of use, including spectators. Car parking may be sealed or unsealed as appropriate, designated disabled car parking should be provided. The number of car spaces will need to be assessed on a case by case basis.

Bike racks As required

Throughout the design phase relevant Australian Standards are to be applied. It is accepted that during the design process floor areas may alter to allow for appropriate uses and relevant design considerations, however, the overall building footprint should remain consistent. Table 29 Details the functional requirements of the project and provides further detailed advice where appropriate

Project Output Functionality Requirement

Office Provision of office furniture such as a desk, shelving, file cabinet, IT connections, telephone lines, chairs etc.

Activity Room

Overlooking majority of play area. Use of design and materials (i.e. glass) to enhance the viewing vantage points over the play area. Connection to the outside veranda space, i.e. wide, sliding doors to enhance feeling of space and bring outside in and enhance perception of space. Links to the toilets and amenity areas. Food service area accessible from this room.

Meeting Rooms Meeting room with opportunity to remove the dividing walls and create different sized spaces. Sound buffers would be required in any room divider. Access to tea/coffee facilities in kitchen. Enhance perception of space with use of glass to provide external outlook to the playing field, greens and courts.

Public Access Toilets Male, female and disabled toilets. Universal access toilet (6m² inclusive). As per BCA & Australian Standards. Externally accessible toilets not required to be open to the public outside of sporting field or facility use.

232



Project Output Functionality Requirement

Kitchen Kitchen needs to service the community meeting space, meeting rooms and clubroom. Include storage cupboards with the ability to have separate lockable sections. Provision for 1 double door fridge and freezer, 1 range hood and 1 warming oven. Include a tea and coffee alcove.

External Storage Service external access for outdoor equipment. Large doors or roller doors are preferred. To be designed with the ability to store equipment for multiple activities. Shelving is required to assist in maximising the space.

Internal Storage Provision of sufficient shelving and space for larger items such as chairs and tables. To be designed with the ability to store food and drinks. Must have permanent shelving to maximize space.

Servery/food counter Located within the activity room. Provide storage space behind counter – 5m² extra

Alfresco/Veranda/Balcony Large undercover space which can accommodate viewing across the play areas.

External Storage Service external access for sporting and outdoor equipment. Large doors or roller doors are preferred. Should be rectangular in shape with the ability to store soccer goals. To be designed with the ability to store equipment for multiple sports. Shelving is required to assist in maximising the space.

Bin Storage Provide easy access to road for collection. Enclosed space with no direct access into building.

Cleaners Store Sufficient shelving for storage of equipment and chemicals.

Plant Room Storage of service equipment

Circulation 20% of total footprint area.

233



F-1

Site

The above master plan outlines a concept design for the new proposal on Harold Rossiter Reserve, with the locations of the facilities and playing fields to best fit the site.

In accordance with the Perth Groundwater atlas, the sites topography is gently sloping from a North to South direction with an elevation in the order of 14m Australian Height Datum (AHD) to 22m AHD.

Soil Atlas

The bedrock geology in the area comprises of the Permian package 1, Perth Basin formation. The Perth Basin formation is categorised as sandstone, siltstone, coal measure; post glacial shelfal deltaic, and continental deposits.

The Perth Groundwater Atlas (Department of Education 2004g) indicates that the base of the superficial formation is approximately 32.5m below ground water level.

Facility Users

Victoria Park Cricket Club

Shamrock Rovers Soccer club

Heritage

A search of the Australian Data system indicated no register heritage sites are located on the reserve.

Indigenous matters

A search of the Australian Data system indicated no register aboriginal sites are located on the reserve.

Lease, licenses and facility management

The leases, licenses and facility management are run by the ToVP and the current building has a lease agreement with the current facility users (Shamrock Rockers Soccer club and Victoria Park Cricket club).

Standards and Regulations

The design is to meet all current Building Code of Australia requirements as well as all relevant Australian Standards and Regulations. Universal accessibility is required with an Access Audit to be undertaken. The Project Manager should be aware and take account of relevant City policies, National Regulations and Law for Children Services.

Sustainability

The design philosophy section already discussed the requirement to incorporate ESD principles into the building design and ensure appropriate sustainability technology is considered. The client would like to see the building designed in such a way to mitigate the heat island effect for the area. This can be through the smart use of materials such as timber and other renewable resources to help mitigate the hotter temperatures in the area.

Within the detailed design the application of Greenstar and ESD principles for the building design should be considered if viable for this size facility. Building design should minimise the impact on the natural and surrounding environment whilst meeting the City’s environmental and sustainability objectives.

The materials used in the construction needs to be suitably durable to ensure the infrastructure survives the predicted life cycle of the facility. The infrastructure should also be designed in a manner which will minimise the ongoing costs over the life cycle of the facility. These costs include maintenance, utilities and disposal costs.

Consultation needs to be undertaken with relevant City Business units (Building Facility Management, Sustainable Environment Officer) regarding any sustainability requirements prior to the 15% design stage. A cost/benefit assessment of proposed ESD items should also be completed prior to inclusion in the 15% design.

234



F-2

Water

One objective of the development is to reduce the water consumption of the site and includes a variety of techniques such as use of synthetics surfaces, hydro zoning and water recycling. During the detailed design water saving technology should be investigated and if viable incorporated into the building’s design. Water connection is required for the building.

Power

During detailed design the consultant will be required to work with Western Power to upgrade the system to allow for the requested amperage.

Maintenance

Maintenance is an essential operational function which needs to be considered in any facility planning. Maintenance requirements should be in line with the existing standards and procedures. Particular items requiring consideration are access for maintenance vehicles and removal of bins due to the limited space for vehicles. Design should consider the impacts of on-going maintenance costs and use suitable materials. When exploring alternative technology, the maintenance costs should be highlighted, including savings e.g. lighting savings when using natural light or heating and cooling savings.

Coordination

The building is not a stand-alone facility and is part of the community hub which constitutes a range of community facilities and collocated multi-purpose design. It is imperative that any works for the building do not impact on the proposed site due to the nature of the project.

235



Appendix GProject Option Concept

Design

236



G-1

Appendix G Project Option Concept Design Figure 39 Concept Plan Option 2 (Preferred) Harold Rossiter

237



G-2

Figure 40 Concept design for proposed sports pavilion

238



Appendix H

Costings & Financial Projections

239



H-1

Appendix H Indicative Probable Costs Order of Capital Costs

Project Option 1

Harold Rossiter Synthetic Hockey Facility

Order of Cost Estimates Qty Unit Rate Total ($)

Mar-17

COST SUMMARY

Building WorksSite Works and External Services 1,738,781.72$

Net Project Cost 1,738,781.72$

Design Contingency (10%) 10% 173,878.17$ Construction Contingency (10%) 10% 191,265.99$ Planning Contingency (2.5%) 0%Building Act Compliance (0.32%) 0%Loose Furniture, Equipment, Computer and IT (5%) 0%Professional Fees & Disbursements 10% 475,018.67$ Public Art 0%

TOTAL COST 2,578,944.55$

Exclusions

> Bore for irrigation> Service infrastructure other than connection to existing> Road and footpath infrastructure other than to new pitch> Subsoil drianage> ESD Allowance> Client Contingency, Relocation Costs and Disbursements> Buy Local> GST

External Works

Site Preparation 312,935.00$ Synthetic pitch (incl. pitch, shock pad, sub base & drainage) 3,080 185 569,800.00$ Boundary Walls and Fences 28,276.00$ Grass Playing fields 86,273.00$ Landscaping & line marking 364 69.73 25,381.72$ Carparking 668 m2 87 58,116.00$

Sub total 1,080,781.72$

External Services

Services, headwork and connection allowance 435,000.00$ Floodlighting (4 new poles, upgrade existing & service upgrade) 223,000.00$

Sub total 658,000.00$

240



H-2

Project Option 2

Harold Rossiter Synthetic Hockey Facility

Order of Cost Estimates Qty Unit Rate Total ($)

COST SUMMARY

Building Works 2,178,360.00$ Site Works and External Services 1,961,781.72$

Net Project Cost 4,140,141.72$

Design Contingency (10%) 10% 414,014.17$ Construction Contingency (10%) 10% 455,415.59$ Planning Contingency (2.5%) 0%Building Act Compliance (0.32%) 0%Loose Furniture, Equipment, Computer and IT (5%) 0%Professional Fees & Disbursements 10% 475,018.67$ Public Art 0%

TOTAL COST 5,484,590.15$

Exclusions

> Bore for irrigation> Service infrastructure other than connection to existing> Road and footpath infrastructure other than to new pitch> Subsoil drianage> ESD Allowance> Client Contingency, Relocation Costs and Disbursements> Buy Local> GST

Building Works

New building 1,080 m2 2,017 2,178,360.00$ Sub total 2,178,360.00$

External Works

Site Preparation 312,935.00$ Synthetic pitch (incl. pitch, shock pad, sub base & drainage) 3,080 185 569,800.00$ Boundary Walls and Fences 28,276.00$ Grass Playing fields 86,273.00$ Landscaping & line marking 364 69.73 25,381.72$ Carparking 668 m2 87 58,116.00$

Sub total 1,080,781.72$

External Services

Services, headwork and connection allowance 435,000.00$ Floodlighting (8 new poles, upgrade existing & service upgrade) 446,000.00$

Sub total 881,000.00$

241



H-3

General Financial Projections

It is assumed:

The facility will gradually increase capacity as the synthetic new turf becomes established and thegrowth in community access expands, a low level incremental growth is anticipated over thecourse of the first 5 years.

The synthetic turf will operate at a minimum of 45% capacity and up to 90% capacity under thevarious growth scenarios identified.

The facility will be managed through an alliance with the TVPXHC and TOVP. A full time paidmember of staff is allowed for with extensive experience in facility management.

Financial projections exclude loan servicing and depreciation costs. An assessment is made onthe ongoing operational costs of operating the clubroom and synthetic turf in accordance withHockey WA advice.

Cash flow projections allow for a 2.5% inflation increase per annum.

Pricing and fee assumptions

It is assumed:

Usage is based on current use and projected demand identified by anticipated growth.

Operating income will achieve growth of approximately 5% per annum, as the facility usagedevelops, following the redevelopment of the sports pavilion.

Facility hire income is purely related to nominal ongoing not-for-profit and community use of thefacility for a variety of functions and events.

The first year of operation the financial rental returns will be 75% of anticipated full operationalrental returns and thereafter will increase by 5% until year 6 when it will be fully operational andthereafter increase by 2.5% annually.

Synthetic turf usage is based on Hockey WA projected synthetic turf use for a single club operation from April to September: .

Training - Mon-Friday (3pm to 5pm) Half field $188

Training - Mon, Tue, Wed, Thur (5pm to 7pm) Half field $320

Training - Mon, Tue, Thur (5pm to 10:00pm) Half field $320

Competition - Wed (7pm to 10pm) (2 matches) $280

Competition - Fri (5:30pm to 10pm) (3 matches) $171

Competition - Sat / Sun (8am to 12:30) (3matches per day) $171

Competition - Sat / Sun (12:30 pm to 9:30pm) (6 matches per day) $280

These figures are based on current day assumptions and are projected to 2018.

For October to March the following is assumed:

Competition - Mon, Tue, Wed, Thur (7pm to 10pm) $244

242



H-4

Expenditure Assumptions

The facility will generate income from the hire of the facility for key user groups/tenants. Thecosts associated with facilitating this will accordingly increase. It is predicted however that overtime in all scenarios that any deficit will progressively decrease and possible viability increase.This will be reliant on the level of activities/growth and arrangements of ongoing pathwayprograms within VPXHC.

Maintenance and equipment replacement costs will be controlled in line with expenditure levels inthe Financial Model. It is assumed that:

- Capital expenditure for the synthetic turf development (including three grass playing fields will be $117,780 based on HWA benchmarking (base cost of facility development at Harold Rossiter plus contingency plus lifecycle cost averaged over the lifecycle period).

- Capital expenditure for the ancillary supporting infrastructure will be at $120,230 based on HWA benchmarking (base cost of facility development at Harold Rossiter plus contingency plus lifecycle cost averaged over the lifecycle period).

Wage rates are modelled on current known benchmarks (1% increase of cost above inflationannually).

Gas and electricity expenditure are estimated at current day levels commensurate with advicefrom Hockey WA.

Additional start- up costs has not been included in the analysis (this may be as much as 0.5% to1% of capital build).

Financial Projections

Three series of high level financial projects have been undertaken. All are based on the advice provided by Hockey WA in respect of likely throughput on a fully operational synthetic turf. The optimistic scenario is based on a high level of usage. All scenarios incorporate a gradual rise in usage over a 10 year period and incorporate an annual cost associated with the management and replacement of capital infrastructure.

A summary of the outputs is contained within the figures below.

243



H-5

Figure 41 Optimistic scenarios for the operation and development of turf and associated infrastructure at Harold Rossiter Reserve

VPXHC Optimistic Scenario

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

0.75 0.8 0.85 0.9 0.95 1 1.025 1.05 1.075 1.1Revenue

Membership 162,298.00$ 171,046.00$ 179,796.00$ 188,546.00$ 197,296.00$ 206,046.00$ 208,157.97$ 210,343.63$ 212,604.82$ 214,943.48$ Bar and food revenue 56,250.00$ 60,000.00$ 63,750.00$ 67,500.00$ 71,250.00$ 71,500.00$ 76,875.00$ 78,750.00$ 80,625.00$ 82,500.00$ Hire fees (competition & training) 288,752.00$ 308,002.00$ 327,525.00$ 346,502.00$ 365,752.00$ 385,002.00$ 394,627.00$ 404,252.00$ 413,878.00$ 423,500.00$ Grants, sponsorship and fundraising 22,500.00$ 24,000.00$ 25,500.00$ 27,000.00$ 28,500.00$ 30,000.00$ 30,750.00$ 31,500.00$ 32,250.00$ 33,000.00$ Function 9,000.00$ 9,600.00$ 10,200.00$ 10,800.00$ 11,400.00$ 12,000.00$ 12,300.00$ 12,600.00$ 12,900.00$ 13,200.00$ School hire fees 37,500.00$ 40,000.00$ 42,500.00$ 45,000.00$ 47,500.00$ 51,250.00$ 51,250.00$ 52,500.00$ 53,750.00$ 55,000.00$ Uniform and merchandise 3,750.00$ 4,000.00$ 4,250.00$ 4,500.00$ 4,750.00$ 5,125.00$ 5,125.00$ 5,250.00$ 5,375.00$ 5,500.00$ Other income 3,750.00$ 4,000.00$ 4,250.00$ 4,500.00$ 4,750.00$ 5,125.00$ 5,125.00$ 5,250.00$ 5,375.00$ 5,500.00$ TOTAL INCOME 583,800.00$ 620,648.00$ 657,771.00$ 694,348.00$ 731,198.00$ 766,048.00$ 784,209.97$ 800,445.63$ 816,757.82$ 833,143.48$

Expenses

General

Wages and Salaries 86,700.00$ 89,301.00$ 92,873.00$ 97,517.00$ 103,368.00$ 110,603.00$ 119,452.00$ 130,202.00$ 130,202.00$ 130,202.00$ Facilities Cleaning 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ Insurance 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ Bar and Food 33,750.00$ 35,600.00$ 38,250.00$ 40,500.00$ 42,750.00$ 45,000.00$ 46,125.00$ 47,250.00$ 48,375.00$ 49,500.00$ General Repairs and Maintenance 20,625.00$ 22,000.00$ 23,375.00$ 24,750.00$ 26,125.00$ 27,500.00$ 28,188.00$ 28,875.00$ 29,563.00$ 30,250.00$ Electricity 61,875.00$ 66,000.00$ 70,125.00$ 74,250.00$ 78,375.00$ 82,500.00$ 84,563.00$ 86,625.00$ 88,688.00$ 90,750.00$ Gas 2,475.00$ 2,640.00$ 2,805.00$ 2,970.00$ 3,135.00$ 3,300.00$ 3,383.00$ 3,465.00$ 3,548.00$ 3,630.00$ Water 8,250.00$ 8,800.00$ 9,350.00$ 9,900.00$ 9,500.00$ 10,000.00$ 10,250.00$ 10,500.00$ 10,750.00$ 11,000.00$ Hockey WA 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ Marketing 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ Other expenses 7,500.00$ 8,000.00$ 8,500.00$ 9,000.00$ 9,500.00$ 10,000.00$ 10,250.00$ 10,500.00$ 10,750.00$ 11,000.00$ Replacement Synthetic turf (Annual cost of replacement) $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 Council lease charges (replacement cost of building) 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ TOTAL EXPENSES 547,735.00$ 558,901.00$ 571,838.00$ 585,447.00$ 599,313.00$ 615,463.00$ 628,771.00$ 643,977.00$ 648,436.00$ 652,892.00$

Financial Summary Data Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10

Total Cash Position 36,065.00$ 61,747.00$ 85,933.00$ 108,901.00$ 131,885.00$ 150,585.00$ 155,438.97$ 156,468.63$ 168,321.82$ 180,251.48$ Adjustment for inflation (at 2.5%) 36,966.63$ 63,290.68$ 88,081.33$ 111,623.53$ 135,182.13$ 154,349.63$ 159,324.95$ 160,380.35$ 172,529.87$ 184,757.76$

Assumptions

*turf life span is based on 10 period

This report is a confidential document that has been prepared by AECOM. AECOM has undertaken this analysis in its capacity as advisor in accordance with the scope and subject to the terms associated with AECOM's letter of offer. Readers should note that this report may include implicit projections about the future which by their nature are uncertain and cannot be relied upon, as they are dependent on potential events which have not yet occurred. For these reasons and others, property development is inherently risky and frequently thing do not turn out as planned. In preparing this report , AECOM has replied on information provided by third parties, HWA and VPXHC, along with publicly available information. AECOM has not attempted to verify the accuracy or completeness of the information provided. Neither AECOM not its officer and employees undertakes any responsibility in any way whatsoever to any person or organisation, except ToVP and VPXHC, in respect of information set out in this report, including errors or omissions therein through negligence or otherwise however caused.

244



H-6

Figure 42 Realistic scenarios for the operation and development of turf and associated infrastructure at Harold Rossiter Reserve

VPXHC Realistic Scenario


0.75 0.8 0.85 0.9 0.95 1 1.025 1.05 1.075 1.1Revenue

Membership 142,298.00$ 151,048.00$ 159,798.00$ 169,986.00$ 178,736.00$ 187,486.00$ 196,236.00$ 200,611.00$ 204,986.00$ 209,361.00$ Bar and food revenue 56,250.00$ 60,000.00$ 63,750.00$ 67,500.00$ 71,250.00$ 73,500.00$ 76,875.00$ 78,750.00$ 80,625.00$ 82,500.00$ Hire fees (competition & training) 208,752.00$ 228,002.00$ 247,525.00$ 266,502.00$ 285,752.00$ 305,002.00$ 314,627.00$ 324,252.00$ 333,878.00$ 343,500.00$ Grants, sponsorship and fundraising 22,500.00$ 24,000.00$ 25,500.00$ 27,000.00$ 28,500.00$ 30,000.00$ 30,750.00$ 31,500.00$ 32,250.00$ 33,000.00$ Function 9,000.00$ 9,600.00$ 10,200.00$ 10,800.00$ 11,400.00$ 12,000.00$ 12,300.00$ 12,600.00$ 12,900.00$ 13,200.00$ School hire fees 26,250.00$ 28,000.00$ 29,750.00$ 31,500.00$ 33,500.00$ 35,000.00$ 35,875.00$ 36,750.00$ 37,625.00$ 38,500.00$ Uniform and merchandise 3,750.00$ 4,000.00$ 4,250.00$ 4,500.00$ 4,750.00$ 5,125.00$ 5,125.00$ 5,250.00$ 5,375.00$ 5,500.00$ Other income 3,750.00$ 4,000.00$ 4,250.00$ 4,500.00$ 4,750.00$ 5,125.00$ 5,125.00$ 5,250.00$ 5,375.00$ 5,500.00$

TOTAL INCOME 472,550.00$ 508,650.00$ 545,023.00$ 582,288.00$ 618,638.00$ 653,238.00$ 676,913.00$ 694,963.00$ 713,014.00$ 731,061.00$

Expenses

General

Wages and Salaries 36,700.00$ 39,301.00$ 42,873.00$ 47,517.00$ 53,368.00$ 60,603.00$ 69,452.00$ 80,202.00$ 80,202.00$ 80,202.00$ Facilities Cleaning 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ Insurance 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ Bar and Food 30,750.00$ 31,600.00$ 38,250.00$ 40,500.00$ 42,750.00$ 45,000.00$ 46,125.00$ 47,250.00$ 48,375.00$ 49,500.00$ General Repairs and Maintenance 20,625.00$ 22,000.00$ 23,375.00$ 24,750.00$ 26,125.00$ 27,500.00$ 28,188.00$ 28,875.00$ 29,563.00$ 30,250.00$ Electricity 41,875.00$ 46,000.00$ 50,125.00$ 54,250.00$ 58,375.00$ 62,500.00$ 64,563.00$ 66,625.00$ 68,688.00$ 70,750.00$ Gas 8,250.00$ 8,800.00$ 9,350.00$ 9,900.00$ 9,500.00$ 10,000.00$ 10,250.00$ 10,500.00$ 10,750.00$ 11,000.00$ Water 8,250.00$ 8,800.00$ 9,350.00$ 9,900.00$ 9,500.00$ 10,000.00$ 10,250.00$ 10,500.00$ 10,750.00$ 11,000.00$ Hockey WA 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ 61,000.00$ Marketing 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ Other expenses 7,500.00$ 8,000.00$ 8,500.00$ 9,000.00$ 9,500.00$ 10,000.00$ 10,250.00$ 10,500.00$ 10,750.00$ 11,000.00$

Replacement Synthetic turf (Annual cost of replacement) $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 $ 117,780.00 Building (Annual cost of replacement) 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ TOTAL EXPENSES 480,510.00$ 491,061.00$ 508,383.00$ 522,377.00$ 535,678.00$ 552,163.00$ 565,638.00$ 581,012.00$ 585,638.00$ 590,262.00$


Total Cash Position 7,960.00-$ 17,589.00$ 36,640.00$ 59,911.00$ 82,960.00$ 101,075.00$ 111,275.00$ 113,951.00$ 127,376.00$ 140,799.00$ Adjustment for inflation (at 2.5%) 8,159.00-$ 18,028.73$ 37,556.00$ 61,408.78$ 85,034.00$ 103,601.88$ 114,056.88$ 116,799.78$ 130,560.40$ 144,318.98$

Assumptions



245



H-7

Figure 43 Underperforming scenarios for the operation and development of turf and associated infrastructure at Harold Rossiter Reserve

VPXHC Underperforming Scenario


0.75 0.8 0.85 0.9 0.95 1 1.025 1.05 1.075 1.1Revenue

Membership 131,250.00$ 140,000.00$ 148,750.00$ 157,500.00$ 166,250.00$ 175,000.00$ 179,375.00$ 183,750.00$ 188,125.00$ 192,500.00$ Bar and food revenue 56,250.00$ 60,000.00$ 63,750.00$ 67,500.00$ 71,250.00$ 75,000.00$ 76,875.00$ 78,750.00$ 80,625.00$ 82,500.00$ Hire fees (competition & training) 178,752.00$ 198,002.00$ 217,525.00$ 236,502.00$ 255,752.00$ 275,002.00$ 284,627.00$ 294,252.00$ 303,878.00$ 313,500.00$ Grants, sponsorship and fundraising 22,500.00$ 24,000.00$ 25,500.00$ 27,000.00$ 28,500.00$ 30,000.00$ 30,750.00$ 31,500.00$ 32,250.00$ 33,000.00$ Function 9,000.00$ 9,600.00$ 10,200.00$ 10,800.00$ 11,400.00$ 12,000.00$ 12,300.00$ 12,600.00$ 12,900.00$ 13,200.00$ School hire fees 26,250.00$ 28,000.00$ 29,750.00$ 31,500.00$ 33,500.00$ 35,000.00$ 35,875.00$ 36,750.00$ 37,625.00$ 38,500.00$ Uniform and merchandise 3,750.00$ 4,000.00$ 4,250.00$ 4,500.00$ 4,750.00$ 5,125.00$ 5,125.00$ 5,250.00$ 5,375.00$ 5,500.00$ Other income 3,750.00$ 4,000.00$ 4,250.00$ 4,500.00$ 4,750.00$ 5,125.00$ 5,125.00$ 5,250.00$ 5,375.00$ 5,500.00$

TOTAL INCOME 431,502.00$ 467,602.00$ 503,975.00$ 539,802.00$ 576,152.00$ 612,252.00$ 630,052.00$ 648,102.00$ 666,153.00$ 684,200.00$

Expenses

General

Wages and Salaries 56,700.00$ 59,301.00$ 62,873.00$ 67,517.00$ 73,368.00$ 80,603.00$ 89,452.00$ 100,202.00$ 100,202.00$ 100,202.00$ Facilities Cleaning 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ 13,200.00$ Insurance 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ 9,350.00$ Bar and Food 30,750.00$ 31,600.00$ 38,250.00$ 40,500.00$ 42,750.00$ 45,000.00$ 46,125.00$ 47,250.00$ 48,375.00$ 49,500.00$ General Repairs and Maintenance 20,625.00$ 22,000.00$ 23,375.00$ 24,750.00$ 26,125.00$ 27,500.00$ 28,188.00$ 28,875.00$ 29,563.00$ 30,250.00$ Electricity 61,875.00$ 66,000.00$ 70,125.00$ 74,250.00$ 78,375.00$ 82,500.00$ 84,563.00$ 86,625.00$ 88,688.00$ 90,750.00$ Gas 8,250.00$ 8,800.00$ 9,350.00$ 9,900.00$ 9,500.00$ 10,000.00$ 10,250.00$ 10,500.00$ 10,750.00$ 11,000.00$ Water 8,250.00$ 8,800.00$ 9,350.00$ 9,900.00$ 9,500.00$ 10,000.00$ 10,250.00$ 10,500.00$ 10,750.00$ 11,000.00$ Hockey WA 59,000.00$ 59,000.00$ 59,000.00$ 59,000.00$ 59,000.00$ 59,000.00$ 59,000.00$ 59,000.00$ 59,000.00$ 59,000.00$ Marketing 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ 5,000.00$ Other expenses 7,500.00$ 8,000.00$ 8,500.00$ 9,000.00$ 9,500.00$ 10,000.00$ 10,250.00$ 10,500.00$ 10,750.00$ 11,000.00$ Replacement Synthetic turf (Annual cost of replacement) $ 117,000.00 $ 117,000.00 $ 117,000.00 $ 117,000.00 $ 117,000.00 $ 117,000.00 $ 117,000.00 $ 117,000.00 $ 117,000.00 $ 117,000.00 Building (Annual cost of replacement) 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ 120,230.00$ TOTAL EXPENSES 517,730.00$ 528,281.00$ 545,603.00$ 559,597.00$ 572,898.00$ 589,383.00$ 602,858.00$ 618,232.00$ 622,858.00$ 627,482.00$

280,500.00$ 291,051.00$ 308,373.00$ 322,367.00$ 335,668.00$ 352,153.00$ 365,628.00$ 381,002.00$ 385,628.00$ 390,252.00$


Total Cash Position 86,228.00-$ 60,679.00-$ 41,628.00-$ 19,795.00-$ 3,254.00$ 22,869.00$ 27,194.00$ 29,870.00$ 43,295.00$ 56,718.00$ Adjustment for inflation (at 2.5%) 88,383.70-$ 62,195.98-$ 42,668.70-$ 20,289.88-$ 3,335.35$ 23,440.73$ 27,873.85$ 30,616.75$ 44,377.38$ 58,135.95$

Assumptions



246



H-8

There are wide variations between the financial models which largely relate to the utilisation and ability to generate income on the synthetic turf facility. The optimistic scenario anticipates the VPXHC is fully operational and maximising the potential income from the hire of the turf infrastructure. As previously referenced, each model anticipates a gradual rise from a 75% capacity from year one.

The optimistic model assumes a high level of synthetic turf usage commensurate with the advice received from Hockey WA. In addition, a nominal school hire fee will be charged and received. Membership subscriptions are rounded up to reflect current membership fees across a range of ages and synthetic turf users. This model indicates an ongoing operational surplus.

The realistic model assumes a lower level of turf use, the maintenance of membership subscriptions and a lower non club hire contribution. The realistic model indicates a surplus in year 2.

The underperforming scenario assumes the lowest level of turf use (45%), lower membership levels and no contribution from non-club hire. This model indicates that the facility would operate at a considerable deficit and serves to prove the importance of developing effective partnerships in delivering a fully functioning and viable synthetic turf at Harold Rossiter.

247

15.3 synthetic turf hockey facility business...

Documents