RSH BUSINESS CASE as at 5 December 2017...Dec 05, 2017 · • DOC/ 15/100712 – Detailed Concept...

Mount Barker Regional Sports Hub

Business Case

as at 5 December 2017

DOC/17/125371

Version: 1.0

Drafts at DOC/17/96468

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Contents

1. Introduction ....................................................................................................................................... 4

Background ............................................................................................................................................ 4

The Project ............................................................................................................................................. 4

Business Case Objectives ....................................................................................................................... 8

Methodology .......................................................................................................................................... 8

2. Strategic Context .............................................................................................................................. 11

Mount Barker 2035 District Strategic Plan .......................................................................................... 11

SA Strategic Plan 2011 ......................................................................................................................... 14

Australian Government Principles and Outcomes ............................................................................... 15

Mount Barker District Council Development Plan ............................................................................... 16

1.1 Mount Barker District Council Development Plan ................................................................... 16

1.2 Council Wide Provision ............................................................................................................ 16

1.3 Specific Zone Requirements .................................................................................................... 17

1.4 Approving Authority ................................................................................................................ 18

3. Community Profile ........................................................................................................................... 18

4. Demand for Sports Facilities ............................................................................................................ 21

Needs Analysis ..................................................................................................................................... 21

Australian Rules Football ................................................................................................................ 23

Cricket .............................................................................................................................................. 23

Netball ............................................................................................................................................. 23

Soccer .............................................................................................................................................. 24

Tennis .............................................................................................................................................. 24

AusPlay Participation Data ............................................................................................................. 25

Community Consultation ..................................................................................................................... 27

5. Project Cost and Budget .................................................................................................................. 28

Project Cost .......................................................................................................................................... 28

Project Stages ...................................................................................................................................... 28

Management Model ............................................................................................................................ 29

Full-life Cost ......................................................................................................................................... 29

Assumptions ......................................................................................................................................... 29

Exclusions ............................................................................................................................................. 31

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Project Funding .................................................................................................................................... 31

Project Budget ..................................................................................................................................... 33

6. Community Benefit .......................................................................................................................... 33

Economic Benefit ................................................................................................................................. 33

Wellbeing Benefit ................................................................................................................................ 34

7. Opportunity Risk Management ....................................................................................................... 35

8. Conclusion ........................................................................................................................................ 37

9. Appendices and Attachments .......................................................................................................... 37

Appendix A - Annual depreciation and maintenance costs ............................................................. 38

Appendix B - Useful life and maintenance cost allocations ............................................................. 40

Appendix C - Project Financials - 10 year forecast ........................................................................... 42

Attachment A - District Council of Mount Barker Open Space, Recreation and Public Realm

Strategy – Background Report March 2013..................................................................................... 44

Attachment B – Australian Rules Football Participation & Ground Forecasts – Mount Barker

District Council ................................................................................................................................. 56

Attachment C – Mount Barker District Council Economic Impact Models ...................................... 57

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1. Introduction This section provides an introduction to the project including background, study objectives and

methodology used to prepare the business case. The remaining sections collectively address the

business case elements of context, community profile, demand, cost, benefit and opportunity risk

management.

Background

Mount Barker District Council has determined to pursue the construction of a Regional Hub

including sports and other associated community and commercial infrastructure on Council owned

land (38 hectares) bordered by Bald Hills Road and Springs Road. The land was acquired as part of a

strategic land purchase for these purposes in 2009.

In December 2010 the State Government rezoned a large amount of land within the Council area

(particularly in Mount Barker and Nairne townships) to accommodate state population growth.

Mount Barker is forecast to grow by 64% over the next 20 years from a current population at the

2016 census of 33,810 to 55,416 by 20361. Mount Barker will become the second largest city in the

State after Adelaide.

This dramatic change requires Council to plan strategically and to think regionally in its

development of community facilities and services such as the development of the Regional Hub.

The Project

The Regional Sports Hub facilities are to cater for resident and visitor populations in the Mount

Barker / Adelaide Hills region sporting associations as well as country, state and national sporting

competitions in the following sports:

• Australian Rules Football

• Cricket

• Football (soccer)

• Netball

• Tennis

All of these sports are in the top 10 most popular organised sports.2

The playing and associated amenity are to be developed at a regional/premier standard for each

code including unisex amenity which accommodates both male /female sporting participation.

1 .id District Counci of Mount Barker Community Profile and Population Forecast data; http://profile.id.com.au/mount-barker,

accessed 22 September 2017. 2 AusPlay survey results January 2016 - December 2016 – SA Data Tables 26 April 2017

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Furthermore, as a Regional Sports Hub within the Mount Barker Regional Hub, the facilities are to be

developed as a place for people encouraging intergenerational active and passive community

participation within the precinct. In the longer-term the Regional Hub is to be connected via three

road access points (Springs Rd to the East, Bald Hills Rd through the Regional Hub precinct [to be

constructed] to the North, and Heysen Boulevard [to be constructed] to the South) and connected to

the Laratinga Wetlands Walking Trail which connects to the Town Centre.

Mount Barker Regional Sports Hub Project Location

Delivery of the infrastructure is to be staged to meet population and sporting growth and to stagger

the cost impact on the local community.

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Mount Barker Regional Sports Hub Concept Plan 2015

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Mount Barker Regional Sports Hub Alternate staging/site layout Concept Plan May 2017

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The Mount Barker District Council will own the Regional Sports Hub facilities on behalf of the

community and will need to establish a governance/management model to:

1. Maximise participation in sport and recreation at the RSH

2. Optimise the user experience

3. Minimise maintenance costs

4. Maximise equitable hire revenue (user pay contributions are appropriate and

fairly/consistently applied)

5. Efficiently and fairly facilitate club income generation opportunities

Business Case Objectives

The objectives of the Business Case for the Regional Sports Hub are to:

1. Articulate the requirements of the proposed Regional Sports Hub facilities within the Mount

Barker District Council and community of interest.

2. Assess the full-life-cost implications of the proposed facilities including annual operating

costs.

3. Meet the Local Government Act of South Australia 1999 section 48 prudential review criteria.

Methodology

The preparation of the business case has been undertaken by the Project Leader, Regional Hub

Delivery using the following methodology.

Project documentation review including:

• District Council of Mount Barker Open Space, Recreation and Public Realm Strategy –

March 2013

• DOC/14/080083 Project Charter – Mount Barker Regional Level Sport and Active

Recreation Precinct (Bald Hills Road) – Facility Concept Design & Stage Development -

2014

• DOC/ 15/100712 – Detailed Concept Design Summary Report – 2015

• Long Term Financial Plan 2017-2027

• Mount Barker 2035 District Strategic Plan (p.25)

• DOC/17/82317 Project Charter – Regional Hub Delivery Stage 1 - 2017

o Project Timeline

o Project Governance Framework

o Project Community Engagement Plan and Communications Plan

o Project Risk Management Plan and Risk Register

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Key stakeholder meetings, discussion and engagement including:

• Chief Executive Officer and Deputy Chief Executive Officer / General Manager

Infrastructure & Projects 15 August 2017

• Mid-Hills Netball Association – Secretary/Manager – 23 August 2017

• Tennis SA – Manager -Participation & Place to Play Manager – 23/24 August 2017

• Australian Football League (AFL), South Australian National Football League (SANFL), Hills

Football League, Mount Barker Football Club and Mount Barker District Council (MBDC)

representatives 30 August 2017

• AFL, SANFL, Cricket Australia (CA), South Australian Cricket Association (SACA) and MBDC

representatives 30 August 2017

• Football Federation South Australia and MBDC representatives 30 August 2017

• CA and SACA and MBDC representatives 8 September 2017

• SACA and MBDC representatives 12 September 2017

Review of population / participation analysis, forecast, trends and needs analysis.

• .id population forecasts

• DOC/ 15/100712 – Detailed Concept Design Summary Report – 2015

• District Council of Mount Barker Open Space, Recreation and Public Realm Strategy –

Background Report March 2013

• Australian Sports Commission AusPlay Participation data for the sport sector - Summary

of key national findings October 2015-Sep 2016 - Released 21 December 2016

o AusPlay SA Data Tables 26 April 2017

Project delivery implementation plan and proposed funding review including:

• Government grant funding

• Peak sporting body funding

• Council funding

• User funding

Concept plan review including:

• community engagement

• site assessment

• concept plan cost estimate June 2015

• cost estimate review September 2017

• full-life-cycle cost modelling

• project construction proposed stages

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Mount Barker District Council

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2. Strategic Context

Mount Barker 2035 District Strategic Plan

The Mount Barker District Council area is located between 20 and 45 kilometres south-east of

Adelaide and covers 595km2.3

The Council is surrounded by the following councils: Adelaide Hills Council, Mid Murray Council,

Rural City of Murray Bridge, Alexandrina Council and City of Onkaparinga.

Mount Barker is the regional centre with shopping, goods and services including a range of

education options available for the regional community of interest.

The Mount Barker District is on the cusp of significant change. Population growth over the next 20

years will see the town of Mount Barker expand into a small city, the second biggest in South

Australia behind the City of Adelaide. By 2035 the population of the district will be more than

50,000.4

The Mount Barker 2035 District Strategic Plan recognises the challenges to ensure the high level of

liveability is maintained and progress is made to ensure the community remains inclusive,

interesting, vibrant and safe.5

Success will be achieved by the commitment and efforts of elected members and council staff and

working with the community, the State and Federal Governments, NGOs and the private sector.

Proof of its success will be judged by all those with a stake in the shared vision for this place.6 The

Mount Barker Regional Sports Hub project is a significant project that will harness the capacity of

inter-governmental and multi-stakeholder partnerships to deliver new sporting infrastructure for

the growing community.

Delivery of the Mount Barker Regional Sports Hub is a key project that is envisaged within the Mount

Barker 2035 District Strategic Plan and is strongly aligned with delivery of the Community

Wellbeing Objective and supports the Economic Prosperity Objective outlined below.

3 http://profile.id.com.au/mount-barker 4 Mount Barker 2035 District Strategic Plan p. 4. hhttp://www.mountbarker.sa.gov.au/contentFile.aspx?filename=Mount

Barker 2035 District Strategic Plan Final.pdf 5 Ibid. 6 Ibid.

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Objective 1. Community Wellbeing (CW)

Desired outcome: Community spirit is strong, sustained and inclusive. Our people live in

safe and friendly towns and neighbourhoods where wellbeing is paramount. The District has

high quality facilities that enable healthy activity and a thriving sporting, art and cultural

scene. It encourages and supports individuals, local organisations and community groups in

their endeavours and celebrates their achievements.

Key message: Providing additional community, recreational and sporting facilities needs to

be at the forefront of future planning for the District. Like health and community services,

providing new and upgraded facilities is important in ensuring that existing shortfalls, as well

as new demands, are met.

High priorities include: Significantly advance the establishment of new sport and recreation

facilities and aquatic centre.

CW Objective 5. Recreation and physical activity development

For the community to have access to sport recreation and leisure opportunities

Strategies include:

• CW 5.1 Promote and support recreation and sport

• CW 5.2 Provide facilities and space that encourages physical activity

Indicators include:

• Crime rates (Council influence low)

• Community sense of safety (Council influence moderate)

• Event participation numbers (Council influence high)

• Opportunities to participate in art, cultural and sporting activities (Council influence

high)

• Volunteer numbers (Council influence high)

• Obesity levels (Council influence low)

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Objective 2. Economic Prosperity (EP)

Desired Outcome: A clean and thriving economy in an attractive and vibrant hills setting

offering employment, investment and business opportunities.

Key message: In planning for the future, while population growth is likely to have a

positive impact on the local economy, there will be a need to generate new sustainable

local jobs to maintain the current level of ‘employment containment’. Timely provision of

infrastructure and services is also important in ensuring that the full economic benefits of

population growth can be realised.

High priorities include: Use recycled water as a catalyst for economic development

opportunities

EP Objective 1: Employment Growth

To be an active and enthusiastic partner with government and the private sector driving

regional investment and employment growth.

Strategies include:

• EP 1.2 Foster strategic regional partnerships

• EP 1.3 Collaborate on new infrastructure investment to underpin economic

development

EP Objective 4: The District as a destination

To become a sought after destination with tourism opportunities and activities that attract

visitors and provides high amenity and leisure opportunities for all.

Strategies include:

• EP 4.1 Actively promote and sponsor significant events and activities

Indicators include:

• Employment, e.g. number of people employed locally, youth unemployment rate

(Council influence moderate)

• Number of visitors to the district (Council influence moderate)

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SA Strategic Plan 2011

The Mount Barker Regional Sports Hub project will increase the community’s access to sporting

facilities and encourage walking and cycling to the hub by connecting the site to the Mount Barker

linear trail, thereby supporting one of the State Government’s seven strategic priorities: Safe

Communities, healthy neighbourhoods.7

In September 2014 the Government of South Australia partnered with Mount Barker District Council

to prepare the Mount Barker, Littlehampton and Nairne Strategic Infrastructure Plan8 which

acknowledges:

Sustained population growth has led to increased demand on existing open

space and for the provision of quality and accessible open space for recreation.9

The Project will have a positive economic impact generating jobs through construction and ongoing

from the growth in sports participation. Section 6 of the Business Case further details the economic

and wellbeing impact of the Project.

The Project is aligned with the SA Strategic Plan 201110 as follows: Vision: Our Communities are vibrant places to live, work, play and visit

Goal: We are committed to our towns and cities being well designed, generating great experiences and a sense of belonging.

Target 1: Urban spaces Increase the use of public spaces by the community

Goal: New developments are people friendly, with open spaces and parks connected by public transport and bikeways.

Target 2: Cycling Double the number of people cycling in South Australia by 2020

Goal: People in our community support and care for each other, especially in times of need.

Target 23: Social participation Increase the proportion of South Australians participating in social, community and economic activities by 2020

Vision: We have a skilled and sustainable workforce

Goal: All South Australians have job opportunities.

Target 47: Jobs Increase employment by 2% each year from 2010 to 2016

Vision: We are active in looking after our health

7 Government of South Australia, Seven Strategic Priorities, http://www.priorities.sa.gov.au/home 8 Government of South Australia, Department of Planning, Transport and Infrastructure and District Council of

Mount Barker, September 2014, Mount Barker, Littlehmapton and Nairne Strategic Infrastructure Plan. 9 ibid, p. 60. 10 SA Strategic Plan 2011, http://saplan.org.au/pages/download-the-plan

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Goal: We are physically active.

Target 83: Sport and recreation Increase the proportion of South Australians participating in sport or physical recreation at least once per week to 50% by 2020

Australian Government Principles and Outcomes

The Mount Barker Regional Sports Hub supports the Federal Government’s National Sport and

Active Recreation Framework11 which requires all governments to play their part to progress

priorities under the Framework in line with its principles. It also meets the Federal Government’s

expectations of local government.12

The Regional Sports Hub particularly:

- supports the following 3 of 7 principles:

Fostering a federal, state/territory partnership with a shared approach to investment, responsibility and accountability.

Retaining flexibility to respond to localised needs and environments.

Respecting that each national sport and active recreation organisation has the primary responsibility for the determination of the direction and plans for their sport or active recreation.

- supports all 8 Federal expectations of local government:

Facilitating a strategic approach to the provision of sporting and active recreation infrastructure including open space, and other needs.

Establishing local management and access policies to sport and recreation facilities.

Supporting and coordinating local and regional service providers (venues and programs).

Liaising and partnering with state and territory governments on targeted program delivery.

Supporting and partnering with non-government organisations that enable sport and active recreation participation.

Incorporating sport and recreation development and participation opportunities in Council plans.

Collaborating, engaging and partnering across government departments on shared policy agendas.

Investment in sport and active recreation infrastructure.

The Australian Government has established the Community Development Grants Programme to

support needed infrastructure that promotes stable, secure and viable local and regional

economies.13 This Business Case demonstrates that the Mount Barker Regional Sports Hub aligns

with the programme outcomes:

11 Australian Government, National Sport and Active Recreation Policy Framework, agreed 10 June 2011, p. 8. 12 ibid, p. 13. 13 Australian Government, Department of Infrastructure and Regional Development, Community Development Grants

Programme Guidelines, p. 5.

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Programme Outcomes The Outcome of the Community Development Grants Programme is to construct and upgrade

facilities to provide long term improvements in social and economic viability of local communities.

Mount Barker District Council Development Plan

The Regional Sports Hub Project aligns with the Mount Barker District Council Development Plan as

follows:

1.1 Mount Barker District Council Development Plan

1.1.1 The Regional Sports Hub is located within the Mount Barker District Council.

1.1.2 Development in Mount Barker is governed by the Development Plan – Mount Barker District Council, pursuant to Section 33 of the Development Act 1993. The Development Plan is a tool which assists to guide and facilitate appropriate development.

1.1.3 The latest consolidated version of the Mount Barker Council Development Plan is dated 8 August, 2017, any Development Application for the Project would be assessed against the relevant consolidated version applying at the time of lodgement.

1.1.1 The Development Plan covers matters including envisaged land uses, building and land appearance and neighbourhood character, land division, building siting and setbacks and environmental guidelines.

1.1.2 The Development Plan is arranged with the General Section first, followed by more specific Zone and Policy Areas.

1.2 Council Wide Provision

1.2.1 The General Section of the Plan has the following relevant Objectives and Principles relative to the Regional Hub Development

Community Facilities

Objective 1: Location of community facilities including social, health, welfare, education and recreation facilities where they are conveniently accessible to the population they serve.

PDC 1: Community facilities should be sited and developed to be accessible by pedestrians, cyclists and public and community transport.

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PDC 2: Community facilities should be integrated in their design to promote efficient land use

PDC 3: Design of community facilities should encourage flexible and adaptable use of open space and facilities for a range of uses over time.

Open Space and Recreation

Objective 1: The creation of a network of linked parks, reserves and recreation areas at regional and local levels

PDC 2: Public open space and recreation areas should be of a size, dimension and location that:

(a) facilitate a range of formal and informal recreation activities

(b) provide for the movement of pedestrians and cyclists

(c) incorporate existing vegetation and natural features, watercourses, wildlife habitat and other sites of natural or cultural value

(d) link habitats, wildlife corridors, public open spaces and existing recreation facilities

(e) enable effective stormwater management

(f) provides for the planting and retention of large trees and vegetation

In addition to the Community Facilities an Open Space and Recreation Objectives and Principles, there are others relating to transport & access, crime prevention, design and appearance, energy efficiency and significant trees which are within the General Section of the Plan and that are relevant to the assessment of a regional sporting facility.

1.3 Specific Zone Requirements

1.3.1 The Regional Sporting Hub is to be located on part of a 38HA piece of Council-owned land, with road frontage to Springs Road, comprised in CT Volume 6037 Folio 785 and is located in the Residential Neighbourhood Zone (RN).

1.3.2 The following Objective summaries the diversity of land uses envisaged within the RN Zone:

(a) Objective 1: A predominantly residential area that comprises a range of dwelling types together with local and neighbourhood centres that provide a range of shopping, community, business, and recreation facilities for the surrounding neighbourhood.

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1.3.3 The RN Zone identifies recreation areas as an envisaged land use.

1.4 Approving Authority

1.4.1 Mount Barker District Council is of the opinion that it will be the Relevant Authority for determining a Development Application for a regional sporting hub in accordance with the Development Act.

3. Community Profile

The population as at the 2016 census was 33,810 and is forecast to be 33,915 in 2017 and to grow by

another 63.4% in the next 20 years to 55,416 by 2036.

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Sporting facilities play an important role in the wellbeing of the community. They offer

intergenerational activities and different roles for members of the community throughout most of

their life. In addition to organised sport participation 20% of the adult population (15 y.o. and older)

participate in non-playing roles associated with organised sport.14

The growth in the age demographics for the Mount Barker District Council show the majority of the

population will require access to sporting and associated facilities.

Furthermore, the population catchment for the Mount Barker Regional Sports Hub extends beyond

the Council boundaries.

14 AusPlay survey results January 2016 - December 2016 – SA Data Tables 26 April 2017.

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The current clubs involved in regional competitions gives an indication of the catchment anticipated

to use the Regional Sports Hub facilities:

Australian Rules

Football

Cricket Football Netball* Tennis

Hills Football

League

Alexandrina &

Eastern Hills Cricket

Association;

Hills Cricket Assoc.;

SACA – MILO

In2Cricekt, MILO T20

Blast, & Strikers

Girls Cricket League;

Statewide National

Championships

Adelaide Hills Junior

Soccer Association;

SA State League

Mid Hills Netball

Association

Hills Tennis

Association

Central Division:Central Division:Central Division:Central Division:

Mount Barker FC

New / second Mount

Barker FC – to be

created

Blackwood FC

Bridgewater FC

Hahndorf FC

Ironbank FC

Lobethal FC

Mount Lofty FC

Onkaparinga Valley FC

Torrens Valley FC

Uraidla Districts FC

Country Division:Country Division:Country Division:Country Division:

Birdwood FC

Callington United

Eagles FC

Echunga FC

Gumeracha FC

Kangarilla FC

Kersbrook FC

Macclesfield FC

Meadows FC

Nairne Bremer United

FC

Sedan Cambrai FC

AlexandrAlexandrAlexandrAlexandrinininina & Eastern a & Eastern a & Eastern a & Eastern

Hill CAHill CAHill CAHill CA

Ashbourne CC

Bremer / Callington CC

Echunga CC

Finniss CC

Hahndorf CC

Langhorne Creek CC

Lobethal CC

Macclesfield CC

Mount Barker CC

Nairne CC

Strathalbyn CC

Wistow CC

Woodside CC

Hills CA:Hills CA:Hills CA:Hills CA:

Aldgate CC

Basket Range CC

Bridgewater CC

Clapham CC

Eastern Ranges CC

Flagstaff Hill CC

Happy Valley CC

Kangarilla CC

Lobethal CC

Meadows CC

Mt Lofty CC

Mylor CC

Onkaparinga CC

Scott Creek Ironbank

CC

St Catherine’s Primary

School

Stirling CC

Uraidla CC

Woodside CC

Torrens Valley CA:Torrens Valley CA:Torrens Valley CA:Torrens Valley CA:

Birdwood CC

Mount Barker United SC

Bridgewater SC

Hahndorf SC

Mannum SC

Murray Bridge United

SC

Nairne Knights SC

Rangers Junior SC

(Ashton)

Stirling Districts FC

Stirling East SC

Strathalbyn Strikers SC

Torrens Valley SC

Woodside Warriors SC

SA SA SA SA State League:State League:State League:State League:

Adelaide Hills Hawks

Soccer Club

Birdwood NC

Charleston NC

Echunga NC

Gumeracha NC

Kersbrook NC (from

2018)

Hahndorf Lutheran NC

Hahndorf NC

Hills Christian Verdun

NC

Littlehampton NC

Lobethal NC

Lobethal Lutheran NC

Mount Barker Lutheran

NC

Mountt Barker United

NC

Mount Pleasant NC

Nairne Districts NC

Sedan Cambrai NC

Onkaparinga NC

Woodside Warriors NC

Aldgate Sport &

Recreation Club

Bridgewater TC

Crafers TC

Echunga TC

Hahndorf TC

Harrogate (tbc)

Ironbank Cherry

Gardens TC

Littlehampton TC

Lobethal TC

Mount Barker TC

Mylor TC

Nairne TC

Onkaparinga TC

Piccadilly TC

Stirling TC

Summertown TC

Upper Sturt TC

Uraidla TC

Verdun TC

Woodside TC

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Australian Rules

Football

Cricket Football Netball* Tennis

Cambrai CC

Eden Valley CC

Gumeracha CC

Kersbrook CC

Lenswood CC

Mt Pleasant / Springton

CC

Mt Torrens / Charleston

CC

Palmer CC

Paracombe CC

Rose Park CC

* Netball regional hub at Woodside already at capacity and no room for further courts to be constructed.15

4. Demand for Sports Facilities

Needs Analysis

The demand and potential demand for sporting facilities within the Regional Sports Hub was

studied in detail in 2012-13 and the results are articulated in the District Council of Mount Barker

Open Space, Recreation and Public Realm Strategy – Background Report March 2013. Of particular

importance to this Business Case are the following parts of the report:

• Demand findings (extract attached)

• Key supply findings (extract attached)

• Appendix 3 Potential Participation Analysis (copy attached)

15 R. Coates, Email 25 September 2017, Secretary Manager, Mid Hills Netball Association.

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The key data presented in the Open Space and Recreation Strategy as it relates to Australian rules

football, cricket, soccer, netball and tennis are summarised in the following tables.

Sport Potential

Demand in

MBDC

potential

future

population

of 55,000*

Existing

Provision

(Council

owned or

managed)

Potential Future

Gaps in

Provision (noting

some remaining

capacity at

school facilities)

Mount Barker

Regional*

Sports Hub

Regional Sports Hub

Project Notes

*catchment for the RSH

is greater than MBDC

Australian

Rules

Football

14 Ovals # 7 full size

3 junior

5 ovals 2 Ovals Consider second oval with

Artificial Turf providing

equivalent of 3 ovals =

total of 4 ovals capacity16

# SANFL data projects 18-

21 Ovals (not 14) needed

by 2031 – see attachment attachment attachment attachment

BBBB.

Cricket 16 pitches 11 pitches 5 pitches 2 pitches Second oval with Artificial

Turf would assist

transition between ARF to

cricket

Soccer 12 pitches 3 pitches 9 pitches 4 pitches All 4 to be artificial turf

with lights

Netball 22 courts 25 courts** 14 courts17 14 courts ** Some are not in great

condition and not all

meet standard for finals

Tennis 42 61 courts

(with 25

netball

courts

overlaid)

Nil 6 courts As a Regional facility and

due to netball demand,

tennis courts are a

complementary inclusion.

Note also growth in year-

round netball

competitions.

In addition to the above demand analysis there is a recognition that public and private school

sporting facilities can be better utilised in order to help cater for the increased demand. However,

this demand is further increased by the significant recent growth in female participation,

particularly in field sports since the 2012-13 study. 18 The growth in female participation in field

sports has been acknowledged by the State Government through their recent female facilities grant

program. The Mount Barker Regional Sports Hub has successfully attracted a $475,000 female

facilities grant.

16 C. Grice, SANFL, Artificial Turf Business Case, 2017 17 R. Coates, Email 25 September 2017, Secretary Manager, Mid Hills Netball Association. 18 SANFL Facilities Strategy 2017-2022, p. 18.; FFSA Volume 3 Demand for Football Report May 2012 p. 45.

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Australian Rules Football

The SANFL advise that current participation rates are negatively influenced by the standard of the

current Mount Barker Oval and the lack of multiple clubs within the City. They also advise that there

has been an exponential increase in the participation of women (youth and adults) in Australian

Rules Football over the last 2 years. See attachment B for detailed Australian Rules Football

Participation and Ground Forecasts for Mount Barker District Council which models same, medium

and high growth models for the sport over the next 10 years. This modelling predicts a further 4-7

ovals may be required by 2031 in addition to the 2012-13 forecast of 10 additional ovals required (7

full size and 3 junior).

The SANFL is committed to supporting additional clubs, assisted by the development of new

facilities, which will address the latent demand in participation within Mount Barker.

SANFL have indicated their intention to place 2 full-time-equivalent (FTE) regional SANFL staff at the

Hub, likely from 2020.

Cricket

The South Australian Cricket Association advised that there are currently three cricket associations

playing within the region some of whom do not cater for entry level (ages 5-12), junior (ages 10-16)

or women’s cricket. SACA views the Mount Barker Regional Sports Hub development as an

opportunity to broaden the local offerings of the associations and for SACA to host MILO In2Cricket

programs, MILO T20 Blast, Strikers Girls Cricket League, Junior Cricket Formats and Statewide and

National Championships.

SACA have indicated their intention to place 2 to 3 full-time-equivalent (FTE) regional SACA staff at

the Hub, likely from 2020.

Netball

The Mid Hills Netball Association complex at Woodside is the designated Regional Netball Facility in

the Adelaide Hills Council Area. According to the Association approximately half of its clubs are

based in the Mount Barker District Council. The Association advises that its Woodside facilities are

currently at capacity with no room for expansion. There may be latent demand for netball clubs

given the current ‘at capacity’ program. Many old netball courts throughout the district do not meet

the safety standards for ‘run-off’ (distance between court edge and fence) and pose a safety risk

such that competitive sport is not allowed to be played on them. Current participation rates,

combined with growth, create an imminent need for additional netball courts as a stage 2 priority.

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Soccer

In 2012, the Football Federation SA undertook a significant demand study and developed a 3 volume

strategic plan, strategy report and demand for football report. 19 This identified Mount Barker as

one of 10 sites to be developed for soccer at regional level (6 within metropolitan Adelaide and 4

within regional SA). This is supported by the action:

Adopt a general new club establishment benchmark of one club and associated facility for

every 20,000 new residents in the growth areas of Onkapariga, Playford, Marion, Mount

Barker, Barossa and Salisbury.20

FFSA’s Volume 1 Strategic Plan, Volume 2 Strategy Report, and Volume 3 Demand for Football

Report underpin FFSA’s successful application to the State Government for a $2.5million grant to be

invested in the development of 2 soccer pitches and associated amenity facilities subject to

matching Council contribution.

FFSA have indicated their intention to place 2 full-time-equivalent (FTE) regional soccer staff at the

Hub, likely from 2020.

Tennis

Currently there is sufficient supply of tennis courts across the Mount Barker District Council and

region. As a sport traditionally played in a netball, cricket, and Australian rules football precinct,

space for tennis courts, some of which can be overlaid with Netball lines, in a future stage of the

project, is included in the design.

19 FFSA Volume 1 Summary Plan April 2013, Volume 2 Strategy Reports April 2013 and Volume 3 Demand for Football Report

May 2012 (DOC/17/111054, 111055, 111229). 20 FFSA Volume 2, loc cit, p 62.

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AusPlay Participation Data

The Australian Sports Commission AusPlay Participation data for the sport sector - SA Data Tables

26 April 2017 data provides a current indicator of the number of people participating in specific

sports. The participation rate can be extrapolated for the Mount Barker District Council on current

and predicted populations (not taking into account regional catchment participation) to provide by

sport:

• 2016 – an indication of current participation numbers

• 2036 – an indication of the propensity for participation

AusPlay Participation data and projections

Peak Sporting Body current

participation data

Sport South

Australian

participants —

total

participation

%

Approximate Number

of participants based

on 2016

Population

33,406

Mount Barker District

Council ONLY

Approximate Number

of participants based

on 2036 predicted

population

55,416

Mount Barker District

Council ONLY

Known participation numbers for

the region (Mount Barker District Council and

surrounding areas, based on current

association / competition structures -

***date of data varies – see footnotes)

Adult Child

0-14

yo

Adult

26,669

Child

6,737

Total Adult

43,253

Child

12,162

Total Senior Junior Total

Australian

Rules

Football

4.4 14.2 1,173 957 2,130 1,903 1,727 3,630

1,936

3,064

5,00021

Cricket 1.6 5.6* 427 377* 804 692 681* 1,373 1,622 1,245 3,19322

Soccer 1.6 11.7 427 788 1,215 692 1,423 2,115

915 915 +

seniors 23

Netball 3.0 11.5 800 775 1,575 1,298 1,399 2,696 392 1,074 1,46624

Tennis 1.4 7.0* 373 472* 845 606 851* 1,457 - - 6,14525

* Estimate has relative margin of error between 50-100% and should be used with caution

21 DOC/17/111007 SANFL, Participation Census Sturt Country Football Zone 9 November 2017 (excludes Auskick participation

of 434 male and 183 female). 22 DOC/17/110017 SACA, 16/17 Associations Data – Alexandrina & Eastern Hills Cricket Association, Hills Cricket Association

and Torrens Valley Cricket Association. 23 DOC/17/111055 FFSA, Volume 3, loc cit, Appendix 1 p. 46 – Adelaide Hills Junior Soccer Association plus SA State League

(includes Adelaide Hills Hawks Soccer Club - likely senior participation at RSH numbers unavailable). 24 DOC/17/105824 Mid Hills Netball Association, Participation Data, as provided 25 September 2017. 25 DOC/17/98234 Tennis SA 2016/17 Membership Data – Hills Tennis Association, Torrens Valley Tennis Association, and

Onkaparinga Tennis Association – total numbers only (indicative break-down Senior/Junior applied using AusPlay

participation percentages for the purpose of the graph.

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AusPlay participation rates (clubs forecast even greater growth)

The review of current participation, state participation numbers, anecdotal advice by existing

associations regarding latent demand overlaid with planned significant growth for the Mount Barker

District Council equates to a strong and growing demand for additional sports facilities as planned

for the Mount Barker Regional Sports Hub.

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

Australian Rules

Football

Cricket Soccer Netball Tennis

Mount Barker Region current participation by sport

2017

Senior Junior Total

0

1,000

2,000

3,000

4,000

5,000

6,000

Australian

Rules Football

Cricket Soccer Netball Tennis

Mount Barker District Council current and projected

statistical propensity to participate by sport 2016-2036

Approximate Number of participants based on 2036 TOTAL

Approximate Number of participants based on 2016 TOTAL

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Community Consultation

Over a number of years extensive community consultation has been undertaken by the Mount

Barker District Council to confirm the need and community support for the development of the

Regional Sports Hub. Consultation processes include:

Subject Community Consultation

Open Space, Public Realm and Community

Facilities – June 2012

• Produced the endorsed Open Space,

Recreation and Public Realm Strategy

2013

Public consultation process

Regional Sports Hub - Detailed Concept Design

Process

• Summary Report – 2015

Targeted stakeholder engagement processes

and public Council meeting agenda items

Long Term Financial Plan 2017-2027

• Regional Sports Hub development

listed (p.1)



• Regional Sports Hub listed as a key

priority (p.25)


Annual Business Plan and Budget 2017/18

• Regional Sports Hub development

listed (pp.3-4, 8-9)


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5. Project Cost and Budget Project Cost

The preliminary cost estimate for the development of the Regional Sports Hub based on the 2015

concept plan was $28 million (excluding the cost of the land).

In November 2017, the preliminary cost estimate was updated using current figures, the revised

scope of works and staging. Stage 1, without escalation and before detailed design and value

management processes, is estimated at $16.3 million. All stages, excluding the cost of the land, in

2017 dollars is still estimated at $28 million.

Project Stages

The project stages are currently proposed as follows:

Stage 1 2018-2020

Site excavation, storm water drainage, sewage and services (water,

power, telecommunications)

Initial lighting

Initial landscaping

1 of 2 Australian rules football / cricket premier standard oval/pitch

2 of 4 soccer pitches (1 premier standard)

Amenity / community buildings (1 for Australian Rules Football and 1

for soccer) including:

• female and male change rooms

• public toilets

• umpire rooms (unisex)

• medical rooms

• equipment storage

• internal undercover meeting/socialising/training space

• kiosk (internal and external access)

• external covered space (verandas)

Entrance including intersection with Springs Road

Internal roads, parking and

Internal pathways/connection to linear trail

Fencing

Future stage(s) date to be determined

Second of 2 Australian Rules Football / Cricket ovals

2 of 4 soccer pitches

8 netball courts

6 tennis / netball courts

related Lighting

tree planting and landscaping

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29

roadway extensions and parking

fitness trail

perimeter fencing extensions

playground installation including picnic shelters and fitness stations

linear pathway connections

adjacent site roadway connections

Future stage(s) (pending business case[s])

Function facility / expanded social facilities

Commercial facilities (e.g. gymnasium, allied health facilities)

Management Model

The Mount Barker District Council will own the Regional Sports Hub facilities on behalf of the

community and will need to establish a governance/management body with independent skills

based appointments to pursue outcomes for the community as set by Council. Strategic outcomes

may include:

1. Maximise participation in sport and recreation at the Hub

2. Optimise the user experience

3. Minimise maintenance costs

4. Maximise equitable hire revenue (user pay contributions are appropriate and

fairly/consistently applied)

5. Efficiently and fairly facilitate club income generation opportunities

Council will need to consider the financial sustainability of the governance/management model

which it establishes to govern and administer the Regional Sporting Hub.

Full-life Cost

Assumptions

Asset full-life cost modelling has been undertaken on the November 2017 preliminary cost estimate

for stage 1 in 2017 dollars with the following assumptions:

• Useful lives of assets benchmarked against:

o Mount Barker District Council Asset Accounting Policy August 2012

o Football NSW Synthetic Fields – A guide to synthetic surfaces for football26 (Soccer)

26 Football NSW Synthetic Fields – A guide to synthetic surfaces for football, Version 1, issued 6 November 2015.

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30

o Government of WA, Department of Local Government, Sport and Cultural Industries,

Life Cycle Cost , chapter 1027

o AFL Preferred Facility Guidelines for State, Regional and Local Facilities, August 2012

o Cricket Australia, Community Cricket Facility Guidelines, September 2015

• Water consumption costs are not yet determined. An allowance has been included based on

the Council recycled water and SA water indicative figures based on local oval consumption

rates/costs.

• Electricity consumption costs are not yet determined. An allowance has been included

based on the Adelaide Hills Recreation Centre facility which has similar characteristics to the

proposed development.

• Telecommunications are not yet determined and it is assumed that this will be a user pay

cost.

• Security – an allowance has been included based on the Mount Barker District Council

security contract.

• Maintenance – buildings – based on 1.5% of the replacement value

• Maintenance – sporting grounds – based on above documents.

• Maintenance – common facilities – based on Council field services quote.

• Depreciation has been included based on the componetisation of assets and application of

useful lives. Depreciation for the final proposed facilities is estimated as an average of 2.4 %.

• Finance costs for Council’s financial contribution to stage 1 of the project have been

calculated based on the Local Government Finance Authority (LGFA) 20 year debenture

rates:

o using grant funding contributions to the project during construction (including any

interest on grants paid in advance [not modelled]);

o using Council’s cash flow and cash advance debentures (CADs) during construction

(works in progress [WIP] stage);

o borrowing the full-amount of the Council contribution to the project at the

completion of each stage of the project, matching the date the assets will be recognised in Councils Asset Register (as fixed term loan 20 years)*

* this assumes ‘worse case’ borrowing requirement and assesses the cost of the

project in isolation of Council’s financial position and capacity to fund part of the

capital contribution to the project from cash. [Council’s actual financial position is

modelled in its Long Term Financial Plan.]

• Revenue sources are conservatively calculated on the following basis:

o office hire within amenity buildings based on commercial m2

o facility hire of ovals and pitches at daily rate with a yearly average of 50% occupancy

27 https://www.dsr.wa.gov.au/support-and-advice/facility-management/managing-facilities/life-cycle-cost-guidelines

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31

• Management costs are calculated on the assumption that Council will be the legal entity

with skills-based members (remunerated), supported by 0.5 FTE level 5 officer to provide

governance and executive support, marketing and bookings, and operational contract

administration. It is acknowledged that alternate models are yet to be explored and a

decision on governance/management will be made by the Council following further

discussions with project partners. It is noted that FFSA have indicated a willingness to

manage the soccer facilities component, taking all income, paying all expenses including

renewal.

Exclusions

The following is excluded from the preliminary cost estimate and will need to be provided within the

total project budget, or budgeted as separate projects, include:

• Springs Road upgrade contributions that will be required by the Development Application

(widening, protected right turn lane)

• Linear walking trail connection

• Allowance for regional standard landscaping (minimal landscaping provision – ‘design to

budget’ provided)

• Energy efficiency initiatives such as solar panels (provision for water sensitive urban design

and standard building insulation included).

• Over-flow car parking

• Spectator seating for regional events

• Fit-out for sporting equipment (sporting association/club responsibilities)

Project Funding

The capital design and construction costs of the project will be funded from a range of sources

including:

• Federal grant funding

• State grant funding

• Peak sporting body contributions

• Local sporting contributions / funding raising (minor fit-out)

• Local service clubs

• Council funding:

o General revenue

o Separate Rate*

o Sale of commercial land sites (adjacent Springs Rd from the Regional Sports Hub

site)

* 2017/18 RATING POLICY (Doc/17/28740) - 5.2.5.4 Recreation, Sport & Community Infrastructure Mount Barker MDPA Area

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32

A separate rate of a fixed charge of $1,443 per new allotment on all rateable land within the defined MDPA Area (excepting

land parcels in Nairne being LOT: 2 DP: 83527 CT: 6064/932, LOT: 4 FP: 157339 CT: 5385/949 and LOT: 3 FP: 157338 CT:

5520/779 and that portion contained within the MDPA LOT 1: DP83527 CT: 6077/952) the purpose of which is to contribute

to the activity of recreation, sport and community infrastructure that will be of direct benefit to land within the Mount

Barker MDPA Area and to occupiers of that land.

**The Hub is identified as being part of the required infrastructure.

The Regional Sports Hub concept plan indicates the intent of sub-dividing and selling some

residential and/or commercial land sites to offset capital costs. A conservative provision has been

included for sale of assets within the financial modelling coinciding with the completion of stage 1 of

the project.

The operating costs of the project will be the responsibility of the Council and funded from general

revenue with some operating income streams including:

• Facility hire fees

• Office lease fees (office provision within each of the two sporting amenity club rooms with

indications from HFL, SANFL, FFSA and SACA of the expectation of leasing office space for

regional staff)

• Naming rights/sponsorship

Commercial sites if not sold could be established for the purpose of generating lease income to

further subsidise the Regional Sports Hub operating costs. This option has not yet been explored

and is not included within the financial model.

Discussions are underway regarding the possibility of a new private school being developed on land

adjacent to the Regional Sports Hub which would use the sports hub facilities at agreed hire rates

instead of duplicating these. Council has an agreement with the land owner with the first option to

purchase the adjacent land in question.

As at 5 December 2017 the project funding for stage 1 is as follows:

Partner name Amount

(GST Excl)

Cash / In Kind Status

Federal Government $3,750,000 Cash To be confirmed

SA Government – female change

facilities

$475,000 Cash Confirmed

SA Government – Regional Sports

Hub


SA Government – Football

Federation SA for Mount Barker

Regional Sports Hub

$2,500,000 Cash Received by FFSA

Australian Rules Football (AFL /

SANFL)


Cricket Australia / South

Australian Cricket Association

pending Cash To be confirmed

Mount Barker District Council pending Cash and in-kind To be determined

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Depreciation and Maintenance Capital Expenses

Annual depreciation and maintenance costs in 2017 dollars are detailed in Appendix A.

Useful life and maintenance cost allocations are detailed in Appendix B.

Project Financials

The project financials based on the above assumptions, exclusions, funding and costs are shown

over the first 10 years at Appendix C including:

• income statement

• balance sheet

• cash flows

Project Budget

A revised project cost estimate and updated project budget will be prepared once the detailed

design is completed.

6. Community Benefit Economic Benefit

Economic impact modelling using Mount Barker District Council’s Informed Decision (.id) software

has been undertaken on the following basis:

• Estimated capital spend of $16.3 million over 18 months during construction of stage 1 –

modelled at $8 million capital spend in one year.

• Based on the projected first full year of operating 2020/2021 annual operating spend of

$750,000 once stage 1 is completed.

• Estimated capital spend of $11.1 million over 18 months during construction of stage 2 /

balance of works – modelled at $7.4 million capital spend in one year.

Mount Barker District Council Australian Economy

(includesincludesincludesincludes Mount Barker District Council figures)

Economic

Output

Employment

(jobs)

Increase

to GRP

Economic

Output

Employment

(jobs)

Increase to

GDP

Benefit during

construction -

stage 1

$16,970,000

9 direct

38 indirect

$6,610,000

$24,160,000

74 direct and

indirect

$9,640,000

Benefit once

stage 1

operational

$1,150,000

4 direct and 3

indirect

$570,000

$2,000,000

10 direct and

indirect

$920,000

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34

Benefit during

construction

stage

2/balance

$15,690,000

8 direct

36 indirect

$6,120,000

$22,350,000

69 direct and

indirect

$8,920,000

The detailed .ID economy - economic impact assessments are at attachment C.

Wellbeing Benefit

The Communities and individuals of the Mount Barker District and broader Adelaide communities will

benefit from the opportunities arising from the creation of this community space. This use will be as

diverse from enabling sporting events to be played at peak level to sports carnivals and localised

programs and activities that promote regular exercise therefore improving the health and fitness of

participants.

Health is defined as a complex state of complete mental, physical and social well-being; not merely

the absence of illness or infirmity. Therefore the well-being benefits and opportunities would include:

Mental benefits including:

• improved confidence

• relief of stress/tension and stress related illness

Physical benefits including:

• losing weight

• improved posture

• improved body shape

Social benefits including:

• meeting people

• making friends

• competition as a means to improve self esteem

Being a member of a sports club and regularly participating in sport and/or volunteering with a sports

club will develop personal qualities from:

• Co-operation – working with others.

• Competition – testing yourself against others.

• Physical challenge – testing yourself against the environment or your best performances.

• Aesthetic appreciation – recognising quality of movement in a performance.

The facility will also provide space for gathering both formally and informally and increase the

conversation points within community for people to come together and engage, participate or just be

part of an audience experiencing an event or game.

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The Australian Sports Commission provides a range of papers detailing the importance of sport and

physical activity supporting a number of life-long health and wellbeing benefits.28 In summary, the

Australian Sports Commission research supports 3 key messages:

1. Regular participation in sport and physical activity offers immediate and long-term personal health (i.e.

physical and mental) benefits.

2. Population-wide participation in sport and other forms of physical activity has been shown to reduce risk

factors associated with some non-communicable diseases and other health problems, leading to

population health benefits.

3. Awareness that regular physical activity, that may include sport participation, makes a positive

contribution to health and personal wellbeing, is an important public health message.29

The Mount Barker Regional Sports Hub facilities will create a significant community wellbeing

contribution.

7. Opportunity Risk Management

The Mount Barker Regional Sports Hub presents a significant opportunity for the Council to provide

new, regional standard, sporting facilities for its growing community and in so doing contribute to

positive economic and community wellbeing outcomes. In committing to delivering stage 1 of the

project, Council will need to manage a wide range of strategic and operational risks. The Council will

manage these risks by applying its Project Management Framework30 and Risk Management

Framework31.

At a strategic level it is necessary to manage the following high level risk areas which, without risk

management controls and ongoing management/review, could stop or significantly restrict effective

implementation of stage 1 of the Regional Sports Hubs:

STRATEGIC RISK AREAS RISK MANAGEMENT CONTROLS

Affordability – funding the

capital and ongoing operating

costs associated with the project

Detailed scoping and assessment of the project to determine

the Council’s ability to finance capital and ongoing operating

costs requires:

Business Case assessment of the need, cost benefit including: • Grant funding – government and peak sporting bodies

28 Australian Sports Commission, Dr Ralf Richards,

https://www.clearinghouseforsport.gov.au/knowledge_base/organised_sport/sport_and_government_policy_objectives/pre

ventive_health,_sport_and_physical_activity last updated 3 August 2017 29 ibid 30 Mount Barker District Council, 2011, Project Management Framework (intranet) 31 Mount Barker District Council, 2017, Risk Management Policy

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• Separate rates and Growth in rates

• Hire Fees (user pays contribution)

• Lease fees (regular income)

• Service Club support

• Sponsorship support

Long Term Financial Planning

Prudential Review

Project cost management –

containing project costs

Competitive procurement processes

Value management processes during detailed design and

early stages of construction

Independent Quantity Surveyor Services

Project Management governance (including invoice review,

variation/change control review)

Time – minimising and avoiding

costly time delays

Project scheduling and forward planning including:

• Council decision points • Funding partner milestones/deadlines

• Contracts to include contingency time (where possible)

• Concurrent activity where possible

Appoint Project Leader (dedicated to this project)

Quality – meeting legislative and

technical standards

Specifying required outcomes within contracts

Engaging appropriately qualified professionals to project

manage, design, construct and manage the facility

Planning Development consent

Building Rules consent

Compliance inspections

Independent Quantity Surveyor Services - advice on choice of

products/materials.

Governance – meeting Council’s

legislative and policy

requirements

Reporting to Council

Project Sponsor supervising implementation of project

management in accordance with legislative requirements and

Council’s Policies and Procedures

Project Leader implementing Project Plan

Preparation of a governance/management model prior to

practical completion of stage 1

Project Auditing

Grant funding acquittal

Compliance inspections

Community expectations and

stakeholder partnerships –

effective communication and

engagement with the project’s

Council reports – information and decision

Council informal gathering briefings

Regular Project Leader liaison with all key stakeholders

Establishment of a Project Partners Group for regular /formal

engagement during detailed design and construction

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37


complex range of partnerships

and stakeholders

Community review process during detailed design

Grant funding reporting and acquittal

Press release / newsletters / updates to Council website

project page

Annual business plan and annual report

8. Conclusion

The Mount Barker Regional Sports Hub proposes to provide a range of sport facilities to address

identified gaps in consideration of current usage, latent demand, growth in field sport participation

(particularly women in football and cricket) and community growth. The project has been well

researched and planned with a high degree of stakeholder partnership including community, local,

state and national sporting associations/leagues and local, state and Federal governments.

The project will make a significant contribution to the local economy during construction and an

ongoing economic contribution to maintain and operate the facilities. Furthermore, by addressing

current and projected sporting facility gaps the project will make an important contribution to the

health and wellbeing for the community.

9. Appendices and Attachments

Appendices:

A. Annual depreciation and maintenance costs

B. Useful life and maintenance cost allocations

C. Project Financials

Attachments:

A. Extracts from: District Council of Mount Barker Open Space, Recreation and Public Realm

Strategy – Background Report March 2013

B. Australian Football Participation & Ground Forecasts – Mount Barker District Council

C. District Council of Mount Barker – Economic Impact Models

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38

Appendix A - Annual depreciation and maintenance costs

Annual depreciation and maintenance costs shown in 2017 dollars.

STAGE 1 Replacement

value

Annual

Depreciation

Annual

maintenance

Common amenity

6,605,297

102,320

42,851

ARF/Cricket

Premier Oval

1,553,375

36,611

51,548

Cricket Nets - stage 1

122,312

6,618

*

Australian Rules/Cricket amenity building

2,539,691

31,746

38,095

Soccer

Premier pitch 1 and pitch 2

3,100,905

178,720

30,000

Soccer amenity building

2,344,150

29,302

34,760

STAGE 1 TOTAL:

16,265,731

385,317

197,254

*included in oval maintenance

STAGE 2 - Balance of Works Replacement

value

Annual

Depreciation

Annual

maintenance

Common amenity - stage 2

4,427,469

87,116

42,587

ARF/Cricket

Second Oval

1,413,194

33,027

51,548

Cricket Nets - stage 2

126,459

6,842

*

Soccer

Soccer - pitches 2 and 3

2,781,085

174,546

30,000

Netball/Tennis

2,382,168

78,004

21,091

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39

STAGE 2 TOTAL:

11,130,376

379,535

145,225

*included in oval maintenance

Stage 1 and Stage 2 / Balance of Works Replacement

value

Annual

Depreciation

Annual

maintenance

Total:

27,396,107

764,852

342,479

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40

Appendix B - Useful life and maintenance cost allocations

Maintenance cost allocations shown in 2017 dollars.

Component

useful

life

Maintenance

costs % of

replacement

cost

Maintenance

fixed $ Comments

Acrylic surface 8

1,000 Court cleaning

Asphalt surface 30 Base pavement 300

Base-Oval 100

Base-Road 100

BBQ 15

520 Weekly clean

BBQ- shelter 50 1.50%

Building Maintenance as per

council LTFP

Building 80 1.50%


council LTFP

Concrete 100 Cricket pitch 15 Detention basin 100 Electrical 50

Fencing 40

Fencing - Chain 40

Fire booster 100

500 Fire testing Annually

Fitness track 30 Footpaths 100 Gas fittings 80

Irrigation 40

Landscaping 100

40,000

Based on cost estimate for

Council to Maintain Tafe

Mount Barker

Lighting 40 Not depreciable 10000

Oval Base 100

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41

Park furniture 25 Pavement 100

Playground 15

720

Safety inspection monthly

inspections

Pump station 20 PVC pipes 100

Retaining wall 100 Score board 40

Shed 80 1.50%


council LTFP

Shelter 50 1.50%


council LTFP

Sport furniture 15 Stormwater pipe 100

Stormwater pits 100 Sub base-Road 300 Swale drain 100

Synthetic Soccer 10

30,000

Synthetic fields guide -

Football NSW Pg. 16.

Maintenance is $1500 PA per

field, surface replaced every

10Years

Traffic

management 40

Turf -Oval 50

51,548

Business Case – Synthetic

Surface at Mount Barker

Adjusted for SA water

Turf -Cricket 50 Inclusive in oval

Waste water 100 Water Pipe 100 Water tanks 80

Appendix C - Project Financials - 10 year forecast

1 2 3 4 5 6 7 8 9 10

Income Statement 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Income

Office Rent (4 Offices) - - 41,760 42,782 43,841 44,898 45,881 46,918 48,092 49,303

Hire/ Rental Surfaces - - 93,359 95,645 98,011 100,375 102,572 104,891 107,515 110,223

- - 135,119 138,427 141,851 145,273 148,452 151,809 155,606 159,526

Expense

Operating Costs 25,000 85,126 145,075 175,365 179,703 184,038 188,065 192,318 197,128 202,094

Maintenance - - - 210,974 216,193 221,408 226,253 231,369 237,156 243,131

Depreciation - - - 385,317 385,317 385,317 385,317 385,317 385,317 385,317

Interest 23,250 89,861 89,861 117,256 176,784 345,325 333,906 321,949 309,431 296,323

48,250 174,988 234,936 888,912 957,997 1,136,088 1,133,542 1,130,954 1,129,032 1,126,865

Operating Surplus / (Deficit) ( 48,250 ) ( 174,988 ) ( 99,817 ) ( 750,485 ) ( 816,146 ) ( 990,815 ) ( 985,089 ) ( 979,145 ) ( 973,426 ) ( 967,339 )

Capital Grant - 8,025,000 - - - - - - - -

Capital Revenue - - 835,198 - - - - - - -

- 8,025,000 835,198 - - - - - - -

Net Surplus / (Deficit) ( 48,250 ) 7,850,012 735,381 ( 750,485 ) ( 816,146 ) ( 990,815 ) ( 985,089 ) ( 979,145 ) ( 973,426 ) ( 967,339 )

Balance Sheet 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Bank ( 48,250 ) ( 223,238 ) ( 323,054 ) ( 747,750 ) ( 1,295,834 ) ( 2,144,087 ) ( 2,998,033 ) ( 3,857,991 ) ( 4,724,749 ) ( 5,598,527 )

Stage 1 500,000 9,957,502 16,463,794 16,078,477 15,693,160 15,307,843 14,922,525 14,537,208 14,151,891 13,766,574

Stage 2 - - - - - - - - - -

451,750 9,734,264 16,140,740 15,330,727 14,397,326 13,163,756 11,924,493 10,679,218 9,427,142 8,168,046

Overdraft/CAD 500,000 1,932,502 - - - -

Borrowings - - 7,603,596 7,544,069 7,426,813 7,184,058 6,929,884 6,663,754 6,385,105 6,093,347

500,000 1,932,502 7,603,596 7,544,069 7,426,813 7,184,058 6,929,884 6,663,754 6,385,105 6,093,347

Equity ( 48,250 ) 7,801,762 8,537,144 7,786,658 6,970,513 5,979,698 4,994,608 4,015,464 3,042,038 2,074,699

43

Statement of CashFlow 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027

Cashflows from Operating Activities

Operating Receipts - - 135,119 138,427 141,851 145,273 148,452 151,809 155,606 159,526

Operating Payments ( 25,000 ) ( 85,126 ) ( 145,075 ) ( 386,339 ) ( 395,896 ) ( 405,446 ) ( 414,319 ) ( 423,687 ) ( 434,284 ) ( 445,225 )

( 25,000 ) ( 85,126 ) ( 9,955 ) ( 247,912 ) ( 254,045 ) ( 260,173 ) ( 265,866 ) ( 271,878 ) ( 278,678 ) ( 285,699 )

Cashflows from Investing Activities

Expenditure on Assets ( 500,000 ) ( 9,457,502 ) ( 6,506,292 ) - - - - - - -

Capital Grant - 8,025,000 - - - - - - - -

Sale of Surplus Assets - - 835,198 - - - - - - -

( 500,000 ) ( 1,432,502 ) ( 5,671,095 ) - - - - - - -

Cashflows from Finance Activities

Repayment of Finance charges ( 23,250 ) ( 89,861 ) ( 89,861 ) ( 117,256 ) ( 176,784 ) ( 345,325 ) ( 333,906 ) ( 321,949 ) ( 309,431 ) ( 296,323 )

Repayment of Borrowings - - - ( 59,527 ) ( 117,256 ) ( 242,755 ) ( 254,174 ) ( 266,130 ) ( 278,649 ) ( 291,757 )

Borrowings 500,000 1,432,502 5,671,095 - - - - - - -

476,750 1,342,640 5,581,233 ( 176,784 ) ( 294,040 ) ( 588,080 ) ( 588,080 ) ( 588,080 ) ( 588,080 ) ( 588,080 )

Net Increase / (Decrease) in Cash Held ( 48,250 ) ( 174,988 ) ( 99,817 ) ( 424,695 ) ( 548,085 ) ( 848,252 ) ( 853,946 ) ( 859,958 ) ( 866,758 ) ( 873,779 )

Cash at Beginning of Period - ( 48,250 ) ( 223,238 ) ( 323,054 ) ( 747,750 ) ( 1,295,834 ) ( 2,144,087 ) ( 2,998,033 ) ( 3,857,991 ) ( 4,724,749 )

Cash at end of the Period ( 48,250 ) ( 223,238 ) ( 323,054 ) ( 747,750 ) ( 1,295,834 ) ( 2,144,087 ) ( 2,998,033 ) ( 3,857,991 ) ( 4,724,749 ) ( 5,598,527 )

Assumptions

Stage 1 16,265,731$ RLB Order of Cost Estimate Nov 17 less Escalation ($492,000)

Stage 2 11,130,376$ No Escalation provided in RLB document

Additional below the line $498,000 - excluded as optional items will not be constructed.

27,396,107

Depreciation Rate - Average 2.40%

Building Maintenance Rate 1.50% ** applied to majority of items - rule per LTFP

Borrow full cost from LGFA

LGFA loan for 20 years & 4.65% - Rate confirmed 17 Nov 17

44

Attachment A - District Council of Mount Barker Open Space, Recreation and Public Realm Strategy – Background Report March 2013

Of particular importance to this Business Case are the following parts of the District Council of Mount Barker Open Space, Recreation and Public Realm

Strategy – Background Report March 2013 report:

• Demand findings

• Key supply findings

• Appendix 3 Potential Participation Analysis

56

Attachment B – Australian Rules Football Participation & Ground Forecasts – Mount Barker District Council

57

Attachment C – Mount Barker District Council Economic Impact Models

District Council of Mount Barker

Economic impact model Stage 1 Construction

Economic impact modelling enables the District Council of Mount Barker to explore how change in employment or

output(sales) in one sector of the local economy will impact on all other sectors of the economy, by modelling the flow-

on effects across different industries. This provides the District Council of Mount Barker with powerful evidence to advocate against industrial closures or

strategically target new industry sectors which are likely to have the greatest positive economic impact. Different industries will have different flow on effects. Adding jobs in a particular sector will not only add to the value of

that sector, but also to other industries related to the supply chain (eg. suppliers, wholesalers) and service industries

(retail, food services, administration) which will expand to service the additional workforce. Jobs in associated

industries may be added in the local area or outside it, based on journey to work information. The economic impacts are calculated using an input-output model which is derived from the local economy

microsimulation model by National Economics (NIEIR). To use the model, simply input the number of jobs (per year) to be added to (+) or removed (-) from the economy in a

particular industry sector. The results show the theoretical addition (or loss) to the local economy of jobs and value

added by industry sector. It also shows the proportion of the new employment that would occur inside and outside the

District Council of Mount Barker. Industry: Heavy and Civil Engineering Construction Impact modeled: ADDITION of $8.0 million sales Company name: Local Government construction of sports facilities

Impact Summary

District Council of Mount Barker - Modelling the effect of adding $8.0m sales in Heavy and Civil Engineering Construction - Inflation adjusted

Value-added Residents

Summary Output ($m) ($m) Local jobs jobs

Starting position District Council of Mount Barker (year ended June 2016) -- -- -- --

Heavy and Civil Engineering Construction 45.82 15.56 49 96

All industries 2,489.69 1,069.03 11,337 17,155

Impacts on District Council of Mount Barker economy -- -- -- --

Direct impact on Heavy and Civil Engineering Construction sector 8.00 2.72 9 --

Industrial impact 7.81 3.32 33 --

Consumption impact 1.16 0.58 6 --

Total impact on District Council of Mount Barker economy 16.97 6.61 47 30

Type 1 multiplier (direct & industrial) 1.98 2.22 4.84 --

Type 2 multiplier (direct, industrial & consumption) 2.12 2.43 5.50 --

Impact on Australian economy -- -- -- --

Total impact outside District Council of Mount Barker 7.20 3.03 27 43

Total impact on Australian economy 24.16 9.64 74 73

Source: National Institute of Economic and Industry Research (NIEIR) ©2016. Compiled and presented in economy.id by .id , the population experts. Note: All $ values are expressed in 2014-15 base year dollar terms.

Page 1 of 6

58

Impact on Output The direct addition of $8.0 million annual output in the Heavy and Civil Engineering Construction sector of the District

Council of Mount Barker economy would lead to an increase in indirect demand for intermediate goods and services

across related industry sectors. These indirect industrial impacts (Type 1) are estimated to be an additional $7.81m in

Output, representing a Type 1 Output multiplier of 1.98. There would be an additional contribution to the District Council of Mount Barker economy through consumption

effects as correspondingly more wages and salaries are spent in the local economy. It is estimated that this would

result in a further increase in Output of $1.16m . The combination of all direct, industrial and consumption effects would result in total estimated rise in

Output of $16.97m in the District Council of Mount Barker economy, representing a Type 2 Output

multiplier of 2.12. These impacts would not be limited to the local economy. Industrial and consumption effects would flow outside the

region to the wider Australian economy to the tune of $7.20m in Output. The combined effect of economic multipliers in the District Council of Mount Barker and the wider Australian economy is estimated to be $24.16m added to Australia’s Output.

Impact on Local Employment (jobs) The direct addition of $8.0 million annual output in the Heavy and Civil Engineering Construction sector of the District

Council of Mount Barker economy is estimated to lead to a corresponding direct addition of 9 jobs in the local Heavy

and Civil Engineering Construction sector. From this direct expansion in the economy it is anticipated that there would

be flow on effects into other related intermediate industries, creating an additional 33 jobs. This represents a Type 1

Employment multiplier of 4.84. This addition of jobs in the local economy would lead to a corresponding increase in wages and salaries, a proportion

of which would be spent on local goods and services, creating a further 6 jobs through consumption impacts. The combination of all direct, industrial and consumption effects would result in a total estimated increase of

47 jobs located in the District Council of Mount Barker. This represents a Type 2 Employment multiplier of

5.50. Employment impacts would not be limited to the local economy. Industrial and consumption effects would flow outside

the region to the wider Australian economy creating a further 27 jobs. The combined effect of economic multipliers in the District Council of Mount Barker and the wider Australian economy is estimated to be an addition of 74 jobs.

Impact on value added The direct addition of $8.0 million annual output in the Heavy and Civil Engineering Construction sector of the District

Council of Mount Barker economy would lead to a corresponding direct increase in value added of $2.72m. A further

$3.32m in value added would be generated from related intermediate industries. These indirect industrial impacts

represent a Type 1 value added multiplier of 2.22. There would be an additional contribution to the District Council of Mount Barker economy through consumption


result in a further increase in value added of $0.58m. The combination of all direct, industrial and consumption effects would result in an estimated addition in

value added of $6.61m in the District Council of Mount Barker economy, representing a Type 2 value added


region to the wider Australian economy to the tune of $3.03m in value added. The combined effect of economic multipliers in the District Council of Mount Barker and the wider Australian economy is estimated to be $9.64m added to Australia’s value added.

Impact on GRP Value added by industry represents the industry component of Gross Regional Product(GRP). The impact on the

District Council of Mount Barker’s GRP as a result of this change to the economy is directly equivalent to the change

in value added outlined in the section above.

In summary, GRP in the District Council of Mount Barker is estimated to increase by $6.61m. The effect on the Australian economy (including District Council of Mount Barker) is estimated to be a growth in Gross

Domestic Product(GDP) of $9.64m.

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59

Impact on employment by industry sector This table shows a detailed breakdown of how employment will be affected by the addition of $8.0 million annual

output in the Heavy and Civil Engineering Construction sector of the District Council of Mount Barker economy. This

includes both the direct industrial impact (Type 1) and ongoing consumption impact (Type 2).

Employment by industry sector

District Council of Mount Barker - Impact of $8.0 million new sales in 'Heavy and Civil Employment impacts

Engineering Construction' output (Type 1 & 2 combined impact)

Existing jobs

in the Jobs created Jobs created Jobs created

District in the outside of for District

Council of District the District Council of

Mount Council of Council of Mount Barker

Industry sectors (1-digit ANSIC) Barker* Mount Barker Mount Barker residents

Agriculture, Forestry and Fishing 704 0 1 0

Mining 251 1 0 0

Manufacturing 829 5 2 3

Electricity, Gas, Water and Waste Services 143 1 0 0

Construction 1,103 17 0 10

Wholesale Trade 263 1 2 1

Retail Trade 1,764 3 4 2

Accommodation and Food Services 1,056 1 3 0

Transport, Postal and Warehousing 399 2 2 1

Information Media and Telecommunications 139 0 1 0

Financial and Insurance Services 138 1 1 1

Rental, Hiring and Real Estate Services 176 0 1 0

Professional, Scientific and Technical Services 491 10 2 7

Administrative and Support Services 425 2 1 1

Public Administration and Safety 444 1 0 0

Education and Training 1,078 1 2 0

Health Care and Social Assistance 1,288 1 2 0

Arts and Recreation Services 158 0 1 0

Other Services 488 1 2 1

Total Industries 11,337 47 27 30

Source: National Institute of Economic and Industry Research (NIEIR) ©2016. Compiled and presented in economy.id by .id The population experts

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60


Source: National Institute of Economic and Industry Research (NIEIR) ©2016 Compiled and presented in economy.id by .id the population experts

Resident employment impacts The combination of all direct, industrial and consumption effects of adding $8.0 million annual output to the Heavy

and Civil Engineering Construction sector of the District Council of Mount Barker economy would be an estimated

increase of 30 jobs located in the District Council of Mount Barker and 43 jobs located outside the District Council of

Mount Barker – a total of 73 jobs. As some of the District Council of Mount Barker’s residents leave the area to work and residents of other areas enter

the District Council of Mount Barker to work, not all of these jobs will be filled by District Council of Mount Barker

residents. It is estimated that of the 73 jobs created, 30 or 41.3% would be expected to be filled by District Council of

Mount Barker residents.

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61

Industry employment impacts The combination of all direct, industrial and consumption effects of adding $8.0 million annual output to the Heavy

and Civil Engineering Construction sector of the District Council of Mount Barker economy would result in an

estimated increase of 47 jobs located in the District Council of Mount Barker. Of the 47 jobs created within the District Council of Mount Barker, 17, or 36.9% would be added within Construction

the sector. This includes the direct jobs created in the sector, and the effect of flow-on jobs within the same sector.

The largest increase in jobs outside Construction would be in Professional, Scientific and Technical Services (10),

Manufacturing (5) and Retail Trade (3). A total of 27 jobs are estimated to be created outside the District Council of Mount Barker, with the largest number

being in Retail Trade (4) Accommodation and Food Services (3) and Professional, Scientific and Technical Services

(2).

Impact on value added by industry sector This table shows a detailed breakdown of how adding $8.0 million annual output in the Heavy and Civil Engineering

Construction sector of the District Council of Mount Barker economy will impact on the value added of each industry

sector. This highlights the relationships between industry. This includes both the direct industrial impact (Type 1) and

ongoing consumption impact (Type 2).

Value-added by industry

District Council of Mount Barker - Impact of $8.0 million new sales in 'Heavy and Civil Engineering Value added 2013-14 ($m

Construction' output (Type 1 & 2 combined impact) constant prices)

Value-added to the

District Value-added Council of Percentage to Australian Industry sectors (1-digit ANSIC) Mount Barker change economy

Agriculture, Forestry and Fishing $0.01 0.0% $0.12

Mining $0.17 0.2% $0.27

Manufacturing $0.53 0.6% $0.71

Electricity, Gas, Water and Waste Services $0.13 0.4% $0.22

Construction $3.51 3.0% $3.54

Wholesale Trade $0.16 0.5% $0.37

Retail Trade $0.14 0.2% $0.35

Accommodation and Food Services $0.03 0.1% $0.17

Transport, Postal and Warehousing $0.19 0.5% $0.44

Information Media and Telecommunications $0.06 0.3% $0.24

Financial and Insurance Services $0.38 0.9% $0.79

Rental, Hiring and Real Estate Services $0.03 0.1% $0.24

Professional, Scientific and Technical Services $0.86 1.9% $1.12

Administrative and Support Services $0.16 0.6% $0.34

Public Administration and Safety $0.08 0.2% $0.11

Education and Training $0.04 0.1% $0.17

Health Care and Social Assistance $0.06 0.1% $0.20

Arts and Recreation Services $0.01 0.1% $0.06

Other Services $0.07 0.2% $0.18

Total Industries $6.61 0.6% $9.64


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The combination of all direct, industrial and consumption effects of adding $8.0 million annual output to the Heavy


estimated increase in value added of $6.61m in the District Council of Mount Barker economy. The Construction sector of the economy is estimated to increase in value added by 3.0%, with the total District

Council of Mount Barker economy estimated to grow by 0.6%. The main impacts in value added within District Council of Mount Barker, outside of Construction, are in Professional,

Scientific and Technical Services (0.86m), Manufacturing (0.53m) and Financial and Insurance Services (0.38m). copyright © 2017 .id Consulting Pty Ltd ACN 084 054 473. All rights reserved. Please read our Report Disclaimer and Copyright Notice which governs your use of this Report.

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63


Economic impact model STAGE 2 CONSTRUCTION (BALANCE OF WORKS)











District Council of Mount Barker. Industry: Heavy and Civil Engineering Construction Impact modeled: ADDITION of $7.4 million sales Company name: Local Government construction of sports facilities

Impact Summary

District Council of Mount Barker - Modelling the effect of adding $7.4m sales in Heavy and Civil Engineering Construction - Inflation adjusted

Value-added Residents



Heavy and Civil Engineering Construction 45.82 15.56 49 96

All industries 2,489.69 1,069.03 11,337 17,155


Direct impact on Heavy and Civil Engineering Construction sector 7.40 2.51 8 --










Page 1 of 6

64

Impact on Output The direct addition of $7.4 million annual output in the Heavy and Civil Engineering Construction sector of the District

Council of Mount Barker economy would lead to an increase in indirect demand for intermediate goods and services

across related industry sectors. These indirect industrial impacts (Type 1) are estimated to be an additional $7.22m in



result in a further increase in Output of $1.07m . The combination of all direct, industrial and consumption effects would result in total estimated rise in

Output of $15.69m in the District Council of Mount Barker economy, representing a Type 2 Output



Impact on Local Employment (jobs) The direct addition of $7.4 million annual output in the Heavy and Civil Engineering Construction sector of the District

Council of Mount Barker economy is estimated to lead to a corresponding direct addition of 8 jobs in the local Heavy

and Civil Engineering Construction sector. From this direct expansion in the economy it is anticipated that there would

be flow on effects into other related intermediate industries, creating an additional 31 jobs. This represents a Type 1

Employment multiplier of 4.84. This addition of jobs in the local economy would lead to a corresponding increase in wages and salaries, a proportion

of which would be spent on local goods and services, creating a further 5 jobs through consumption impacts. The combination of all direct, industrial and consumption effects would result in a total estimated increase of

44 jobs located in the District Council of Mount Barker. This represents a Type 2 Employment multiplier of



Impact on value added The direct addition of $7.4 million annual output in the Heavy and Civil Engineering Construction sector of the District

Council of Mount Barker economy would lead to a corresponding direct increase in value added of $2.51m. A further

$3.07m in value added would be generated from related intermediate industries. These indirect industrial impacts

represent a Type 1 value added multiplier of 2.22. There would be an additional contribution to the District Council of Mount Barker economy through consumption











Page 2 of 6

65


output in the Heavy and Civil Engineering Construction sector of the District Council of Mount Barker economy. This

includes both the direct industrial impact (Type 1) and ongoing consumption impact (Type 2).


District Council of Mount Barker - Impact of $7.4 million new sales in 'Heavy and Civil Employment impacts

Engineering Construction' output (Type 1 & 2 combined impact)

Existing jobs







Mining 251 1 0 0




















Page 3 of 6

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Resident employment impacts The combination of all direct, industrial and consumption effects of adding $7.4 million annual output to the Heavy

and Civil Engineering Construction sector of the District Council of Mount Barker economy would be an estimated

increase of 28 jobs located in the District Council of Mount Barker and 40 jobs located outside the District Council of

Mount Barker – a total of 67 jobs. As some of the District Council of Mount Barker’s residents leave the area to work and residents of other areas enter




Page 4 of 6

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Industry employment impacts The combination of all direct, industrial and consumption effects of adding $7.4 million annual output to the Heavy


estimated increase of 44 jobs located in the District Council of Mount Barker. Of the 44 jobs created within the District Council of Mount Barker, 16, or 36.9% would be added within Construction

the sector. This includes the direct jobs created in the sector, and the effect of flow-on jobs within the same sector.

The largest increase in jobs outside Construction would be in Professional, Scientific and Technical Services (9),

Manufacturing (5) and Retail Trade (2). A total of 25 jobs are estimated to be created outside the District Council of Mount Barker, with the largest number

being in Retail Trade (3) Accommodation and Food Services (3) and Professional, Scientific and Technical Services

(2).

Impact on value added by industry sector This table shows a detailed breakdown of how adding $7.4 million annual output in the Heavy and Civil Engineering

Construction sector of the District Council of Mount Barker economy will impact on the value added of each industry




District Council of Mount Barker - Impact of $7.4 million new sales in 'Heavy and Civil Engineering Value added 2013-14 ($m

Construction' output (Type 1 & 2 combined impact) constant prices)

Value-added to the



Mining $0.16 0.2% $0.25





Retail Trade $0.13 0.1% $0.32















Page 5 of 6

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The combination of all direct, industrial and consumption effects of adding $7.4 million annual output to the Heavy


estimated increase in value added of $6.12m in the District Council of Mount Barker economy. The Construction sector of the economy is estimated to increase in value added by 2.8%, with the total District

Council of Mount Barker economy estimated to grow by 0.6%. The main impacts in value added within District Council of Mount Barker, outside of Construction, are in Professional,

Scientific and Technical Services (0.80m), Manufacturing (0.49m) and Financial and Insurance Services (0.35m). copyright © 2017 .id Consulting Pty Ltd ACN 084 054 473. All rights reserved. Please read our Report Disclaimer and Copyright Notice which governs your use of this Report.

Page 6 of 6

69


Economic impact model Operating after completion of STAGE 1 CONSTRUCTION











District Council of Mount Barker. Industry: Sports and Recreation Activities Impact modeled: ADDITION of $0.7 million sales Company name: Mount Barker Regional Sports Hub - operating after completion of stage 1 construction

Impact Summary

District Council of Mount Barker - Modelling the effect of adding $0.7m sales in Sports and Recreation Activities - Inflation adjusted Value-added Residents



Sports and Recreation Activities 16.14 7.90 98 126

All industries 2,489.69 1,069.03 11,337 17,155


Direct impact on Sports and Recreation Activities sector 0.70 0.34 4 --










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70

Impact on Output The direct addition of $0.7 million annual output in the Sports and Recreation Activities sector of the District Council

of Mount Barker economy would lead to an increase in indirect demand for intermediate goods and services across

related industry sectors. These indirect industrial impacts (Type 1) are estimated to be an additional $0.35m in



result in a further increase in Output of $0.11m . The combination of all direct, industrial and consumption effects would result in total estimated rise in Output

of $1.15m in the District Council of Mount Barker economy, representing a Type 2 Output multiplier of 1.65.

These impacts would not be limited to the local economy. Industrial and consumption effects would flow outside the


Impact on Local Employment (jobs) The direct addition of $0.7 million annual output in the Sports and Recreation Activities sector of the District Council of

Mount Barker economy is estimated to lead to a corresponding direct addition of 4 jobs in the local Sports and

Recreation Activities sector. From this direct expansion in the economy it is anticipated that there would be flow on

effects into other related intermediate industries, creating an additional 2 jobs. This represents a Type 1 Employment

multiplier of 1.45. This addition of jobs in the local economy would lead to a corresponding increase in wages and salaries, a proportion

of which would be spent on local goods and services, creating a further 1 jobs through consumption impacts. The combination of all direct, industrial and consumption effects would result in a total estimated increase

of 7 jobs located in the District Council of Mount Barker. This represents a Type 2 Employment multiplier of



Impact on value added The direct addition of $0.7 million annual output in the Sports and Recreation Activities sector of the District Council of

Mount Barker economy would lead to a corresponding direct increase in value added of $0.34m. A further $0.17m in

value added would be generated from related intermediate industries. These indirect industrial impacts represent a

Type 1 value added multiplier of 1.51. There would be an additional contribution to the District Council of Mount Barker economy through consumption











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71


output in the Sports and Recreation Activities sector of the District Council of Mount Barker economy. This includes

both the direct industrial impact (Type 1) and ongoing consumption impact (Type 2).


District Council of Mount Barker - Impact of $0.7 million new sales in 'Sports and Employment impacts

Recreation Activities' output (Type 1 & 2 combined impact)

Existing jobs







Mining 251 0 0 0




















Page 3 of 6

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Resident employment impacts The combination of all direct, industrial and consumption effects of adding $0.7 million annual output to the Sports and

Recreation Activities sector of the District Council of Mount Barker economy would be an estimated increase of 4 jobs

located in the District Council of Mount Barker and 5 jobs located outside the District Council of Mount Barker – a total

of 10 jobs. As some of the District Council of Mount Barker’s residents leave the area to work and residents of other areas enter




Page 4 of 6

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Industry employment impacts The combination of all direct, industrial and consumption effects of adding $0.7 million annual output to the Sports and

Recreation Activities sector of the District Council of Mount Barker economy would result in an estimated increase of 7

jobs located in the District Council of Mount Barker. Of the 7 jobs created within the District Council of Mount Barker, 4, or 67.1% would be added within Arts and

Recreation Services the sector. This includes the direct jobs created in the sector, and the effect of flow-on jobs within

the same sector. The largest increase in jobs outside Arts and Recreation Services would be in Professional, Scientific and Technical

Services (1), Retail Trade (0) and Administrative and Support Services (0). A total of 3 jobs are estimated to be created outside the District Council of Mount Barker, with the largest number being in Retail Trade (0) Accommodation and Food Services (0) and Manufacturing (0).

Impact on value added by industry sector This table shows a detailed breakdown of how adding $0.7 million annual output in the Sports and Recreation

Activities sector of the District Council of Mount Barker economy will impact on the value added of each industry




District Council of Mount Barker - Impact of $0.7 million new sales in 'Sports and Recreation Value added 2013-14 ($m

Activities' output (Type 1 & 2 combined impact) constant prices)

Value-added to the



Mining $0.00 0.0% $0.01





Retail Trade $0.02 0.0% $0.04















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The combination of all direct, industrial and consumption effects of adding $0.7 million annual output to the Sports and

Recreation Activities sector of the District Council of Mount Barker economy would result in an estimated increase in

value added of $0.57m in the District Council of Mount Barker economy. The Arts and Recreation Services sector of the economy is estimated to increase in value added by 3.5%, with the

total District Council of Mount Barker economy estimated to grow by 0.1%. The main impacts in value added within District Council of Mount Barker, outside of Arts and Recreation Services, are

in Professional, Scientific and Technical Services (0.05m), Financial and Insurance Services (0.03m) and

Administrative and Support Services (0.02m). copyright © 2017 .id Consulting Pty Ltd ACN 084 054 473. All rights reserved. Please read our Report Disclaimer and Copyright Notice which governs your use of this Report.

Page 6 of 6

RSH BUSINESS CASE as at 5 December 2017...Dec 05, 2017 · • DOC/ 15/100712 – Detailed Concept...

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