Geelong Arena Annex Master Plan
March 2016
Final Report
Prepared for City of Greater Geelong
SGL Consulting Group Australia Pty Ltd
In Association with
Peddle Thorp Architects
TABLE OF CONTENTS
1
GEELONG ARENA FACILITIES/OPERATIONS REVIEW ............................................... 3
1.1
INTRODUCTION ...................................................................................................................................... 3
1.2
THE PROJECT AIM .................................................................................................................................. 4
1.3
PROJECT OBJECTIVES ........................................................................................................................... 4
1.4
project methodology ........................................................................................................................... 5
1.5
scope of this report .............................................................................................................................. 5
1.6
THE PROJECT AREA................................................................................................................................ 6
1.7
GEELONG ARENA FACILITIES ................................................................................................................ 6
1.8
GEELONG ARENA MANAGEMENT AND OPERATIONS ....................................................................... 9
1.8.1 Geelong Arena Management and Operational Structure ...........................................................9
1.8.2 Geelong Arena Management Structure and Staff Positions .......................................................10
1.8.3 Geelong Arena Combined Facilities Estimated Usage Review 2009/2010 ..............................11
1.8.4 Tennant Usage Trends .........................................................................................................................12
1.8.5 Geelong Arena Financial Report Summaries .................................................................................12
1.8.6 Arena Annual Maintenance 2009/2010 ...........................................................................................14
1.9
GEELONG ARENA CURRENT AND FUTURE TENANT DEVELOPMENT ISSUES ...................................... 15
1.10
GEELONG SUPERCATS ......................................................................................................................... 16
2
BASKETBALL GEELONG OVERVIEW ........................................................................ 17
2.1
BG PLAYER RESIDENTIAL CATCHMENT PROFILE ................................................................................ 17
2.1.1 Basketball Geelong Arena Usage .....................................................................................................18
2.1.2 Basketball Geelong City Wide Facility Usage .................................................................................19
2.1.3 Basketball Geelong Financial Review ..............................................................................................20
2.1.4 Basketball Geelong Fees and Charges ...........................................................................................21
2.1.5 Review of Basketball Geelong Fees and Charges Compared to Other Areas .......................22
2.2
BASKETBALL GEELONG PARTICIPATION TRENDS ............................................................................... 22
2.2.1 Basketball Geelong Team Entries Trends – All Venues ..................................................................22
2.2.2 Basketball Projected Future Stadium and Court Demand ..........................................................23
2.3
BASKETBALL GEELONG STAKEHOLDER FORUMS ............................................................................... 27
2.3.1 Basketball Geelong Board Members Meeting ...............................................................................28
2.4
3
FUTURE GEELONG ARENA FACILITIES BASKETBALL IMPROVEMENT LIST .......................................... 29
ARENA ANNEX USAGE AND OPERATIONS REVIEW............................................... 32
3.1
GEELONG ANNEX OVERVIEW ............................................................................................................ 32
3.2
GEELONG ARENA ANNEX USAGE TRENDS ........................................................................................ 33
3.2.1 Basketball Geelong Usage Arena .....................................................................................................33
3.3
OTHER ARENA ANNEX USAGE AND ASSOCIATED REVENUE ........................................................... 35
3.4
ARENA ANNEX OPERATING COST REVIEW........................................................................................ 36
3.4.1 Kiosk/Café Operating Performance Review ..................................................................................37
3.5
GEELONG ARENA ASSET VALUE ......................................................................................................... 38
3.5.1 Depreciation Allowances ...................................................................................................................38
4
FUTURE ARENA ANNEX REDEVELOPMENT STRATEGY ............................................ 39
4.1
POTENTIAL GEELONG ARENA ANNEX IMPROVEMENTS ................................................................... 39
4.2
ANNEX EXTENSION SCHEMATIC CONCEPT LAYOUT PLANS ............................................................ 40
4.3
FACILITY OPTIONS INDICATIVE CAPITAL COSTS REVIEW ................................................................. 46
4.3.1 Option A: Geelong Annex Community Facility Extensions...........................................................46
4.3.2 Option B: Geelong Annex Community and Event Facility Extensions .......................................46
4.3.3 Option C: Geelong Annex Community and Event Facility Extensions ......................................47
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4.3.4
4.3.5
4.4
Event Change Facilities .......................................................................................................................48
Comparison of Arena Annex Extensions Options Indicative Capital Cost Estimates .............48
REVIEW OF ARENA ANNEX FACILITY REDEVELOPMENT OPTIONS ................................................... 50
4.5
FUTURE ARENA ANNEX MANAGEMENT AND OPERATIONAL ARRANGEMENTS ............................. 50
4.5.1 Future Annex Management and Associated Service Arrangements........................................52
4.5.2 Future Arena Annex Management Model ......................................................................................52
4.6
FINANCIAL IMPACTS OF FACILITY REDEVELOPMENT OPTIONS ....................................................... 53
4.6.1 Other Improvements Business Impacts.............................................................................................54
4.7
FUNDING SUPPORT OPPORTUNITIES ................................................................................................... 54
4.8
SUMMARY OF FACILITY OPTIONS AND ASSOCIATED IMPACTS ...................................................... 55
4.9
WHERE TO FROM HERE ........................................................................................................................ 55
DIRECTORY OF TABLES
Table 1.1 Geelong Arena Annex Master Plan Staged Methodology and Associated Tasks ...................... 5
Table 1.2 Geelong Arena Annual Estimated User Statistics 2009/10 ............................................................ 12
Table 1.3 Geelong Arena Annual Tennant Estimated User Statistics 2009/10 ............................................. 12
Table 1.4 Geelong Arena Annual Financial Result Review 2007 to 2010 ..................................................... 13
Table 1.5 Geelong Arena Annual Financial Result By Main Activity 2007 to 2010 ..................................... 13
Table 1.6 Geelong Arena Maintenance Expenditure 2009/10 ..................................................................... 14
Table 1.7 Geelong Arena Tennant Current and Future Facility Issues.......................................................... 15
Table 2.1 Basketball Geelong Main Players Catchment Zone (for all Facilities) ........................................ 17
Table 2.2 Basketball Geelong Team Registration Statistics 2006 to 2010 ..................................................... 23
Table 2.3 Winter Seasonal Actual (2006 to 2010) and Projected Players (2010 to 2018) ........................... 23
Table 2.4 Summer Seasonal Actual (2006 to 2010) and Projected Players (2010 to 2018) ........................ 24
Table 2.5 Basketball Geelong Club Competition Winter and Summer Court Availability 2011 ................ 24
Table 2.6 Basketball Geelong Club Competition Future Winter Season Court Requirements to 2013 ..... 26
Table 2.7 Basketball Geelong Club Representatives Stakeholder Forum Responses ................................ 27
Table 2.8 Basketball Geelong Board Member Forum Responses ................................................................. 28
Table 3.1 Basketball Geelong Arena Usage and Associated Revenue ...................................................... 33
Table 3.2 Geelong Arena BG Usage/Revenue Period 1: 05/10/2009 to 4/04/2010 ................................... 34
Table 3.3 Geelong Arena BG Usage/Revenue Period 2: 05/04/2010 to 3/10/2010 ................................... 34
Table 3.4 Geelong Arena Annex Non BG Usage and Associated Revenue 2009/10 ................................ 35
Table 3.5 Geelong Arena – Annex Operating Cost Assumptions and Details ............................................ 36
Table 4.1 Potential Geelong Arena Annex Redevelopment Component List ............................................. 39
Table 4.2 Option A Geelong Arena Community Extension Indicative Capital Cost Estimate .................. 46
Table 4.3 Option B Geelong Arena Community and Event Extension Indicative Capital Cost Estimate 47
Table 4.4 Option C Geelong Arena Community and Event Extension Indicative Capital Cost Estimate 48
Table 4.5 Geelong Arena Annex Extension Options Indicative Capital Cost Estimate Comparisons ..... 50
Table 4.6 Geelong Arena Annex Extension Options Usage and Financial Impact Review ...................... 53
APPENDICIES
APPENDIX ONE:
ARENA TENNANT AGREEMENT DETAILS
APPENDIX TWO:
BASKETBALL GEELONG USE OF THE ARENA 2009/10
APPENDIX THREE:
BASKETBALL GEELONG AND GEELONG SUPERCATS COMBINED MANAGEMENT
OFFICE PLAN 2011
APPENDIX FOUR:
GEELONG ARENA MANAGEMENT AND STAFFING POSITIONS
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1
GEELONG ARENA FACILITIES/OPERATIONS REVIEW
1.1 INTRODUCTION
The Geelong Arena is an indoor sports and entertainment venue, located 4 kilometres from
Geelong’s CBD. Geelong is Victoria’s largest regional city servicing the Bellarine Peninsula,
Surfcoast and Western Districts.
The venue is owned and managed by the City of Greater Geelong and has been under
Councils ownership and management since purchased in May 2003. Previous to this the
facility had a varied ownership history including:

The base facility was originally built as a wool storage business.

In the early 1980s the main multi storey brick structure and site was purchased by a
commercial developer and over 2 years was renovated to provide the main
auditorium/court and seating and support areas. The redevelopment also included the
gymnastics centre and commercial social facilities. The venue was also fitted out to host
major events including concerts and dinners whilst from a sports perspective the main
tenant was the Geelong Supercats when competing in the National Basketball League.

In the late 1980s the Arena Annex was added and the commercial developer entered
into usage and lease arrangements with then Geelong Basketball Association to base
their competition at the site. We were not able to locate any information about previous
lease or rental arrangements for this period.

During the late 1990s and early 2,000s the commercial owner encountered financial
difficulties and this saw limited investment in facility maintenance or improvements and
after a number of years of ownership uncertainty the City of Greater Geelong in
association with a Victorian State Government Grant purchased the site and facilities in
2005.

Returning the centre to community ownership as a major sports and event centre has
since seen considerable Council investment in upgrades and refurbishment and this has
ensured the facility was brought back to useable condition and retained for future
community sports and entertainment events.
The Geelong Arena in its past has played host to some high profile national and international
events including the National Basketball League, International and National sports events
including Melbourne Commonwealth Games and major conferences and exhibitions and live
concert performances.
The Arena Annex s the principle area this study is being concentrated on and comprises three
full size basketball courts (with permanent seating to court one and portable seating to courts
2 and 3) and storage area, offices and meeting/function room is acknowledged as
Geelong’s main basketball venue.
The large open 3 court floor space can also be set up for multi-use and can cater for up to
1,200 patrons for example for a sit down formal function, with a dance floor or set-up to cater
for conventions and exhibitions.
Users of the Annex facilities have some support service issues as currently they have to access
change/toilets and food/beverage services in the main Arena building. This causes
significant access, control and security issues for organisers and players when the main arena
building is being used for major events.
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1.2
THE PROJECT AIM
The proposed Arena Annex Master Plan Project focus is to investigate and identify the venues
current provision of facilities and potential development opportunities at the Annex that
support the needs of basketball in the Geelong region and enhance the Arena’s operations
and business model.
The aim of the Geelong Arena – Annex Master Plan Project has therefore been to:
“Identify and plan for future development of the Annex stadium, increasing community
involvement, and club usage and event opportunities”
The plan is to comprise of two components; a Detailed Design Plan and a Business Modelling
Plan.
The detailed design plan provides direction on the construction and implementation of
physical works and/or improvements which may take place within the Annex facilities.
The business modelling plan has been set up to reflect the detail design plan and addresses
the functions of the design, operations, ownership and management of areas, in addition to
ensuring continued and improved ways of greater community engagement and
involvement.
1.3
PROJECT OBJECTIVES
The primary objectives of the project are listed in the project brief are:
1. To undertake an assessment of both existing uses and user groups of the Arena Annex,
with a focus on the development of a detailed user profile, inclusive of but not limited too;
demographics, catchment analysis and usage type.
2. Undertake a competitor analysis of the facilities within Geelong that service a similar
activity profile.
3. Identify down time opportunities and program opportunities for greater utilisation of the
facility.
4. Identify appropriate and potential development opportunities within the Geelong Arena
Annex, inclusive of and not limited too;
a. social space catering for meeting and function requirements,
b. aesthetics and user friendly entrance to the overall space,
c. storage opportunities for user groups and tenants,
d. change room facilities accessible directly from the Annex stadium,
e. designated and clearly identified ticket booth,
f.
commercial operations (i.e. sporting apparel shop),
g. bar facilities
h. café facilities
i.
improved viewing to Annex Court 1,
j.
partnership opportunities,
k.
management and funding models,
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5. Develop an action plan in consultation with stakeholders, supporting the development
and future of the Geelong Area.
1.4
PROJECT METHODOLOGY
SGL Group – Leisure and Tourism Planners were appointed in mid-2010 to complete the study
and the following table summarises the key stages and tasks completed by the project team.
Table 1.1
Geelong Arena Annex Master Plan Staged Methodology and Associated Tasks
GEELONG ARENA ANNEX MASTER PLAN PROJECT STAGES AND TASKS
STAGE ONE – BACKGROUND AND OPERATIONAL REVIEW
Project Clarification/Initial meeting with Project Manager and Tour of Existing Facilities
Review of Current Business and Operations
Postcode Survey of Users of Facilities
Demographic Review
Review relevant Documents and Reports
Inventory of Sports Courts and Associated Facilities
Stakeholder Interviews
Indoor Sport Participation Trends
STAGE TWO CONSULTATION AND DEVELOPMENT
Summary of Stage One Findings and Key Trends Issues and Opportunities Report
Stage One Project Control Group Meeting
First Draft Future Facility Component Brief
Develop First Draft Business and Operational Impact Models based on Component Brief and Associated
Improvements
Facility Funding Opportunities
STAGE THREE MASTER PLAN AND FINAL REPORTS
Complete Concept, Schematic Plans for the Approved Concept Component Brief
Final Arena Annex and Surrounding Area Master Plan
Updated QS Estimate for Final Concept
Updated Financial Model
Draft Final Report
Review of Draft Report Meeting
Final Report
Final Report Presentation
1.5
SCOPE OF THIS REPORT
This report has been structured into four integrated sections being:

Section One: Geelong Arena Facilities and Operations Review – This section reviews the
overall facilities to set the scene for current use and costs across the total venue. This has
been completed to enable the project team to understand general operations,
agreements and leases and usage and financial trends. This section also covers other
tenant groups other than Basketball Geelong’s key issues that may impact on any future
Arena Annex or the combined facilities Master Plan.

Section Two: Basketball Geelong Overview – This section presents a range of information
that impact on basketball Geelong who is the main user of the Geelong Arena Annex. It
covers estimated usage, current usage and sustainability issues and also covers future
facility improvement priorities and projected future participation trends etc.
Section Three: Geelong Arena Annex Master Plan Overview – This section covers a range
of Geelong Arena Annex operational and usage issues as part of the review of future
improvement priorities for this area.

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Section Four: Geelong Arena Annex Future Development Opportunities – This section
covers the future Geelong Annex priority improvement components and potential
development options, capital costs and key outcomes associated with such
improvements

1.6
THE PROJECT AREA
The City of Greater Geelong (COGG) is located in south-western Victoria, about 75 kilometres
south west of Melbourne. The COGG is bounded by the Moorabool Shire in the north,
Wyndham City and the Borough of Queenscliff in the east, Bass Strait in the south and Surf
Coast Shire and Golden Plains Shire in the west.
COGG is a rural, residential, resort, industrial and commercial area. Geelong is the largest
regional city in Victoria and the leading commercial centre for south- western Victoria. The
City encompasses a total land area of about 1,250 square kilometres. Over two-thirds of the
population live the urban areas. The City includes the historic coastal townships and resort
areas of Barwon Heads, Indented Head, Ocean Grove, Portarlington and St Leonards. In
2007, the total population of COGG was estimated at 205, 395 1. The population is expected
to increase by 31,600 people to 237,580 by 2016, at an average annual growth rate of 1.44%
(based on increase of +15,000 households.
Nearly all areas within the City of Greater Geelong are expected to increase in population
between 2006 and 2016. The largest increases in population are expected in Armstrong
Creek, Other Urban – Bellarine – South Barwon, Highton and Lara while Bell Post Hill, Rural
Corio and Newtown are expected to decrease slightly in population.
This indicates the Arena is currently well positioned to service the Geelong population but as
the population expansion occurs in new areas south and east new stadium development
may need to be considered in these growth areas.
1.7
GEELONG ARENA FACILITIES
The venue comprises four sport/basketball courts and associated service areas. The main
arena show court’ has the following spectator capacity in different use modes as follows.
Main Arena Usage Mode
Event - With seating and floor seats
Event – No extra floor seats
Concert – Seated and standing
Approximate User Capacity
1,600
1.175
2,250
The adjoining Arena Annex comprises three full size basketball courts and is acknowledged as
Geelong’s home to basketball but is also a multi-purpose and versatile space used outside of
basketball lease periods for functions and other sports activities.
The Geelong Arena Ground floor plan is on the next page and the level 1 and 2 floor plans
are listed on the following 2 pages
Source: ABS Estimated Resident Population Cat. No. 3218.0.55.001 Regional Population
Growth, Australia – companion data
1
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GEELONG ARENA GROUND FLOOR PLAN
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Geelong Arena Level 1 – Office Space Re-development
Geelong Arena Level 2 – Function Room and Kitchen Facilities
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Geelong Arena – Level 2 Martial Arts Room
1.8
GEELONG ARENA MANAGEMENT AND OPERATIONS
The Geelong Arena is owned and managed by the City of Greater Geelong. The facility is
managed under the Sports Venue Unit within the Sport and Recreation Department.
1.8.1 Geelong Arena Management and Operational Structure
The Geelong Arena operations are currently managed internally under six business units and
these include:






Sport Events
Concerts - Major and Community
Conferences and Expo’s
Banquets and functions
Food and Beverage - Café/Catering and Bar
Lease and Administration
From a management perspective each respective business unit is considered as a separate
unit, thus capitalising on the overall growth and development of the Geelong Arena. A
review of the 2009/10 Geelong Arena Annual Report indicates the key priorities for 2010/11
Financial Year focus are as follows.
ARENA EVENTS AND MARKETING
1)
2)
Procurement of additional sports and entertainment based events.
Relationship development and maintenance with both internal and external
stakeholders.
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3)
4)
Geelong Arena Marketing Plan
Finalisation, implementation and ongoing management of the Event
Management tool
ARENA FOOD AND BEVERAGE OPERATIONS
1)
2)
3)
4)
5)
Development and management of sound stock take systems.
Installation of Centaman based point of sale for bar operations.
Staff training and development workshops.
Presentation of stock for resale.
Increased storage and stock management systems.
ARENA TENANT AND USER OPPORTUNITIES
1)
2)
3)
4)
Increased communication and relationship development with current tenants.
Opportunities to increase tenants on site, inclusive of a permanent tenant in the
level 1 space.
Identification of unused space and times within the venue and identification of
potential programs/usage.
Assistance to tenant procuring events to the Geelong Arena.
ARENA MAINTENANCE
1)
2)
3)
Implementation of the new Service Level Agreements.
Ongoing management of Waste Wise onsite.
Management of the Arena Cyclical Maintenance program.
ARENA ADMINISTRATION, ORGANISATIONAL DEVELOPMENT AND MANAGEMENT
1)
2)
3)
Development of sound systems and procedures.
Opportunities for staff training and development.
Clear strategic direction set and maintained.
ARENA PROJECTS
1)
2)
3)
4)
Arena Annex Master Plan Completion.
Improve access to Westside of Geelong Arena Servicing gymnastics and
Taekwondo areas
Arena Annex scoreboard installation.
Baxter Road Car Park Lighting.
1.8.2 Geelong Arena Management Structure and Staff Positions
The centres current internal management structure involves the following positions:

A summary of these positions and duties is listed in Appendix Four.
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Geelong Arena
Management and Staffing Structure
City of Greater Geelong
Sport and Recreation Department
Sports
Venue Unit
Geelong Arena
Venue Manager
Even
Supervisor
Operations
Co-ordinator
Administration Officer
Maintenance/
Cleaning Officer
1.8.3 Geelong Arena Combined Facilities Estimated Usage Review 2009/2010
The Arena user statistics are collected by management from booking data and are estimates
only generated from booking records so are not as accurate as direct user figures kept by
users/hirers. At this stage they provide the only guide to combined centre usage which is
currently recorded under the following key user categories:




Commercial – Hirer is assessed as a commercial activity and charged a higher use rate
Community – Casual/non regular Community hirer charged a lower rate than commercial
hirers
Tennant – Regular hirer/lease that has agreed tenancy rights (part of conditions of lease)
Venue/Other – Other hirers not covered in above categories
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A summary of centre managements estimated monthly and annual user statistics for the
2009/10 year shows the estimated number of users under each user category was:
Table 1.2
Geelong Arena Annual Estimated User Statistics 2009/10
Visits 2009/10
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
Commercial
800
6500
2000
2500
500
Community
3100
1200
1200
1200
800
350
Tenant
14100
13930
7970
11590
13930 7070
7070 11110
10020
Venue /
250
1000
8000
500
2150
2400
Other
17450
16930 23670 15290 19380 9970
7070 11460 10020
Total
Note: Visit statistics are estimated based on booking data and provided as a guide only
May
2500
13454
Jun
1770
13400
Total
14800
9620
130794
-
30
14330
15954
15200
169694
The user review indicates tenants represented 130,794 of the 169,694 visits (77% of all centre
users) for this year. Next highest user category was commercial events at 14,800 (8.7% of total
use) and then venue other at 14,330 (8.4% of total use).
The monthly review of use indicates that tenant use ranges from a low of 7,070/month to a
high of 14,100/month. The highest tenant usage months were July/August, Oct/Nov and
March to June. Commercial and community events usage fluctuated greatly per month
ranging from 800 to 6,500/month.
1.8.4 Tennant Usage Trends
The tenant usage was estimated to be made up of the following main users:
Table 1.3
Geelong Arena Annual Tennant Estimated User Statistics 2009/10
Tenant Visits
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
2009/10
Bell Post Dojo
600
600
600
600
600
400
400
600
600
600
Basketball
8050
10730 5370
10730
10730 5370
5370
8050
5370
8050
Geelong
Geelong
2000
2600
2000
2600
2600
1300
1300
2600
2000
2600
Gymnastics
Elite
150
Taekwondo
Supercats
3450
2200
2050
4734
Total
14100 13930 7970 11590 13930 7070
7070 11110
10020 13454
Note: Visit statistics generated from booking information and are presented as an estimate only
Jun
Total
600
6200
8050
91240
2000
23500
150
300
2600
13400
15034
130794
The tenant estimate usage review indicates Geelong Basketball is the major user with an
estimated 91,240 visits/year representing (70% of total tenant usage).
This was followed by Geelong Gymnastics at 23,500 visits (18% of tenant use) and the
Geelong Supercats at 15,034 (11.5%).
Please note that during the review of these usage trends Basketball Geelong have provided
more accurate and detailed usage data and this is listed in section 2.
1.8.5 Geelong Arena Financial Report Summaries
The table on the next page summarises the Geelong Arena Financial results between 2007
and 2010
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Table 1.4
Geelong Arena Annual Financial Result Review 2007 to 2010
Category
Income
R64601 - Arena Major Events
R64602 - Arena Venue Hire
R64603 - Arena Cafe
R64604 - Arena Bar
R64605 - Arena Lease & Admin
R64606 - Arena Catering
R64607 - Arena Maintenance
Income Total
Expenditure
D64601 - Arena Cyclical Maintenance
D64603 - Geelong Arena Court Remarking
R64601 - Arena Major Events
R64602 - Arena Venue Hire
R64603 - Arena Cafe
R64604 - Arena Bar
R64605 - Arena Lease & Admin
R64606 - Arena Catering
R64607 - Arena Maintenance
Expenditure Total
Net Operating Result (Profit)/Loss
2009/10
Actuals
2008/09
Actuals
2007/08
Actuals
(152,482)
(113,326)
(233,267)
(223,897)
(225,557)
(37,103)
(247)
(985,880)
(19,939)
(102,375)
(204,969)
(199,841)
(195,983)
(41,718)
0
(764,826)
(56,345)
(87,085)
(180,699)
(134,081)
(208,956)
(37,719)
0
(704,885)
154,957
65,000
108,488
66,138
188,873
89,414
636,864
35,387
19,354
1,364,474
87,808
0
69,264
3,866
183,773
90,852
599,823
21,218
5,888
1,062,492
293,933
0
77,772
53,005
174,311
69,599
586,518
24,639
21,039
1,300,820
378,595
297,666
595,935
The same budget periods are summarised in the table below by key revenue and
expenditure activity areas from 2007 to 2010
Table 1.5
Geelong Arena Annual Financial Result by Main Activity 2007 to 2010
Category
Income
2200 - User Charges - Total
2800 - Internal Income - Total
Income Total
Expenditure
3000 - Salary Related Exp (excl. work cover)
3050 – Work cover Related Expenses
4000 - General Works - Materials - Total
4500 - General Works - Plant / Equip / Vehicle Costs
5000 - General Works - External Services – Total
5500 - Administration – Total
6000 - Professional Services – Total
6500 - Utilities – Total
7000 - Depreciation – Total
8000 - Internal Charges – Total
Expenditure Total
Net Operating Result (Profit)/Loss
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2009/10
Actuals
2008/09
Actuals
2007/08
Actuals
(776,277)
(209,603)
(985,880)
(566,907)
(197,918)
(764,826)
(496,397)
(208,488)
(704,885)
461,478
6,148
225,691
4,675
466,207
9,079
0
98,705
77,950
14,542
1,364,474
397,799
6,541
210,189
38,726
257,453
10,114
500
87,869
40,559
12,742
1,062,492
377,085
9,351
187,024
155,084
396,285
18,756
0
93,663
33,614
29,958
1,300,820
378,595
297,666
595,935
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A review of the financial information over the three years of business review indicates:

Revenue has increased annually for the three years from $704,000 in 2007/08 to $985,880
in 2009/10. User fees were the largest revenue source and the main revenue impact with
an increase of $280,000 in user fees from 2007/08 to 2009/10

Expenditure has fluctuated from $1.300M in 2007/08 to $1.364M in 2009/10. In 2008/09
expenditure dropped to $1.062M with the main savings being in general works which
were approximately $200,000 less in this year

The net operating performance of the Geelong Arena has seen operational deficits for all
years of review ranging from $595,935 in 2007/08 to a $378,595 in 2009/2010
1.8.6 Arena Annual Maintenance 2009/2010
The Geelong Arena in 2010 was one of the first sports venues in the Geelong region to
undergo a complete resurface of all four courts, supporting Basketball Australia’s alignment
with FIBA regulations. These works took place over the summer months to reduce the impact
on tenants and user groups and was at a total cost to Council of approximately $65,000.
In addition to the above the Geelong Arena experienced a number of major responsive
maintenance works inclusive but not limited to: Auditorium air compressor replacement and
maintenance works, refrigeration condensing unit replacement, Annex roof maintenance
and sealing and the West side gutter replacement.
Listed on the next page is a sample of the major costs associated with maintenance
expenses for the past twelve month period at the Geelong Arena.
Table 1.6
Geelong Arena Maintenance Expenditure 2009/10
Maintenance Expense Area
Expenditure
Air Handling
Building Development/Maintenance
Building & Maintenance Materials
Café Maintenance - Fryers
Electrical Repairs
Equipment Maintenance
Floor Maintenance
Glass Replacement
Lighting Repairs
Locksmith / Key Access for Tenants
Other Maintenance
Painting - Interior & Exterior
Pest Control
Plumbing
$
$
$
$
$
$
$
$
$
$
$
$
$
$
24,607
24,605
240
2,784
22,038
2,327
19,370
614
545
3,076
154
24,448
4,081
16,948
Refrigeration
Telephone Maintenance
$
$
10,998
1,980
$
158,815
Total Arena Maintenance Expenses
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1.9
GEELONG ARENA CURRENT AND FUTURE TENANT DEVELOPMENT ISSUES
A review of the main tenant’s leases or license of use agreements has been completed with
Geelong Arena management and these are listed in appendix one as commercial in
confidence information that will be deleted from the public report at final report edit stage.
Interviews have been held with all tenant groups to discuss current usage and facility issues
and future facility development needs.
The largest tenant group Basketball Geelong have a range of significant issues and are
looking for a range of major outcomes so these matters so they have been reviewed in
greater detail in section 2 of the report.
A summary of all other tenants than Basketball Geelong and their key issues are listed in the
following table.
Table 1.7
Geelong Arena Tennant Current and Future Facility Issues
Tennant
Elite Taekwondo
Current Facility Issues







Geelong
Gymnastics Centre
NOTE: This area is
now managed and
operated by the
Geelong YMCA who
assumed the lease
in 2010/11.





Kyokushin Dojo
Association




Total Events

Future Facility Issues
Group is positioned as a regional organisation
covering Melbourne through to the western District.
Very happy with current lease and access
arrangements at the Arena
Class sizes have increased and more schools are
taking up the sport in daytime use
Car parking is biggest issue when major events are
on as difficult for members to park close to the
venue.
Do not use venue for functions due to cost
Potential use as a regional competition area for
events but cost is prohibitive for a small sport
Limited use of food and beverage areas as away
from their activity area.
New group has been positioned to take over area
ad continue to operate the Geelong Regional
Gymnastics Centre under the same lease terms
and conditions.
Very happy with current lease and access
arrangements at the Arena
Class sizes have increased and more schools are
taking up gymnastics in daytime use
Car parking is biggest issue when major events are
on as difficult for members to park close to the
venue even though have separate entrance.
Members make little use of current Arena food and
beverage services.

The Association is now well established at the
Arena following a number of years in halls in the
northern suburbs
Make mainly night time use of the room and have
own separate entrance so do not need to use the
Arena amenities or food and drink services
Very happy with current lease and access
arrangements at the Arena
Group class sizes have increased and starting to
see some schools are taking up the sport in
daytime use


Group is small and very happy with current
usage and facilities.
Be good to improve air conditioning in
activity areas during hot summers
No need for any extension of areas
Use Arena for storage of events and PA equipment
as well as supply most of the event sound and

No proposed improvements suggested
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





Car park lighting also needs upgrading as
most people coming and leaving activities do
so at night so better security lighting would
be good idea
Plans to increase usage of area as classes
and school use grows but no need for
enlarged activity area
Be good to improve air conditioning in
activity areas during hot summers
No new improvements suggested as
negotiating on the terms and conditions of
the current lease and access arrangements
at the Arena
Class sizes have increased and more schools
are taking up gymnastics in daytime use
Car park lighting also needs upgrading as
most people coming and leaving activities do
so at night so better security lighting would
be good idea
Page 15

recording and media services for the Arena
Happy with current arrangements
Interviews completed with the other tenants future redevelopment requests indicate they
have minimal new area needs and most future issues relate to upgraded lighting in car parks
for security of users and improved air handling and conditioning in activity areas. Please Note
car parking lighting improvement works are included in current years capital works budget.
1.10 GEELONG SUPERCATS
The Geelong Supercats are long term tenants of the Geelong Arena and have a long term
agreement for use to 2013 but this is currently being renegotiated as the Supercats have now
entered into a merger process with Basketball Geelong.
The Supercats are progressing a formal sharing of resources (Offices, staffing, coaching etc.)
with Basketball Geelong and working through a merger of the two organisations. Future
Arena redevelopment requirements therefore relate to joint opportunities to share and this
may see:



Supercats reducing need for current Arena Office space
Need for new office area in the Annex
Social and meeting facilities in the annex
Consultation is still under way with both parties but key issues the Supercats would like to
resolve from the master plan project are:



Improved food and beverage outlets for major events
Improved financial revenue sharing for events the Supercats organises (i.e. share of food
and beverage profits).
New entrance facilities for the Annex
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2
BASKETBALL GEELONG OVERVIEW
Basketball Geelong (BG) is the major tenant at the Geelong Arena Annex and has the major
use rights of the three courts Annex and access to the main arena under a range of
conditions in its terms of lease (see appendix 1).
BG is one of four recognised Basketball Victoria affiliated associations in the Geelong Region
with Bellarine, Corio Bay and Try Boys Basketball Associations being the other three affiliated
associations.
In May 2011 BG estimated its player numbers were 2,922 registered players in BG competitions
in the past 12 months. Of these 1,935 (67% of registered players) of these were under 18 years
of age with 987 players (33% of registered players) were over 19 years and older.
A key issue is that 67% of players are children and require parents or guardians, coaches and
team support personal to transport them to venues. From longer term sustainability point of
view this high number of junior players also means that with limited other income sources BG
relies on play game and team fees to grow the sport and meet its operating costs.
Of the 1,935 junior age members it was estimated that 352 players were in the youngest age
categories participating in Geelong’s Aussie Hoops.
2.1
BG PLAYER RESIDENTIAL CATCHMENT PROFILE
When looking at BG competition and training venue location against where players live the
following residential catchment profiling has been identified by re-organising people into
postcode of residence:
Table 2.1
Basketball Geelong Main Players Catchment Zone (for all Facilities)
Postcode
3216
3212
3215
3220
3214
3218
3219
3221
3228
3224
Suburbs
Belmont, Freshwater Creek, Grovedale
Grovedale East, Highton, Marshall
Mount Duneed, Wandana Heights,
Waurn Ponds
Avalon, Lara, Point Wilson
Bell Park, Bell Post Hill, Drumcondra,
Hamlyn Heights, North Geelong,
Rippleside
Geelong, Newtown, South Geelong
Corio, Norlane, North Shore
Geelong West, Herne Hill, Manifold
Heights
Breakwater, East Geelong, Newcomb, St
Albans Park, Thomson, Whittington
Anakie, Barrabool, Batesford, Ceres,
Fyansford, etc.
Bellbrae, Bells Beach, Jan Juc, Torquay
Leopold
Players
Registered
November 2008
700
Players
Registered
May 2010
756
Players
Registered
May 2011
808
346
263
330
286
341
294
253
220
213
303
212
239
327
199
241
141
178
190
101
133
129
60
51
66
48
69
67
These results indicate a significant number of players reside in the northern and southern
areas of Geelong and therefore a significant number of current players will have to travel by
car to the Geelong Arena Annex Competitions and training.
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2.1.1 Basketball Geelong Arena Usage
The following summary of annual usage of the arena has been prepared by Basketball
Geelong:
Basketball Geelong Estimated Annual Geelong Arena Visitations 2010
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The review indicates when players plus support personal such as parents/other family
members, coaches and officials are taken into account then combined usage estimated at
more than 155,000 annual visits is much higher than currently projected by Geelong Arena
Management annual statistics.
Currently in the 2009/10 year Arena Management usage data estimated a total of 91,240
users for BG activities but this data only covered estimated players. The BG usage data on
the previous page takes into account all association activities and indicates usage would be
in the order of 155,000 annual visits or some 64,000 more users than Arena management
statistics account for. This is an important statistic when considering future changes to
services such as food and beverage and merchandising etc.
2.1.2 Basketball Geelong City Wide Facility Usage
Though the Arena is the most used facility by Basketball Geelong it also has to uses three
other venues throughout Geelong to house its competitions. BG and its affiliated clubs makes
use of a large number of venues for training and activities related to basketball as indicated
in the following tables.
Courts
Association /
Club
Venue
Total Number of Hours Used
Competition
Training
Training &
Competition
2
Aussie Hoops
Other (Please specify)
Geelong Arena (Annexe)
3
94
18
Geelong Arena (Auditorium)
1
6
0
Geelong College - Senior School
1
0
6
Hanbury Centre for Wellbeing
2
0
8
Sacred Heart College
1
0
4
KD Stewart Centre (Deakin University)
2
0
6
Leisuretime Centre
3
0
11
Newcomb Park PS
1
0
0
1
ASAP
Northern Bay College
1
0
0
1
Active After Schools
Geelong East Primary School
1
0
0
1
Active After Schools
Oberon South Primary School
1
0
0
1
Active After Schools
St Francis Xavier Primary School
1
0
0
1
Active After Schools
Lara Primary School
1
0
0
1
Aussie Hoops
Clairvoux School Hall
1
0
0
1
Aussie Hoops
Bannockburn Sports Centre
1
0
0
1
Aussie Hoops
Try Boys Sports Stadium
2
6
8
1
Aussie Hoops
CC Eagles
Basketball
Club
KD Stewart Centre (Deakin University)
2
0
8
0
Try Boys Sports Stadium
2
0
2
0
Dolphins
Basketball
Club
North Geelong High School
1
0
3.5
0
Leisuretime Centre
3
0
0
0
Basketball
Geelong
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Lara
Basketball
Club
Pivot City
Basketball
Rovers
Basketball
Club
Sharks
Basketball
Club
Tigers
Basketball
Club
Try Boys
Basketball
Club
Vytis
Basketball
Club
YMCA
Basketball
Club
Lara Primary School
1
0
14
0
Lara Lake Primary School
1
0
3
0
Lara Secondary College
1
0
1
0
Geelong College - Prep Gym
2
0
9
0
Geelong College - Senior School
1
0
4
0
Kardinia International College
1
0
2
0
Sacred Heart College
1
0
3
0
Clairvoux School Hall
1
0
12
0
Try Boys Sports Stadium
2
0
8
0
Newcomb College
1
0
2
0
North Geelong High School
1
0
10
0
Try Boys Sports Stadium
2
0
8
0
Leisuretime Centre
3
0
1
0
YMCA - Newtown
2
0
13
0
N/A
106/hours
Competition
per week
165.5
hours
Training
per week
11 hours
Training and
competition per
week
TOTAL
Note # Many clubs would use more court training time if available at the required times.
Corio Wildcats/Deakin Warriors Clubs do not have a current training venue and do not train.
The information supplied by Basketball Geelong and on behalf of their clubs indicates in a
normal week the following court use:



106 competition hours/week
165.5 training hours/week
11 competition and training hours
This results in a combined court hour usage of 283.5 court hours a week for basketball
competition and training.
2.1.3 Basketball Geelong Financial Review
BG as the parent body of the sport is expending over $100,000 a year to hire venues for
competition at the Arena and it is also estimated that the combined association clubs are
expending between $120,000 and $150,000 to hire training and club stadium venues
throughout Geelong (approximately 103 court hours a week hired by clubs for training).
A review of Basketball Geelong’s financial records shows that in 2008/09 BG raised a total of
$669,797 with main income sources being:

Player fees;
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Page 20




Representative players:
Player Registrations:
Team entries:
Other:
16%
11%
8%
8%
In this financial year BG expended $647,208 with main expenditure items being:







Salaries:
Referees and Comps:
Rent of venues:
Rep Programs:
BV registration fees:
Development Programs:
Other Expenditure:
24%
20%
17%
15%
10%
10%
4%
The financial review indicates under current tenancy arrangements at the Arena that BG has
limited revenue raising activity capacity outside of directly charging its membership. It is not
showing any other major revenue sources that traditional basketball association’s may raise
from areas such as merchandising, food and beverage and sub-letting of courts.
This is further compacted by the high percentage of BG players that are juniors
(approximately 75% of all players) compared to Basketball Victorias player participation
trends of an average 60% juniors and 40% adults. This statistic of high percentage of juniors is
important from a long term sustainability point of view as juniors who are learning the game
tend to have to pay not only for a weekly game but also contribute to weekly venue hire for
training. Adult teams do not tend to train as much so do not have these weekly costs.
Having such a high percentage of juniors and limited alternative revenue raising capacity
would indicate that BG would have a tough time annually balancing its revenue and
expenditure budgets and this would lead to limited annual operating surpluses to be able to
be put away for development projects.
2.1.4 Basketball Geelong Fees and Charges
The current fees and charges levied by Basketball Geelong are regarded by the BG Board as
at the high end thus making the sport expensive to play particularly for juniors and players
wanting to also represent the association. They have indicated that they are high as players
are their major source of revenue. The current 2010 fees and charges are listed as follows:
1) Domestic Basketball Competitions
Individual Ticket per game (Club & Primary Schools)
 $6.50 Junior
 $9.00 Senior
Team Sheet per game (Social Mixed)
 $44 per game
Membership Annual (Everyone) - $30.40 is passed on the Basketball Victoria Country.
 $40 Junior or $18 Affiliation
 $45 Senior or $23 Affiliation
2) Junior Representative Team Member Charges
Team Sheet per Game
 $60 all games
Venue Entry players and spectators
 $2 per person
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Geelong Player Annual Membership
 $160 per person
Senior Representative Team Members
Venue Entry
 $5 Adult
 $2 Junior
2.1.5 Review of Basketball Geelong Fees and Charges Compared to Other Areas
A review of Bellarine Basketball Association as well as other Melbourne Metropolitan
basketball Association charges indicates Geelong Basketball currently has to charge its
members at the higher level of charges than many other basketball associations.
For example Bellarine BA charges for domestic competition are juniors $6.00 and adults $8.00
whilst BG is $6.50 for juniors and $9.00 for adults. Annual membership affiliation fees for
Bellarine BA are $35/player and BG is $40 juniors and $45 seniors.
BG indicates that its game and registration fees are higher to meet the high cost of venue
leases and rental fees as well as referee and competition costs, representative team
operations. The need for higher fees is also impacted by BG lack of being able to raise
alternative revenue from normal operations such as food and beverage, merchandising and
court hire (that many other associations have rights to at their main stadiums).
2.2
BASKETBALL GEELONG PARTICIPATION TRENDS
A key issue raised by Basketball Geelong is the need for more indoor sport courts in the
Geelong area. Though this is not part of this specific master plan project it is a key issue as it is
likely in the future that BG will need to have access to another major stadium as the City’s
population increases.
Due to the large number of players residing in the southern sector of Geelong and the likely
high new population growth occurring in these southern suburbs it is likely in the future that a
major new stadium will be required.
This study has identified that future new courts will not be an option at the Arena site as the
area is landlocked and has major restrictions to any more major facility development.
User and management interviews have raised issues related to low levels of car parking
especially when BG competitions and events are held at the same time so it is not
recommended that any further courts be developed at the Arena Site.
This section summarises information provided by Basketball Geelong in relation to previous
and future basketball participation growth trends and is covered in this report to highlight that
the COGG and BG need to work together in the future to better understand this demand
and work towards the best new stadium solution to meet this future demand.
2.2.1 Basketball Geelong Team Entries Trends – All Venues
Basketball Geelong has indicated that summer competition is showing the highest growth in
participation as the following registration of team entries shows:
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Table 2.2
Basketball Geelong Team Registration Statistics 2006 to 2010
Year
2006
2007
2008
2009
2010
Boys Teams
113
118
121
131
139
Girls Teams
63
66
66
71
74
Mens Teams
33
40
39
39
44
Women’s Teams
25
21
24
25
24
Social Teams
5
5
4
6
7
Total Teams
239
250
254
272
288
This indicates significant growth in boys and girls teams over 5 year period with 37 more teams
and 9 more adult teams.
2.2.2 Basketball Projected Future Stadium and Court Demand
BG has completed a range of facility utilisation models based on its previous team’s growth
and use of venues to highlight the significant need for more indoor sports courts in the
Geelong area. This is summarised as follows in the tables below.
Table 2.3
Winter Seasonal Actual (2006 to 2010) and Projected Players (2010 to 2018)
Junior Boys
Junior Girls
Senior Men
Senior
Women
Social
Total
Winter 06 (actual)
119
62
27
21
5
234
Winter 07 (actual)
118
63
29
19
6
235
100%
Winter 08 (actual)
120
65
37
25
4
251
107%
Winter 09 (actual)
69
72
38
45
23
25
6
8
266
106%
Winter 10 (actual)
130
128
278
105%
Winter 11 (forecast)
135
70
54
23
17
299
108%
Winter 12 (forecast)
142
74
57
24
18
314
105%
Winter 13 (forecast)
149
77
60
25
19
330
105%
Winter 14 (forecast)
156
81
63
27
20
346
105%
Winter 15 (forecast)
164
85
66
28
21
363
105%
Winter 16 (forecast)
172
89
69
29
22
382
105%
Winter 17 (forecast)
181
94
72
31
23
401
105%
Winter 18 (forecast)
190
98
76
32
24
421
105%
Winter 19 (forecast)
199
103
80
34
25
442
105%
Winter 20 (forecast)
209
109
84
36
26
464
105%
Winter
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%
Table 2.4
Summer Seasonal Actual (2006 to 2010) and Projected Players (2010 to 2018)
Junior Boys
Junior Girls
Senior Men
Senior
Women
Social
Total
Summer 06 (total)
113
63
33
25
5
239
Summer 07 (total)
118
66
40
21
5
250
105%
Summer 08 (actual)
121
70
39
24
4
258
103%
Summer 09 (actual)
131
71
39
25
7
273
106%
Summer 10 (actual)
137
74
44
24
7
286
105%
Summer 11 (forecast)
137
73
54
27
9
300
105%
Summer 12 (forecast)
144
77
57
28
9
315
105%
Summer13 (forecast)
151
80
60
30
10
331
105%
Summer 14 (forecast)
159
85
63
31
10
347
105%
Summer 15 (forecast)
167
89
66
33
11
365
105%
Summer16 (forecast)
175
93
69
34
11
383
105%
Summer 17 (forecast)
184
98
72
36
12
402
105%
Summer 18 (forecast)
193
103
76
38
13
422
105%
Summer 19 (forecast)
202
213
108
113
80
84
40
42
13
14
443
465
105%
105%
Summer
Summer 20 (forecast)
%
These predictions indicate significant potential new team entry growth for both winter and
summer seasons through to 2020. The projected growth in player numbers will not occur
though if more indoor sport courts suitable for Basketball are not able to be provided. The
tables below highlight current winter and summary court availability for BG competitions in
2011
Table 2.5
Basketball Geelong Club Competition Winter and Summer Court Availability 2011
WINTER
Arena #1
Arena #2
Arena #3
Arena #4
Corio #1
Corio #2
Try Boys #1
Try Boys #2
Total
Monday
7
7
7
4
5
5
0
0
35
Tuesday*
5
5
5
5
5
5
0
0
30
Wednesday
7
7
7
4
0
0
0
0
25
Thursday
7
7
7
4
4
4
4
1
38
Friday
2
2
3
0
0
0
3
3
13
Saturday
11
11
11
0
0
0
11
11
55
Sunday
3
3
3
0
0
0
0
0
9
Total/Week
42
42
42
17
14
14
14
15
205
SUMMER
Arena #1
Arena #2
Arena #3
Arena #4
Corio #1
Corio #2
Try Boys #1
Try Boys #2
Total
Monday
7
7
7
0
5
5
5
5
41
Tuesday
7
7
7
0
5
5
0
0
31
Wednesday
7
7
7
0
0
0
0
0
21
Thursday
7
7
7
0
4
4
4
1
34
Friday
2
2
3
0
0
0
3
3
13
Saturday
11
11
11
0
0
0
11
11
55
Sunday
3
3
3
0
0
0
0
0
9
Total/Week
44
44
44
0
14
14
24
20
204
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Page 24
The projections indicate by 2015/2016 there may be insufficient courts for games/teams.
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Table 2.6
Basketball Geelong Club Competition Future Winter Season Court Requirements to 2013
Winter 12 (forecast)
Winter 13 (forecast)
Day
Availability
Games
Teams
Games
Teams
Games
Teams
Games
Teams
Games
Teams
Games
Teams
Games
Monday
35
69
32
66
31
72
34
59
27
62
28
65
30
Tuesday
30
45
21
50
24
50
23
54
25
57
26
60
28
Wednesday
25
35
17
38
18
32
15
42
20
44
21
46
22
Thursday
38
40
19
48
21
63
29
61
28
64
29
67
31
Friday
13
24
11
22
10
20
9
27
13
28
14
30
14
Saturday
55
33
14
38
17
41
19
48
22
50
23
53
24
Sunday
9
4
2
7
3
7
3
8
4
8
4
9
4
Total
205
250
116
269
124
285
132
299
139
314
146
329
153
Availability
Winter 08
Winter 09
Summer 08
Winter 10
Summer 09
Winter 11
Summer 10
Summer 11
Summer 12 (forecast)
Summer 13 (forecast)
Day
Games
Teams
Games
Teams
Games
Teams
Games
Teams
Games
Teams
Games
Teams
Games
Monday
41
59
28
65
30
83
37
58
28
61
29
64
31
Tuesday
31
52
24
54
25
49
23
54
26
57
27
60
29
Wednesday
21
37
18
41
17
32
13
40
18
42
19
44
20
Thursday
34
44
21
50
24
66
30
66
32
69
34
73
35
Friday
13
24
11
22
12
21
10
29
14
30
15
32
15
Saturday
55
38
18
34
16
39
19
44
21
46
22
49
23
Sunday
9
4
2
7
3
5
2
9
4
9
4
10
4
Total
204
258
122
273
127
295
134
300
143
315
150
331
158
At Capacity
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Above Capacity
Page 26
2.3
BASKETBALL GEELONG STAKEHOLDER FORUMS
As part of the process of hearing form key tenants and stakeholders a BG club representative
stakeholder forum and a BG Board Forum were held in October 2010 and a summary is listed
on current and key future Arena facility improvements and operations issues that were
important to teach of these representative groups.
Table 2.7
Basketball Geelong Club Representatives Stakeholder Forum Responses
Issue
Leaking Stadium Roof
Detail


Scoreboards

Social Room

Car Parking


Stadium Seating

Court Hire Costs



Lack of new Revenue and
Fund Raising Opportunities


Scheduling of Adult and
Junior Competitions



Aussie Hoops

New Courts

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Commercial in Confidence
This is an ongoing and major issue for clubs as it disrupts competitions due to
the unsafe floor area.
Has been an ongoing problem since the three court annex was built and on
average loses 6 to 7 competitions day use due to it.
Aged and out of date scoreboards and officials desk controls need to be
replaced or updated
The current social room in the annex is too small for user numbers needing to
use it for after game representative team activities. With 2 teams plus
officials and parents need an area for 60 to 80 people
Security lighting is very poor in the car park area and surrounding roads
which have to be used at night time.
When major function is on a competition night the car park is full and have
to use surrounding streets which are very poorly lit
Limited seating between the three courts in the annex for normal game
spectators. This causes a lot of people to stand and this causes issues with
game officials.
Biggest cost to the clubs and representative teams is court hire that is
estimated to cost the combined hirers between $120,000 and $150,000
annually.
Currently 13 different court areas are hired around Geelong to meet club
and representative training and some competition games.
Most clubs have large numbers of junior representatives so this sees the sport
having to charge a high cost for a player to play and also train (most would
average around $15/week going on court hire. This makes the sport very
expensive to play as added to this is playing gear, transport, registration etc.
The major source of revenue is player game and registration fees (95% of BG
turnover) as it has no opportunities to raise funds from traditional basketball
association areas such as kiosk sales, merchandise sales and fund raising
activities such as functions etc. as the current Arena lease prohibits these
activities.
Sponsorship opportunities are also limited as current lease requires signage
to be able to be covered up to deliver a clean stadium when not in use by
BG or associated basketball activities
Current agreement is for 105/hours/week use of the Annex Courts and this is
nearly fully taken up with competition activities with no capacity for training
by clubs or representative teams unless they go to another venue.
Scheduling of competitions is a major issue as current arrangements do not
leave flexibility to move around competition times to attract more players.
There currently are a lot of conflicting time zones with other sports that if
rescheduling did occur there would be better opportunity to attract more
junior players.
National junior program that is used as an introduction to the game for
under 10s is very restricted due to lack of afternoon and weekend court
space. This is restricting junior growth.
General agreement that the Arena has limited surrounding space for new
courts and therefore all efforts should go to planning and developing new
courts in the population growth areas south of Geelong and in the
Lara/Northern suburb areas recording residential area growth.
Page 27
Issue
Food and Beverage
Services
Detail


Specialist Arena Training
Areas


Lack of Basketball Toilet
and Change Facilities





Other issues

Large numbers of people do not use the current kiosk/café service in the
arena and no facilities available to offer any food and beverage in the
arena annex.
Many associations make some funds from using volunteers to staff kiosks but
no option allowed at the Arena
Due to large numbers of juniors be good to have a specialist training area
fitted out at the annex for that could be used to reduce the cost of external
court hire plus be a warm up area for teams.
Should investigate developing an indoor training area to the rear of the
café on the car park (with links to getting to and from annex) to have a
warm up and training facility built
There are no dedicated public toilet or change/shower facilities for the
annex and people have to go into the Arena foyer for toilet access.
There are n showers or change areas in the public toilet areas
For representative games management has to provide access to the
private change rooms in the Arena.
When a major event is on at the arena it is difficult to access the foyer and
public toilets so need to consider new change and amenities to directly
service the annex are and users.
Annex is very hot in summer and very cool in winter so need to consider long
term cooling and heating services to the courts.
Lac of storage areas in the annex
2.3.1 Basketball Geelong Board Members Meeting
BG Board representatives attended a future Geelong Arena Improvement forum and listed
the following key issues and improvements as important to this Board:
Table 2.8
Basketball Geelong Board Member Forum Responses
Issue
Leaking Roof
Detail




Social Room


Car Parking


Court Hire Costs




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Leaking roof continues to cause major problems with 4 competition days
lost since February this year due to rain leaking onto timber court areas.
This is impacting greatly on the safety of the floors as well as impacting on
maintenance of the flooring due to water over the floor.
This matter needs urgent attention but management appears to have
accepted the building leaks and no ongoing improvement solutions appear
to be being investigated to resolve this ongoing issue.
BG monthly lease fees should be reduced if the annex courts have to be
closed due to leaking roof issues as BG has to try and rent other courts at
short notice or cancels games which reduces weekly game fees
Current social room is undersize for the activities trying to use this space.
Need a room that can be modified in size from a space for 80 to 100 people
down to a BG Board meeting of say 15 people
Agree with club representatives that car parking lighting needs to be
upgraded as does surrounding street lighting.
When events are on Basketballers have to park in surrounding streets and
this can become a safety issue at nighttime without proper street lighting
BG estimates it spends around $120,000 to $130,000/yr for court hire and
clubs spend $130,000 to $150,000 annually for other court hire for training.
This sees a combined basketball spend of around $250,000 to $280,000 a
year for court hire which does not provide any permanent facilities or allow
the sport to increase its participation.
BG has about 75% of players in the junior category under 18 years of age so
this makes it a very expensive sport compared to many other codes due to
the high court hire costs.
BG now relies on 13 other court facilities than the Arena to host games and
club activities
Page 28
Issue
Lack of new Revenue and
Fund Raising Opportunities
Detail


New Courts

Food and Beverage
Services

Specialist Arena Training
Areas
Lack of Basketball Toilet
and Change Facilities

Other issues




2.4
Current lease at the Arena does not allow BG any traditional sport
opportunities to raise new revenue from sales such as merchandise or food
and beverage.
Many Basketballers do not use Arena café so high cost services/low use. BG
would like to set up own F/B and this could reduce need for current cafe
BG is backing the need for a new 4 court Southern area stadium as the
Arena site is land locked and cannot get any extra courts constructed
Like to see new kiosk area linked to the annex so BG can operate low cost
food and beverage area so it can use part volunteer staffing to increase
profitability and introduce a new revenue source
Support the clubs idea of a new indoor training venue to the rear of the site
with access from the annex courts.
This is a major issue particularly when events are on in the Arena. Should
have these facilities attached to the annex recognizing the numbers of
people that play and train at this venue daily.
BG is facing increasing team and player numbers but has no planned new
courts or improvements in service areas to meet this demand that is
expected to peak around 2015/2016.
Currently though the Arena is home to Geelong Basketball the arrangement
is as a tenant and there is no dedicated BG space for it to belong.
BG wants to be more self-sufficient and in turn reduce the costs to Council
to manage and operate the annex component of the Arena. It believes
with a new entry, meeting room, reception/kiosk servery and merchandise
area that it can increase revenue and manage the annex activities at a
reduced cost to current operations.
FUTURE GEELONG ARENA FACILITIES BASKETBALL IMPROVEMENT LIST
BG has developed an initial Annex improvement list they would like to see included in the
Geelong Arena Annex Master Plan. We have summarised these improvements based on BG
issues and have noted in red very preliminary cost estimates to give us a scope of likely cost
(pre design estimate).
1.
Social space catering for meeting and function requirements,
BG Comments

At present BG has no space to offer reasonable social function for our membership
and/or present our heritage/historical information

We need to prove space for referees that is separate to the space in which
players/spectators congregate
New Club social area say 20m x 15m (300m2) with small kitchette/bar (20m2) and stores
(30m2) would see a 400m2 development. Estimated capital cost approximately
$800,000.
2.
Aesthetics and user-friendly entrance to the overall space,
BG Comments
Designated and clearly identified ticket booth,
The current arrangement makes it difficult to capture revenue from patrons and there is
no welcoming entrance
New front of house area built out from existing annex entry say 100m2 with better link to
café/toilets through internal modifications. Estimated capital cost approximately
$150,000.
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Page 29
3.
Storage opportunities for user groups and tenants,
BG Comments
There is limited capacity for storage of training/game operation equipment
New storage off 3 court area with lean to construction of 100m2. Estimated capital cost
is approximately $80,000
4.
Change room facilities accessible directly from the Annex stadium,
BG Comments
Self-explanatory
High cost replacement items that need better circulation between annex and Arena
with new entrance – Capital cost covered in item 2 but could also consider some
amenities as part of item 1 – new clubroom. If developed 2 male/2 female toilets with
change area require 30m2 each off clubrooms so estimated capital cost be in the
order of $100,000 (60m2 total development)
5.
Commercial operations (i.e. sporting apparel shop)
BG Comments
BG we have no ability to merchandise relevant clothing and/or equipment
Modification of café and bar in Arena to include merchandise area available to be
used for both BG and events. Can have moveable fixtures to locate some stock in
foyer that can be secured back in area when not open. Estimated capital cost $50,000
plus fixtures and display fittings to be supplied by merchandise suppliers
6.
Bar facilities,
BG Comments
BG has no capability/opportunity to provide such opportunities and/or generate
income from these activities
Covered in item 1 estimates
7.
Improved café facilities,
BG Comments
The nexus between the existing café facilities and the Annex is problematic BG has no
opportunity to generate funds from these activities
Covered in item 2 estimates
8.
Improved viewing to Annex Court 1,
BG Comments
This would likely involve a combination of social space and viewing space
Be able to be delivered with new storage layout at ground level and seating above.
Add further $150,000 to item 3
9.
Community access to the facility
BG Comments
Parking is often problematic – there is limited protection from the elements/weather for
the entrance to the Annex.
New entry extension proposed will improve this. See item 2
10.
Air conditioning of the annex stadium
BG Comments
Not in the original brief – BV new heat policy would mean the more frequent
cancellation of basketball in the summer months
Needs design to be done but recent air con projects in stadiums have seen costs
around $150,000/court say $500,000 with service connections?
11.
Improved functionality of administration space
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BG Comments
Not in the original brief – improved functionality of administration space that would
cater for a joint Basketball Geelong/Supercats administration
BG and Supercats are currently working towards a merged operation
Should be able to be covered in a refit of exiting indoor areas so no cost estimated.
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3
ARENA ANNEX USAGE AND OPERATIONS REVIEW
3.1
GEELONG ANNEX OVERVIEW
Section one covers the Geelong Arena and the Annex and information on its main users and
centre management etc. Section two of the report covers information on the main tenant of
the Geelong Arena Annex being Basketball Geelong.
These two sections provide a good overview and detailed foundation of information to allow
consideration of the opportunities and constraints to improve and expand the Annex
facilities. This section concentrates on the projects key topic being the Geelong Arena Annex
which currently consists of the three indoor sport courts, meeting room, 2 x single toilets and
associated offices/administration area.
Key issues from section one and two findings relating to the Annex master plan include:

Basketball Geelong made the highest use of the Annex (average 97 court hours/week)
for 42 to 45 weeks of the year.

Centre management also programmed special event use in this area. (mainly social
activities such as debutant Balls etc.). This occurs as part of the 14 day major event
clause and usually coincides with school term breaks outside of maintenance and court
resurfacing times.

Basketball Geelong in return for priority use of the annex pays an annual lease fee based
on 97 hours per over a 40 week period. This fee is reviewed twice annually (April/October)
to reflect actual usage and charges are adjusted accordingly.

Arena Management has the rights to food, beverage and social/function areas and so
venue users ability to generate profits from these activities are limited. There is uncertainty
to the profitability of these areas when users operate at the venue in isolation, under
current management arrangements

Though the combined Arena and Annex facilities can work well to meet Arena tenants
needs for a large portion of the year this is not the case when regular use tenants have to
share the venue with a major event. When this occurs the tenants indicate there is:
 insufficient car parking,
 lack of access to toilets and change facilities
 restricted access to food and beverage services

The Arena annex has 130,000 to 150,000 basketball user visits a year but has limited social,
amenities and service amenity areas to meet the needs of this regular user group.
These findings have lead us to investigate further the estimated cost to operate the Arena
Annex and support services (currently not set up as a separate cost centre in Councils Arena
accounts) and what opportunities could occur to improve annex facilities.
During the course of the study Basketball Geelong have sought information and raised issues
relating to the possibility of reducing Arena Management and service costs through new
access and lease arrangements that could see BG responsible for this area. Please note that
this management issue is not part of the master plan brief but any information collected in this
section has been done so to help flesh out/understand potential management and
operational change opportunities that both parties may wish to discuss outside of this project.
Section four of the report then looks at the range of facility improvement components as a
base to develop new schematic layout plans and associated capital costs for these facilities.
106754828 (VIC 17.2010) - 6 March 2016
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Page 32
3.2
GEELONG ARENA ANNEX USAGE TRENDS
To assist in clarifying current usage and associated revenue details at the Arena Annex centre
management have completed more detailed weekly reviews of all users for the 2009/10 year.
These are summarised in the following sections.
3.2.1 Basketball Geelong Usage Arena
To assist in considering how BG and its associated activities make use of the Geelong Arena
and to also separate Arena Annex usage centre management has completed a review of
two seasonal booking/lease periods to try and assist with identifying more detailed
occupancy of the Arena facilities by BG. The two review periods that data has been
collected for includes:


Period 1: 5th October 2009 to 4th April 2010
Period 2: 5th April 2010 to 3rd October 2010
The detailed weekly usage schedules by activity are listed in appendix two of this report and
a summary of the two timeframes are listed in the following tables on the next page. The
combined 2 review period results are listed in the table below.
Table 3.1
Basketball Geelong Arena Usage and Associated Revenue
Assessment/Review Category
Number of Weeks in Review Period
Average Weekly Usage of Annex
Average Weekly Revenue Raised for
Usage of Annex
Average Weekly Usage of Auditorium
Average Weekly Revenue Raised from
Usage of Auditorium
Average Weekly Arena Usage
Sponsorship of Rep teams (In-kind)
Average Weekly Arena Revenue Value
Sponsorship of Rep teams
Total Average Usage of 20 Week Period
Total Average Revenue of 20 Week
Period
Period 1
05/10/09 to 04/04/10
26 weeks
90.17 hours
$2,060/week
Period 2
05/05/10 to 03/10/09
26 weeks
97.10 hours
$2,335/week
Average/Total
Year
52 weeks
93.63 hours
$2,197/week
2.3 hours
$55.32/week
10.76 hours
$258.84/week
6.50 hours
$157.08/week
32.89 hours/week
41.4 hours/week
37.14 hours/week
$795.88/week
$995.97/week
$895.92/week
120.85/hours
$2,924/week
149.28/hours
$3,590/week
135,06/hours
$3,257/week
Note: Under current agreements average use is based on a 40 week period per annum. BG seasons fall in line
with school terms and BG makes limited use over school holiday periods.
The BG Arena usage and revenue results indicate the following trends:


Annex Usage and Revenue: BG on average used 93.6 hours a week and average weekly
revenue for this use was $2,197/week
Auditorium Usage: BG on average used 6.5 hours a week and average weekly revenue
for this use was $157/week
Arena management has also plotted usage of the Arena by BG Representative Teams and
this indicates a total of 37 hours a week use by rep teams. Management has calculated that
the total value of the sponsored representative team use at the area would be
approximately $895/week.
These results see a total take up of 135 hours of BG use a week at the Arena and average
weekly revenue of $3,257/week.
106754828 (VIC 17.2010) - 6 March 2016
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Page 33
Table 3.2
Geelong Arena BG Usage/Revenue Period 1: 05/10/2009 to 4/04/2010
Review
Category
BG
Terms 4
&1
Aussie
Hoops
Annex
Crt 1
Annex
Crt 2
Annex
Crt 3
Total
Annex
Use/Hrs
Total
Leased
Space
Hrs
Sponsor
Hours
(Big V)
1,713.25
Main
Court
Extra
Paid
Use
46
Sponsor Hrs
(Rep
Tournament)
Sponsor
Hrs
(VJBL)
Sponsor
Total
Hours
18
Sponsor
Hrs
(Rep
Teams
Training)
503.50
94.25
58
673.75
Total
Basketball
Geelong
Arena
Hours
2,433
Total
Hours
Average
Hours
Total $
Value
Average
$ value
1693
20.25
616.5
541.75
534.75
1,693
89.11
1.07
32.45
28.51
28.14
89.11
90.17
2.30
0.90
25.18
4.71
2.90
33.69
121.65
$40,716
$487
$14,826
$13,029
$12,860
$40,716
$41,203
$1,106
$432.90
$12,109
$2,266
$1394.90
$16,304
$58,878
$4,071
$24.35
$741.34
$651.45
$643.04
$2,035
$2,060
$55.32
$21.65
$605.46
$113.34
$69.75
$815.24
2,943
Table 3.3
Geelong Arena BG Usage/Revenue Period 2: 05/04/2010 to 3/10/2010
Review
Category
BG
Terms 4
&1
Aussie
Hoops
Annex
Crt 1
Annex
Crt 2
Annex
Crt 3
Total
Annex
Use/Hrs
Total
Leased
Space
Hrs
Total
Hours
Average
Hours
Total $
Value
Average
$ value
1,918
24
685.75
640.75
591.50
1,918
95.90
1.20
34.29
32.04
29.58
$46,127
$577
$16,492
$15,410
$2,306
$28.86
$824.61
$770.50
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Commercial in Confidence
Sponsor
Hours
(Big V)
1942
Main
Court
Extra
Paid
Use
215.25
Sponsor Hrs
(Rep
Tournament)
Sponsor
Hrs
(VJBL)
Sponsor
Total
Hours
78
Sponsor
Hrs
(Rep
Teams
Training)
603.50
0
146.75
828.25
Total
Basketball
Geelong
Arena
Hours
2,985.50
95.90
97.10
10.76
3.90
30.18
0.
7.34
41.41
149.28
$14,225
$46,127
$46,705
$5,176
$1,875
$14,514
0
$3,529
$19,919
$71,801
$711.28
$2,306
$2,335.26
$258.84
$93.80
$725.71
0
$176.47
$995.97
$3,590
Page 34
3.3
OTHER ARENA ANNEX USAGE AND ASSOCIATED REVENUE
Arena Management has also reviewed daily usage records for the past financial year from
the 1st July 2009 to the 30th of June 2010 and documented all other use of the arena (than
Basketball Geelong Arena Annex Hire) to provide a guide to:



The hirer and activity
Approximate hire period and area hired
Approximate revenue raised from the hire
We have reviewed these spreadsheets and developed the following alternative use and
associated revenue trends summary for the Annex for 2009/10.
Table 3.4
Geelong Arena Annex Non BG Usage and Associated Revenue 2009/10
Hirer
Type of
Use
Total Annex
Area Use
Garden and Outdoor Expo
Karingal Ball
National Irish Dancing
Sacred Heart College
Graduation
St Josephs College
Graduation
Hoop Time 2010 – Basketball
Victoria
SEABL Geelong Supercats
Expo
Ball
Expo
Graduation
3 days
1 day
7 days
1 day
$12,000
$3,300
$23,100
$3,300
Graduation
1 day
$3,300
Kardinia College Founders
Day
Kardinia College Training
Belmont High School
Christian College
Cotton On
Surfcoast Schools BB Day
VSSA Country
Championships
WCSSA Basketball
Tournament
World Cup Live Site
COGG Event
Geelong Supercats Training
Total
Annex
Court 1
Area Use
Annex
Court 2
Area Use
Annex
Court 3
Area use
Approximate
Hire Revenue
Basketball
24 hrs
24hrs
24hrs
$1,526
Basketball
Camp 2010
Event
72 hrs
72 hrs
72 hrs
$0
Tennant Use
$2,500
Sports
Training
Sports
Training
Sports
Training
Sports
Training
Sports
Sports
15 hrs
15 hrs
18 hrs
$1,440
3 hrs
6 hrs
3 hrs
6 hrs
6 hrs
$150
$517
Sports
7 hrs
7 hrs
7 hrs
$585
Event
1 day
6 hrs
2 hrs
$159
2 hrs
2 hrs
2 hrs
$60
2 days
$0
2 hrs
N/A
$135
16 days
137 hrs
129 hrs
136 hrs
$0
Tennant Use
$48,772
The review of alternative use and associated revenue of the Arena Annex for 2009/10
indicates that the Annex area does receive a range of uses for expo, major function and
social events as well as sports competitions and training.
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Page 35
This use in 2009/10 resulted in:
A total of 16 days of major event hire
Approximately 402 hours of court hire for sports and training during school hours (9am
to 3pm).
The combined alternative hire usage generated approximately $48,700 in rental
revenue (excluding any revenue generated from kiosk or cafe sales).



3.4
ARENA ANNEX OPERATING COST REVIEW
Under current management arrangements the Geelong Arena Annex operations are not
usually costed separately, but are considered as part of total Geelong Arena operations.
To assist in identifying operating costs and to help identify any future potential cost saving
benefits from any proposed Geelong Arena Annex improvements, centre management has
completed a summary of the estimated costs to maintain and operate the Annex area as
listed in the following table. Please note that these are very much assumption based
estimates as no actual costs are recorded for the Annex due to services and staffing working
across all areas of the centre.
Table 3.5
Geelong Arena – Annex Operating Cost Assumptions and Details
Annex Business
Component/Area
Cleaning Details
and Costs
Details


Maintenance
On average 10 hours staff time per week is spent
on cleaning the annex,
This time is allocated between the Arena
Cleaning staff and an external contractor.

The staff cost per week on average is $385/week

On average the Arena Cleaning & Maintenance Officer
may spend 2 hours on basic maintenance items per
week, this equates to an average $70.00 per week.
Major maintenance on exterior walls and roof are
Councils responsibility as owner of the facility
Annual court resurface will be approximately $6,864.00
in 2011. This amount can change depending on the
number of coats required.
Following a recent power audit completed by
Carbonetix of the venue. The cost to power lights,
scoreboards and score benches is closely estimated to
be $4.86 per court/per hour. (refer to attached
Carbonetix Report)

Annual Renewals

Power Usage and
Costs

Estimated Geelong
Arena Annex
Annual Operating
Costs
Estimated Annual Operating Cost




Annual operating cleaning cost
estimated at 46 weeks x $385/week =
$17,710 /yr.
Cleaning chemicals and equipment say
$3,000/yr
Total cleaning cost estimated at
$20,700/yr
Annual maintenance staff costs estimated
at $70/week x 46 weeks = $3,220/yr

Total estimated cost say $7,000/yr

Based on BGs average ‘hours of Use’
of 97 hours per week, equates to $471.42
per week. $471.42 x 40 Weeks per
calendar year = $18,256.
Average Power Usage per Year (40 week
operation per year) - $18,856
Total Operating Cost = $49,776 (excluding
exterior maintenance)


Please note that major maintenance and capital works are not listed in the above operating
costs summary table as these are costed separately (see table 1.5). Based on the budget
and cost assumptions the estimated annual operating cost of the area excluding major
maintenance is in the order of $49,000 to $50,000/year.
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3.4.1 Kiosk/Café Operating Performance Review
One of the issues raised by BG was its lack of ability to raise alternative revenue/profits from
activities such as food/beverage or merchandise sales.
At this stage Arena management does not separate its kiosk operations financial reports and
treats this area as a separate cost centre.
To try to estimate the Kiosk net operating costs and its performance over different use periods
management reviewed 4 sample weeks with different mix of users to assist in identifying any
trends in turnover and operating performance.
The four review periods are summarized in the following table.
Review Category
INCOME
Food & Beverage Sales
EXPENDITURE
Stock for Resale
Operating Costs
TOTAL SURPLUS/(DEFICIT)
Mon 11 to Sun 17
Oct. 2010 (Annex
Operations only)
Mon 3 to Sun 9 May
2010 (BG & Supercats
only)
Mon 23 to Sun 29
Aug. 2010 (BG &
Arena Events x 1)
Mon 30 August to
Sun 5 Sept. 2010
(BG & Arena
Events x 3)
$2,136.25
$5,253.90
$6,445.10
$7,287.40
$854.50
$2,398.00
-$1,116.25
$2,101.56
$2,788.00
$364.34
$2,578.04
$2,593.00
$1,274.06
$2,914.96
$3,178.00
$1,194.44
The review of kiosk operations indicates that in the sample week where only BG competitions
were held that the operating costs of the kiosk were $1,116 greater than revenue raised.
When BG and Geelong Supercats operated on the same week the kiosk sales were $364
greater than operating costs.
When the kiosk operated with BG and events for the two sample weeks it recorded operating
surpluses of $1,194 to $1,274/week.
These trends support the need for a more detailed look at kiosk operations when only BG
activities are in the centre as based on usage schedules this could be for 75% or greater of
BG seasonal use. This would indicate the kiosk service is possibly running at a substantial loss
during BG only use of the centre and thus indicates an opportunity to restructure this service
to:


Consider downscaling the kiosk operations during BG only usage weeks to reduce centre
operating losses
Considering allowing BG to operate a new food and beverage and merchandise sales
area in the redeveloped new entry area proposed at the annex which would provide BG
with a new revenue source whilst reducing centre operating losses.
It should be noted when reviewing this data that the average hourly salary rate for kiosk
assistants is high but is based on the Centre Employment award and associated conditions.
If this service was operated commercially or by a part professional/part volunteer
organisation such as BG then salary costs could be reduced considerably and potentially see
a break even or profit achieved on these sales figures.
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Bringing the sales area closer to the annex entry and exit could also encourage secondary
and impulse spending.
3.5
GEELONG ARENA ASSET VALUE
Councils Asset Management Team has confirmed the Annex is not rated or regarded as a
separate asset.
The total Arena facility is on one title of land and is classed as a combined facility.
The Geelong Arena was valued at market value (2010) based on the value Council
purchased the venue for a number of years ago. Currently the total venue cost has a written
down value at $3,337,629 with remaining life of 28.5 years.
3.5.1 Depreciation Allowances
Currently under Councils annual depreciation process the Arena is levied a total of $117,109
annually for depreciation costs.
Based on the Arena Annex taking up approximately 25% of building area this would see the
annual Annex depreciation cost in the order of $29,300/year.
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4
FUTURE ARENA ANNEX REDEVELOPMENT STRATEGY
This section reviews the range of identified Geelong Arena Annex facility improvements that
have been identified from the consultation and review process and operational and
management reviews.
In line with identifying future master plan priorities the project team at stage two progress
report developed a basic community facility redevelopment concept that provided
improved service areas to enable the annex operations to become more self-sufficient when
major events are held in the main arena facilities.
Following reviews of the community facility improvements the Project Control Group
Representatives requested a second alternative concept be developed that provided new
event support facilities if BG determined to make the Arena Annex their long term home. This
section provides a summary of the recommended master plan concepts which have been
developed under the following two options:

Option A: Geelong Annex Community Facility Extensions: Includes constructing standard
facilities such as new change and toilet areas, new reception and offices and meeting
facilities that would allow the Arena Annex to operate independently from the main
Arena facilities as required

Option B: Geelong Annex Community and Event Facility Extensions: Includes construction
of all option A facilities with additional event improvements including two new team
change and 1 new referee/officials change area plus event secondary entry, circulation
and extended court one seating.
A option B1 plan has also been completed that allows for the main court and associated
seating to be laid out closest to the new entry area. It should be noted that the key
determinant to adopting either the option A or B or B1 layout plans will be primarily based on
Basketball Geelong (future organisation also linking the Geelong Supercats)deciding if it will
base its main operations and representative team games at the Arena.
4.1
POTENTIAL GEELONG ARENA ANNEX IMPROVEMENTS
The table below lists a range of identified facility improvements that would allow the Annex to
operate as a standalone venue in community and events mode and would not require direct
access to other parts of the Arena. The improvements list has been developed for a range of
schematic plan options to be completed to test layout options/capital cost impacts.
Table 4.1
Potential Geelong Arena Annex Redevelopment Component List
Component
New Male and female
Change and toilets
Disabled/family toilet
New
Entry/Reception/offices
Area/Details
Say 20m2 change space for male/female:

3 showers both male and female

2 toilets/male

2 space urinal/male

3 toilets/female
1 disabled toilet

New reception area with entry

Office for 6 staff
Comments

Needs to be off new foyer off stadium wall
with option to have a direct entry to the
three court annex (lockable).


Needs to be in an accessible location
Look at opportunity to locate off stadium
wall so we can provide glass window vision
into stadium by taking out some of the wall
panels
Make sure reception links to new café
dispensary/self-serve area

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Component
New self-serve food and
beverage area
Area/Details

New Meeting and
Function Room
New Retail Area

New Event Team Change
Rooms

Referee/officials Change

New second entry
Linking/Congregation
Space Between Event
Team Change and Court
One

4.2


New servery area with self-serve drink
fridge, area for warm food and
chips/chocolates etc. that is placed
so customers end up at reception and
pay. Needs a control line to stop
people taking self-serve items and
making sure they end up at point of
sale area at reception
100m2 to 120m2 meeting and function
room
In foyer retail zone that can be linked
to reception so people can be served.
2 x team change and amenities and
accessible change room 50m2 to
60m2
I x referee/officials change area 20m2
to 25m2
Area suitable for teams to congregate
or stretch/warm up close to court one
Provide separate entry for teams and
officials
Comments







Needs to be located so can be staffed from
reception.
Needs warming area for food and would
use prepackaged items so does not rely on
access to existing centre kitchens unless
there is a major event.
Needs to be accessed from the foyer and
also outside entry
Needs to be linked to reception zone and
needs change cubicle.
Located close to court one so can be used
in competition or event mode
Located close to court one for easy entry
and exit during competitions and events
Located on the railway side of the annex
close to court one.
ANNEX EXTENSION SCHEMATIC CONCEPT LAYOUT PLANS
Peddle Thorp Architects in association with SGL Group have reviewed the Arena and Annex
site and existing facilities and have developed schematic layout plans and indicative capital
costs for each option.
These site layout and floor plans are listed on the following pages as follows:

Option A: Geelong Annex Community Facility Extensions – Pages 38 and 39

Option B: Geelong Annex Community and Event Facility Extensions – Pages 40 and 41

Option B1: Geelong Annex Community and Event Facility Extensions with alternative main
Court Layout to option B - Page 42
(Please note at this stage we have not added in new major court 1 seating or an extended
undercroft social area in option B as these are not seen as cost effective due to only
achieving small extension floor areas but at a high capital cost whilst causing access
restrictions that will not meet building code due to different floor levels)
We have created two different main court and spectator seat layout options that are listed
as option B and option B1.
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OPTION A ARENA ANNEX COMMUNITY FACILITIES EXTENSIONS SITE PLAN
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OPTION A ARENA ANNEX COMMUNITY FACILITIES EXTENSIONS FLOOR LAYOUT PLAN
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OPTION B ARENA ANNEX COMMUNITY AND EVENT FACILITIES EXTENSIONS SITE PLAN
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OPTION B ARENA ANNEX COMMUNITY AND EVENT FACILITIES EXTENSIONS FLOOR LAYOUT PLAN
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OPTION C: ARENA ANNEX COMMUNITY AND EVENT FACILITIES EXTENSIONS FLOOR LAYOUT PLAN
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4.3
FACILITY OPTIONS INDICATIVE CAPITAL COSTS REVIEW
Indicative capital cost estimates have been developed for both options using current industry
construction rates. These are detailed as follows.
4.3.1 Option A: Geelong Annex Community Facility Extensions
The following table provides a first cut guide to the indicative capital costs of the Geelong
Arena Annex schematic layout plan option A.
Table 4.2
Option A Geelong Arena Community Extension Indicative Capital Cost Estimate
Component
Area
M²
Construction
Rate/ M²
Indicative Cost
1. Construction
Entry Airlock/foyer
Reception/Retail/Cafe Servery
Offices/Administration
Meeting/Function Room
Lounge/Break out area
Community Group Change (1 + 2)
Community Accessible Change/Store
Subtotal Construction
55 M²
20 M²
25 M²
100 M²
130 M²
46 M²
11 M²
387 M²
$1,500
$2,300
$2,300
$2,800
$1,800
$3,500
$3,500
N/A
$82,500
$46,000
$57,500
$28,000
$234,000
$161,000
$38,500
$647,500
90 M²
Item
Item
Item
$300
Allowance
Allowance
Allowance
$27,000
$30,000
$30,000
$50,000
$137,000
$784,500
2. Site Works and Allowances
Entry Terracing
Site Preparation
External Services
Landscaping
Subtotal Site Works and Allowances
Total Building and External Works Cost
3. Fees/Permits and Contingency
Professional Fees
Contingency (5% design, 5% Contract)
Furniture/Fittings/Equipment
Item
Item
Item
10%
10%
6%
$78,450
$78,450
$47,000
Subtotal Fees/Permits and Contingency
$203,900
Total Estimated Project Cost
$988,400
For Option A Community Facilities the indicative capital cost, based on current construction
cost area allowances is $988,400 (excl GST) say $1M.
4.3.2 Option B: Geelong Annex Community and Event Facility Extensions
The table on the next page provides a first cut guide to the indicative capital costs of the
Geelong Arena Annex schematic layout plan option B. (Please note at this stage we have
not added in new major court 1 seating or an extended undercroft social area as these are
not seen as cost effective due to only achieving small extension areas at a high capital cost)
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Table 4.3
Option B Geelong Arena Community and Event Extension Indicative Capital Cost Estimate
Component
Area
M²
1. Construction
Entry Airlock/foyer
Reception/Retail/Cafe Servery
Offices/Administration
Meeting/Function Room
Lounge/Break out Area
Community Group Change (1 + 2)
Community Accessible Change/Store
Event Change x 2 with accessible change
and circulation
Event/Community Referee/Officials change
Foyer and circulation
Total Construction
Construction
Rate/ M²
Indicative Cost
55 M²
20 M²
25 M²
100 M²
130 M²
46 M²
11 M²
60m2
$1,500
$2,300
$2,300
$2,800
$1,800
$3,500
$3,500
$3,500
$82,500
$46,000
$57,500
$28,000
$234,000
$161,000
$38,500
$210,000
22m2
40m2
509M²
$3,500
$1,800
N/A
$77,000
$72,000
$1,006.500
90 M²
Item
Item
Item
$300
Allowance
Allowance
Allowance
$27,000
$30,000
$30,000
$50,000
$137,000
$1,143,500
2. Site Works and Allowances
Entry Terracing
Site Preparation
External Services
Landscaping
Total Building and External Works Cost
Subtotal Construction and Site Works
3. Fees/Permits and Contingency
Professional Fees
Contingency (5% design, 5% Contract)
Furniture/Fittings/Equipment
# New Internal Seating System (220 seats
approx @ $300/seat plus framework)
Item
Item
Item
item
10%
10%
6%
Allowance
Total Fees/Permits and Contingency
$114,350,
$114,350
$68,610
$100,000
$397,310
Total Estimated Project Cost
# Final Seating and configuration still to be determined
$1,540,810
For Option B Community and Event Facilities the indicative capital cost, based on current
construction cost area allowances is $1,540,810 (excl GST) say $1.550M.
4.3.3 Option C: Geelong Annex Community and Event Facility Extensions
The table on the next page provides a first cut guide to the indicative capital costs of the
Geelong Arena Annex schematic layout plan option C.
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Table 4.4
Option C Geelong Arena Community and Event Extension Indicative Capital Cost Estimate
Component
Area
M²
1 Construction
Entry Airlock/foyer
Reception/Retail/Cafe Servery
Offices/Administration
Meeting/Function Room
Lounge/Break out Area
Community Group Change (1 + 2)
Community Accessible Change/Store
Event Change x 2 with accessible change
and circulation
Event/Community Referee/Officials change
Foyer and circulation
Total Construction
Construction
Rate/ M²
Indicative Cost
50 M²
30 M²
25 M²
100 M²
131 M²
46 M²
11 M²
60m2
$1,500
$2,300
$2,300
$2,800
$1,800
$3,500
$3,500
$3,500
$75,500
$69,000
$57,500
$28,000
$235,800
$161,000
$38,500
$210,000
22m2
34m2
509M²
$3,500
$1,800
N/A
$77,000
$61,200
$1,031.000
90 M²
Item
Item
Item
$300
Allowance
Allowance
Allowance
$27,000
$30,000
$30,000
$50,000
$137,000
$1,150,000
2 Site Works and Allowances
Entry Terracing
Site Preparation
External Services
Landscaping
Total Building and External Works Cost
Subtotal Construction and Site Works
3 Fees/Permits and Contingency
Professional Fees
Contingency (5% design, 5% Contract)
Furniture/Fittings/Equipment
# New Internal Seating System (220 seats
approx @ $300/seat plus framework)
Item
Item
Item
item
10%
10%
6%
Allowance
Total Fees/Permits and Contingency
$399,000
Total Estimated Project Cost
# Final Seating and configuration still to be determined
For Option C Community and Event Facilities the indicative capital cost, based on current
construction cost area allowances is $1,549,000 (excluding GST).
4.3.4 Event Change Facilities
The cost of the event change facilities if they were built as a separate item is as follows:



Construction Cost:
Fees and contingency (10%)
Total Cost
$288,000
$28,800
$316,800
4.3.5 Comparison of Arena Annex Extensions Options Indicative Capital Cost Estimates
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$115,000
$115,000
$69,000
$100,000
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$1,549,000
The table on the next page shows the variances in the three facility options indicative capital
costs.
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Table 4.5
Geelong Arena Annex Extension Options Indicative Capital Cost Estimate Comparisons
Extension Option
Total Development Area
Total Estimated Project Cost
Option A Community Facility Extension
387m2
$988,400
Option B Community and Event Facilities
Extension
509m2
$1,540,810
Option C Community and Event Facilities
Extension with New Court One Layout
509m2
$1,549,000
4.4
REVIEW OF ARENA ANNEX FACILITY REDEVELOPMENT OPTIONS
The option A Community Facility Extension is expected to result in an additional 387m2 of
development building area at a net indicative capital cost of $988,400 (December 2010
costs). This option would allow the Arena Annex to operate separately from the main facilities
during a major event hire or could be set up to operate separately during annex users
activities.
The option B Community and Event Facility Extension is expected to result in an additional
509m2 of development building area plus some renovation to court one at a net indicative
capital cost of $1,540,810 (December 2010 costs). The option B1 would see the same new
development building area as option B but would see the new main court located closer to
the new entry area.
This option would only be considered further if BG (in association with Geelong Supercats
merger) committed itself to make the Arena Annex their main headquarters and home of
Geelong Basketball representative and event games. The extra event facilities combined
with improved court one spectator seating would see the Arena Annex become a more
usable venue for major local, regional and State basketball competition and
events/tournaments.
These options were presented for Project Control Group review and were approved to be
used in the final report.
4.5
FUTURE ARENA ANNEX MANAGEMENT AND OPERATIONAL ARRANGEMENTS
The consultant team wish to note that this project has had some difficult processes to
navigate as our brief has required us to complete a detailed design plan and a business
modelling plan.
Whilst we have been working on these processes it should be noted that Basketball Geelong
indicated it was seeking to assume management of the Geelong Arena Annex during its
seasonal (or maybe annual use) under a new set of lease/use conditions. Though this was
not part of our project brief we have worked in with these matters to allow them to be
canvassed.
The third stage report completed in December 2010 indicated before the report could be
completed that Council representatives needed to decide if a new management model
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would be considered further that may see BG (in association with the Supercats merger)
assume management rights for the annex.
Our project brief did not require SGL to present an opinion on future management models
but to aid this process we listed in the stage three reports some key issues identified during the
course of this project.
1)
Basketball Geelong Future Sustainability Issues
The review of Basketball Geelong financial history and membership base indicates under a
fixed tenant lease arrangement at current lease fees it will continue to have long term
sustainability issues as well as not be able to raise funds for projected needed extra courts in
population growth areas and facility improvements.
Key issues raised to Basketball Geelong’s future sustainability include:

The high percentage of junior players (75% of all BG players compared to state average
of around 60% to 65%) also impact on BG ability to share the cost of venue hire and
association operations. The fees and charges review indicates that BG current charges
are higher than average for game and registration fees so this is not likely to be a future
ongoing source of new revenue. These trends indicate BG needs to restructure its venue
lease fees across all Geelong venues as well as review its future revenue and operating
expenditure.

The merger with the Geelong Supercats has progressed during the course of this project
and following an initial merger meeting which reached agreement discussions are well
progressed to shared administration and management areas (see requested internal
concept plan for shared office listed in appendix 3). This proposed change has minimal
impact on the redevelopment layouts and therefore would be supported.
2)
Annual Operating Losses for Geelong Arena Operations
The Geelong Arena review indicates that combined operations annually are subsidised with
fluctuations in Council subsidy principally related to the level of capital works required at the
Arena in each year.
Whilst the total operations run at an operating loss when Arena Annex operations are
separated the Annex operating cost review indicates the Annex lease fees and hire from
other users raises in-excess $170,000. Though operating costs are not separated for the total
complex it would be expected that even with depreciation and asset renewal allowances
and all services, cleaning and maintenance costs that this revenue would exceed operating
expenditure.
3)
Potential Operating Cost Savings from Modified Kiosk Operations
The review has also indicated that there may be some operational cost savings in Arena
management reviewing food/beverage and merchandise services when the annex
operations are the centres only use. This might be a cooperative arrangement with BG to
allow them to take over some of these activities for annex customers at agreed operating
hours and days
It appears from the limited information that when the kiosk operates only for BG use the
activity records weekly operating losses. If this occurred for say 20 weeks of the year then
there are possible savings of $20,000 or greater if new arrangements were able to be
negotiated.
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4)
Limited Merchandising Services and Future Revenue Opportunities
Most sports stadiums raise revenue from equipment and apparel sales including uniforms,
sports equipment, sports accessories etc. Currently there is no area close to the arena annex
for this activity. Portable merchandise stalls are set up for major events and Geelong
Supercats games but these are usually set up in the main foyer close to seating entry and exit.
Basketball Geelong and the Geelong Supercats could raise funds from merchandise services
primarily from its members (uniforms and support apparel) and game spectators if a sales
area was developed as planned in the new annex foyer facility options.
4.5.1 Future Annex Management and Associated Service Arrangements
The following key issues were raised in the third progress report for further consideration by the
GOGG and Arena Management. It was critical these matters be addressed so the final
report can consider their impacts. The two distinct issues were:

Would the City of Greater Geelong consider changing its management model at the
Arena Annex that could see Basketball Geelong (in association with the merger of the
Geelong Supercats) assure greater operational responsibility for the redeveloped
Geelong Arena Annex area during its leased seasonal use and that all other use periods
stay the responsibility of Arena management?

If new BG management arrangements are to be considered would the City of Greater
Geelong seek a capital contribution (or use ongoing part of lease fees) for assisting
funding the facility improvements as proposed in this report?
4.5.2 Future Arena Annex Management Model
The COGG representatives have reviewed the stage three report issues and advised that
Council does not wish to consider management changes at the Geelong Arena Annex. It
supports one central management model at the Arena which is consistent with the key
reasons the facility was purchased in 2003 Since then the complex has been managed and
funded as Geelong’s Premier Indoor Sport and Events Venue
Council provides annual operating subsidies for the combined activity and events centre with
the aim of assisting as many groups, associations and hirers to use as possible.
Though Basketball Geelong is a significant foundation and valued tenant using the annex
facilities for a large portion of the year there is still a large number of days/times when these
facilities are vacant and available to be hired to other users.
The matters raised in the third stage report in relation to modifications to the food services
(outside of major event hire times) have some further investigation and monitoring of sales
and profitability to be completed by centre management but if savings can be made and
services required by BG at their annex use only times, these would be considered further.
Therefore in completing the project report the future improvements at the Arena Annex need
to be considered based on current management arrangements?
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4.6
FINANCIAL IMPACTS OF FACILITY REDEVELOPMENT OPTIONS
The project brief requires a business modelling plan be set up to address proposed
improvements that have capacity for business improvement. All other areas are primarily for
user amenity and do not have any opportunity to raise revenue from.
A range of business assumptions have been completed by SGL and are summarised in the
following table:
Table 4.6
Geelong Arena Annex Extension Options Usage and Financial Impact Review
Activity Area
Improvement
New Social Space
Catering for
Meetings and
Functions
Details


New 100m2
meeting and
function space
located off
extended new
Annex Foyer
The proposed
revenue would
be for hirers
excluding
Basketball
Geelong
Usage
Assumptions




New Annex
Merchandising
Area


New Annex Food
and Beverage
Area/Ticket Box

New in-foyer
and retail area
merchandising
area linked to
new reception
area.
Look at new
club apparel
purchasing
scheme to
increase retail
opportunities.

New food and
beverage area
linked to new
office and
reception areas

Revenue
Assumptions
Used as a
meeting space
for clubs,
associations and
social functions
Used as a
sponsors room for
events
Used as a post
games function
area for Annex
and main court
activities
Hired out as a
sales area for
events

Operated by BG
and linked to new
Annex entry
reception and
foyer







Total Financial
Impact of
Improvements
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




Operated by BG
and linked to new
Annex entry
reception and
foyer
Meeting Hire: Assume
5 hours a week @
$20/hour =
$100/week x 42
weeks = $4,200/year
Function Hire: Assume
5 hours/week @
$30/hour =
$150/week x 40
weeks = $6,000/year
Total Revenue
Assumptions
$10,200/year one
Expenditure
Assumptions
Suggest operates
from an agreed
point of sale system
and BG pays a % of
sales in return for
rights to sell
merchandise
Propose 10% of sales
to be paid as a
commission rent.
Assume on $100,000
in sales commission
would be $10,000
Suggest operates
from an agreed
point of sale system
and BG pays a % of
sales in return for
rights to sell food and
beverage prepared
off site or in arena
kitchen
Propose 15% of sales
to be paid as a
commission rent.
Assume on $120,000
in sales commission
would be $18,000


Net
Financial
Impact
Cleaning 4 hrs
week @
$38.50/hrs =
$154/week x 38
weeks =
$5,852/year
Power
allowance
$1,000
Equipment
Maintenance
allowance
$1,000
Total
Expenditure
Assumptions
$7,852/year one
All costs met by
BG

Operating
Surplus
projected
$2,348

Operating
Surplus
projected
at $10,000
All costs met by
BG

Operating
Surplus
projected
at $18,000

Net est.
combined
operating
surplus
year 1
$30,348
The financial modelling indicates a potential improved business performance with an
operating surplus from these activity areas of between $30,000 and $32,000 per annum
depending upon the management and profit share arrangements negotiated.
These surplus funds would assist in reducing the Arenas annual operating losses.
4.6.1 Other Improvements Business Impacts
The other facility improvement areas in the Geelong Arena Annex facility options not covered
in section 4.6 financial analysis include:





New offices/Administration area (25m2)
Lounge/break out area (130m2)
Community group change areas (46m2)
Event group/referee change (82m2)
Arena Annex Court 1 extra seating (20m2)
These areas are not expected to generate any separate revenue but will add to the centres
operating expenditure with increased cleaning, services and maintenance costs.
The highest cost areas will be the new change and amenity spaces (combined area of
128m2. If these areas were cleaned daily as part of the current cleaning contract then this
would add say 4 hours a week to the existing 10 hours of cleaning. Based on this occurring
say for 42 weeks a year this is a total of 168 hours a year @ contract rate of $38.50 = $6,468 say
$7,000.
Add to this another 2 hours a week to clean the extended foyer and extra seating and office
so this would be 2hrs x 48 weeks = 96 hours @ $38.50/hour = $3,696.
So with power and service allowances of $6,000 and say $5,000 for maintenance this would
see the new areas add approximately $16,696 say $23,000 to centre operating costs. If this
was deducted from the annual operating surplus projected in section 4.6 this would see after
all costs and operating surplus of $17,000 to $27,000 in year one.
4.7
FUNDING SUPPORT OPPORTUNITIES
The improvements proposed in the Geelong Arena Annex Master Plan are principally for new
service and support areas so funding support would expect to be limited from other
agencies.
The project could be submitted for a Sport and Recreation Victoria Community Facilities
Funding Program Building Infrastructure Grant which can be lodged for up to $60,000 for
minor facilities and major facilities grants can be sought for up to $500,000.
The grant program encourages:

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
Better planning of sport and recreation facilities.
Innovative sport and recreation facilities.
Increased community access to leisure opportunities.
Inclusion of environmentally sustainable design elements.
Strengthening communities through increasing sport and recreation participation.
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It is more likely the minor facilities grant would be successful as major grants normally have to
include activity spaces to increase sports participation and access which in this projects case
is limited. Minor works grants tend to be used for service and amenity upgrades.
If Council was prepared to enter into new business arrangements with BG on the proposed
merchandise and cafe area then funding may be able to be negotiated on fit out of these
areas under a mixed arrangement between BG and suppliers.
4.8
SUMMARY OF FACILITY OPTIONS AND ASSOCIATED IMPACTS
The Geelong Arena Annex Master Plan Report presents a number of facility options that can
be reviewed by usage impacts, operating and capital costs.
Primarily the recommended improvements covered in option A are essential to allow the
Geelong Annex to operate and have its own change and service areas when the Arena is in
major event mode.
The following facility options have been proposed and these are summarised in the following
table.
Development
Option
Option A
Usage Impacts


Option B


Option C


New users to meeting
and function rooms
Better food and
beverage and retail
services for users of the
annex users
New users to meeting
and function rooms
Better food and
beverage and retail
services for users of the
annex users
New users to meeting
and function rooms
Better food and
beverage and retail
services for users of the
annex
Operating Impacts





Capital Cost
Estimates
Operating surplus of around $20,000 to
$30,000
BG to generate surplus from sales areas

$988,400
Operating surplus of around $20,000 to
$30,000
BG to generate surplus from sales areas

$1,540,810
Operating surplus of around $20,000 to
$30,000

1,549,000
The facility option comparisons indicate a significant capital cost difference between option
A and options B and C where new event change facilities are the main difference in the
capital costs.
If BG is to make the arena their main centre of operations and representative teams for the
region then this extra capital cost in options B and C does allow for new event facilities to
ensure separating community sport from event use when the Arena is used for a major event.
4.9
WHERE TO FROM HERE
The Geelong Arena Annex Master Plan Report provides a range of development
improvements under 3 separate option plans to improve the usability of the complex for
when major events and sporting association competitions are held at the same time.
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Currently the report findings indicate when a major event is held in the Arena main court area
then there are limited change/toilet and food and beverage facilities available for Annex
facility users.
The facility options developed propose to create these facilities through an extension of the
current Annex entry area and have been positioned to also be usable for major events.
The report findings support the need for such improvements and three layout and facility
component mix options have been developed for the City of Greater Geelong to review and
work through with current stakeholders and tenants.
The main improvement/changes recommended in the Arena Annex Master Plan include:

New Annex entry foyer with office, reception and café/servery and lounge area linked off
the existing foyer and located to serve both the Annex and the main arena.

New community group change/and accessible toilets located off an extended Annex
entry foyer. These facilities will enable the annex to operate independently of the main
Arena facilities during major events.

New competition/event team and referee change facilities (included in both option B
and option C) located close to the current court one (option B) or moving court one
closer to these facilities (option c) which also has remodelled seating to improve this
venue for regional and representative games as well as local games that require
spectator seating.
During the course of this project Basketball Geelong has canvassed an alternative
management model where they would like the current leases modified and in return for lower
lease fees they assume management for the annex area.
Though this may have some annual operating savings this model was not supported by
Council management as the main purpose of current management is for the total Geelong
Arena to be managed and operated as a premier Sports and Event Centre for as many
groups, associations and users as possible.
In our opinion it is not possible to negotiate such significant change as part of feasibility study
and these discussion need to take place between the City of Greater Geelong and
Basketball Geelong following a review of this reports findings and the proposed facility
development options.
SGL have completed this report in line with Councils current management model and vision
which is on the basis that current management will manage all facilities but may consider
some opportunities to share new revenue initiatives with BG (and the Geelong Supercats)
through partnership retail and food and beverage services to the Annex.
These matters now need to be reviewed by all stakeholders and meetings held between
Council and key users to discuss the best development option, Potential funding and financial
and usage impacts.
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APPENDIX ONE: SUMMARY OF MAIN TENNANT LEASES
AND AGREEMENTS
The following information is accepted as commercial in confidence and is presented for
Project Control Group use only and will be deleted from the report at final draft stage.
1)
Geelong Regional Gymnastics Centre Co-operative Ltd
The Geelong Regional Gymnastics Centre area is leased under an agreement that was
acted upon until March 2010. A new Gymnastics operator has taken over the lease under
the same conditions and rentals with a review period on the annual on anniversary of
commencement date, CPI increase on annual rate effective each respective year of
contract. The latest agreement see rental at $43, 575.00 plus GST per annum
The core conditions of the agreement are:
Tenant responsibility
 Tenant to pay rates and taxes.
 Tenant is not to make alterations or additions to the property without Council consent.
 Tennant must not attach improvements, fixtures, plant, equipment or signs to the property
without Council consent.
 Tenant must keep the premises in good repair and condition, defects of a structural nature
arising from wear and tear excepted.
 Tennant must not assign, mortgage or charge the lease or permit any other persons to
occupy or take possession of the property or enter the property except in accordance
with the lease.
 Tennant must obtain a public liability policy of insurance for the property for the sum
insured of not less than $10,000,000.00 or such of a higher amount and thus the insurance
company must be licensed in Australia.
Council responsibility
 Council shall not be responsible for any interruptions of the tenant’s access to the property
caused by a third party.
 Council is not responsible for the provision of any crossovers to the land or the
maintenance of any access or roads leading to the land.
 Council must give written notice not less than 3 months nor more than 6 months of the
lease expiring identifying either;
a) Renewal of lease or extension offer or
b) Council does not propose to offer a renewal or extension on the lease.
2)
Leisure Services (Geelong) Pty Ltd (Total Events)
Original Agreement duration was 3 years – June 2004 to June 2007 and the agreement has
not been renewed to date due to a number of issues with the company being in default but
usage is granted until these matters can be resolved.
Review period: Market review annual on anniversary. One further term of three (3) years is
offered at the end of the lease.
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Core conditions of the agreement are:
Tenant responsibility













Tenant to pay all provisions of the services to the premises including; gas, electricity, water
& telephone.
Tenant to pay expenses of operating, maintaining and repairing heating, cooling or airconditioning equipment exclusively servicing the premises, excluding any of a capital
nature.
Tenant must not do anything which might cause nuisance, damage or disturbance to a
tenant, occupier or owner of any adjacent property.
Tennant must not use radio, television or sound-producing equipment at a volume that
can be heard outside the premises.
Tenant must not place signage on the exterior of the property without Council permission.
Tenant must not make alterations and/or additions to the premises without Council written
consent.
Tenant must take out and keep current public risk insurance for any single event not less
than $10,000,000.00.
Tennant must keep the premises in the same condition as at the start of the lease and
properly, repaired and maintained.
Tenant must refinish all finished surfaces in a workman like manner, at least every 5 years
during the term; replace immediately cracked or broken glass; keep the property clean
and free from rubbish; maintain in a working order all plumbing, drainage, gas, electric,
solar and sewerage installations and fire prevention, detection and control apparatus.
On vacating the premises the tenant must remove all signage and make good any
damage caused by installation or removal.
The tenant must take responsible precaution to secure the premises and their contents
from theft.
The tenant agrees to be responsible for the payment of costs incurred by the landlord’s
security contract for security call outs which have incurred due to the tenant’s act or
omission, resulting in the security system being activated.
The tenant agrees to allow access to the landlord upon reasonable notice through the
roller door adjoining the premises.
Council responsibility




3)
The Council must give quiet possession of the premises without interruption by the Council.
The Council must take out policies of insurance against risks.
The Council must keep the structure of the building in a sound and watertight condition.
The Council must renew the lease for the further term as stated
Geelong Amateur Basketball Association Inc (Basketball Geelong)
Agreement duration: 10 years – January 1, 2006 to December 31, 2016
Review period: Rent renewed each year & based on the hours of use and hourly rate
adopted by Council each year as part of the annual budget review cycle.
Hours of use from 1 January 2006 through 31 December 2006 agreed to be 105 hours per week
over 40weeks and GABA shall pay 12 monthly installments in 2006.
Hours of use were reviewed on 1 April, 2007 to reflect actual usage at that time and rental
shall be adjusted accordingly based on the current hourly rate adopted by Council.
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APP1-2
Hours of use shall further be reviews on April 1 and October 1 of each year and should
increase or decrease in usage of more than 5% have occurred based on the previous six
month period then a further adjustment shall be made to the agreed monthly payment for
the following six month period.
Annual fee: $92,400.00 plus GST per annum
Core agreement conditions:
Tenant responsibility













The tenant must submit to the Venue Manager the season fixture as early as possible prior
to the commencement of the basketball season to determine hours of use.
GABA shall provide:
a) Uniform branding of COGG,
b) Game signage – COGG signage displayed at all home games,
c) Letterhead and stationary recognition of COGG and
d) Promotional recognition of COGG on all printed material of Basketball Geelong.
The tenant may display temporary signage in the annex during its hours of use on the
condition that the signage is erected, dismantled, removed and properly stored by the
tenant at the tenant’s expense.
The tenant may submit proposals for permanent signage positions internally and externally
however the Council has the right to require a clean venue, if required, and tenant must
agree to conceal permanent signage if required for major events.
The tenant must not display sponsor signage that conflicts with exiting venue supplier
agreements or Council policies.
The Council will not allow the placement of permanent painted signage on the floor of
the venue, and any temporary floor signage must be of a type that causes no damage to
the floor surface.
All additional bookings for outside the agreed seasonal hours of use must be made in
writing to the Venue Manager and will be charged at the current hourly rate.
The tenant shall end all sessions not later than the agreed time and shall remove all
property belonging to the tenant, unless other arrangements have been agreed to by the
Venue Manager.
Any damage to the building, furniture, fittings or equipment shall be reported to the
Venue Manager or Operations Coordinator immediately. The tenant will be held
responsible for repair / replacement of damage to the venue or to furniture, fittings or
equipment, except for fair wear and tear.
The tenant shall adopt the Council’s operational policy and procedures to ensure
compliance in every respect to regulations under the Health Act, with regard to public
buildings for the prevention of overcrowding, obstruction of gangways, passages,
corridors, doorways, emergency exits or any other part of the facility allowing the safe
movement of people within the venue.
The facility shall not in any way be sub-let or allowed to be used by any other user other
than the organisation named on the user agreement, unless agreed by the Venue
Manager.
The tenant shall ensure that the level of noise emitted from the premises shall not exceed:
a) The permissible noise level for mechanical equipment as specified in the State
Environment Protection Policy N1 and
b) The permissible noise levels for entertainment noise as specified in the State
Environment Protection Policy N2 or any subsequent policy.
The tenant must hold and provide evidence of current Public Liability Insurance cover of
not less than $10,000,000.00 for death, personal injury, loss and damage to property.
Evidence of such insurance must be held by the Venue Manager.
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APP1-3





The tenant agrees to indemnify and keep indemnified and to hold harmless the Council,
its servants and agents and each of them from and against all actions, costs, claims,
charges, expenses, and damages whatsoever which may be bought or made or claimed
against it or any of them arising out of or in any way related to the granting of the
application and/or the use of the Premises.
The tenant and persons under their direction shall obey all directions or orders given by the
Venue Manager, Operations Coordinator or Duty Supervisor as to the emergency
management of the facility and events safety issues being conducted therein.
The tenant must adopt the venue’s emergency management plan for all events staged at
the Arena.
The tenant acknowledges that it shall be responsible for cleaning of minor spills and litter
that might occur during agreed hours of use.
The tenant is responsible for the maintenance and repair and replacement if required of
any of its installations.
Council responsibility
 Council agrees to provide, free of charge, use of courts for training and playing of games
involving Basketball Geelong Representative Teams – playing in Victorian Country Council
Competitions, Victorian Junior Basketball League and Big V Basketball – access provided
for both the Arena and Leisuretime.
 Courts will be made available at a time where other permanent bookings are not in place.
Where permanent bookings are made in future, courts will not be available for use.
 Council shall provide access during normal operating hours of the Centre.
 Council reserves the right to use the area for up to 14 days per calendar year for the
purpose of staging Major Events subject to 6 month notice given by the Council to the
tenant and prior to the final fixture of GABA seasonal competitions.
 In the event a major event disrupts GABA normal business operations for a period of
greater than 4 consecutive days and GABA using its best endeavors are unable to
relocate or re-fixture domestic competition games at other local venues, the Council will
provide a rental rebate for the period and will consider a request for compensation of lost
net revenue.
 If the Council is required to carry out works (Council Works) under this Agreement or
decides to carry out any improvements to any part of the venue, the following conditions
will apply:
 The Council will consult with the tenant (and other users) in an effort to minimise disruptions.
 In the event the facility cannot be made available for the times and the date(s) for which
it has been hired by reason of fire, flood damage, industrial dispute or any other reason
beyond its control, the City Of Greater Geelong will not be liable for any loss incurred by
the Organisation or its officers as a result of such cancellation. The Council will make best
endeavours return the facility to normal operations to minimise inconvenience to the
tenant.
 The Council’s management and staff shall at all times in the performance of their duties,
notwithstanding any hiring be entitled to unhindered access to all areas of the venue.
 The Council agrees to work in partnership with the tenant to facilitate major events and
tournaments and that no basketball related activities shall be conducted in the facility
without the agreement of GABA, recognising that all basketball equipment (rings,
backboard, scoring equipment, benches) within the facility is the property of GABA.
 The Council is responsible for costs of cleaning the court area and maintenance of
building issues.
4)
Geelong Community Basketball Association Inc (Supercats)
Agreement duration: 5 years – 8 May 2008 to 7 May 2013
– Lease Extension currently in negotiation period.
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APP1-4
Review period: Market review at the start of each further term. CPI review upon each
anniversary of the commencement of each further term.
Core agreement conditions:
Tenant responsibility:
Outgoings

Outgoing costs, such as; air-conditioning maintenance, cleaning, elevator maintenance,
fire line connection, fire line monitoring, office space electricity, Gas (hot water),
Insurances, Council Rates, Security, Lighting, security patrols, waste removal, water &
sewerage rates and yard maintenance, land tax.
Year 1 - $15,000.00 plus GST per annum or 10% of total outgoings of the Arena whichever is
the lesser
Year 2 - $16,000.00 plus GST per annum or 10% of total outgoings of the Arena whichever is
the lesser
Year 3 - $17,000.00 plus GST per annum or 10% of total outgoings of the Arena whichever is
the lesser
Year 4 - $18,000.00 plus GST per annum or 10% of total outgoings of the Arena whichever is
the lesser
Year 5 - $19,000.00 plus GST per annum or 10% of total outgoings of the Arena whichever is
the lesser
Insurance
 The tenant must take out public risk insurance cover of $10,000,000.00 or other amount
reasonably specified from time to time by the landlord.
Naming Rights of the Venue
 The tenant will be entitled to an introduction of 25% of the annual value of the naming
rights, subject to the naming rights agreement having a minimum term of three years.
General Venue Usage
 GCBA has in place an agreement with GABA giving them access rights to the Annex
facility, free of charge, for the purpose of holiday camps, held on all 3 courts
simultaneously over the last three days in each school holiday period (including
Christmas).
 Access for up to 150 hours per year for practice sessions (player & cheerleaders)
subject to the times and conditions being agreed to by CoGG.
 The tenant agrees that it will use the premises exclusively for its games and operating
base and will not re-establish in any other form or conduct games and operations from
any other venue within the boundaries of the City of Greater Geelong during the term
of the lease or any other term thereof.
 All additional bookings are considered tentative until the completed application form
and applicable deposit/bond has been received and confirmed in writing by the
Venue Manager.
 The hirer shall end all events no later than the agreed time and shall remove all
property within 1 hour thereafter, unless arrangements have been agreed to by the
Venue Manager. Failure to comply will result in additional charges to the hirer.
Game Day Access (subject to Major Events Clause)
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APP1-5
Access to the premises from 5:00pm to 12midnight for night games
Access to the premises from 11:am to 6:00pm for day games
Game day practice sessions access is available by arrangement with CoGG
Prior to the season commencement – hirer to obtain CoGG consent to a season fixture
schedule
 The number of fixtures per season being limited to 15 season games, four pre-season
games and up to two finals games as required.




Signage
 The hirer is entitled to display temporary signage within those areas specified on the
lease agreement plans, which are visible to the public from any other parts of the
Arena on any game day on the condition that signage is erected, dismantled,
removed and properly stored by the hirer and at the hirer’s expense.
 The hirer may erect permanent signage subject to approval for the content and design
by CoGG: 1) on the East facing wall and 2) on parts of the Southern and Western wall
of the Arena, size and locations of such signage to be agreed between both parties.
General
 The hirer shall agree to comply with applicable regulations, such as: Health Act, Local
Government Act, APRA, Liquor Licensing Victoria, etc.
 No banners, streamers etc. are to be fixed to any surface within the venue without prior
approval from the Venue Manager.
 Any damage to the building, furniture, fittings and equipment should be reported to
the Duty Supervisor immediately. The hirer will be held responsible for
repairing/replacing any damage to the venue or to furniture, fittings or equipment,
except for fair wear and tear.
 The Hirer shall adopt the City’s operational policy and procedures to ensure
compliance in every respect to regulations under the Health Act, with regard to public
buildings for the prevention of overcrowding, obstruction of gangways, passages,
corridors, doorways, emergency exits or any other part of the facility allowing the safe
movement of people within the facility.
 The facility shall not in any way be sub-let or allowed to be used by any other user other
than the organisation named on the user agreement.
 Permission to use any electrical equipment other than that supplied by the venue must
be requested of the Venue Manager or Operations Coordinator at the time of
submitting the application.
 The Hirer shall not cause or permit undue detriment to the amenity of the area to arise
out of or in connection with the use of the facility during or immediately after the event.
The Hirer shall ensure that the level of noise emitted from the premises shall not exceed:
The permissible noise level for mechanical equipment as specified in the State
Environment Protection Policy N1 and
 The permissible noise levels for entertainment noise as specified in the State
Environment Protection Policy N2 or any subsequent policy.
 No electrically amplified musical equipment shall be used after 12.30 am. Any breach
of this time restriction or the Government Acts may result in forfeiture of security bond.
 The Hirer and persons under their direction shall obey all directions or orders given by
the Venue Manager, Operations Coordinator or Duty Supervisor as to the management
of the facility and events being conducted therein.
 The Hirer must provide a nominated Competition Director each game day, for who is
responsible for the coordination, supervision and safety of all game related activity and
personnel.
Council responsibility
 Council has the exclusive rights to obtain a Naming Rights Sponsor for the Arena.
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APP1-6
 Council will consult with the tenant (and other uses) in an effort to minimise disruptions in
the event that works need to be carried out at the centre.
 Council reserves the right to use the venue for the purposes of staging Major Events e.g.
Commonwealth Games, subject to 4 months’ notice given by CoGG to the hirer.
 For every major event staged that denies the hirer game day access, CoGG will refund
the hirer the amount agreed by the parties as compensation for such loss and failing
agreement the amount will be determined by an independent specialist agreed on by
both parties, unless games can be re-scheduled to alternative suitable days or venues.
 CoGG may temporarily cover the hirer’s signage when staging major events and the
Hirer shall not be entitled to be compensated by the City as a result of the temporary
loss of signage rights during this time.
 CoGG has the right to require a clean venue (free from temporary signage).
 CoGG may agree to allow the temporary signage to remain in place on days other
than game days, or other arrangements as agreed between parties.
City Works
 If CoGG is required to carry out works under this agreement the following conditions will
apply: 1) CoGG will consult with the hirer (and users) in an effort to minimise disruptions,
2) The time, manner and form of CoGG’s works shall be at the discretion of CoGG and
3) For every game day access denied as a result of the works, CoGG will refund the
hirer and amount agreed by the parties as compensation for such loss, failing to agree
the amount will be determined by an independent specialist agreed by both parties.
 CoGG will not be responsible for any other of the hirer’s costs, expenses, compensation
or losses of any kind due to CoGG’s works.
Venue Usage
 CoGG will not be liable for any loss incurred by the hirer in the event the venue cannot
be made available due to fire, flood damage, industrial dispute or any other reason
beyond its control.
 The Venue Manager reserves the right to require external security for any event. An
agreed fee applicable to such engagements shall be the onus of the hirer.
 Neither the City nor its servants or agents shall be liable for any loss or damage
sustained by the Hirer, or any person, firm or corporation entrusted to or supplying any
article to the hirer by reason of any such articles or thing being lost, damaged, or stolen.
 The City is not responsible for any theft, loss, damage or injury suffered by the Hirer or
any guest or invitee of the hirer, or any person coming on the premises during the
period of hire, and the Hirer indemnifies the City in respect of all claims for loss, damage
or injury caused by any person or property during the period of hire, or as a result of the
use by the Hirer of the premises.
Free Access
 COGG Management and Staff whilst performing within their duties have unhindered
access to all areas of the venue.
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APP1-7
APPENDIX TWO: BG ESTIMATED USAGE OF GEELONG ARENA 2009/2010
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APP2-1
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Commercial in Confidence
APP2-2
APPENDIX THREE: BASKETBALL GEELONG AND GEELONG SUPERCATS COMBINED OFFICE AND
MANAGEMENT AREA PLAN
106754828 (VIC 17.2010) - 6 March 2016
Commercial in Confidence
APP3-1
APPENDIX FOUR: GEELONG ARENA MANAGEMENT AND
STAFFING POSITIONS
Venue Manager
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Staff management, supervision and development
Business plan and budget development and implementation
Financial control and reporting
Management reporting
Sale and marketing
Procuring major event opportunities
Tenant supervision and management
Event planning, programming and management
Policy and procedure development, implementation and supervision
Maintenance/Capital work’s programming
Event Supervision and staff briefing
Staff training and development
Strategic alliances with: GOT, CoGG, GPAC and associated peak bodies
Operations Coordinator
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Coordinate all bar related operations, stock management and event planning
Oversee event enquiries, tours, planning and logistics coordination
Contract / hire agreement preparation
Oversee maintenance officer/cleaning contractors
Event production coordination
Maintenance of event filing systems
Oversee ticketing services for events
Event and bar staff rostering
OH&S rep and systems supervision
Event set up and pack duties as required
Event Supervision as required
Oversee banquet planning and preparations
Oversee cleaning contractor
Event Supervisor
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Event supervision and logistics roles – minor event coordination and function room
event coordination
Client / hirer liaison to assist with event planning and preparation
Event administration and box office sales as required
School events – direct supervision of events, client liaison, and hire agreements
Event set up and planning
OH&S Committee member and supervision during event bump in and bump out
phases for events
Assist with general reception, enquiries and ticket sales
Day to day café operations
Food safety program compliance
Café / Catering staff rostering, supervision and training
Develop, implement and maintenance systems for café / catering operations
Stock ordering, stock takes and stock management
106754828 (VIC 17.2010) - 6 March 2016
Commercial in Confidence
APP-4-1
Administration Officer
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Finance admin – oracle data input, event invoicing, preferred supplier administration
Centaman admin – bookings, POS, stock and ticketing module management
Supervise box office operations for all ticketed events
Handling of event enquires
Café administration/IT support
Event duties as required
Assist with major concert settlements and ticketing reporting
Marketing – web updating, events calendar updates, poster/brochure displays
Undertake event roles as required, including; bar, ushering, ticketing, café/catering
Assist with function room bookings
OH&S committee member
Maintenance/Cleaning Officer
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Minor maintenance and housekeeping
Assist with event set ups and pack ups as required
Daily venue and grounds inspections
Cleaning as required and logging of all maintenance
106754828 (VIC 17.2010) - 6 March 2016
Commercial in Confidence
APP-4-2