OFFICIAL
GPO Box 2343 Adelaide SA 5001 DPC21/0410 DX 56201 B1044955 Tel 08 8226 3500 Fax 08 8226 3535 www.dpc.sa.gov.au
Hon Peter Malinauskas MP Leader of the Opposition Parliament House North Terrace ADELAIDE SA 5000
Sent by email: [email protected]
Dear Mr Malinauskas
Freedom of information (FOI) application
I refer to your request received by the Office of the Premier seeking access under section 13 of the Freedom of Information Act 1991 (the Act) to:
All documents (including but not limited to physical, electronic, or written briefs, internal discussion papers, minutes, emails, diary entries and any other correspondence) between the Adelaide City Council and Premier Steven Marshall or the Office of the Premier regarding the Adelaide Aquatic Centre.
Date range - 16/02/2020 to 09/03/2021
DPC is responsible for processing FOI applications on behalf of the Office of the Premier.
Under the Act, an agency has 30 days to respond to an FOI request. As DPC did not respond to your request within the time frame required, the department is deemed to have refused you access to all documents relevant to your application. However, I have determined to process the request as if the statutory time frame had been met.
The purpose of this letter is to advise you of my determination.
A total of seven documents were identified as answering the terms of your application and I have determined as follows:
I grant you access in full to six documents, copies of which are enclosed; I grant you access in part to one document, a copy is enclosed.
OFFICIAL
Page 1 of 2 OFFICIAL
Please refer to the attached schedule that describes each document and sets out my determination and reasons in summary form.
Documents released in full
1, 2 and 4 - 7
Document released in part
Document 3
This document contains information not relevant to the scope of your request, which has been removed.
FOI Disclosure Log
In compliance with Premier and Cabinet Circular PC045 - Disclosure Logs for Non- Personal Information Released through Freedom of Information (PC045), DPC is required to publish a log of all non-personal information released under the Act.
In accordance with this Circular, any non-personal information determined for release as part of this application will be published on the DPC website.
Right to internal review
If you are aggrieved with this determination, you have a right to apply for internal review under subsection 29(1) of the Act. Pursuant to subsection 29(2), your application must:
be in writing be addressed to the principal officer, and be lodged at an office of DPC, or emailed to [email protected] within 30 days after the day on which you receive this letter or within such further time as the principal officer may allow.
If you have any questions in relation to this matter, please contact Denise Cranwell, Freedom of Information Officer, on telephone (08) 8429 7312 or via email at [email protected].
Yours sincerely
Eamonn Maloney Accredited Freedom of Information Officer Office of the Chief Executive Department of the Premier and Cabinet
04 / 05 / 2021
OFFICIAL Page 2 of 2 OFFICIAL: Sensitive
SCHEDULE OF DOCUMENTS File Number: DPC21/0410 Applicant: Peter Malinauskas MP
This schedule of documents accompanies a determination made in relation to your request submitted under the Freedom of Information Act 1991 seeking access to:
All documents (including but not limited to physical, electronic, or written briefs, internal discussion papers, minutes, emails, diary entries and any other correspondence) between the Adelaide City Council and Premier Steven Marshall or the Office of the Premier regarding the Adelaide Aquatic Centre.
Date range - 16/02/2020 to 09/03/2021
No. Date Document description Exemption clauses Determination
1. 18/03/2020 Email – Letter from Lord Mayor Sandy Verschoor regarding State Budget proposal Nil Full
2. LM Letter – signed – to Premier Steven Marshall MP – Budget Advocacy – 18 March Nil Full 2020
Attachment 1 to document 1 3. CoA Partnership Opportunities Sections out of Part scope Attachment 2 to document 1 4. 28/08/2020 Letter – from Lord Mayor to Premier Steven Marshall Nil Full
5. City of Adelaide South Australian Government Covid-19 Recovery Stimulus Proposal – Nil Full Adelaide Aquatic Centre
Attachment 1 to document 4 6. 01/03/2021 Email – City of Adelaide Nil Full
7. A Challenging Year Ahead Newsletter proof.pdf Nil Full
Attachment 1 to document 6
OFFICIAL: Sensitive
Page 1 of 1 1
Said. Danielle (DPC)
From: Lord Mayor
Dear Premier
On behalf of Lord Mayor Sandy Verschoor, please see the attached correspondence relating to partnership opportunities for consideration in the upcoming Budget.
Please do not hesitate to contact should you have any further queries.
"ind regards,
Oliver
Oliver Luckhurst-Smith Senior Advisor Office of the Lord Mayor Ground Floor 5 Plrie Street Adelaide, South Australia, 5000 TEL: 08 8203 7123 MOB: 0422 506 261 E, [email protected]
www.citvofadelalde.com.au
Think before you print!
The contents of this e-mail are confidential and may be subject to privilege and copyright, This e-mail is Intended for the named recipient only and If you have received this e-mail In error please notify the City Of Adelaide Immediately on +61(8) 8203 7203. The views expressed In this e-ma/1 are, unless otherwise stated, those of the author and do not reflect the views, policy or position of the City of Adelaide and the City of Adelaide accepts no responsibility for any such opinions, advice or Information, 2
, 1\ %,
^•i-iiis'-a
OFFICE OF THE LORD MAYOR
Hon Steven Marshall MP Premier of South Australia GPO Box 2343 ADELAIDE SA 5001 [email protected]
Dear Preryrier
As the capital city council for South Australia, the City of Adelaide takes pride in presenting an agenda of growth, liveability, creativity, entrepreneurship and innovation.
The City of Adelaide and Government of South Australia have a significant partnership built on our shared desire and collaborative efforts to make Adelaide one of the world's most liveable, productive and successful cities.
While we already share a strong relationship, there are further opportunities for ongoing and increased collaboration to make a remarkable impact on the city's economy and culture, which will attract more residents, workers and visitors to the heart of South Australia.
The City of Adelaide has identified a series of projects for which Council seeks State Government partnering and funding;
* Contemporary Adelaide Visitor Experience Centre * Adelaide Aquatic Centre - Strategic Options • City of Adelaide Food-Waste Free Program • Karrawirra Wetlands and Urban Nature Space - Grenfell Street Transport Boulevard Upgrade " Hindley Street Improvement Project - Rymill Park Master Plan implementation • Target funding to priority actions in the new City Access Strategy • Housing and Homelessness • Connected Adelaide
Partnering on these opportunities will ensure that together we get the right economic and social infrastructure in place for a growing, vibrant and prosperous city. This is a city that that provides opportunities for social inclusion, is easy to navigate and one that welcomes visitors.
Provided are short fact sheets on each partnership opportunity, along with further detail provided in relevant project attachments. Of course, I am happy to provide further information should you require.
Yours sincerely
Sandy Verschoor LORD MAYOR \^ March 2020
TOWN HALL, ADELAIDE, SOUTH AUSTRALIA 5000. TELEPHONE (08) 8203 72S2 [email protected] 3 CITY OF A ADELAIDE State Government 2020-2021 Partnership Opportunities
PROJECT TITLE KEY CONTACT
Tom McCready Adelaide Aquatic Centre Associate Director, Property & Strategic Options Commercial [email protected]
I PROJECT SUMMARY
City of Adelaide (CoA) is looking to pursue partnerships and investment opportunities to enable redevelopment of the existing aquatic facility. A redeveloped aquatic facility will provide the South Australian community with greater access and opportunity to enjoy and participate in quality aquatic, leisure, health and wellness activities. With 714,000 annual visitations in 2018/19 anticipated to increase to over 1.3M annual visitations, a redeveloped facility will increase health and wellness participation with an anticipated total social value saving of $4.57M per annum.
The Adelaide Swimming Centre was constructed as an outdoor pool in 1969 and in 1985 was redeveloped as the indoor state based Adelaide Aquatic Centre (AAC) and further redeveloped in 1990. In 2009 the SA Government in association with the City of Marion and the Australian Government funded a $100m project to construct a new State Aquatic and Leisure Centre in Marion, to service the community, elite athletes and major events. This repositioned the AAC as a regional provider of aquatic, leisure and recreation services but with the significant legacy constraint of being a 50 year old facility originally designed as the state-based centre.
In March 2019, Council commissioned an independent 'Needs Analysis' to better understand the current and future demand for aquatic and recreational facilities (with a 20 year outlook) in Adelaide, specifically noting population growth forecasts, Council's strategic objectives, and age-based requirements of the users over time.
The key findings of the Needs Analysis were as follows:
1. AAC is rapidly approaching the end of its practical life and upgrading the existing centre to support the needs of the community is not viable due to the legacy design. 2. Projected demand in 2030 indicates demand for 1.3M+ visitations per annum 3. From a usage perspective, City of Adelaide residents accounted for only 7.7% of visitations with 92.3% coming from other Local Government Areas.1 4. Based on this demand analysis, it was identified that a new greenfield facility catering for this demand would result in a total Social Value saving of $4.57M per annum for benefits associated with reduced risk of drowning, reduced risk of chronic and acute health conditions, and health system savings. 5. A review of local government aquatic service provision, which also included a review of private sector provision, found that: 5.1. there is a very low level of provision for warm water pools (hydrotherapy) and leisure pools (for children) and that apart from SAALC and Aquadome there are no other indoor 50m pools in the area. 5.2. there are no local or state government aquatic facilities in the neighbouring areas of the City of Charles Sturt, the City of Prospect and the Town ofWalkerville.
I TIMEFRAME, RESOURCES AND BUDGET
Timeframe: 3-5 Years Resources: Project to be delivered by City of Adelaide Infrastructure, Property and Commercial Departments in partnership with external organisation/s Budget: Total project budget to deliver the optimum facility enabling 1.3 million annual visitation and all social benefits to be realised is estimated at $55-$65 million. The budget for a scaled facility allowing for growth to 1 million annual visitations (noting a reduced social value) is estimated at $45-$55 million. Further information can be found on page 59 of the Needs Analysis.
' City of Port Adelaide Enfield 22.6%, City of Charles Sturt 17.1%, City of Prospect 16.5% and a variety of others CITY OF :A ADELAIDE State Government 2020-2021 Partnership Opportunities
STATE GOVERNMENT STRATEGIC ALIGNMENT
Relevant Minister / Department:
The Hon CoreyWingard MP Minister for Recreation, Sport and Racing
Office of Recreation and Sport and Racing (ORS) Strategic Plan 2017-2021. Vision is to be an active state, based on sport and active recreation developing stronger, healthier, happier and safer communities. The ORS approach is to lead, collaborate and invest. The project delivers on the following ORS Strategic Priorities:
• Places and Spaces - South Australians have access to sport and recreation places and spaces that support participation at all levels. • Capacity and Capability - The people and organisations delivering sport and active recreation have the capability and capacity to deliver quality opportunities for participation and performance. • Access and Opportunity - It is easy and enjoyable for all South Australians to participate at all levels and in all facets of recreation and sport. • Investment - Investment in sport and recreation delivers value for the SA economy and community. • Business Performance - The ORS is progressive, responsive, and accountable.
ECONOMIC AND SOCIAL BENEFIT
A contemporary aquatic, leisure and recreation facility catering for a demand of 1.3m visitations annually would result in a total social value saving of $4.57M per annum for benefits associated with the reduced risk of drowning, reduced risk of chronic and acute health conditions and health system savings.
This would benefit approximately 4,500 health and wellness members and 4,000 swim school members -a combined total of 8,500 which is more than double the current AAC total membership of 4,000.
$521,937 , 11%
Information not relevant to the application
24 pages removed
4
Rm-ivra
OFFICE OF THE LORD MAYOR (>N' M]
Hon Steven Marshall MP Premier of South Australia GPO BOX 2343 ADELAIDE, SA 5001
Dear Premfier/ ^^^\
The City of Adelaide is looking to pursue funding opportunities providing us the capability and capacity to deliver a redevelopment of the existing Adelaide Aquatic Centre.
The Adelaide Aquatic Centre (AAC) is a regional provider of aquatic, leisure and recreation services to the South Australian community. In excess of 715,000 people visited the AAC in 2018/19 and this demand is projected to increase to over 1.3M+ annual visitations by 2030.
The COVID-19 pandemic has impacted the physical and mental health all South Australians in some way or another and consequently highlighted the Important role physical activity plays in maintaining and improving the health and wellbeing of the Community.
Moving beyond the COVID-19 pandemic, it will be critically important that the wider South Australian Community has access to contemporary facilities that meets their needs now and well into the future.
Notwithstanding the loss of elite training and major events, the facility remains a major regional provider of aquatic, leisure and recreation services within South Australia. This is despite the significant legacy constraint of being 50 years old and designed as the state-based centre.
In March 2019, Council commissioned an independent'Needs Analysis' to better understand the current and future demand for aquatic and recreational facilities (with a 20 year outlook) in the City of Adelaide (CoA), specifically noting population growth forecasts, Council's strategic objectives, and age-based requirements of the users over time.
The key findings of the Needs Analysis were as follows:
1. In 2018/19 the Adelaide Aquatic Centre had 714k visitations showing the significant participation in health and wellness the centre delivers.
2. The Adelaide Aquatic Centre is rapidly approaching the end of its practical life and upgrading the existing centre to support the needs of the community is not viable due to the legacy design.
TOWN HALL, ADELAIDE, SOUTH AUSTRALIA 5000. TELEPHONE (OB) 82C3 7252 EMAIL [email protected] 3. Projected demand in 2030 indicates demand for 1.3m+ visitations per annum
4. From a usage perspective, City of Adelaide residents accounted for only 7.7% of visitations with 92.3% coming from other Local Government Areas within the greater metropolitan and regional South Australia.
4.1. In 2018/19 the five highest visitations by LGA were from City of Port Adelaide Enfield - 22.6%; City of Charles Sturt - 17.1%; City of Prospect - 16.5%; City of Adelaide - 7,7%; City of Norwood Payneham & St Peters - 5.6%
5. Based on this demand analysis, it was identified that a new facility catering for this demand would result in a total Social Value saving of $4,57M+ per annum for benefits associated with the reduced risk of drowning, reduced risk of chronic and acute health conditions and health system savings.
6. A review of local government aquatic service provision, which also included a review of private sector provision, found that:
6.1. there is a very low level of provision for warm water pools (hydrotherapy) and leisure pools (for children) and apart from 2 other facilities, there are no other indoor 50m pools in the area.
6,2. there are no local or state government owned and operated aquatic facilities in the neighbouring areas of the City of Charles Sturt, the City of Prospect and the Town ofWalkerville and only one facility located in the City of Port Adelaide Enfleld.
In June 2020, the Office of Recreation and Sport released its 'Game On Getting South Australia Moving' Report (the Report).
The Report highlighted a low percentage of the population were meeting the National Physical Activity Guidelines resulting in a public health cost equating to $1,393 per person per year for utilisation of public health services in South Australia.
The Report also identified the barriers and key trends impacting the sector and highlighted the need for collaboration, partnerships and coordination across government and the Sector to provide high quality infrastructure that encourages more physical activity in our everyday lives.
The re-development of Adelaide Aquatic Centre strongly aligns with the Objectives, Key Principles and Priority Issues outlined in the Report and would deliver upon many of the outcomes the framework is seeking to achieve.
To assist with informing strategic direction and detailed feasibility, several high level 'new' development options have been developed. The preferred new 'Regional Facility' would deliver on the South Australian Government and City of Adelaide's priorities to develop stronger, healthier, happier and safer communities.
The City of Adelaide is seeking funding support from the State Government to deliver a state of the art 'Regional' Aquatics and Recreation facility that is inclusive, accessible for all, fit-for-purpose, activated and economically and environmentally sustainable,
We have attached a cost estimate in the range of $45M - $55M for your review that would provide community aquatics, leisure and recreations services to South Australians for the next 50 years,
Accordingly, the City of Adelaide would be grateful for your favourable consideration of the enclosed draft funding proposal which is subject to final Council endorsement and community consultation. I welcome further discussions on the future of the Adelaide Aquatic Centre.
Yours sincerely
Sandy Verschoor
Lord Mayor of Adelaide
28 August 2020 5
City of Adelaide South Australian Government COVID-19 Recovery Stimulus Proposal
Adelaide Aquatic Centre I August 2020
CITY OF ADELAIDE
Adelaide: the most liveable city in the world • there are no local or State Government aquatic facilities in the neighbouring areas of the City of Charles OBJECTIVE Sturt, the City of Prospect and the Town of Walkerville.
The replacement of the Adelaide Aquatic Centre with the aim of providing access to high quality aquatic, fitness and recreation facilities for the South Australian community well into the future. ECONOMIC AND SOCIAL BENEFIT
The City of Adelaide (CoA) is looking to pursue a funding partnership with State Government to meet this The Needs Analysis identified that a contemporary aquatic, leisure and recreation facility catering for a demand of objecfa've. 1.3m visitations annually would result in a total social value saving of $4.57M per annum for benefits associated with the reduced risk of drowning, reduced risk of chronic and acute health conditions and health system The Covid-19 pandemic has impacted the physical and/or mental health all South Australians in some way or savings. another and consequently highlighted the important role physical activity plays in maintaining and improving the health and wellbeing of the Community. Moving beyond the Covid-19 pandemic, it will be critically important that These findings align with the findings of the 'Active Lives Research' which recognised a consistent correlation the wider South Australian Community has access to contemporary facilities that meets their needs now and well between activity levels and health, wellbeing and social outcomes. The 'Active Lives Research' also identified the into the future. significant savings to the public health system through increasing the SA population's physical activity.
The Adelaide AquaCc Centre (AAC) is a regional provider of aquatic, leisure and recreation services to the South Australian community. In excess of 715,000 people visited the AAC in 2018/19 and this demand is projected to OPTIONS ANALYSIS increase to over 1.3M annual visitations by 2030. A high-level 'Strategic Options Review* has been completed and several 'indicative' options were identified for the Due to the current condition, age (50 years) and design of the existing facility, the AAC cannot meet that demand replacement of the AAC on the current site. The review highlighted key issues and opportunities associated with or associated community expectation into the future. the differing approaches. The current challenges for the facility include: Based on the key findings of the Needs Analysis and high-level 'Strategic Options Review', Council's preferred • Addressing aging infrastructure and rising facility management and maintenance costs whilst meeting approach is to demolish the existing facility and construct a new 'Regional Facility' that can deliver on community community expectations. expectation and accommodate the projected future annual visitations of between 1m - 1.3m. * Ensuring •facilities remain affordable whilst achieving financial sustainability. » Attracting external funding partners and providing appropriate partner benefits. DELIVERABLES In March 2019, Council commissioned an independent 'Needs Analysis' to better understand the current and future demand for aquatic and recreational facilities (with a 20-year outlook), specifically noting population growth • A contemporary aquatic and fitness facility catering for up to 1.3m visitations annually into the future; forecasts, Council's strategic objectives, and age-based requirements of the users over time. A copy of the Final • Anticipated total social value saving of up to $4.57m per annum for benefits associated with the reduced risk Needs Analysis including community consultation findings will be provided in support of this draft funding of drowning, reduced risk of chronic and acute health conditions, enhanced well-being (mental and physical submission. wellness) and health system savings;
The key findings of the Needs Analysis were as follows: • Significant infrastructure stimulus project post Covid-19 with significant health, wellbeing and social outcomes for the community. • AAC is rapidly approaching the end of its practical life and upgrading the existing centre to support the needs of the community is not viable due to the legacy design; • Projections indicate demand for 1.3M+ visitations per annum by 2030; TIMEFRAME, RESOURCES AND BUDGET • From a usage perspectn/e, City of Adelaide residents accounted for only 7.7% of visitations with 92.3% coming from other Local Government Areas / Outer Regions showing the significant regional service being Timeframe: 2-5 Years provided; Resources: Project to be delivered by City of Adelaide Infrastructure, Property and Commercial Departments • Based on the analysis, it was identified that a facility catering for the projected demand would result in a total in partnership with external organisation/s Social Value saving of $4.57M per annum for benefits associated with the reduced risk of drowning, reduced risk of chronic and acute health conditions and health system savings; Budget: The delivery of a new facility to meet community expectation that allows for future population growth is expected to cost between $45m - $55m plus demolition. • A review of local government aquatic services, which also included a review of private sector provision, found that Total project budget to deliver will be further informed by the option analysis in the first instance and a comprehensive feasibility study thereafter. • there is a very low level of provision for warm water pools (hydrotherapy) and leisure pools (for children) and that apart from SAALC and Playford Aquadome there are no other indoor 50m pools in the area;
Adelaide: the most liveable city in the world STRATEGIC ALIGNMENT
Through various discussions with State Government, several projects have been identified that would deliver CITY OF ADELAIDE shared strategic interests of the City of Adelaide and the State Government, to the benefit of the city and wider South Australian community. STRATEGIC PLAN 2020-2024 The replacement of the Adelaide Aquatic Centre strongly aligns with the following shared strategic interests. VISION - Adelaide: the most liveable city in the world STATE GOVERNMENT The project delivers on the following Council Strategic Priorities: • Support the wellbeing of our communities OFFICE OF RECREATION AND SPORT AND RACING (ORSR) • Lead the way in climate action and manage water, waste, transport and greening in a sustainable way STRATEGIC PLAN 2017-2021. ACTIVE CITY STRATEGY 2013-2023 VISION - To be an active state, based on sport and active recreation developing stronger, healthier, happier and safer communities. VISION - The Vision for The City Is: Adelaide: One City, Many Places.
The project delivers on the following ORSR Strategic Priorities: Adelaide is a City of great places for people. Great places for living and community life. Great places for
• Places and Spaces - South Australians have access to sport and rBcreation places and spaces that support businesses to start up and grow. Great places for knowledge and creativity to flourish, participation at all levels. Council's Active City Policy contains six policy principles that inform our priorities for physical activity in the City. • Capacity and Capability - The people and organisations delivering sport and active recreation have the These underpin the Active City Strategy and inform how we implement the strategies. These principles are: capability and capacity to deliver quality opportunities for participation and performance. • PRINCIPLE 1 - Maximum Participation • Access and Opportunity - It is easy and enjoyable for all South Australians to participate at all levels and in all . PRINCIPLE 2 - Health and Wellbeing for All facets of recreation and sport. • PRINCIPLE 3 - Optimal Facilities and Opportunities • Investment - Investment in sport and recreation delivers value for the SA economy and community. • PRINCIPLE 4 - Working with Partners
• Business Performance - The ORSR is progressive, responsive, and accountable. • PRINCIPLE 5 - Economic Sustainability GAME ON: GETTING SOUTH AUSTRALIA MOVING (GAME ON) • PRINCIPLE 6 - An Informed and Educated Community Consistent with these principles, the Council's role is identified as being a provider for grass roots physical activity GAME ON INTENT: options while being a facilitator for elite level sport. An enabler for all sport and recreation stakeholders, government and non-government bodies, to collectively In relation to the AAC, the following specific aims or objectives are noted: create the environments and opportunities to build a more active SA. • Create water play opportunities and broaden the product mix and appeal of the Centre. The project delivers on the following Objectives and Priority Issues: • To partner with the health and fitness industry to identify and provide a broad range of 'wellness' services at 1. Provision of affordable sport and recreation opportunities. the AAC aimed at increasing attendances and improving the community's health.
2. Supports the minimisation of resources required to deliver sport, recreation and physical activity, targeting • To manage the AAC as a metropolitan leisure destination providing a range of aquatic and non-aquatic power and water utilities. recreation, sport and health services. 3. Would provide high quality, sport and active recreation infrastructure that is inclusive, accessible for all, fit- • Broaden the market appeal of the AAC by providing a range of aquatic and non-aquatic activities to for-purpose, ach'vated and economically and environmentally sustalnable. complement existing services.
4. Would align investment and resources and leverage local expertise to contribute to the vision and • Enhance the Adelaide Aquatic Centre to improve the customer experience, secondary spend opportunities and recommendations of 'Game On'. operational efficiencies.
The above 'Active City Strategy' principles strongly align with the four key principles of Equity, Evidence-Based, Funding and resources and Collaboration that underpin the implementation of 'Game On' Framework and are identified as priorities when considering Investment in sport and active recreation.
Adelaide: the most liveable city in the world STRATEGIC OPTIONS REVIEW
To assist with informing strategic direction and detailed feasibiRty, several high level 'new' development options have been developed. These examples were informed by the findings of the 'Aquatic and Leisure Centre Final Needs Analysis' which included extensive Community Consultation. The preferred new 'Regional Facility" facility would deliver on the South Australian Government and City of Adelaide's priorities to develop stronger, healthier, happier and safer communities. The project would also improve the long-term financial sustainability of the facility and provide the highest social benefit to the South Australia Community. The preferred 'Regional Facility is capable of being scaled back to a 'Local Facility' scale however, this facility would result in a reduction of services available to the community and would displace several schools and sporting organisations / clubs that currently rely on the facility. At this scale, the facility would only be capable of accommodating 600K visitations, well below the 715K current visitations and significantly below the projected 1.3m visitations by 2030. Table 1 below provides a summary for an 'Indicative Regional Facility' with an example floor plan shown in Image 1. Table 2 provides a more detailed 'Area Schedule' together with high-level estimated costs.
TABLE 1 - INDICATIVE REGIONAL FACILITY
Item Regional Facility
Cost (excl. Demolition) $45M to $55M range
Demolition Cost $6M
Building Footprint 7,600sqm*
Site Area ex. Car Park 12,000sqm
Site Area with Car Park 24,600sqm
Visitations 1M growing to 1.3M visitation by 2030
Net Performance (forecast) $1M surplus includes major maintenance
Closure Period 18 to 24 months
Park Relationship Low lying with outdoor areas
Risk Generally low
Design Dedicated areas
Type Contemporary
*Note: could reduce building area by 15% (approx.) with upper level areas
Adelaide: the most liveable city in the world IMAGE 1 - EXAMPLE OF NEW 'REGIONAL FACILITY'
LEGEND:
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r-~1 DRY FITNESS
(""I CHANGE ROOMS
I—I SCXTIAl./ COMMUNm
I—I SUPPORT SPACES
m
ISSJE SK-cma AACPOTEWIAL RJTUP.E CPTIOMS OPTION A: NEW REGIONAL LEVEL FACIUH SCfiE. NTSgAl WWtH ?1 CO-OP DATE: VtMSSS
Adelaide: the most liveable city in the world TABLE 2 -AREA SCHEDULE & ESTIMATED COSTS
ID ROOM REGIONAL COST LEVEL FACILITY AREA(M2) ENTRY Foyer 200 520,000.00 Reception 30 78,000.00 Retail / Merchandise 20 52,000.00
Administration Office 12 28,800.00 Open Plan 40 96,000.00 Staff Kitchen / Amenities 15 45,000.00 Store / Print 12 26,400.00
Caf6 / Kiosk kitchen / Servery 50 175,000.00 Cafe / Kiosk seating 50 160,000.00 Party Room 20 64,000.00
Community / Child minding Multi-purpose space 120 324,000.00 Office 12 32,400.00 Amenities 12 42,000.00 Kitchen / Store 15 45,000.00 Sub-total 608 1,242,200.00
AQUATIC FACILITIES Indoor 25m pool 1050 2,310,000.00 Spectator Seating 80 176,000.00 Indoor Learn-to-swim pool 550 1,210,000.00 Indoor Leisure Pool / Splash Pad 900 1,980,000.00
Indoor Warm Water Pool 650 1,430,000.00 Spa / Sauna / Steam 120 240,000.00
First Aid Room 15 40,500.00 Store Room 60 132,000.00 Store Room - external 80 192,000.00 Sub-total 3,505
WET CHANGE ROOMS Change - Female 80 216,000.00 Change - Male 80 216,000.00 Change - Family 50 135,000.00 Change-Accessible 24 64,800.00 Change - Changing Places 15 40,500.00 Change - Outdoor Family 30 81,000.00 Change - Outdoor Accessible 8 21,600.00 Change - Group 90 243,000.00 Sub-total 377
HEALTH & FITNESS Health & Fitness Foyer 50 135,000.00
Adelaide: the most liveable city in the world Gymnasium 600 1,440,000.00 Gymnasium Office 10 24,000.00 Gymnasium Assessment 10 24,000.00 Gymnasium Store 10 22,000.00 Group Fitness - multi-purpose 200 480,000.00 Group Fitness - multl-purpose 150 360,000.00 Group Fitness - Spin 90 216,000.00 Group Fitness Store 10 22,000.00 Consulting Suites 80 216,000.00 Tenancy Space (Admin) 30 72,000.00 Sub-total 1240
HEALTH & FITNESS CHANGE Change - Female 60 162,000.00 Change - Male 60 162,000.00 Change - Accessible 8 21,600.00 Sub-total 128
SUPPORT Pool Plant Room 450 990,000.00 Mechanical Plant 300 660,000.00 Main Switchboard 18 43,200.00 Cleaners Store 24 57,600.00 Waste Store 45 108,000
NETT AREA 5,858.0 CIRCULATION / PLANT ALLOWANCE (10%) GROSS FLOOR AREA 6,443.8
EXTERNAL SPACES Outdoor Aquatics .(.Outdoor 50m Pool 1300 ALLOWANCE 4,000,000.00 I Outdoor Waterplay 500 ALLOWANCE 1,500,000.00 ' Water Slides 0
Spectator Viewing 600 ALLOWANCE 300,000.00 Picnic/BBQ 60 ALLOWANCE 50,000.00
Car Park 6,972 ALLOWANCE 700,000.00 Sub-total 9,432.0
BUILDING SUB-TOTAL 17,038,320.00 AQUATIC SUB-TOTAL 9,612,000.00 ALLOWANCE SUB-TOTAL 3,870,000.00 CONSTRUCTION SUB.TOTAL 30,520,320.00 PRELIMINARIES 3,815,040.00 DESIGN CONTINGENCY 6,104,064.00
CONSTRUCTION COST: 40,439,424.00 ESCALATION (OYRS) EXCLUDED CONSTRUCTION CONTINGENCY 3,032,956.80 PROFESSIONAL FEES 4,043,942.40 FF&E 2,021,971.20 AUTHORITY COSTS 404,394.24 PROJECT TOTAL 49,942,688.64
Adelaide: the most liveable city in the world Attachment A - Report titled 'Aquatic and Leisure Centre Final Needs Analysis - May 2020 - City of Adelaide' is available upon request,
Intentionally Left Blank
Adelaide: the most liveable city in the world 6
Said, Danielle (DPC)
From: Phillip Martin
Categories: sent to RM
Please find attached the latest communication with ratepayers, setting out the financial problems our City faces.
We encourage you to view online the Council Long Term Financial Plan which shows how the replacement of some important Adelaide assets has been delayed until the end of the decade when the then Council will have to borrow about the same amount it will collect in rates.
Regards NORTH ADELAIDE 7 NEWSLETTER
A CHALLENGING YEAR AHEAD Auue Morau Phil Mni+iu Adelaide €:ity CouuciFs Fiuaucial Crisi$$$$$SS
It's profoundly disturbing that the City of Adelaide is in deep financial trouble. How is that possible you ask - especially when tlie Council had no debt whatsoever as recently as June 2017? Lord Mayor Sandy Verschoor and her Team Adelaide faction have blamed Covid 19 for the current mess, but it's ouly a small part of the story of how the finances of a once prosperous Council have foundered. The came, we say, has been a paudeouc ofmismauaged operating budgets:
OPER.iTMG DEFICITS*
2017/201817 imllion dollars overspeirt
2018/2019 21 million dollars overspent
2019/2020 19 million dollars overspeut
2020/2021 34 MILLION overspend commg
Overspeading also forecast thni to 2.023/24
Tius mismanagemeut is also iinpactmg on debt;
COUNCIL BORROWINGS*
2017/2018 28 million borrowed 2018/2019 4 1 million borrowed c»y < 2019/2020 51 million bon'owed astossesfs^?Sm'^byTheA<^isefnewp',^inewpWet 2L. .-,2021 90 million plus forecast and •Tbe&W5'
Rising by the end of the decade to 150 million!
The City of Adelaide, under the leadership of Sandy Verschoor and Team Adelaide will have, averaged out to June, overspeut by more than 2 mitliou dollars a month for each mouth since they've been holding the purse strings. la less than 6 mouths, we think it's possible the money borrowed on your behalf could be on tfie way to 100 million dollars.
The CounciPs Independent Audit Committee has bluntly warned the City's spending habits are "iiasustaiiiable". Even City of Adelaide Staff recently told the elected members that unless things changed the Council risked becoming &iancially "luiviable".
Lord Mayor Verschoor and Team Adelaide are trying to fix this mess ... sacking hundreds of staff, cuttmg services, reducing asset maiuteuance to below accepted standards, postpouiug mipoi-taiit projects, tlu'eatenmg liigher charges and selliug off 60 million dollars of assets to avoid more debt. The Advertiser asserted, from a "secret list" of about 30 properties.
Even so, on current forecasts*, THE CITY OF ADELAIDE WILL NOT REPAY ITS DEBT FOR 20 YEARS.
We thmk the words "financial crisis" seem inadequate to describe the scale of the City CounciT's money mess, but with Team Adelaide in complete control all we call do is keep you informed and together try to keep this Council accountable.
*Figures have been rounded off. Sources are ludependent Audit C'omiMittee and Council Qiamber reviewed and approved QF1 aad QF2 Financial Reports and Council Staff responses to Questions on Notice December 15th, 2020 aud February 9th, 2021. "Is this what residents want?
No one anticipated towers as high as these"*
"The words of Q prominent North Adelaide resident.
Lord Mayor Verschoor's Clmstmas surprise for North Adelaide, was that Commercial and General had signed a kind of a contract called a "Land Facilitation Agreement' that could lead to a development on what locals know as "the Bermuda Triangle" of0' C'omieU Street - so many proposed developments there have just disappeared!
What can you say about this one?
Positive: It's local. The proponent lives in North Adelaide and has a good reputation for quality builds. Negative: It's too high. la fact, the Council commissioued a Pnidential Report (only a heavily redacted version has been released - the Ml report is still secret) about risks, concluding that one of the highest risks is the reputational one that we'll think Council's chosen a complex that's far too tall. At 15 and 13 levels (excludmg roof plant), these will be the biggest towers outside die CBD- On top of that it's almost double the "up to 8 storey" height the Guiding Prmcipfes approved after an extensive 2018 public consultation process.
Will tlie Council recoup tlie ahnost 35 milliou dollar purchase price? Nope. Only about 25 million and over a very long period of time.
But these are early days for the retail and residential build. This a draft plan that could be changed, the final proposal needs to be approved by State Planuing (probably around April), pre sales are required (possibly concluding around 2022) and there remain some significant risks ahead for Council and for the propoueut, not least general economic conditions.
We'd like to tell you more about what's proposed, but we're preveuted by secrecy provisions.
BRIEF UPDATES
CITY CONNECTOR SAVED, The State Government had proposed ending its 50/50 fundiug of the service. However, thanks to every resident of North Adelaide who provided a feedback to die community cousultation the Council and die State Govemiuent have heard the plea "doa't touch our City Connector". Deputy Lord Mayor Maiy Coiiros (listen to the Council Febmary 9th meetiug at around 1 hour 40 minutes) was reluctant, saying it would be "irresponsible" to uot review the service stops and patronage, but ill the end she joined all Councillors except Jessy Khera in agreeing to continue the sen'ice we've all come to know and appreciate.
ADELAIDE AQUATIC CENTRE. Team Adelaide supporter Jessy Kliera tried to get the December meeting of Council to agree to close the Aquatic Centre. Covid 19 restnctions have added to the Centre's losses. Despite the strong support from colleagues iucludmg Councillors Hyde, Hou auclAbrahimzideh, the proposal was narrowly defeated. The question of what becomes of the Aquatic Centre remaius. It's clear that Council is in such dire financial straits it cau't afford to upgrade or to replace it.
ADELAIDE OVAL. The community cousultatiou on chauges to the Commumty Land Management Plan to accommodate plans for the Sta- dium Management Authority to nui concerts, build a grandstand and to park cars on AcleLtide Oval 2 ... together with change of use for Stella Bowenand Penuiugton Gardens ... closed last month,u. We. don't support these changes and we suspect most people in North Adelaide won't either.
PARK 9 AND PAC. Residents around MacKiimon Parade have long supported a plan for fit for piupose change rooms, showers aud toilets at park 9.... with a footprint beginuiug on the site of the existing building. Prince Alfred College Old Collegians want the same facilities - but closer to die children's playground and with extra space for a viewing deck and club rooms serviced by a liquor licenced bar. Despite strong commuuity representations. Team Adelaide has dashed the hopes ofmauy locals with Councillor Abrahimzideh even moving an ameudment to give PAC a 10% increase ill the akeady expanded building footprmt! Keep an eye on Couucil's "Your Say' website for a public consulta- tion that's coming ... the latest iu a series around Park 9 and PAC's aspirations. We, like majority of local residents, do uot support this latest proposal.
WHICH ADELAIDE CITY COUNCILLORS ARE TRULY INDEPENDENT A3sTD NOT ASSOCIATED WIIH THE TEAM ADELAIDE VOTING BLOCK? Anne Moran Phil Martin Rob Simms Grcg Mackie Helen Donovan
For ASSISTANCE WITH ANY MAFTER PHONE Anne Moran or 0417 801 568 and email [email protected] or PHONE Phil Martin ou 0422 323 444 and email [email protected]
Tim newsktter is •niitteu said au&oiised by Aims Moran and PU1 Martin - the only resident NorfliAdelMde ComeiUi>i-s at... S9 Mills Teu-ace and I n?-19 Finni«s Sb-eet Tks3t oomioiis exoresse^ do n&t reflect fi^ views oftfcs Cih* Council and definiteSv ii&t Team Adelaide'.