facilities strategy 2013 – 2018 - gymnastics...

Gymnastics Tasmania Facility Strategy – Last updated 13 June 2013

FACILITIES STRATEGY

2013 – 2018

June 2013


CONTENTS

FOREWORD ........................................................................................................................................... 3

EXECUTIVE SUMMARY ........................................................................................................................... 4

PROJECT PURPOSE – RATIONALE, AIMS AND OBJECTIVES ........................................................................ 6

PROJECT METHODOLOGY ....................................................................................................................... 8

BACKGROUND ..................................................................................................................................... 11

Community profile and Tasmanian demographics ........................................................................ 11

Current gymnastics participation in Tasmania ............................................................................... 14

Current Tasmanian gymnastics facility provision and usage ......................................................... 18

Key audit findings ........................................................................................................................... 18

DISCUSSION AND RECOMMENDATIONS RELATING TO TASMANIAN GYMNASTICS FACILITY PROVISION . 22

Types of gymnastic facility improvement projects ........................................................................ 22

Key features of successful gymnastics facilities ............................................................................. 23

Access for people with a disability ................................................................................................. 24

Planning for facility projects ........................................................................................................... 26

Funding facility projects ................................................................................................................. 33

DISCUSSION AND RECOMMENDATIONS RELATING TO THE MANAGEMENT OF TASMANIAN GYMNASTIC

FACILITIES ............................................................................................................................................ 35

Improving ownership or security of tenure of gymnastic facilities ............................................... 35

Facility management models ......................................................................................................... 35

Developing a facility management plan ......................................................................................... 37

Improving shared use of facilities .................................................................................................. 39

Improving the programming of gymnastic facilities ...................................................................... 40

SUMMARY OF RECOMMENDATIONS .................................................................................................... 42

IMPLEMENTING, MONITORING AND EVALUATING THE ‘PLAN’ .............................................................. 45

APPENDIX A - SUMMARY OF GYMNASTICS FACILITY AUDIT RESULTS ..................................................... 46

APPENDIX B – BUSINESS PLANNING GUIDELINES FOR SPORT AND RECREATION FACILITIES .................... 60

APPENDIX C – DIMENSIONS FOR COMPETITION IN REGIONAL OR STATE GYMNASTICS FACILITIES .......... 62


FOREWORD

Gymnastics Tasmania (GT) with the support of Sport and Recreation Tasmania (SRT) has developed this Gymnastics Tasmania Facilities Strategy 2013 – 2018 (‘The Strategy’) via extensive consultation and consideration of a range of relevant data.

Gymnastics as a sport is a fundamental and exciting physical activity that appeals to a wide range of people. People participate in gymnastics for a variety of reasons but particularly for enjoyment. The sport provides a solid foundation of skills and promotes flexibility, balance, strength and co-ordination all of which are transferrable to many other sports and recreations. Gymnastics can build a participant’s self-esteem and meets many health and social outcomes communities aspire to.

Participation in gymnastics is influenced by the availability of appropriate facilities and equipment. GT recognises that both are crucial to increasing and improving the quality of participation and in response has developed ‘The Strategy’ to consider ways to increase and improve participation in the sport at all levels in Tasmania.

Equally while facilities play a significant role in supporting a participant’s participation in gymnastics GT is fully aware that a gymnastics facility should be seen as more than just a facility. The equipment and programs the facilities house and offer are as important as the facility itself and both must be of a high quality and appropriate to the participants it is aimed at. This awareness is strongly linked to GT’s desire to ensure that quality, safe, welcoming, comfortable and fit for purpose facilities are created and maintained.

GT and SRT recognise the wider social benefits of taking part in sport and recreation. Both have a commitment to increasing the Tasmania community’s participation in sport and recreation and ‘The Strategy’ seeks to be consistent with GT’s objectives which include:

to work cooperatively with each other GA Association Member and GA and others to conduct, encourage, promote, advance, control and manage Gymnastics in Tasmania;

and SRT’s objectives1 which include but are not limited to:

‘facilitating participation opportunities in sport, recreation and physical activity’

‘supporting the provision of quality facilities and environments that meet the sport, recreation and physical activity needs of the community’.

Mark Moncur

Chair Gymnastics Tasmania

1 Sport and Recreation Tasmania Strategic Plan - http://sportandrecreation.tas.gov.au/sportrectas

http://sportandrecreation.tas.gov.au/sportrectas


EXECUTIVE SUMMARY

Gymnastics as a sport is highly dependent on facilities. Each gymnastics discipline has its own facility requirements and facility provision has an impact on the various levels of participation. There is a need for quality facility provision throughout Tasmania in order to improve participation in gymnastics both in terms of numbers and the quality of that participation. Currently the planning, development and maintenance of gymnastics facilities in Tasmania rests with individual clubs but improving participation in gymnastics will require the maintenance and in some cases improvement of current facilities and establishing new ones were need, based on a clear gap in provision, is clearly identified. An audit of Tasmanian gymnastics facilities during 2012-13 indicated that some Tasmanian gymnastics facilities are in good condition and ‘fit for purpose’, some lack essential features or characteristics and some are aging. In order for facilities to play their role in improving participation in gymnastics clubs, which in some cases are fully or oversubscribed – as evidenced by waiting lists - will need to be proactive in maintaining or upgrading their facilities and some will need to consider why or how they might move to, or utilise space in, another facility. Others may need to consider why and how they might establish a new facility. A summary of the key audit findings can be found on pages 18 - 21 of the strategy. ‘The Strategy’ provides a state-wide perspective and promotes planning processes and strategies that can support improvements to the provision and development of gymnastics facilities in Tasmania. It includes information to facilitate evidence based decision making about issues facing Tasmanian gymnastic clubs and their communities and considers:

the current provision of gymnastic facilities

some aspects of a preferred future for gymnastics in Tasmania

strategies for maintaining, improving and developing Tasmanian gymnastic facilities

information about the role of planning in achieving improved gymnastic facility and program provision.

Key recommendations contained within this plan include but are not limited to: 1. GT should encourage clubs to improve or seek facility features that focus on improving safety

and accessibility while meeting the needs of and attracting more participants. 2. GT should encourage clubs to understand their obligations in providing access for people with

disability. 3. GT should develop a Tasmanian gymnastic facilities hierarchy based on agreed criteria in order

to plan future Tasmanian gymnastic facility provision. 4. GT should ensure its own strategic plan remains current and encourage and facilitate strategic

planning for affiliated clubs when such plans do not exist or are not current.


5. Clubs planning facility projects should contact GT as early as possible in the project planning process to discuss the proposed project and develop a ‘business case’ specific to the proposed facility project.

6. Clubs seeking funding for facility projects should consider a range of funding strategies, rather

than focusing on a single funding opportunity. 7. GT should provide information about funding opportunities for facility projects, to affiliated

clubs, on request. 8. GT should encourage clubs to secure long term tenure within their chosen facility to aid the

sustainability and development of their clubs. 9. GT should encourage clubs to secure an appropriate management model and to fully

understand and document the status of their management model and user agreement with their facility owner to ensure security of tenure.

10. GT should accept no responsibility for the maintenance of facilities not under its direct control

but should encourage clubs to develop facility management plans. 11. GT should encourage clubs to investigate opportunities for improving their access to and

tenure within shared and multi-use facilities including those managed by education institutions where the benefits will outweigh the problems for gymnastic clubs when sharing facilities.

12. Clubs should look to programming strategies that will improve access to a facility to allow

them to offer additional gymnastic participation opportunities at the required times.

A complete summary of the strategy’s recommendations can be found on pages 42 – 44.


PROJECT PURPOSE – RATIONALE, AIMS AND OBJECTIVES

Gymnastics Tasmania (GT) recognises the benefits of gymnastics to individuals and communities and the need for a strategic approach to improving gymnastics facility provision in Tasmania. Based on this rationale GT undertook to record and assess the provision, distribution, use and selected characteristics of existing Tasmanian gymnastics facilities and develop a gymnastics facilities strategy to inform the future planning and provision of gymnastic facilities in Tasmania. The project had the following objectives - expressed as outputs and outcomes.

Outputs:

Complete an audit of gymnastic facilities in Tasmania and an audit report that:

o lists all existing or developing gymnastics facilities in Tasmania

o lists an agreed selection of facility characteristics

o analyses the current distribution and appropriateness of gymnastics facilities

o identifies gaps and/or surpluses in the provision of gymnastics facilities

o assesses current and/or future gymnastics facility needs.

identify how sport and recreation trends and Tasmanian demographic data impact on the provision of gymnastics facilities

consider Tasmanian gymnastics facilities against an agreed facilities hierarchy

consider a set of ‘Planning Principles’ that GT, or other parties that might be proposing the upgrading of existing or the development of new facilities, could be reasonably expected to address as part of their planning

consider options that might assist GT, local government, land managers and regional or local gymnastics organisations build upon the facility data or undertake a more detailed analysis of the facility needs of specific facilities or communities

develop a GT State-wide Facilities Strategy.

Outcomes:

assessment of sport and recreation trends and demographic data to inform the use of current gymnastics facilities and the planning of the future provision

alignment of forward and strategic planning of future gymnastics facilities with ‘good planning principles’ such as needs assessments, feasibility studies, business cases and project planning

integration of gymnastics facility planning with statutory planning frameworks, strategic sport and recreation policies, public open space strategies and other state-wide, regional, district or local sport and recreation infrastructure plans

engagement with key stakeholders such as land managers, regional bodies, local government, Department of Education (DoE) and not-for-profit organisations in order to maximise joint planning opportunities during the design phase of gymnastics facility planning projects

implementation and embedding of sustainability principles and practices in gymnastics facility planning, design and management.


This document, an example of sport and recreation planning, involves the systematic collection, collation and analysis of information to facilitate considered decision making about the long term needs of the community with particular reference to the provision of facilities, programs, and services.

Planning involves the consideration of evidence before forming a position. It can direct scarce resources to projects that are most needed, and help in the efficient and equitable distribution of resources. It can achieve beneficial outcomes by supporting consistent, transparent and defendable decisions that consider the best interests of the whole community. Sport and recreation planning can be broken down into four simple steps:

Where are we now? - Situation analysis

What you are trying to achieve? - Opportunity analysis

How will we achieve it? - Strategic, business and/or action planning.

How do we know if we are achieving? – The setting of measures to assess success or otherwise

This document is focused on facilities but given sport and recreation planning is more than facility planning or asset management attention has been given to programs and services and recognises their contribution to the effective utilisation and provision of gymnastics facilities.


PROJECT METHODOLOGY

Project scope

‘The Strategy’ covers gymnastic facility provision and its impact on the programs offered by GT and its affiliates.

The project undertook a state-wide audit of recognised gymnastics facilities - purpose built or otherwise and whether owned by commercial organisations, not-for-profit organisations, local government and state government agencies and assessed these in order to inform GT’s development of a facilities strategy.

Project management, support and input

The project was managed by Mark Moncur - GT and supported by:

Damien Grave - Client Manager - SRT

Greg Irwin - Senior Project Manager - SRT

Jackie Wynwood - Client Manager – SRT

Jane Johnson - Club Development Officer - GT

Luke Chiu - Manager Planning, Facilities and Environments - SRT

Shelley Liddell - Project Support Officer – SRT Input was provided by 16 of 17 gymnastic clubs that are affiliated with GT.

Planning Area

The planning area was the state of Tasmania.

Project Timeline

The project commenced on 1 September 2012 and concluded on 30 June 2013.

Project Budget

The project was completed by GT and SRT staff, without a specific project budget.

Project tasks

The project sought to complete the following tasks:

complete a project brief and register of project tasks

draft and agree on an audit data collection tool

complete an audit of all Gymnastics Tasmania’s facilities

identify relevant sport and recreation trends

identify relevant demographic data


analyse collected data

consider the application of a facilities hierarchy

consider a set of facility planning principles

consider strategies for building on and using collected data into the future

complete GT’s Facility Strategy.

Consultation

Consultation was conducted via:

a facility audit sent to all affiliates of GT

regular meetings between GT and SRT to:

o develop the project brief

o collate participation data

o collate and interpreted the audit

assistance to gymnastic clubs by GT and SRT staff to complete the facility audits. All returned audits were processed and employed to inform ‘The Strategy’.

Terms used in the strategy

Concepts associated with sport and recreation can have different meanings to different people and can be the subject of much discussion. An agreed understanding of the various terms is required. Definitions were employed in this strategy include:

Programs - structured sport and recreation activities in which people participate in order to derive benefits.

Services - a range of things that facilitate participation in a program at a facility including:

o information about what is available, where, when and for how much

o community transport that helps people reach recreation venues

o program leaders and support staff, venue managers and recreation planners

o management processes

o disability services that help people get to or into venues

o subsidies and grants to help people and clubs pursue desired activities.

Gymnastics - The name given to a series of exercises practised by men and women with an emphasis on strength, dexterity and artistry. The disciplines in gymnastics recognised by the Federation International de Gymnastique (FIG) and Gymnastics Australia are artistic, rhythmic, aerobic, trampoline and acrobatic.

Facility – a place and space constructed or maintained to allow people to participate in sport and recreation activities (e.g. a gym) and a structure that support people involved in sport and recreation (e.g. change room, canteen or scoreboard.)

Facility project - a facility project is considered to be the improvement or adjustment of an existing facility or the development of a completely new facility.


Management Plan - a plan designed to direct the management of a facility

Club Plan - a club’s strategic plan

Project Plan - a plan developed specifically to progress a proposed project. May also be known as a ‘Project Plan’ for a proposed facility

The ‘Strategy’ - Gymnastics Tasmania Facilities Strategy 2013 - 2018

Abbreviations employed in this strategy

GA = Gymnastics Australia

GT = Gymnastics Tasmania

SRT = Sport and Recreation Tasmania

DoE = Department of Education

WAG = Women’s Artistic Gymnastics

MAG = Men’s Artistic Gymnastics

RG = Rhythmic Gymnastics

TRP = Trampoline Sports

GFA = General Gymnastics – Gymnastics for All

FIG = Fédération Internationale de Gymnastique - The International Gymnastics Federation

Limitations

‘The Strategy’ does not necessarily provide a complete picture. Not all needs have been identified and GT and clubs will need to monitor community needs on a regular basis rather than rely exclusively on the data and recommendations within ‘The Strategy’. It is likely there are errors in the participation data and the facility audit, that some facilities are not included in the report and that some clubs were not consulted. One affiliate of GT declined to participate in the audit process and no attention was given to gymnastics clubs who are not affiliates of GT.

‘The Strategy’ does not collate adequate data to fully assess the distribution of gymnastics facilities against current or projected population statistics. This is an area of planning that will require specific attention by those advocating the construction of a new facility. This project has given limited attention to risk management. Facility management including the setting up and use of gymnastics equipment generates risks that clubs need to manage and clubs should remain abreast of the current standards and any variations to those standards. 2

2 For additional information see:

http://www.sportandrecreation.tas.gov.au/sportrectas/publications/risk_management_toolkit

http://www.sportandrecreation.tas.gov.au/sportrectas/publications/risk_management_toolkit


BACKGROUND

Community profile and Tasmanian demographics Gymnastic clubs providing participation programs or planning a facility project should consider the possible influence of a range of factors on their programs or project or otherwise. These factors which essentially make up a ‘community profile’ might include various aspects of a community’s characteristics such as:

existing sport and recreation facilities services and programs

community services including health and education

the community’s socio economic status including income levels, employment rates, types of housing, levels of ownership and household make-ups

car ownership, public transport systems, road and pedestrian infrastructure which influence a user’s ability to ‘access’ a facility or otherwise

demographic characteristics of the community including its cultural mix

social, community and economic trends in the community. Consideration of such factors help clubs assess matters such as the likely viability of a program or project, its scale and location and possibly provide an insight into issues such as funding, pricing, programming and management. While all have relevance to program or project planning two of these factors - demographic characteristics of the community and social, community and economic trends in the community are crucial to sport and recreation provision.

Demographic characteristics

Analysing a community’s past, current and projected population can help clubs understand the interests and needs of a community and possible provision options. It is particularly important when identifying gaps in provision and can provide valuable information for those planning gymnastics facilities and should consider a range of matters including but not limited to:

population size

population distribution

population age distribution

The latest data available should be used and an effort should be made to review how the characteristics have changed over the past 5-10 years. This provides a more accurate picture of the population. Broad directions of change can be identified rather than looking at the community at just one point in time. Projections relating to the size, structure and distribution of future populations can help a community assess its’ need for or capacity to support gymnastics facilities. They can influence the standard of facilities and the nature and extent of programs and services and indicate how the


level of demand could change. Clubs planning facility projects should consider ABS population projections. One such projection3 suggests:

Tasmania’s population will increase slowly before levelling out by around 2040 and then decrease marginally from 2051 onwards. Tasmania population can achieve 571,000 in 2056 from 493,400 at 30 June 2007 but its share of Australia’s population will decline from 2.3% at 30 June 2007 to 1.6% in 2056.

at 30 June 2007, 64% of Australians lived in capital cities but a further concentration of Australia's population within the capital cities will occur and all capital cities will increase their share of their respective state or territory populations over the next 50 years. By 2056 this proportion is projected to increase to 67%.

it is predicted that Hobart’s proportion will increase by 35% (from 207,400 people to 279,700 people) during this period and that this will increase Hobart’s share of the Tasmanian population by 7 percentage points - from 42% in 2007 to 49% in 2056. While this will be the largest gain across the nation the balance of Tasmania’s population will remain larger than its capital city - 51% of the state's population will remain outside the Hobart area.

Clubs planning facility projects need to consider projected population growth within their own local government area and need to clearly understand if there is a gap in provision or otherwise and if so in what specific areas. Developing facilities and programs of an appropriate ‘standard’ in areas of need and immediate to target markets is crucial. Data to support the required decision making can be secured via the Demographic Change Advisory Council – Tasmania which for the period 2007 – 2032 predicts strongest growth in Brighton, Sorell, Kingborough, Latrobe and Kentish and losses for King Island, Southern Midlands, Dorset, Waratah-Wynyard and Central Coast. 4 The age structure of the population is significant when sporting and recreation needs and facilities are considered. Communities with a major concentration of one or another age group will need participation opportunities for those groups but as the balance between different groups increases and the diversity of recreation interests increases so does the need to provide a wider and more flexible array of opportunities. At 30 June 2007 Tasmania had the oldest population in Australia and is ageing more rapidly than any other state or territory. Tasmania’s population had a median age of 39.1 years (compared to

3 Australian Bureau of Statistics, Population Projections Australia 2006 to 2101, cat. no. 3220.0, pp. 51 – 52

http://www.ausstats.abs.gov.au/ausstats/subscriber.nsf/0/0E09CCC14E4C94F6CA2574B9001626FE/$File/32220_2006%20to%202101.pdf

NB: This information has been offered as a sample and all quoted figures are based on Series B contained within the referenced material. Gymnastics clubs can access information published by the ABS from the ABS website. Much is available free of charge but information tailored to specific needs can be requested as a 'user pays' service and specialists are on hand to help with analytical or methodological advice. The information or services are available:

EMAIL [email protected]

PHONE 1300 135 070

WEBSITE http://www.abs.gov.au/ 4 Demographic Change Advisory Council – Tasmania http://www.dcac.tas.gov.au/



mailto:[email protected]

http://www.abs.gov.au/

http://www.dcac.tas.gov.au/


36.8 years for Australia). This is projected to increase to between 44.9 years and 50.0 years in 2056. 5 Gymnastics has had great success with attracting 5 - 14 year olds and has achieved a 12% increase in participation in the last 12 months but it needs to consider how to respond to a likely increased demand for programs for older adults. This assertion is based on the fact that Tasmania has a declining birth rate, that life expectancy is increasing for both men and women and that many retirees are relocating to Tasmania for lifestyle reasons and there is little doubt that older Tasmanians (those in the 55+ age bracket) represent Tasmania’s fastest growing sport and recreation market. Clubs that understand the physical activity needs of older adults and develop targeted programs and services that meet these needs will be well placed. It is increasingly important that gymnastic provision whether via facilities, programs or services identifies and understands the resultant challenges and opportunities.

Social, community and economic trends

A range of general social, community and economic trends are likely to impact on Tasmanian gymnastic clubs and their communities. It is crucial that gymnastic clubs be aware of and understand how these might require them to adjust their offerings to meet the needs of the community as a whole or specific target markets. Some of these trends include:

Participation patterns in sport and recreation are changing. Despite continuing media coverage of traditional competitive sports factors such as demographic changes, an increased use of technology and a growth in eco-tourism have impacted on sport and recreation at the community level and resulted in a move away from structured sports. The community does not have as much time to commit to organised group activities as participants or volunteers. There is a trend towards more individual pursuits in less structured activities. ‘Pay and play’ activities have increased in popularity. These quick and easily accessible activities that don’t require substantial training attract the ‘no strings attached’ participant who wants to sample activities without having to make a long-term commitment. As a consequence traditional sport and recreation providers are competing with other physical activities including, walking, cycling and indoor rock climbing but equally with a number of non-physical activities such as computer games and the internet.

There is an increasing understanding in the community that there are strong links between physical activity and improved levels of health and well-being and cognitive development. This represents an opportunity for clubs who can service this growing trend but a range of constraints have developed to reduce some people’s motivation or ability to participate. Some people lack time, others have family and work commitments. Some lack transport, others have poor health and the cost of participation impacts on their decision making and or ability to participate. There is little doubt that a price sensitive community is looking for low cost, easily accessed participation opportunities.

5 ABS Population Projections, Australia - 3222.0- 2006 to 2101 – Page 72





Participants are increasingly demanding higher quality facilities, services and programs. To attract participants and spectators gymnastic providers will need to improve the quality of their facilities, services and programs which in turn will increase the burden on volunteers whose roles have become more complex and require greater expertise and training. Translating this to a facility specific scenario suggests that low standards will not attract participants.

Changing employment structures and working hours influence the timing of organised sport and recreation. Shift work, extended trading hours and an increasing number of part-time jobs have impacted on participation levels, with young people leaving organised activities to take up part-time employment. With less people available to participate in after-school and weekend activities participants are increasingly looking for participation options that are being offered outside traditional times. Consequently organisations will have to be innovative in their response to such a trend if they are to maximise participation.

Exposure to other cultures through increased immigration and international media coverage has seen new activities introduced to Tasmania along with a greater need to cater for a diverse and multi-cultural society. Activities such as bocce are securing their place in the market and equally traditional sports need to consider how to cater for the needs of an increasingly culturally diverse community.

The changing environment should be seen as an opportunity by gymnastics clubs. They should seek to understand community trends and a capacity to develop initiatives and programs in response to changes within the community. Those that do so and strive to tailor their services to the needs of identified target markets by doing things such as complimenting ‘traditional’ times with mid-week or evening options or developing opportunities for older adults or those seeking less structured activity are likely to be successful clubs.

Current gymnastics participation in Tasmania GT, an incorporated body and an affiliate of Gymnastics Australia (GA), is the peak body for gymnastics in Tasmania. It is responsible for the administration of the sport in Tasmania. Its affiliates collectively offer the gymnastic disciplines of:

Women’s Artistic Gymnastics (WAG)

Men’s Artistic Gymnastics (MAG)

Rhythmic Gymnastics (RG)

Trampoline Sports (TRP)

General Gymnastics - Gymnastics for All (GFA)

Kindergym

Cheerleading

Circus NB: GT affiliates do not offer Aerobic Gymnastics (AER) or Acrobatic Gymnastics (ACR).


Gymnastics program levels can be described as:

beginner

recreational

club

local

regional

national

international

displays Gymnastics in Tasmania has a large participation base and the following breakdown of gymnast registrations over the past 10 years was offered by GT.

NB: Cheerleading figures are included in General Gymnastics but there are no accurate figures for Cheerleading given that not all participants are registered as gymnasts.

Year Clubs WAG MAG RG GFA Kindergym TRP TOTAL

% increase or decrease

from previous

year

2003 13 427 99 19 1425 319 58 2347

2004 13 409 108 24 1290 376 81 2288 - 2.51%

2005 15 501 150 18 1214 379 185 2447 +6.95%

2006 16 575 140 19 1168 465 184 2551 + 4.25%

2007 14 644 107 43 1293 259 241 2587 +1.41

2008 14 686 155 46 1454 280 198 2819 +8.97

2009 14 547 161 56 1581 492 262 3099 +9.93

2010 15 508 142 35 1749 449 289 3170 +2.29%

2011 16 576 117 40 1735 431 332 3449 +8.80%

2012 16 605 97 47 2193 519 334 3885 +12.64%


The following graph illustrates recent trends in discipline participation rates.

At the end of December 2012 GT had 3885 registered gymnasts attached to 16 affiliated clubs across Tasmania. This represents an increase in registered members of 65.5% since 2003 when 13 affiliated clubs had 2347 registered members. There has been an increase in every year since 2003 except for 2004. Data illustrates that in the period 2003 – 2012 participation in:

WAG increased from 427 to 605 - an increase of 41.7%

MAG reduced from 99 to 97- a reduction of 0.02%

RG increased from 19 to 47 - an increase of 147.4%

GFA increased from 1425 to 2193 - an increase of 53.9%

Kindergym increased from 319 to 519 - an increase of 62.7%

TRP increased from 58 to 334 - an increase of 475.9%

0

500

1000

1500

2000

2500

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Discipline participation rates

WAG

MAG

RG

GFA

Kindergym

TRP


Participation highs were recorded by the following disciplines in the following years:

WAG experienced a high of 686 in 2008

MAG experienced a high of 61 in 2009

RG experienced a high of 56 in 2009

GFA experienced a high of 2193 in 2012

Kindergym experienced a high of 519 in 2012

TRP experienced a high of 334 in 2012 In general terms participation in gymnastics in Tasmania is:

growing and at an all-time high – from 2347 in 2003 to 3885 in 2012

increasing more rapidly in the disciplines offered to females

MAG participation has reduced from 99 to 97 over the 2003-12 period - a reduction of 0.02%

growing most rapidly in the discipline of TRP - with an increase of 475.9%

growing steadily are Kindergym and GFA - both have more than doubled their participation rates in the 2003-12 period despite some fluctuations in participation

NB: There is no gender or age specific data and the available data does not include participants taking part in gymnastics activities in non-registered clubs, afterschool programs and via schools.

427

99 19

1425

319

58

605

97 47

2193

519

334

0

500

1000

1500

2000

2500

Women’s Artistic

Gymnastics

Men’s Artistic

Gymnastics

Rhythmicgymnastics

Generalgymnastics

Kindergym TrampolineSports

Discipline increases/decreases

2003

2012


Current Tasmanian gymnastics facility provision and usage An audit of Tasmanian Gymnastic facilities was conducted in 2012/13. The following 16 (of 17) clubs affiliated with GT - located at the following facilities - responded to the audit: 1. Apex Trampoline Club - Lauderdale Primary School

2. Clarence Gymnastics - Clarence Gymnastics Centre

3. Devonport Gymnastics – Devonport Recreation Centre

4. Hobart Gymnastics Academy - Derwent Indoor Sports Centre

5. Hobart PCYC Gymnastics - Hobart PCYC

6. Huon Valley Gymnastics – Huon Valley PCYC

7. Kingborough Gymnastics – State Gymnastics Centre

8. Meander Valley Gymnastics Club – Westbury Indoor Sports Centre

9. PCYC Launceston Gym Club – PCYC Launceston

10. Riverside Gymnastics – Max Fry Hall, Launceston

11. Slipstream Circus – Ulverstone Sports and Leisure Centre

12. Southern All Stars Cheer and Dance - YMCA Glenorchy - Dance Studio

13. The Allstars Gymnasts Club Inc – Devonport Showgrounds

14. West Tamar Gymnastics Club – Exeter High School Gymnasium

15. Wynyard Gymnastics Club Inc – Industrial Hall / Wynyard Showgrounds

16. Zodiacs Gymnastics – Exhibition Hall / Burnie Showgrounds Collected data was collated, analysed and translated into findings and recommendations contained within ‘The Strategy’. Not all clubs provided responses to all sections of the audit. As a consequence this data is not offered as a complete picture about facility provision and/or participation in gymnastics in Tasmania. A summary of the collected data is contained within this document’s appendices. This data has also been used to generate ‘key findings’. A copy of the audit and a full aggregation of all club responses (expressed as an Excel spread sheet) rests with GT.

Key audit findings

1. The geographical distribution of gymnastics facilities in Tasmania indicated that there are seven (7) or 43.75% gymnastic facilities in Tasmania’s South, four (4) or 25% in the North and five (5) or 31.25% in the North West. Tasmanian gymnastic facilities appear to be focused around the key population clusters associated with Hobart, Launceston and the North West coastal strip between Devonport and Burnie. Tasmanian gymnastic facilities are located in various urban and rural locations but many areas in Tasmania are not directly serviced by a local gymnastic facility.


2. Tasmanian gymnastic facilities are owned by a variety of owners including councils - none are owned by gymnastic clubs and the majority (68.75%) are managed by not for profit organisations.

3. A lease appears to be a common management agreement model but seven (7) clubs (43.75%)

did not specify, and possibly did not know the status of their user agreement with the facility owner. This suggests that some Tasmania gymnastic clubs have a lack of understanding of their tenure.

4. Few gymnastic facilities in Tasmania are dedicated, purpose built gymnastic facilities. There

are only two (12.5%) purpose built and no discipline specific gymnastic facilities in Tasmania. Most are ‘general’ or ‘reused’ facilities - schools, industrial sites, sports centres, community centres and other such facilities.

5. The majority of gymnastic facilities in Tasmania are multi-use facilities that are shared with

other users – usually a user pursuing another sport or recreation activity. The use of shared facilities by gymnastics clubs is influenced by factors such as facility availability, cost, size, access and location and has led to most clubs operate within a ‘set up / pack away’ facility despite the fact they would prefer a permanently set up facility.

6. Most Tasmanian gymnastic facilities are ‘local’ or ‘district’ facilities and despite the fact that

five (5) or 31.25% clubs see their facility as a ‘regional’ facility only one is currently truly ‘regional’ and services an entire region. That same facility is a ‘state’ facility that services the whole of the State and has the ability to attract interstate or overseas users.

7. Many Tasmanian gymnastic facilities have a ‘selection’ of characteristics that could be

reasonably expected (or required) by participants - but only a selection. The standard of facilities varies and provision at some facilities is falling short of reasonable expectations, and some do not meet the current needs of clubs. This reduces their capacity to offer or develop programs. While the majority are fit for purpose some are of a low standard and do not meet safety regulations or sport specific dimensions. Their age and condition is an issue and Tasmanian gymnastic facilities are generally lacking in:

adequate floor space to accommodate chosen disciplines

adequate or required ceiling heights

adequate ventilation, heating, cooling or lighting

quality amenities, storage, meeting rooms or social spaces

spectator seating or viewing areas

training and competition space

reception and administration space(s)

catering facilities e.g. a kitchen, servery or kiosk.

8. Tasmanian gymnastic facilities have a selection of characteristics that provide accessibility or amenities for persons with a disability - but only a selection. More facilities with better access for participants with disabilities are needed.


9. Fourteen (87.5 %) clubs believe their facility does not meet their current needs and most, particularly those that deemed their facilities to be poor or fair, want their facilities upgraded. However few clubs had firm plans to upgrade their facility or move to another facility in the next one to three years.

10. Calls for facility improvements were varied and included calls for new facilities and works on

the structure of buildings. Potentially viable projects identified can be broadly grouped as projects designed to improve or provide:

amenities - change rooms, showers and toilets

increased floor or equipment spaces and increased roof/ceilings heights for training and performance

more equipment and storage space for equipment

wheelchair access and clear pathways around gyms

ancillary spaces such as:

o clubrooms

o meeting rooms

o training rooms

o office space

o reception areas

o catering areas – kitchen, servery or kiosks

o seating for spectators.

11. Few facilities have significant unused space that could reasonably be employed to offer another discipline or increased participation in an established program but some facilities sit idle for long periods and offer opportunities for programming strategies that might utilise off peak times or achieve greater efficiencies.

12. Most Tasmanian facilities offer general gymnastics and one or two selected disciplines. Often

because of the characteristics or size of their facility clubs are required to accept that their facility does not meet the specified requirements and to make do with what space they have. In the Tasmanian context only the current ‘state’ facility can achieve the majority of competition specifications or standards recommended by the FIG apparatus norms. See Appendix C.

13. Some gymnastic disciplines complement each other very well within the available facilities -

others less so - and some require effective programming to achieve optimal use of facilities. When considering issues around program type or scheduling clubs reported amongst other things that:

they are making do with the space they have

they are achieving a high level of participation in the disciplines they offer


while not all clubs had waiting lists there are 14 waiting lists within Tasmanian clubs that are discipline specific and that can be directly attributed to aspects of their facility. In these cases clubs are operating at full capacity and their efforts to increase participation are being stifled by their facility’s characteristics or condition.

almost 50% of clubs wish to offer additional programs. In all cases the ability to do so is linked to the need to improve facilities e.g. their facility is limiting their program’s growth because they do not have the required space to house discipline specific equipment required to offer a program or competition. In many cases the lack of a sprung floor is a limiting factor.

some clubs use their facilities to cater effectively for other parties e.g. schools and birthday parties.

14. There is no evidence to indicate a surplus or oversupply of gymnastic facilities in Tasmania.


DISCUSSION AND RECOMMENDATIONS RELATING TO TASMANIAN GYMNASTICS FACILITY PROVISION

The following discussion and recommendations seek to align the results of the facility audit with planning principles and strategies that might assist in improving gymnastics facilities in Tasmania. The discussion and recommendations are based on the premise that Tasmanian gymnastics clubs should work towards facilities that provide for the ‘physical’ or ‘technical’ needs of participants and that that while an appropriate facility standard for the advertised gymnastic discipline(s) is crucial it is equally important to ensure facilities meet the emotional needs of participants given participants are more likely to participate if facilities are safe, well-organised, welcoming and comfortable.

Types of gymnastic facility improvement projects

Where there is a need Tasmanian gymnastic facilities could be improved by undertaking one or more of the following facility projects.

New Build - the full development of a completely new gymnastics facility including desired features such as participation spaces and ancillary features such as change rooms and reception and viewing areas.6

Refurbishment - the ‘fit-out’ of an existing gymnastics facility replacing older or unwanted features with newer like or desired features. While this improves a facility’s features it is unlikely to change its footprint.

Upgrade – an improvement or extension to an existing facility to create more participation space, new changing rooms or office space. This would normally result in added features and changes to a facility’s footprint.

Change of Use – using an existing structure such as a vacant community centre, church, factory or warehouse as a gymnastics facility. Such facilities can be spacious and have higher than normal ceiling heights but can be difficult to heat or ventilate. If significant periods of tenure can be achieved use of these facilities can be cost effective and grant funds might be more easily obtained to fund a conversion as opposed to the construction of a new facility.

Equipment upgrade - Upgrading fixed (i.e. permanently set up) gymnastics equipment might be seen as a facility project by some grant funds. Others will require the separation of equipment purchases from facility development projects.

A project to achieve an extension of or security of tenure – This might involve a club negotiating an extended lease or responsibility for management of a facility.

6 NB: It should be noted that realising a new dedicated purpose built facility normally requires a compelling case based

on a range of matters particularly ‘demonstrated need.’ For information on developing a business case see Appendix B.


Key features of successful gymnastics facilities Existing, refurbished, upgraded or new Tasmanian gymnastic facilities should seek to include some or many of the following features:

clear and wide entrances to the facility and its associated features

floor spaces with surfaces suitable for training, competition (displays) and warm-ups and appropriate up to date equipment in layouts that:

o have clear pathways to and between apparatus to allow free movement and clear lines of sight to all gymnasts

o conform to matting requirements of length, width and thickness

o have pitted areas well away from the entrance of the facility

o feature deck level trampolines

storage space for portable equipment to keep the facility clutter-free

reception areas for general enquiries, registrations and fee collection

office or administration space for club or event managers and judges

easily accessed toilets, change rooms and showers with disabled toilets and secure storage for participant’s bags and clothes

a PA system

an environment that is clean, effectively heated, ventilated and cooled

a lighting system of an appropriate standard 7

car parking including disabled car parking

a lift if the facility is multi storey

clubrooms and/or rooms for meetings, social activities or other users

spectator seating or a viewing area for parents and other nonparticipants

a catering option such as a kitchen, canteen kiosk or servery

child care services for parents of participants or participants who are parents.

7 NB: The audit indicated that several facilities had lighting of an appropriate standard but there was no evidence that

this lighting was measured against recommended lighting standards. The minimum lighting standard based on the Australian Standard for multi-purpose indoor sports centres is:

300 lux for recreation and training

500 lux for competition

1500 lux for national and international competition this should cater for television but not dazzle the gymnasts

Additional information re indoor lighting can be obtained from a range of web based resources including: http://www.dsr.wa.gov.au/Indoor-and-outdoor-lighting

http://www.dsr.wa.gov.au/Indoor-and-outdoor-lighting


Recommendation

1. GT should encourage clubs to improve or seek facility features that focus on:

improving safety and accessibility

meeting the needs of and attracting more participants

enhancing existing programs or allowing the offering on new ones

creating suitable areas - in terms of floor space, ceiling height and storage.

Access for people with a disability People with a disability have the right to expect they will be able to access and use a public building in a dignified manner. The Disability (Access to Premises-Building) Standards 2010 set the performance standards to ensure this access occurs (referred to as Premises Standards). As these requirements are applicable to all public buildings it is important they are considered by gymnastics facility providers, particularly when undertaking new building or extension work. The Premises Standards aim to ensure that dignified, equitable, cost-effective and reasonably achievable access to buildings, and facilities and services within buildings, is provided for people with a disability. The Premises Standards apply where new work is undertaken that requires a building approval, such as a new building, an extension, or renovation. Compliance with the Premises Standards will be achieved principally through the normal building certification process. However, there are a number of exemptions and concessions. Exemptions need to be assessed on a case-by-case basis to establish that it would be unfair and unreasonable for key people to comply with particular requirements in the Premises Standards (i.e. unjustifiable hardship). It is important to note that while the Premises Standards only apply to works that require a building approval, this does not mean that existing buildings are exempt from all access requirements. For example, an existing building that is not undergoing an upgrade is not required to comply with the Premises Standards. However, it could still be the subject of a complaint that it did not meet the general requirements for access under the Disability Discrimination Act. The Disability Discrimination Act places an obligation on all facility providers to provide access for people with a disability. Physical features that provide for or improve access (e.g. disability car parking, clear and wide entrances, accessible change and rest rooms, disability toilets, clear pathways to and between apparatus and a lift if the facility is multi storey) are important but a club’s attitude and adaptability is crucial and gymnastic clubs should consider some of the following when providing access for people with a disability:

avoid treating a person with disability less favourably than others

take reasonable steps to remove barriers to access that make it impossible or unreasonably difficult for a person with disability to use a facility; e.g. provide an accessible toilet, and a ramp instead of steps


ensure that the design and construction of new and upgraded buildings meet the requirements associated with the Premises Standards. And where necessary, develop a plan to address access barriers that cannot be addressed immediately and lodge the plan with the Australian Human Rights Commission

make reasonable changes to practice, policies and procedures in order to make it easier for people with disability to use the services you provide

seek further advice on the Disability Discrimination Act and Premises Standards from places such as SRT’s website.8

Recommendation 2. GT should encourage clubs to:

understand their obligations in providing access for people with disability

identify and develop a plan to remove barriers to access for people with disability

develop a ‘positive can do attitude’ when offering participation opportunities to people with disability.

8 Access for people with a disability and the new Premises Standards is available at

http://sportandrecreation.tas.gov.au/sportrectas/publications/information_sheets



Planning for facility projects

Whatever the level of provision, the discipline involved, or the nature of the target audience a strategic and planned approach to the provision of gymnastic facilities is needed. The cost of maintaining, upgrading or replacing facilities is increasing and often exceeds the financial capacities of the club or community responsible for raising funds to cover a facility’s operational, depreciation and asset replacement costs. Strategic planning can help consider a range of factors including stakeholder and community need and help determine what to develop, retain or dispose of, or how to secure the required funding. Part of this strategic planning might involve Tasmanian gymnastic facilities being classified in a hierarchical manner – a common strategy to guide the planning, development and management of sport and recreation facilities. 9

Gymnastics facility hierarchy

A hierarchy ranks existing or planned facilities and assesses their capacity to meet needs in the community. Such a strategy can assist in identifying a balanced selection and spatial distribution of facilities. Equally it can prevent a facility coming into being that might not be viable or in the best location and is ultimately detrimental to other agreed priorities. Tasmania requires a mix of facilities to service the various gymnastic disciplines and levels of provision. Give current gymnastic facility provision ranges from local facilities to facilities of national significance it is recommended that GT creates and utilises a ‘facility hierarchy’ based on four tiers that would classify facilities as:

State – facilities that typically serve the whole State, occur in a location that has the population and the market the venue needs to attract to be viable. They have built features of a high standard that are seen as the best in the state. Where possible these would be developed to meet the requirements of national or international level events in order to attract interstate and potentially, overseas users.

Regional - facilities that typically attract participants and spectators from across a region or a number of councils, are of a high standard and large enough to need a substantial market to remain viable. In the Tasmanian context these regions are considered to be the South, North, and North West.

District - facilities that typically attract participants from districts, or one or more local council areas and are of a good quality and can support more specialised uses.

Local - facilities that typically are small in size and only support participants in a town, suburb or neighbourhood, are usable and appealing but typically not of a high standard and are used by local clubs to provide training and ‘local competitions’.

9 Planning for the Provision of Leisure and Recreation Opportunities in Australia – DR K Marriott 2010


Despite several clubs suggesting their facility is a ‘regional facility’ there is currently in Tasmania:

one state facility - Kingborough

one regional facility in the south - Kingborough

a range of district and local facilities.

In developing a hierarchy GT should consider the following:

Facilities should be classified based on their present position in the hierarchy.

A facility’s position within the hierarchy may have potential to change over time with new or upgraded amenities, however a higher hierarchical position should only be sought where there is a clearly justified case based on demand or need for such a facility.

It is not essential to have facilities at each hierarchical category but a range of levels provides greater opportunity, diversity and equity.

Designating where each facility fits in a hierarchy will allow GT to:

o be clear as to the purpose of each facility

o prevent facilities being given a higher hierarchical position than is justified because of a club’s desire to be seen as being, for example, a “regional” facility

o support appropriate projects

o counter demands for facility developments which are not appropriate

o prevent overdevelopment or a demand for resources beyond what is needed, justified or sustainable

o more logically support the allocation of resources and enhance the capacity of clubs to attract funding and support from external agencies.

Where facilities are the responsibility of a number of parties GT should seek to have all agree to the hierarchical classification to be used for the facility.

GT should explore the potential to work towards or otherwise:

one state facility - to allow GT to hold state, national and international events

three regional facilities - one in the South10, North and North-West - to allow for displays and competition and to allow for the provision of disciplines that require facility features that cannot be secured or developed within district or local facilities. Venues able to host displays or competitions are crucial to developing and retaining gymnasts. The ability to host displays or competitions requires space to perform, access and seating for spectators, amenities such as toilets and catering facilities. While an ability to host events is an important aspect of a facility development it must be seen as secondary to developing participation and it is recommended that GT confines its support for the development of facilities for the purpose of displays or competitions to regional or state facilities.

a range of district and local facilities - to allow clubs to offer grass roots participation with a focus on and training and local competitions.

It is recommended that GT determine the characteristics each ‘level’ of facility should have and set them out in a manner similar to that displayed by the following table.

10

A regional facility already exists in the South given that a ‘state’ facility is effectively a ‘regional’ facility by default.


FACILITY CHARACTERISTIC

STATE FACILITY REGIONAL FACILITY

DISTRICT FACILITY

LOCAL FACILITY

Capacity

A capacity to integrate all disciplines promoted by GT.

A capacity to integrate a range of disciplines promoted by GT.

A capacity to integrate a range of disciplines promoted by GT

A capacity to integrate the disciplines promoted by the club.

Floor space

A minimum floor space of 1500 square metres to cater for training, competition (displays) and warm-ups and appropriate equipment layouts.

A minimum floor space of 1200 square metres to cater for training, competition (displays) and warm-ups and appropriate equipment layouts.

A minimum of 750 square metres floor space to cater for training, local competition (displays) and warm-ups and appropriate equipment layouts.

A minimum floor space of 480 square metres to cater for training and appropriate equipment layouts.

Floor type

A standard competition floor/sprung wooden floor with surfaces suitable for training and competitions (displays).

A standard competition floor/sprung wooden floor with surfaces suitable for training and competitions (displays).

A sprung wooden floor with surfaces suitable for training and local competitions (displays).

Sprung wooden floor with surfaces suitable for training.

Ceiling Height A minimum ceiling height of 14 metre.

A minimum ceiling height of 12 metres.



Spectator seating Tiered seating for 1000 persons.

Tiered seating for 500 persons.

Seating for 100 persons.

A viewing area.

Lighting

Lighting of at least 1500 lux - the Australian Standard for ‘television’ within a multi-purpose indoor sports centres.

Lighting of at least 500 lux - the Australian Standard for competition within a multi-purpose indoor sports centres.

Lighting of at least 500 lux - the Australian Standard for competition within a multi-purpose indoor sports centres.

Lighting of at least 300 lux - the Australian Standard for recreation within a multi-purpose indoor sports centres.

Storage

Adequate storage space to provide a capacity to move equipment in and out of

Adequate storage space to provide a capacity to move equipment in and out of

Adequate storage space to prevent clutter within the facility.

Adequate storage space to prevent clutter within the facility.


program or event space easily.

program or event space easily.

Amenities

Toilets (including disability toilets), change rooms and showers that are easily accessed, are adjacent to the training hall.




Disability access Required Required Required Required

Reception areas

Reception areas for general enquiries, registrations and fee collection.



Not essential.

Administration space

Administration space for club or event managers and judges.

Administration space for club or event managers and judges.

Administration space for club managers.

Administration space for club managers.

Catering A kitchen, canteen kiosk or servery.

A kitchen, canteen kiosk or servery.

A kitchen, canteen kiosk or servery.

Not essential.

Car parking For up to 500 cars including disabled parking.

For up to 150 cars including disabled parking.



Heating, cooling and ventilation

Must be clean and effective.




Recommendation

3. GT should develop a Tasmanian gymnastic facilities hierarchy based on agreed criteria in order to:

plan future Tasmanian gymnastic facility provision

achieve a balance in the selection and spatial distribution of facilities

explore the need or otherwise for the strategic placement of regional gymnastics centres

encourage those proposing facility developments to understand where and how their facility fits in to the overall provision of Tasmanian gymnastics facilities.


Club strategic planning

A ‘hierarchical’ approach to facility provision can help prioritise facility developments but clubs will be required to plan for their specific needs and it is recommended they look to club strategic planning in the first instance.

‘Club’ or ‘strategic’ planning is important in helping clubs understand their current situation and better construct a preferred future. Such planning should look at the whole club and to strategies that help ensure clubs are growing, are sustainable and are offering quality programs, services and facilities. It should consider matters such as governance, finances, participation, facility management, volunteers and risk management. A toolkit that can guide a club through the process of strategic planning is available on Sport and Recreation Tasmania’s website.11

Such planning is essential for a club in its own right and can be crucial when seeking to attract funds for facility developments. Prospective funding partners will require evidence that a club is viable and effectively managed given they will be looking for a long-term return on their financial investment and the achievement of their desired objectives.

Project planning and developing a business case for a priority project

Clubs intending to undertake a facility project should develop a ‘business case’ or ‘project plan’ to better understand the opportunities and challenges involved in a facility project. Such planning can help investigate the feasibility, viability and sustainability of a proposed development and help a club communicate a proposal to its membership and potential strategic or funding partners. 12 The level of detail and information in a project plan will depend on the nature and scale of the proposed facility project. While not all the following points listed will be relevant to all projects most are commonly included in a facility project plan:

An outline of the proposed facility project and its’ objectives and how they fit with the club’s strategic plan or relevant council sport and recreation or a state or national bodies planning.

The current or projected need for the project.

An assessment of the community in which the project will occur including its socio-demographic characteristics, current and projected community trends and information on other competing or complementary facilities in the catchment.

The participation opportunities the facility will offer and how it will increase the level, quality and safety of participation.

Anticipated project costs, proposed funding sources and alternative funding options.

11 http://sportandrecreation.tas.gov.au/sportrectas/publications/strategic_and_operational_planning 12

An example of such planning for a gymnastics facility within Tasmania is available from Gymnastics Tasmania - http://www.tas.gymnastics.org.au/ and additional information can be sourced from web sites such as http://www.dsr.wa.gov.au/feasibilitystudyguide

http://sportandrecreation.tas.gov.au/sportrectas/publications/strategic_and_operational_planning

http://www.tas.gymnastics.org.au/

http://www.dsr.wa.gov.au/feasibilitystudyguide


An operational plan including an indicative usage schedule and the roles and responsibilities of those to be involved in the facility’s operation including how the facility’s operation, maintenance and asset replacement will be funded.

An assessment of the project’s financial, legal and operational risks and proposed mitigation measures.

More detailed guidance on preparing a business plan for a proposed facility development is included as Appendix B. 13 GT should, at its discretion, provide strategic support to facility projects that have a clearly identifiable need, that have an agreed relationship with GT’s development of its facility hierarchy and are initiated by an affiliated club that has a current ‘club’ or ‘strategic’ plan that is aligned to and can contribute to the objectives of both the club and GT. Strategic support from GT might include attending club meetings to discuss the proposed or developing project, supporting the writing of applications or assisting a club in sourcing potential ‘support’ from agencies that provide advice on matters such as project planning, funding sources and grant application writing. GT and its affiliates should ensure that as part of the project planning process that where other parties such as Councils are considering sport and recreation planning in a general or project specific sense the needs of gymnastics are highlighted as early in the process as possible given that other parties generally underestimate the needs of gymnastics and the increasing demand for the sport. GT should reasonably expect that clubs wishing to develop a gymnastics facility project, whether this be the ‘upgrading’ or ‘refurbishment’ of an existing facility, relocation to a more appropriate space or a new dedicated purpose built facility, should contact GT as early as possible to discuss their plans and how they meet the club’s and GT’s objectives.

13

Sport and recreation facility business planning guidelines can be found at http://www.sportandrecreation.tas.gov.au/sportrectas/publications/information_sheets and additional information relating to facility planning can be sourced from web sites such as http://www.dsr.wa.gov.au/facilityplanningguide , http://www.dsr.wa.gov.au/projectdesignbrief and http://www.dsr.wa.gov.au/designconsultancy

http://www.sportandrecreation.tas.gov.au/sportrectas/publications/information_sheets

http://www.dsr.wa.gov.au/facilityplanningguide

http://www.dsr.wa.gov.au/projectdesignbrief

http://www.dsr.wa.gov.au/designconsultancy


Recommendation

4. GT should:

ensure its own strategic plan remains current

encourage and facilitate strategic planning for affiliated clubs when such plans do not exist or are not current

encourage club’s to accept responsibility for and undertake ‘potential’ facility projects 14

consider, on merit, requests for strategic support of or assistance with facility projects and at its discretion assist clubs prepare a ‘business case’ for significant facility development proposals.

5. Clubs planning facility projects should:

contact GT as early as possible in the project planning process to discuss the proposed project

develop a ‘business case’ specific to the proposed facility project.

14

NB: The facility audit identified potential projects but these have not been listed within this strategy. Some are developmental; others were maintenance matters and represent minor works. These projects might be achieved by the clubs involved or via partnerships between the club, Council and other parties. Each of these should be assessed by the club and its community prior to action to verify need and to scope the required work and determine resource allocation and appropriate time frames. In all cases GT will be under no obligation to be involved and quite reasonably require that the project be completed by the club or the owner and manager of the facility.


Funding facility projects

While some Tasmanian gymnastics facilities require maintenance or development the cost of doing so and the sourcing of the required funds needs to considered. Some clubs may be able to fund facility projects themselves either through money saved or through income generation but most will require external funding from either the community, the corporate world or from federal, state and local governments. External funding for facility projects can be sought via funding options such as:

Grants - can be secured from sources including local government, the Tasmania Government, the Australian Government and some private bodies. 15

Donations - money or in kind services or products that have a financial value to a project provided free of charge (e.g. the donation of land, building materials, professional services or the use of equipment) and normally secured from individuals, local businesses or organisations that have an interest in the project.

Loans - normally secured via financial institutions but sometimes from individuals. Loans should be approached with caution given most loans require guarantees against the amount loaned. It is strongly advised that individuals do not guarantee a loan for a gymnastics facilities project.

Sponsorship – sponsors sometimes contribute to a facility’s capital investment or its operational costs but most that support a facility project will want something in return and as a minimum will require that the community has an awareness of their contribution. This could be achieved by advertising the business’s sponsorship via a club’s website or newsletter or by signage on or in the facility. While gymnastics has a strong brand which can help a business promote itself caution should be made not to oversell a club to gain sponsorship and the type of brands the club is associated with needs careful consideration.

A club advocating a facility project needs to be financially strong and ideally have financial ‘reserves’ to fund both the project and unexpected costs. Organisations able to secure their own funding will be better able to achieve their objectives. GT does not fund facility projects – all income generated by GT is expended on operational costs – but GT has links to, and works in partnership with, national, state and local organisations that provide funding, or help access funding. GT can provide information about funding for a facility project but individual clubs should develop their own funding partnerships given they, not GT, will need to meet their funders’ criteria if they enter into funding arrangements for the purposes of a facility project. It should be noted applicants are often asked to provide evidence of how the project meets their objectives or those of a peak body such as GT.

15

Grant information is available from various sources including but not limited to:

http://www.sportandrecreation.tas.gov.au/sportrectas/funding_opportunities

http://www.tascomfund.org/

http://www.business.gov.au/grantfinder/grantfinder.aspx In addition some local governments offer small grant programs

http://www.sportandrecreation.tas.gov.au/sportrectas/funding_opportunities

http://www.tascomfund.org/

http://www.business.gov.au/grantfinder/grantfinder.aspx


Most grants available to Tasmanian gymnastic facility projects require the applicant to provide matching project funding and provide evidence of the need and support for the project. They also require evidence of how the proposed project meets the grant programs declared objectives which might include improvements in the quality or level of participation. These objectives can vary from those of the club initiating the project so in choosing a fund to apply to it is important to understand the objectives of the grant program and to ensure they are aligned with the club’s objectives. Projects are judged on whether the funders consider the agreed objectives can be achieved and projects that provide the best value for money on investment are likely to be given priority by funders. Value for money might be seen as the actual monetary value of the project - what the project will purchase for the requested funding - or the value of the impact of the investment – the achievement of agreed objectives such as increases in participation. As previously mentioned preparing a project business case will assist in demonstrating the viability of the project to potential funding partners.

Gymnastics is in a good position to access funding for facility projects. It has the ability to contribute to the objectives of a wide range of funding organisations but it is advisable that clubs initiating facility projects remain focussed on their key objectives and not allow their project or club to be side tracked or moved in a different direction by external parties such as funding partners. Recommendation

6. Clubs seeking funding for facility projects should:

consider a range of funding strategies, rather than focusing on a single funding opportunity

understand the objectives the funder is seeking and ensure they are aligned with the club’s objectives.

7. GT should provide

information about funding opportunities for facility projects, to affiliated clubs, on request

provide “in principle support” for applications by clubs to grant programs for facility project funding where it is satisfied with the business case that has been developed for the proposal.


DISCUSSION AND RECOMMENDATIONS RELATING TO THE MANAGEMENT OF TASMANIAN GYMNASTIC FACILITIES

In addition to improving the physical aspects of facilities there is a need to improve the management, security of tenure and the programing of Tasmanian gymnastics facilities if they are to meet the needs of participants. The physical characteristics of a facility are important but the manner in which a facility is managed often determines whether or not a participant sees a facility as safe, well-organised, welcoming and comfortable.

Improving ownership or security of tenure of gymnastic facilities

Ownership and management of gymnastic facilities is shared by Councils, education, churches, clubs and private businesses. Ownership of a facility, the nature of a lease, or length of tenure, can have a significant impact on a club’s use of a facility. ‘Ownership’ or a long term lease best allows clubs to develop. Where ownership cannot be secured the longer the lease or security of tenure the better; and with a high number of Tasmanian clubs renting or leasing facilities it is important that they secure long-term tenure in order to secure future growth. The longer the security of tenure the more attractive a facility project is to funding partners. Clubs with a short-term agreement with a landlord risk being moved on or may be subjected to price increases. Equally those that have ownership of their facility face increases in council rates and utility charges, which should be considered. Recommendation

8. GT should encourage clubs to secure long term tenure within their chosen facility to aid the sustainability and development of their clubs.

Facility management models Gymnastic Clubs that do not own their own facility need to negotiate a preferred management option with the facility owner and seek a formal user agreement in order to improve their security of tenure. Management options might include:

Direct Management - The owner employs a facility manager to manage a facility's operation including its finances, bookings, key allocation, secretarial, operating policies and asset maintenance. The owner has complete control over the facility’s operations but in some cases, a management committee may be established to ensure community input into management decisions.


Contract Management - The owner contracts the management of the facility to an individual, club or business - usually based on the payment of a fee to the contractor. Responsibilities of the owner and contractor are set out in a contract for a fixed period of time. The owner is usually responsible for major building maintenance but has less administrative responsibility for day-to-day operations. Normally the contractor negotiates an operating budget and becomes responsible for the facility’s financial performance and any financial the loss but equally might be granted rights over any surplus.

Lease Management - A formal lease detailing the rights and responsibilities of the owner (lessor) and the operator (lessee) is adopted for a medium to long term. The lessee has full property rights and is responsible for financial performance, asset maintenance and operational policies. Operating costs are shared. The lessor receives an agreed rental income but has no direct control over day-to-day management or day-to-day administrative responsibility and minimal financial risk. The control the facility owner has over centre operations is limited by the way the lease agreement is structured. The lessee retains operational profits and may invest funds in the facility if they have sufficient tenure to generate an acceptable return on their investment. It is difficult for either party to withdraw from or change the terms of the lease without the consent of both parties.

Joint Management - jointly developed or managed facilities require high level detail around funding, cost-sharing, legal and access arrangements, so that responsibilities and usage rights are clear and because administration systems may be more complex. These should be prepared before the facility is built.

Whatever agreed form of tenure is negotiated as a minimum clubs should agree to documented user agreements and fees and charges with the asset owner.16 The facility audit illustrated that 8 (50%) respondent clubs had a lease agreement and that 1 (6.25%) had a MOU but 7 (43%) club’s tenure was based on a verbal agreement or could not be specified. This suggests that work is required to ensure that Tasmanian gymnastics clubs have certainty around their tenure within a facility.

Recommendation

9. GT should encourage clubs to secure an appropriate management model and to fully understand and document the status of their management model and user agreement with their facility owner to ensure security of tenure.

16 For additional information on Sharing Sport and Recreation Facilities see




Developing a facility management plan

In order to make informed decisions about the operation of established or proposed facilities it is recommended that a management plan is developed. A management plan would normally give attention to overall governance structure and associated management and administration systems but would consider in detail a range of matters including but not limited to:

Access and security issues including:

o ease of access, the quality of car and pedestrian access, car parking and public transport – all of which influence a participant’s use of a facility

o clearly defined processes or systems around the hours of operation, key registers and booking systems and how the facility is opened up and secured - all of which are essential if different groups use the facility.

Financial management issues including:

o operational budget strategies to ensure efficient use of resources

o a policy position on the use of a surplus or the financing of an operational deficit

o fees and pricing schedules that might include concessions for target groups such as low income earners.

Programming issues including:

o agreement on the participation opportunities to be offered within the facility and their programming or scheduling

o consideration of the range of users (including their ages, physical capabilities and gender) and the times of day they are seeking usage

o strategies to increase the use of the facility.

Information services including:

o information about the participation options and when they are offered - this should be developed as part of the marketing and promotion of the facility and its programs.17

Asset management and maintenance including:

o strategies to achieve Compliance with building regulations, codes and standards (e.g. Tasmania Building Regulations ACT 2004, Place of Assembly Legislation or the Disability Discrimination Act 1992) that requires the maintenance of facilities to certain levels in terms of safety and access is essential

o an asset management plan that considers the facility’s long-term viability and plans and budgets for regular audits, inspections, repairs and the replacement of materials or infrastructure is recommended 18

o documentation of any planned developments and their projected impact.

17

Additional information about facility management plans can be sourced from web sites such as http://www.dsr.wa.gov.au/managementplanguide 18

Additional information about asset management can be sourced from web sites such as http://www.dsr.wa.gov.au/assetmanagementguide

http://www.dsr.wa.gov.au/managementplanguide

http://www.dsr.wa.gov.au/assetmanagementguide


A management plan will enable a club to improve the management of its facility by:

providing future direction in relation to the delivery of programs and services

assisting clubs gain security of tenure

clarifying clubs management responsibilities

spelling out the services and programs being offered and why and to whom which will promote your use of the facility, what you are trying to achieve and why to stakeholders

providing short and long term goals that enable a more successful operation

setting up policies and procedures within a sound reference document. Crucially gymnastic clubs have a duty of care for the safety of everyone using the facility. Their committee of management and their volunteers including their coaches and officials have a ‘duty of care’ to:

ensure good practice in relation to the layout and equipment

monitor their facility to ensure it meets health and safety legislation

complete apparatus health checks, annual inspections and fire risk assessments via a recognised party

provide a safe environment for children and vulnerable adults including ensuring safe access to changing and toilet areas particularly if the club shares the facility with other users

develop risk management strategies including an insurance portfolio that might include Public and Products Liability and Directors and Officers Liability.

Organisations that develop efficient and equitable ways to manage an established or planned facility have a greater influence over the use of the facility and are more likely to achieve their management goals while operating in an efficient, safe and fair manner.19 Recommendation

10. GT should accept no responsibility for the maintenance of facilities not under its direct

control but should encourage clubs to develop facility management plans.

19

Additional information on Facility Management and Health and Safety Act can be sourced from: http://sportandrecreation.tas.gov.au/sportrectas/publications/information_sheets



Improving shared use of facilities Increasingly the extent to which clubs develop their own facilities is under scrutiny. Doing so may lead to a lower than appropriate standard, duplication, and clubs struggling to have the resources required to run programs and maintain, refurbish or replace facilities.

There is an increasing recognition of the need to provide multi-use or shared facilities and encourage sharing by different users such as clubs, businesses, churches, arts and entertainment providers and schools. All tiers of government are currently moving towards multi-use or shared sport and recreation spaces and there is an increase in facilities being built or developed on the condition they are shared.

Shared use seeks to broaden access, maximise usage and rationalise costs in order to get the best possible value from facilities by maximising their use and avoiding costly duplication. It can be a financial benefit to those involved, provide an activity hub, create a greater sense of community ownership and develop partnerships which are regarded highly by funding bodies. Despite benefits there are significant challenges in moving from a single-use facility managed by a single club or sport, to a shared or multi use facility. Change resistance can be coupled with conflict over programming or the sharing of resources. Gymnastics can experience challenges when sharing facilities with other user types and with other gymnastics clubs. There is a clear perception within the gymnastics community that sharing facilities has a limited benefit to gymnastics. In sharing space gymnastics clubs can be required to set up and pack up multiple times in order to give another user access to the shared space. In addition gymnastics clubs face the challenges of managing the actual, or potential, unauthorised use of gymnastics equipment – some of which is fixed – that is housed within the facility. Despite this GT and its affiliates need to investigate and fully understand the concepts, benefits and challenges of shared or multi-use facilities. Crucially if sharing is explored or progressed the clubs involved will need to understand the need for management plans that clearly establish the rights and responsibilities of those involved including the arrangements for funding, cost sharing, maintenance, use, supervision, staff and access. 20 Government or independent school facilities represent an opportunity for Tasmanian gymnastic clubs. While not all their facilities will be suitable for gymnastics some will be. Clubs with facility needs should see school facilities as an opportunity and negotiate access and tenure. This might result in the use of a quality facility and the opportunity to develop school based programs that could feed into and help expand a club’s programs. 21

20

For additional information on sharing sport and recreation facilities see http://sportandrecreation.tas.gov.au/sportrectas/publications/information_sheets 21

For additional information about Active After-School Communities and clubs and schools working together see



http://www.development.tas.gov.au/__data/assets/pdf_file/0007/39184/Active_After-school_Communities.pdf



GT and individual clubs need to consider and monitor each set of circumstances and assess the benefits or otherwise of seeking access to school facilities.22 Clubs interested in the use of school facilities should contact individual school principals directly to obtain further information. 23 Recommendation

11. GT should encourage clubs to investigate opportunities for improving their access to and tenure within shared and multi-use facilities including those managed by education institutions where the benefits will outweigh the problems for gymnastic clubs when sharing facilities.

Improving the programming of gymnastic facilities The audit results identified that 11 clubs (68.75%) would like to offer additional programs and that 9 clubs (56%) currently use a facility that does not have the capacity to meet projected future demand. Ten (62.5%) clubs suggested that physical improvements to their facilities would allow additional programs to occur. While it is important that clubs that wish to do so consider how their facility can be better programmed to create additional participation times or programs it is equally important that clubs understand they do not have to provide all gymnastic disciplines and it might be best to identify their ‘core business’ and focus on providing it. Creative programming might result in sessions for adults in the evening, daytime sessions for pre-schoolers or older adults but this would require more trained personnel (e.g. coaches) and volunteers (e.g. administrators) or a greater commitment from those already involved, and in some cases additional equipment. Despite this in order to grow the sport programs, classes or activities that are tailored to meet the needs of ‘waiting lists’, different types of participants or target groups such as parents with young children, young people, older adults, women and people with a disability could increase or improve the use of a facility. In addition gymnastics facilities should be considered in the context of the wider community and seen as a way to develop not only gymnastics but other activities that can reach a wide audience. In this scenario others could use a facility for uses relevant to them but compatible with the space. The floor area in a gymnastics facility provides an ideal space for activities such as fitness sessions, aerobics, Zumba or other forms of dance and some gymnastics equipment, when appropriately used, can be utilised to suit other users including persons with a disability.

22 For additional information about sharing school facilities see web based resources such as:

http://www.eduweb.vic.gov.au/edulibrary/public/propman/facility/SACF-PolicyFramework-Guidelines.pdf and http://www.eduweb.vic.gov.au/edulibrary/public/propman/facility/sharedfacilities.pdf 23 A list of DoE facilities that might be accessed for community use and the relevant contact details is listed at: https://www.education.tas.gov.au/documentcentre/_layouts/DocIdRedir.aspx?ID=TASED-4-2170 in alphabetical order.

http://www.eduweb.vic.gov.au/edulibrary/public/propman/facility/SACF-PolicyFramework-Guidelines.pdf

http://www.eduweb.vic.gov.au/edulibrary/public/propman/facility/sharedfacilities.pdf

https://www.education.tas.gov.au/documentcentre/_layouts/DocIdRedir.aspx?ID=TASED-4-2170


Wider use could bring benefits to a community and generate income for a facility manager or club. This might be achieved via daytime usage for pre-school or health programmes or late evening use by for adult only gymnasts and/or other activities such as boxing or fitness classes. If a facility is fully or over-used options for gymnastic clubs include setting up satellite programs at a ‘secondary’ venue such as a school or church hall. This could increase a club’s capacity, generate income, increase or sustain participation and create new partnerships.

Well thought out programming is needed to achieve maximum usage and financial viability and could transform under-utilised facilities into hives of activity. Clubs need to be creative and constantly reviewing and evaluating and if necessary modifying their programs to cater for a dynamic market. Crucially they need to create programs that address specific community needs and look for opportunities to use their facility - or facilities owned and managed by others - in new ways. Effective programming can:

increase facility usage and generate revenue

facilitate community and individual development

result in efficient and effective use of resources

ensure a balanced and fair program that ensures equity of access

reduce the burden on those organising activities.

Recommendation

12. Clubs should look to programming strategies that will:

improve access to a facility to allow them to offer additional gymnastic participation opportunities at the required times

utilise available space effectively

better utilise off peak times or prevent facilities sitting idle for long periods.


SUMMARY OF RECOMMENDATIONS

RECOMMENDATION KEY AREA MEASURES OF SUCCESS

1 GT should encourage clubs to improve or seek facility features that focus on:

improving safety and accessibility

meeting the needs of and attracting more participants

enhancing existing programs or allowing the offering on new ones

creating suitable areas - in terms of floor space, ceiling height and storage

Key features of successful

gymnastics facilities

(page 23)

Tasmanian gymnastics facilities with features that service chosen disciplines at all levels.

2 GT should encourage clubs to:

understand their obligations in providing access for people with disability

identify and develop a plan to remove barriers to access for people with disability

develop a ‘positive can do attitude’ when offering participation opportunities to people with disability

Access for people with a

disability (page 24)

Facilities with features that offer participation opportunities to people with a disability.

Gymnastics clubs with a ‘positive can do attitude’ in their approach to offering participation opportunities to people with a disability.

3 GT should develop a Tasmanian gymnastic facilities hierarchy based on agreed criteria in order to:

plan future Tasmanian gymnastic facility provision

achieve a balance in the selection and spatial distribution of facilities

explore the need or otherwise for the strategic placement of regional gymnastics centres

encourage those proposing facility developments to understand where and how their facility fits in to the overall provision of Tasmanian gymnastics facilities

Planning for facility projects

(page 26)

A facilities hierarchy for Tasmanian gymnastics facilities.

Criteria that defines each level of facility provision and prevents facilities being classified beyond their capacity.

Regional and state facilities capable of holding displays or competitions.


4 GT should:

ensure its own strategic plan remains current

encourage and facilitate strategic planning for affiliated clubs when such plans do not exist or are not current

encourage club’s to accept responsibility for and undertake ‘potential’ facility projects 24

consider, on merit, requests for strategic support of or assistance with facility projects and at its discretion assist clubs prepare a ‘business case’ for significant facility development proposals

Project planning and developing a business case for a priority

project (page 30)

Current strategic or club plans for GT and its’ affiliates.

Business cases or project plans for any significant facility projects

An acceptance by clubs of responsibility for undertaking

‘potential’ facility projects by clubs based on ‘strategic’ or ‘in principle

support’ at the discretion of GT.

5 Clubs planning facility projects should:

contact GT as early as possible in the project planning process to discuss the proposed project

develop a ‘business case’ specific to the proposed facility project

Facility projects supported by ‘club’ or ‘strategic’ plan and a ‘business case’ or ‘project plan’.

6 Clubs seeking funding for facility projects should:

consider a range of funding strategies, rather than focusing on a single funding opportunity

understand the objectives the funder is seeking and ensure they are aligned with the club’s objectives

Funding

facility projects (page 33)

An understanding by clubs of a range of funding strategies and an acceptance by clubs of the need to develop their own funding partnerships when undertaking a facility project.

7 GT should provide

information about funding opportunities for facility projects, to affiliated clubs, on request

provide ‘in principle support’ for applications by clubs to grant

An understanding of information about funding opportunities for facility projects by affiliated clubs.

24

NB: The facility audit identified potential projects but these have not been listed for consideration by GT. Some are developmental. Others were maintenance matters and represent minor works. These projects might be achieved by the clubs involved or via partnerships between the club, Council and other parties. Each of these should be assessed by the club and its community prior to action to verify need and to scope the required work and determine resource allocation and appropriate time frames. In all cases GT will be under no obligation to be involved and quite reasonably require that the project be completed by the club or the owner and manager of the facility.


programs for facility project funding where it is satisfied with the business case that has been developed for the proposal.

8 GT should encourage clubs to secure long term tenure within their chosen facility to aid the sustainability and development of their clubs.

Improving ownership or

security of tenure of gymnastic facilities

(page 35)

‘Secure’ access and tenure for clubs within facilities that offer the space required for gymnastic participation opportunities.

9 1. GT should encourage clubs to secure an appropriate management model and to fully understand and document the status of their management model and user agreement with their facility owner to ensure security of tenure.

Facility management

models (page 35)

Clubs linked to fully understood, appropriate and documented management models.

10

GT should accept no responsibility for the maintenance of facilities not under its direct control but should encourage clubs to develop facility management plans.

Developing a facility

management plan

(page 37)

Management plans that clarify management responsibilities and allow clubs to influence decisions about the future operation of established or planned facilities and provide security of tenure.

Clubs that are proactive about their facility and that maintain facilities via asset maintenance plans and ensure their facilities are compliant with all legislated requirements or local government regulations.

11 GT should encourage clubs to investigate opportunities for improving their access to and tenure within shared and multi-use facilities including those managed by education institutions where the benefits will outweigh the problems for gymnastic clubs when sharing facilities.

Improving shared use of

facilities (page 39)

Improved access and tenure for clubs within shared and multi-use facilities including those managed by education institutions.

12 Clubs should look to programming strategies that will:

improve access to a facility to allow them to offer additional gymnastic participation opportunities at the required times

utilise available space effectively

better utilise off peak times or prevent facilities sitting idle for long periods

Improving the programming of gymnastic

facilities (page 40)

Clubs employing programming strategies that result in additional gymnastic participation opportunities.


IMPLEMENTING, MONITORING AND EVALUATING THE ‘PLAN’

Primary responsibility for implementation of ‘The Strategy’ will lie with GT in consultation with its affiliated clubs and key stakeholders within that community such as councils and funding partners. Monitoring and evaluating planning is essential in validating the effectiveness of decisions and the worth of recommended strategies and actions. Monitoring will require an ongoing commitment by GT and the relevant stakeholders. Evaluation of ‘The Strategy’ will in part be achieved by making reference to the ‘measures of success’ listed along with the summary of recommendations. In some cases, especially were a specific facility project is being developed, GT and its affiliated clubs will need to frame up specific and measurable objectives. ‘The Strategy’ has not provided measures to help GT determine the success of actions or projects that result from recommendations. These need to be established prior to any recommendation being implemented.


APPENDIX A - SUMMARY OF GYMNASTICS FACILITY AUDIT RESULTS

The audit results provided below have been aggregated to identify common issues and to maintain anonymity of individual club responses. A full summation of all club responses has been provided as a separate internal document that rests within GT.

Facility identification

Local government areas in which gymnastic facilities are located included:

Brighton

Burnie

Central Coast

Clarence (2)

Devonport (2)

Glenorchy

Hobart

Huon Valley

Kingborough

Launceston (2)

Meander Valley

Waratah-Wynyard

West Tamar

The 18 municipalities where a gymnastics facility was not identified included:

Break O’Day

Central Highlands

Circular Head

Derwent Valley

Dorset

Flinders Island

Georgetown

Glamorgan Spring Bay

Kentish

King Island

Latrobe

Northern Midlands

Sorell

Southern Midlands

Tasman

West Coast

Facility ownership

The following facility owners were identified:

Councils - 4 (25%)

Show Societies - 3 (18.75%)

PCYC’s - 3 (18.75%)

Education - 2 (12.5%)

Church - 1 (6.25%)

YMCA - 1 (6.25%)

Transport Company - 1 (6.25%)

NB: One club was unsure


Facility management

The facilities are managed by:

The facility owner - 2 (12.5%)

Contractor - 3 (18.75%)

Not for Profit organisation - 11 (68.75%)

Other: Nil

Management of the facility by another party other than the owner is based on a:

Lease - 8 (50%)

Not specified - 6 (37.5%)

Memorandum of Understanding (MOU) - 1 (6.25%)

Verbal agreement - 1 (6.25%)

Facility type

Facilities were described in everyday terms by clubs as:

Community hall/centre - 4 (25%)

Multipurpose facility - 3 (18.75%)

Police and Community Youth Club - 2 (12.5%)

School gymnasium - 1 (6.2%)

Storage shed - 1 (6.2%)

Large architecturally designed tin shed with office areas attached to a 4 court basketball facility - 1 (6.2%)

Gymnastics centre - 1 (6.2%)

Room inside a church which was formerly a bowling alley - 1 (6.2%)

Gymnastics centre - 1 (6.2%) NB: One club chose not to describe their facility in everyday terms

0

2

4

6

8

10

12

Facility owner Contractor Not for profitorganisation

Facility Management


Facilities were classified by type in various ways including:

General purpose indoor sports facility built for a variety of sports - 7 (43%)

Community hall/centre built for general community activities - 4 (25%)

Purpose built facility - designed and built for gymnastics – 2 (12.5%)

Education facility - 1 (6.2%)

Lined storage shed - 1 (6.2%)

Converted factory that features additional buildings that accommodate general community activities - 1 (6.2%)

Facility categories

Classifying the facilities by category to indicate the highest level of provision resulted in:

nine (9) or 56% of clubs seeing their facility as a local facility that services a single locality, suburb, town or municipality

five (5) or 31.25% of clubs seeing their facility as a regional facility that services a number of municipalities

one (1) or 6.25% of clubs seeing their facility as a state facility that services the whole of the state.

NB: One club chose not to classify their facility by category

0

1

2

3

4

5

6

7

8

9

10

Local Regional State

Facility Categories


Facility characteristics

Existing facility characteristics highlighted by the respondent clubs included:

Characteristic Number of clubs %

Toilets 16 100%

Parking 15 93.75%

Spectator seating 13 81.25%

Storage 11 68.75%

Lighting of an appropriate standard 11 68.75%

Change rooms 10 62.5%

Meeting room 10 62.5%

Kitchen 8 50%

Office 7 43.75%

Showers 7 43.75%

Reception desk/area 6 37.5%

Heating 4 25%

Training room 3 18.75%

Cooling 2 12.5%

Club rooms 1 6.25%

NOTES:

One club’s toilets are not attached to that facility.

One facility’s limited storage has led to it being cluttered with equipment.

The approximate number of car parks ranging from 10 – 300 cars. In some cases the parking is provided by the suburban road network. 7 facilities offered 50 parks or more.

Spectator seating ranges from 10 – 200. One facility with no spectator seating offered a viewing area for parents.

Facility suitability

Responses to the question ‘Does the facility meet your organisation’s current needs?’ indicated that six (6) or 37.5% of facilities currently meet club’s needs but nine (9) or 56.25% do not.

One club chose not to respond to this question but comments from other clubs included:

‘We have outgrown all aspects of the facility’

‘Roof height and floor space limits our capacity.’

‘Meeting rooms and office space is required.’

‘The space, structural capability and ceiling do not meet our needs’

‘Not enough inside storage for equipment – we store some equipment in a container outside’.

‘We are limited by the space available and the roof height’

‘Unable to offer more classes or other programs such as Kindergym or MAG’

‘Insufficient in terms of size’

‘Size of gymnastics and trampoline area limits the number of classes’

‘Limited space (½ a basketball court) has led to waiting lists and a loss of potential participants.’


Disability access

Responses relating to facility features that service needs of people with a disability indicated that the following facility features were present or otherwise:

Facility features that service needs of people with a disability

Number %

Accessible clubrooms 4 25%

Accessible unisex toilets 6 37.5%

Accessible spectating areas 9 56.25%

Clear accessible paths of travel from parking, seating, toilets, change rooms and activity areas

9 56.25%

None of the above features 4 25%

NB: Two clubs chose not to respond to this question but some that did offered the following comments:

‘While there is good access to the building the access to the gymnastics area is poor with no disabled access or appropriate viewing area’.

‘Not disability access friendly.’

‘No disability access.’

Facility size

Information about the size of the facilities indicated that floor spaces for the purposes of participation varied. The largest was 1856m2 and the smallest 234m2. Seven (7) or 43% of clubs were using a participation space equal to or less than 420 m2 (a standard measure for a basketball court without run offs). Ceiling heights in the participation spaces varied. The lowest was 3.6 metres and the highest 12 metres. Eight (8) or 50% of clubs indicated access to ceiling heights of 5 metres or more and two (2) or 12.5% of clubs indicated access to ceiling heights of 10 metres or more.

Current facility condition

Three (3) or 18.75% of clubs reported the current condition of their facility as being as new and only requiring routine maintenance. Nine (9) or 56.25% saw theirs as being in good condition requiring some minor repairs and routine maintenance. Three (3) or 18.75% are in fair condition requiring significant maintenance work and one (1) or 6.25% is in poor condition requiring major repairs.


Comments about these matters included:

‘the use of facility is rent free so it is financially beneficial to remain until alternative venue can be identified or built’

‘The roof trusses offer no indication of their weight bearing capacity so hanging equipment must be limited’

‘Clean, usable but an old facility’

Current works

When asked ‘If they are currently upgrading their facility?’ one (1) club (6.25%) reported their facility is currently being upgraded (‘a climbing wall is being added to the basketball court area at a value of $68 300 with a proposed completion date of 2012/13) and 15 or 93.75% said they are not currently upgrading their facility.

Planned works

Two (2) or 12.5% of clubs reported they plan to upgrade their facilities in the next 1 -3 years and 14 or 87.5% reported that had no plans to do so. One planned upgrade involved additional seating in the stadium next door for 800 (at a predicted value of $300 000) and the other a feasibility study. The purpose of the feasibility study was not declared - no details of the planned works, a completion date or the value of current or planned works was provided.

Alternative facilities

When asked ‘if they had plans to move to another facility in the next 1-3 years five (5) or 31.25% of clubs said “yes” and 11 or 68.75% said ‘No’. Those that responded ‘yes’ qualified their responses with statements such as:

‘We would love to subject to funding’

‘Possibly if funds are available’

‘Idea in very early stages’

0

1

2

3

4

5

6

7

8

9

10

Good condition Fair condition Poor condition

Current condition of the facility


‘If a venue becomes available’

‘Would like a purpose-built facility to accommodate a full time club, extended programs including kindergym and MAG and be able to host competitions.’

‘Currently working with the church to develop dedicated gymnastics facility’.

‘Council has developed a plan for a sporting precinct but gymnastics does not appear in this plan till its last stage so any move is more than 3 years away.’

‘Greatest need is more space. All classes are full and there is no space to accommodate more classes. The current space limits the program’.

Sole, shared or multi use of the facility

When considering the use of their facility clubs indicated that they:

have sole use of their facility - 3 (18.75%)

share with other users pursuing the same activity - 3 (18.75%)

use a multi-use facility - 10 (62.5%)

Type of gym set up

When considering the type of gym set up clubs indicated the following:

Type of gym set up Number %

Permanently set up equipment 6 37.5%

Set up and pack away equipment 6 37.5%

Have some equipment permanently set up but needs to pack some away

4 25%

0

2

4

6

8

10

12

Sole use Shared use Multi use

Sole, shared or multi use facilities


Current and future demand

use a facility that meets current demand - 6 (37.5%)

use a facility that does not meet current demand - 10 (62.5%)

Comments included:

‘More space is required’

‘We are at maximum capacity and cannot offer more classes or programs or purchase any further equipment due to being at maximum storage.’

‘Unable to vault past Level 3’

‘Inadequate size’

‘Facility is too small.’

‘Not enough room for classes - waiting lists

‘Need more floor space to cater for all disciplines’

‘Increase roof height for trampoline’

‘Facility lacks structural strength and given the space available we cannot offer MAG to boys so we make do with WAG equipment’

‘Have outgrown our facility and are limited in our ability to add or increase the size of classes. We would love to support local, state and interstate gymnastics but are currently very limited due to our venue’.

‘We share the facility and cannot access the venue every night and this limits our membership. Five (5) or 31.25% of clubs indicated that their facility has a capacity to meet projected future demand and nine (9) or 56% indicated their facility does not. Two (2) or 12.5% were unsure.

0

1

2

3

4

5

6

7

8

9

10

Capacity to do so Unable to do so Unsure

Facility's capacity to meet projected future demand


Comments relating to this matter included:

‘We wish to run more evening and day classes and as a minimum introduce Kindergym and MAG.’

‘Not enough space.’

‘Inadequate size.’

‘Facility is too small.’

‘We need more floor space - our numbers are growing but there is limited space in the current venue.’

‘Our gymnastics is fun and inclusive but focuses on WAG programs but boys still exposed to challenging activities.’

‘No room to build on to our present facilities.’

‘More space is required.’

Gymnastic programs or activities within a facility

Women’s Artistic Gymnastics (WAG) Nine (9) or 56.25% of clubs offer Women’s Artistic Gymnastics (WAG) to 799 participants per week. Three (3) reported a waiting list. Six (6) reported that the venue is limiting the programs growth. Information specific to equipment areas indicated:

Equipment area suitable for operating effective program

Yes No The venue is one of the reasons this equipment area is unsuitable

Vault area 5 7 7

Uneven bars 9 3 3

Beam equipment 9 3 3

Sprung floor 4 7 6

Men’s Artistic Gymnastics (MAG) Eight (8) or 50% of clubs offer Men’s Artistic Gymnastics (MAG) to 262 participants per week. Two (2) reported a waiting list. Five (5) reported their facility is limiting growth.


Information specific to equipment areas indicated:



Sprung floor 5 5 5

Pommel area 5 4 4

Rings area 6 4 4

Vault area 4 6 5

P-Bars area 6 4 4

H-bar area 5 5 4

Trampoline Program Four (4) or 25% of clubs offer a Trampoline Program to 415 participants per week. Five (5) reported their facility is limiting this programs growth but none reported a waiting list. Information specific to equipment areas indicated:



Trampoline area 4 5 4

Double Mini Tramp area 4 5 4

Tumbling area 1 7 6

General Gymnastics/Gymnastics for All Twelve (12) or 75% of clubs offer General Gymnastics/Gymnastics for All to 1577 participants per week. Seven (7) reported they had a waiting list and the facility is limiting their growth. Information specific to equipment areas indicated:



Floor matting areas 11 5 5

Bar areas 13 1 2

Beam areas 14 1 1

Vaulting apparatus 7 7 6

Trampolining 9 5 6

Conditioning area 4 9 9

Foam pits 2 11 9

Kindergym equipment area 6 7 4


Kindergym Nine (9) or 56.25% of clubs offer Kindergym to 468 participants per week. One (1) had a waiting list and two (2) reported their facility is limiting the programs growth. Circus Two (2) or 12.5% of clubs offer Circus to 78 participants per week. One (1) has a waiting list and it reported the facility is limiting the programs growth. Cheerleading Four (4) or 25% of clubs offer Cheerleading to 150 participants per week. No clubs reported a waiting list two (2) reported the venue is limiting the growth of the program. Information specific to equipment areas indicated:



Sprung floor area 4 3 3

Wooden floor 3 5 4

Rhythmic Gymnastics Four (4) or 25% of clubs offer Rhythmic Gymnastics to 67 participants per week. No clubs reported a waiting list but three (3) reported their facility is limiting the programs growth. Information specific to equipment areas indicated:



Dedicated rhythmic floor 1 7 5

Mirrored dance area 1 6 5

Other issues relating to equipment and ‘spaces’ reported by clubs indicated that while one club has ‘circus’ aerial equipment and a ‘German Wheel’ the venue is restricting the usage of both. In addition clubs desired areas or equipment that the venue currently restricts such as:

a circus trapeze

a circus skills area

circus hand skills apparatus area

mirrored wall


Clubs reported catering for other ‘groups’ including schools with participation at 300 participants per week and birthday parties at 93 persons per week as birthday parties. When asked about a desire to offer additional programs 11 or 68% of clubs reported that they would like to offer additional programs and five (5) or 31.25% suggested they would not. Programs that were listed as desired additions included:

Desired additional program Number of clubs % of sample

Trampolining 3 18.75%

Kindergym

Men’s gymnastics (MAG)

2 12.5%

Circus programs

Recreational Gymnastics

Gymability (disability provision)

Adult classes

Rhythmic gymnastics

1 6.25%

Acrobatics

Cheerleading

CheerAbility

Aerobalance

NB: two simply wish to extend or improve their existing programs. Ten (10) or 62.5% of clubs suggested improvements to their facilities would allow additional programs to occur. Two (2) or 12.5% suggested this was not the case and four (4) or 25% did not comment on this issue. Comments that offered in support of a desired for facility improvements included:

‘An office is required.’

‘Extra space and storage is required as are extra trainers’.

‘More space, more equipment’

‘Showers - toilets - wheelchair access’

‘The structure of the building needs attention’.

‘Toilets need to be attached to the building – at the moment they are not.’

‘We cannot access the gymnasium through school hours’

‘A new facility’

‘Ariel capability’(NB: We do not currently have staff at an appropriate level to initiate these programs)

‘Extension to current facility and new equipment’


‘Larger venue required with more floor space and a separate recreational and competition areas’

‘Larger space’

‘More space to allow clear pathways around the gym and more equipment.’

‘Significant improvements to the structure of the building such as attached toilets, an office, showers, wheelchair access and the roof heightened.’

‘The roof needs to be heightened’

Waiting lists

Not all clubs had waiting lists but those that did identified them from a ‘discipline’ perspective which indicated that Tasmanian clubs are currently dealing with 14 waiting lists. The following graph illustrates their distribution across the various disciplines.

Competitions or events

When asked if their facilities are capable of holding events at a regional, state or national level clubs offered the following information.

Event

Regional Level

State level

National level

No. % No. % No. %

Men’s Artistic Gymnastics (MAG) 5 31.25% 1 6.25% 1 6.25%

Women’s Artistic Gymnastics (WAG) 4 25% 2 12.5% 1 6.25%

Rhythmic Gymnastics (RG) 2 12.5% 1 6.25% 0 0

Trampoline Sports 4 25% 4 25% 1 6.25%

Cheerleading 2 12.5 1 6.25% 1 6.25%

0

1

2

3

4

5

6

7

8

WAG MAG GFA Kindegym Circus

Waiting lists


In addition to this data clubs provided the following comments:

‘ability to do so would be limited to levels 1 – 4 only’

‘inability to do so was based on the fact that the venue does not offer spectators visibility of performances’

‘training facility only and would be capable of offering workshops but not events or competitions’.

‘venue does not offer spectators visibility of performances’

‘Facility hosts club events only - there is no seating and equipment does not meet competition standard.’

‘All our events are held at other locations or venues’


APPENDIX B – BUSINESS PLANNING GUIDELINES FOR SPORT AND RECREATION FACILITIES

Preparing a business plan is an important step for any organisation that is considering developing a sport and recreation facility. A business plan will help your organisation to better understand the opportunities and challenges involved in a facility development.

A business plan is a good way to communicate your organisation’s proposal and can increase its credibility by demonstrating the viability and sustainability of the proposed development.

These guidelines25 will assist organisations develop a business plan for sport and recreation facility developments. The level of detail and information required will depend on the nature and scale of the proposed development and not all points will be relevant to all projects.

Proposed Development Outline

Provide a project title.

Outline the concept for the proposed development.

Provide the objectives/outcomes planned from the project (specific and measurable).

Strategic Fit

Explain how the project fits with the organisation’s future plans (for example, the link to the club’s strategic plan, if there is one).

Explain how the project aligns with other relevant strategies and plans (for example, council sport and recreation plan; state or national sport plan).

Market Analysis

Provide the key user groups and forecast the number of users (explain how this has been calculated and on what basis).

Provide information on any community consultation undertaken that identifies support, demand, usage and future potential.26

Provide information on links to current and projected trends.

Provide an assessment of socio-demographic characteristics of the community/catchment.

Provide information on other (competing/complementary) facilities that exist in the catchment and how this facility complements them.

Provide an assessment of similar facilities in other comparable communities/locations.

25 These guidelines are available at: www.sportandrecreation.tas.gov.au/sportrectas/publications/information_sheets

26 Community consultation or planning for and with the community provides greater opportunity for success in a

facility’s construction and management phases. Advice in relation to community can be found at web based sites such as http://www.dsr.wa.gov.au/communityconsultation

http://www.sportandrecreation.tas.gov.au/sportrectas/publications/information_sheets

http://www.dsr.wa.gov.au/communityconsultation


Rationale

Outline the demonstrated need for the facility (what is the current, and projected, situation that has created a need for the project).

Provide an assessment of alternative options that have been considered (for example, use and/or modify an existing facility).

Outline why this location is deemed the most appropriate (what others have been considered).

Outline the participation opportunities and sport development opportunities that the facility will provide.

Demonstrate how the facility will increase participation numbers and opportunities.

Demonstrate how the facility will improve the quality and safety of participation.

Detail any partnership opportunities that will benefit other groups or the broader community.

Capacity to Fund Development

Outline the anticipated costs involved in developing the facility.

Provide a breakup of the proposed funding sources (noting whether the funds are secured or unsecured).

Detail your alternative options for securing sufficient funds to develop the facility.

Capacity to Operate

Detail the organisations ability/capacity to operate and fund the ongoing operation and maintenance of the facility. 27

Outline what parties will be involved in the operation and what their roles and responsibilities will be.

Outline the basis of fees to be set.

Outline the financial operating projections over the next five years (projected operating income and expenditure).

Provide details of an operational plan, if developed, including an indicative usage schedule.

Asset Management and Replacement

Detail the proposed maintenance schedule over five years (including costs).

Provide an asset replacement plan – including timing and costs.

Analysis of Key Risks

Provide a risk assessment of the financial, legal and operational risks associated with the development and operation of the facility and what mitigation measures are proposed. 27

Advice in relation to life cycle costs can be found at web based sites such as http://www.dsr.wa.gov.au/lifecyclecostguidelines

http://www.dsr.wa.gov.au/lifecyclecostguidelines


APPENDIX C – DIMENSIONS FOR COMPETITION IN REGIONAL OR STATE GYMNASTICS FACILITIES

The following information about dimensions for competition in regional or state gymnastics facilities is general in nature and cannot be relied upon as professional advice.

Clubs offering a club program or training and basic competition should obtain independent and professional advice in relation to their gymnastics facility and any aspect of its design, marking out, equipment or programs. This will result in different club equipment set outs being achieved on a case by case basis and via the application of common sense and agreed risk management strategies.

Men’s and women’s artistic gymnastics

Men and women - floor exercises

The standard floor performance area is 12m x 12m.

The safety zone is a 2m zone around the performance area and the border and kept totally free.

Men - horizontal bars (HIGH BAR)

This routine requires a single steel bar suspended 2.8m above the floor mat.

The landing mat is 12m x 12m. Men ─ parallel bars

This routine is performed on two flexible parallel rails 2m above the ground and 42cm–52cm apart from each other.

The landing mat is 11m x 4.5m. Men ─ pommel horse

The routine is executed on a leather-covered apparatus or ‘horse’ that features two pommels, or handles, 40cm–45cm apart.

The landing mat is 4m x 4m and should be centred in a 16m2 space Men ─ rings

The routine is performed using rings suspended from straps and hung parallel to each other 2.8m above the floor mat.

The landing mat is 5m x 2m and should be centred in a 36m2 space


Men ─ vault

The vault should measure 1.2m long and 1.35m high.

The runway should be a maximum of 25m long.

The landing mat should be 6m x 2m.

The discipline requires an area with a minimum length of 35m.

Women ─ vault

The women’s vault (similar in shape and size to that used by the men) is lowered to a height of 1.2m and is approached from the side.

The landing mat is 6m x 2.5m. Women ─ uneven bars

This routine is performed on a set of two flexible bars a maximum of 1.435m apart from each other at different heights.

The upper bar is 2.5m from the floor.

The lower bar, parallel to it, is between 1.7m above the floor.

The landing mat is 14m x 2m.

The competition area for each bar set is 6 mx 13m and 170m2 for 2 sets.

Additional circulation and general warm up space should be at least 300m2 and the overall program space @ least 1300m2

Women ─ beam

The balance beam is a routine performed on a single beam 10cm wide, 5m long, and 1.2m off the ground.

The landing mat is 17m x 4m. Rhythmic gymnastics

Rhythmic gymnastics routines are performed on a 13m square lightly padded carpeted floor or matted acrolite with a 50cm border. Overall size is 14m².

There is a 2m safety zone around the floor. The outer edge of the border marking is defined as out of bounds.

As high throws of apparatus occur a minimum ceiling height of 8m is required for international competitions.

A ceiling height of 10m to 12m is recommended with 12 metres being required for high level competitions.


Competition requires:

a warm up area (recommended)

a judge’s area

adequate space for gymnasts to enter and leave the competition area. For a club program or training and basic competition a space of 480m2 (30x16m) is recommended. Aerobic gymnastics

The standard performance area for aerobic gymnastics is made up of an internal 7m x 7m square floor (parquet, laminate or synthetic) with a 1m safety border.

Competition requires a:

separate warm up area of 100m2

judge’s area

adequate space for gymnasts to enter and leave the competition area The minimum size for training and basic competitions is a floor space of 400m2. Acrobatic gymnastics (sport acrobatics)

Acrobatic gymnastics uses the traditional sprung floor as per artistic gymnastics and equivalent to FIG specifications.

The performance area is 12m x 12m with a 2m safety zone. Trampoline gymnastics

Trampoline gymnastics (or sports) employs three apparatus:

Trampoline

double-mini trampoline

tumbling Four disciplines are performed on the apparatus

Individual Trampoline (TRP)

Synchronised Trampoline (SYN)

Double-Mini Trampoline (DMT) and

Tumbling (TUM)

End decks (safety platforms) and spotter mats must be provided in all trampoline events.

One spotter mat must be provided for each trampoline.

A ceiling height of 14 metres is required for high level competition.

Approval for competition might be gained for a ceiling of 12 metres.


Minimum heights for training and completion vary according to the level of completion and apparatus used.

Lighting

The minimum lighting standard based on the Australian Standard for multi-purpose indoor sports centres is:

300 lux for recreation and training

500 lux for competition

1500 lux for national and international competition this should cater for television but not dazzle the gymnasts

* Summary of disciplines, apparatus, floor areas, and ceiling heights.

Discipline Apparatus Floor area (m) Ceiling height

of hall Ceiling height of

hall (international)

Men’s artistic gymnastics

Floor 18 x 18

7m 8m-10m

Pommel horse 4 x 4

Rings 6 x 6

Vaulting table 3 x 35

Uneven bars 6 x 12

High bars 6 x 12

Women’s artistic gymnastics

Uneven bars 6 x 13.5

6 m 8m-10m Balance beam 6 x 17

Floor 18 x 18

Rhythmic gymnastics Performance area 18 x 18 8m 10m -12m

Aerobic gymnastics Performance area 18 x18 6m 8m-10m

Trampoline gymnastics

Trampoline (sync) 13 x 13 8m 10m -12m

Double-mini tramp 3 x 35 6 m 8m -10m

NB: For all of the gymnastic disciplines, the technical specifications are available in the FIG Apparatus Norms Guide which is available on their website28

28 http://www.fig-gymnastics.com/vsite/vnavsite/page/directory/0,10853,5187-188050-205272-nav-list,00.html

http://www.fig-gymnastics.com/vsite/vnavsite/page/directory/0,10853,5187-188050-205272-nav-list,00.html

facilities strategy 2013 – 2018 - gymnastics...

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