Feasibility Study

NT Badminton

July 2016

Sharyn Innes Consultancies Pty Ltd

Business & Community Developments

Pty Ltd

2

Contents 1 Executive Summary ..................................................................................................................... 4

2 Purpose of the Report .................................................................................................................. 5

3 Our Vision and Purpose ................................................................................................................ 5

3.1 Vision .................................................................................................................................... 5

3.2 Our Mission .......................................................................................................................... 6

3.3 Our Objectives ...................................................................................................................... 6

3.4 Growth Strategies ................................................................................................................ 6

4 History of the organisation ........................................................................................................... 7

5 A National Perspective ................................................................................................................. 8

5.1 Overview .............................................................................................................................. 8

5.2 Growth in Asia Pacific Region ............................................................................................... 8

5.3 Other Jurisdictions in Australia ............................................................................................. 8

5.4 Summary .............................................................................................................................. 9

6 NT Badminton – A local perspective ............................................................................................. 9

6.1 NT Sports and Active Recreation Master Plan ...................................................................... 9

6.2 Darwin current status and court utilisation ......................................................................... 10

6.3 Membership Targets and Profiles ....................................................................................... 10

6.4 Survey outcomes .................................................................................................................11

6.5 Spread of membership ....................................................................................................... 12

7 Sports Development .................................................................................................................. 12

7.1 Local opportunities and actions .......................................................................................... 12

7.2 Interstate and International Opportunities and Actions ...................................................... 13

7.2.1 Interstate and NT Championships ............................................................................... 13

7.2.2 International Championships and Training .................................................................. 13

8 Location Options ........................................................................................................................ 14

8.1 Overview ............................................................................................................................ 14

8.2 Locations Investigated ........................................................................................................ 14

8.2.1 Overview ..................................................................................................................... 14

8.2.2 Marrara Indoor Stadium .............................................................................................. 15

8.2.3 Palmerston Recreational Centre and Palmerstone Indoor Sports Centre .................... 15

8.2.4 CDU Courts ................................................................................................................. 15

8.2.5 School Venues ............................................................................................................ 15

9 Dedicated locations .................................................................................................................... 16

3

9.1 Clustering of Sports ............................................................................................................ 16

9.1.1 Overview ..................................................................................................................... 16

9.1.2 The Management Structure for Sports Cluster ............................................................ 16

9.2 Location Analysis ................................................................................................................. 17

9.2.1 Albatross Street Winnellie............................................................................................ 17

9.2.2 Marrara Sports Precinct ............................................................................................... 17

9.2.3 Darwin Airport Commercial Development Area .......................................................... 19

9.2.4 Darwin Bowls Club ...................................................................................................... 19

9.2.5 Royal Agricultural Show Society Grounds ................................................................... 20

9.2.6 Darwin Greyhounds .................................................................................................... 21

9.2.7 Purchase of standalone building ................................................................................. 21

9.3 Summary ............................................................................................................................ 22

10 Design Requirements ............................................................................................................. 22

10.1 Building spaces ................................................................................................................... 22

10.1.1 Badminton Space ........................................................................................................ 22

10.1.2 Other Sports ............................................................................................................... 23

10.1.3 Shared environment benefits ...................................................................................... 23

10.1.4 Specific Elements ........................................................................................................ 23

10.1.5 Fit-out ......................................................................................................................... 23

10.1.6 Environmental requirements ...................................................................................... 24

10.1.7 External Elements ....................................................................................................... 24

10.2 Initial layouts ...................................................................................................................... 24

10.3 Costs................................................................................................................................... 25

10.4 Budget and financial estimates ........................................................................................... 25

10.5 Current court utilisation estimates...................................................................................... 27

10.6 Estimated Income and Expenditure by year ........................................................................ 28

10.7 ProShop Trading................................................................................................................. 29

Albatross Street Winnellie .......................................................................................................... 30

10.7.1 Marrara Sports Grounds .............................................................................................. 31

10.7.2 Darwin Airport Commercial Development Area .......................................................... 31

10.7.3 Darwin Bowls Club ...................................................................................................... 32

10.7.4 Royal Agricultural Show Society Grounds ................................................................... 33

10.7.5 Greyhound NT ............................................................................................................ 34

4

1 Executive Summary

The NT Badminton Association (NT Badminton) is planning for the future. A future which includes

increased affiliated clubs in the Northern Territory, high levels of court usage and eventually a new

shared Centre for NT Badminton and other aligned sports. This feasibility study, undertaken in 2016,

provides a vision of what that future could be and the steps that NT Badminton needs to implement

to achieve the vision of a new Centre.

NT Badminton envisages a Centre which has dedicated facilities for a number of similar sports. A

Centre which has facilities which caters for:

All players in the greater Darwin area

High level competition for the NT

Hosting of National events and is Internationally accredited

The acclimatisation of Australian Badminton players

As a regional hub stadium for competition in the Asian Pacific region which has the highest

number of Badminton players in the world on Darwin’s door step.

Challenges

The Feasibility Study identifies a range of challenges for the sport and highlights a number of solutions

which are being implemented so that the vision can be achieved. These solutions are highlighted

below and are detailed in the Study.

Growing the sport to a Tier Two level – employment of a part time Marketing and

Development Officer to engage with schools, senior groups, different ethnic groups, the

defence force and others to create an awareness and engagement in the sport

Increasing court usage – through late night and early morning access to increase the number

of active members at all age levels

Improving the financial viability of the organisation – through increased members, increased

court hire and the opening of a ProShop

Increasing the number of Clubs – working with Alice Springs to strengthen their membership

and competition levels. Developing competition and social groups in the Tennant Creek,

Katherine and Palmerston areas including school and senior groups. This will result in a range

of new clubs playing social and competition sport at regional locations.

Badminton has been played for over 40 years in the Northern Territory and during that time the sport

has been operated entirely by volunteers. The budgeting and employment of a part-time Marketing

and Development Officer, out of reserve funds, will give the Association arms and legs to grow the

sport.

The Vision of a new Centre

A final location cannot be determined due to a number of the preferred locations undergoing Master

Planning and Expression of Interest processes. The preferred location is Marrara as stated in the

Sports and Active Recreation Master Plan. To be located in this area would require more detailed

discussion with a range of peak sporting bodies and decisions with Government. Discussions are on-

going to identify a suitable location within the Marrara precinct.

5

The sites investigated included:

Marrara Sports Precinct – limited space available

Darwin Airport Business Park – land available – land costs are substantial

Albatross Street, Winnellie – current location

Royal Darwin Show Grounds – currently developing a Master Plan

Greyhound NT – location at Berrimah

Darwin Bowls Club – Fannie Bay – canvassing an Expression of Interest early next year.

Building Design and Clustering

NT Badminton needs to have dedicated court space and would prefer to cluster with other sports that

also have dedicated playing spaces. By sharing core function areas such as meeting rooms, amenities,

the kiosk, training rooms, public toilets and change rooms the construction and on-going costs should

be reduced. Clustering will reduce the long term operational costs of the Centre. The clustering will

maximise income opportunities through cross utilisation during low periods with sports such as

aerobics, yoga, dance and other groups who do not require court mark-ups but require a cool covered

space in which to be active.

The final design of the building and costs will depend on the final partnerships and the shared core

spaces. The costs outlined in this Feasibility Study represent the cost of infrastructure with core

facilities and dedicated spaces for other sports. The costs are to be used as a guide and will need

finalising once partnerships are known. Currently, the design embedded in this document is a building

envelope sharing with several sports. This design would cost in the region of $8,400,000 including

GST, built on a relative flat parcel of land. The costs include car parking, some air conditioned spaces

and design around passive cooling for the court areas.

NT Badminton has until 2019 to find a new home and to develop the sport into a Tier Two sport. The

Association has their strategies in place to grow and develop the sport to the next level, a level which

will justify the sport having a new base that appeals and complies with International Sporting

Standards.

2 Purpose of the Report

This report has been commissioned by NT Badminton and builds on a previous report developed in

September 2013 when NT Badminton moved from the Sports House site to its current location in

Winnellie. The report looks at future location options, growth markets, the potential costs and

management structures for a new Centre. Six locations were recommended to be investigated. The

report examines the cost of construction of both a stand along facility and a facility shared with two

other sports and co-located in precincts which have a sports or will have a sports focus.

3 Our Vision and Purpose

3.1 Vision

Our vision is simple

• To promote and foster the game of Badminton in the Northern Territory

6

3.2 Our Mission

To achieve our vision we will:

• Develop in all players an enjoyment of the sport of Badminton

• Provide a range of venues which suit the requirements of the sport

• Increase our membership through targeted marketing and development programs

• Provide and promote a range of development courses to suit various skill levels

• Organise with other groups competitions to grow the competitiveness of the sport

• Work in conjunction with other sports which are complementary to Badminton

• Have skilled coaches and increase their capacity to coach

• Have a range of skilled umpires and court officials through growing individual capacity

• Have good governance and fund raising activities.

3.3 Our Objectives

Over the next two years we have a range of clear objectives and these are:

• To grow the sport to a Tier 2 classification sport and gain a full time Development Officer to

operate programs in schools, create awareness of the sport in the community and to grow the

membership’s skills capacity as players, coaches, officials and umpires

• To have 550 members by November 2018

• To have the courts available 24 hours a day, 7 days a week

• To gain a new purpose built facility for the game of Badminton in Darwin

• To improve facilities and equipment in all locations

• To increases the number of viable affiliated clubs in the NT.

3.4 Growth Strategies

Appoint a Marketing and Development Officer to promote directly to new market segments

including seniors, juniors, ethnic groups, women, school groups, corporate competitions and

high performance elites

To encourage suburban and regional teams to increase the overall number of players

participating in competitions at the Winnellie Centre

Increase utilisation of courts in ‘shoulder periods’ and overall court utilisation to around 4,000

court hours per year

Grow membership to 550 within two years

Retain membership by encouraging participation as court officials and umpires

Grow participation through the introduction of new social games which encourage

participation

Maintain membership fees around current levels in order to encourage membership

participation

Increase court hour charges for all groups to around $24.00 per court hour over two years

without impacting on the squad training sessions

Improve the physical access to the Winnellie Centre to encourage greater usage on weekends

and quiet periods.

7

4 History of the organisation

NT Badminton Association’s story began in 1970 with a dozen or so players meeting socially at the old

Rapid Creek Primary School. Players had to contend with cross breezes in the open sided hall and the

shuttle hitting the roof. In 1981 Players moved to the Nightcliff Community Centre, an indoor venue

with room for four courts although low ceiling height was still a frustration. It was from here that

Badminton began to grow in popularity with weekly competitions and even local TV coverage.

During 1982 the Northern Territory Badminton Association (NTBA) was incorporated. The Minister for

Sport, Nick Dondas offered the large former storage facility (Sports House) at Fannie Bay to Badminton

and gymnastics. This was further complimented by several other sporting bodies. In 1984 gymnastic

moved to Marrara. The Badminton base at Sports House was instrumental in Badminton’s growth

over subsequent years.

By 2002 social and competition Badminton was being played four times per week and junior, social

and competition commenced on weekends. In December 2007 the NT Badminton Association

affiliated with the Palmerston YMCA Badminton Club with the potential of accessing up to 8

Badminton courts at Palmerston Recreation Centre. However with the population growth and

increased demand for other sports using this facility, Badminton was limited to Tuesday nights.

Demand for court assess for Badminton was much greater than one night a week.

2012 The five courts at Sports House were only just meeting demand, being used five nights a week

and with at least five other day time sessions per week.

In 2013 The player numbers reached the point that the five courts at Fannie Bay were being used by

the various playing groups seven days a week. In May 2013, NT Badminton was asked to vacate Sports

house within six months and make its own arrangements for a new venue. The Association consulted

widely with various government departments, schools, other sporting groups and venues,

representatives from the Construction and Housing industries, Engineers, Quantity surveyors,

Architects and Media consultants to find a new suitable court facility.

September 2013 a feasibility plan for a facility at Marrara was submitted to government who did not

have funding available.

In February 2014 NT Badminton successfully brokered an arrangement with the government for an

interim Badminton facility. NT Government agreed to take on a five year commercial lease of an

industrial shed in Albatross Street, Winnellie and NT Badminton agreed to contribute 15% toward the

lease costs. In November 2014 the Association moved into 21 Albatross St, Winnellie and set up five

courts, with room for one more. A sixth court was laid in June 2015.

Given that the Association’s lease finishes in June 2019, it is now time to plan to move Badminton into

a permanent shared facility with other sports such as volley ball, netball, gymnastics or other sport or

extending an existing facility such as the squash courts at Marrara.

8

5 A National Perspective

5.1 Overview

According to the Oceania Badminton Strategic Plan over 200 million people participate in Badminton

World Wide and the sport is growing.

This growth is being driven through school programs, coach education, the introduction of Para-

Badminton and player development. Added to this mix is encouraging high quality players to take part

in international games throughout the region including:

Olympic Games

Commonwealth Games on the Gold Coast

The Pacific Games

Oceania Championships

Australian Badminton Open

The Asian Games

Doug Feng Citron Badminton Asian Championships

BCA Indonesia Open

Badminton World Federation Events held in the Asian and Oceanic region

2017 Sudirman Cup.

A number of these games are being held regularly in Australia with prize money of $200,000. The

game now is attracting serious international sponsorship and interest.

5.2 Growth in Asia Pacific Region Information gained from data of registered competition players

(which represents about 10% of all players – does not include

social players) from the Badminton World Foundation indicates

there is growth in the Oceanic region.

The numbers of players for most countries is increasing with

China/Taipei having 87,600 registered players, Indonesia with

329,000 registered players, India with over 60,000 registered players, Japan with 260,760 registered

players, Korea with 63,469 registered players, Malaysia with 100,000 registered players, Thailand with

62,600 registered players, the Philippines with 28,800 registered players and Singapore with 10,000

registered players. These numbers do not take into consideration the number of social players which

number in the millions. These social players are avid followers of the sport of Badminton.

Most of these countries are on Darwin’s doorstep. This provides an ideal opportunity to attract Tri-

nation competitions to Darwin to assist in improving NT Badminton player’s competitive level and

putting Darwin in the forefront as a location for sporting competitions. Whilst attracting competition

there is the added bonus of growing the Northern Territory as a destination for sporting and training

acclimatisation opportunities.

5.3 Other Jurisdictions in Australia

Badminton is in growth in jurisdictions which have dedicated facilities. In many jurisdictions, clubs’

access to courts is limited with only three hours per night for two or three nights per week.

9

Discussions with Queensland Badminton and Western Australian Badminton indicate that this is the

greatest impairment to growth of their sport. Victoria has both community squash centres (with

dedicated space) which share their buildings with other sports and have twelve private commercial

court facilities that have ten or more court spaces. These twelve clubs with dedicated facilities make

up 45% of the playing population in Victoria which is in excess of 150,000 players both social and

competition.

In Victoria the sport is in substantial growth and they are producing a majority of Australian

Champions. They are also able to cater for major national and international championships due to

having court space that allows for the development of junior players into senior champions.

5.4 Summary

There is growth where there are clubs with exclusive use court space and development officers.

Where there is only non-exclusive restricted space available it is difficult to grow the sport. Victoria

has multiple venues with dedicated court space and New South Wales is beginning to gain a number

of exclusive use court spaces. Western Australia and South Australia are changing and each has one

exclusive facility and discussion with these jurisdictions indicates they are endeavouring to grow the

sport.

Discussion with regional areas in Victoria indicate that even with the emergence of private Badminton

Clubs, pennant and social Badminton is growing. It was noted in discussions with four venues that

unstructured social Badminton is developing at a much quicker rate than pennant. This is in line with

the findings of the NT Government’s Sports and Active Recreation Master Plan that there is growth in

the small group and team exercise sports without formal team schedules and training regimes.

6 NT Badminton – A local perspective

6.1 NT Sports and Active Recreation Master Plan

The draft Master Plan was released for comment early in 2016. The Plan stated that there is a very

high level of participation in sports across the Northern Territory with more people being involved in

sport and active recreation than other jurisdictions.

The Plan highlighted the need for flexible, multi-user/multipurpose

facilities which engaged sustainability designs and that these

facilities should enable additional opportunities for informal non-

organised activities such as social sporting activities. There was also

the need for facilities that catered for all levels of mobility, gender

and age.

This proposed development design is based on many of the key outcomes from the Plan including:

Multi-user facility

Easily accessed – either Marrara or Darwin Bowls or Show grounds location

Flexible design which allows for changes in the sports played over the life of the building

Easy access for all

Sustainability assets which could include the solar panels to the roof, passive cooling design

for the court space and shaded wall through landscaping. These initiatives have not been

10

costed, because potentially there could be major changes due to other sports requirements in

the Centre.

The Master Plan notes the need for Badminton to have a location at Marrara.

6.2 Darwin current status and court utilisation NT Badminton current court facility is located in Winnellie in an industrial shed which barely meets

their immediate needs. The 1000 sq metre venue comprises of six courts with purpose built lighting,

rear access parking, an exercise gym warm up area, a meeting room, male and female toilets, a unisex

shower, a water cooler and drinks fridge.

Twenty four hour access is currently being investigated along with the development of a ProShop to

enable on-site stringing and sale of sporting equipment and supplies. This initiative when meshed

with a sports development program is expected to assist in growing the numbers of court hire hours.

Estimates of the total number of court hours hired each year is presented in the graph. The number

for 2013/14 and 2014/15 have been

estimated from the financial records and

average fee charged.

Typically sporting facilities have busy and very

quiet periods in a day and week. This

generally leads to low utilisation percentages.

Strategies in this plan will be put in place to

build up use of the facility during the

‘shoulders’ or quiet periods.

Times the current facility is operating at or near full utilisation are:

8.30 a.m. to 11.00 a.m. mornings two days a week

5.00 p.m. to 7.00 p.m. five nights a week

7.00 p.m. to 10.00 p.m. five nights a week

Filling available time slots during the day, early morning’s and on weekend evenings will be the main

strategy to increase utilisation.

The following section focuses on these strategies by identifying the market segments that are available

and able to use the facility during these low-use time periods.

6.3 Membership Targets and Profiles

Memberships are spread across all cultures and age groups of the Darwin and Alice Springs

communities. Currently there are 240 members with 84 social players.

One of the primary strategies is to increase memberships. This will provide the opportunity to

communicate with a larger group of members and invite them to participate in different format games

and competitions.

This graphic shows the current membership and the anticipated growth in membership by year.

11

Increased membership will contribute to improving the finances and most importantly provides

marketing opportunities for the ProShop and to grow membership through social Badminton.

Another primary strategy is to identify different or

new market segments currently not using the

facility. These include;

Increasing utilisation by schools, as part of

sports programs, this will be primary and

secondary schools in Darwin

Increasing the number of juniors playing

regularly, firstly recruited from schools and

then in to junior team events and

competitions

Increasing casual and social court hours, this will be assisted by the opportunity to have longer

or 24 hour access by members. This market segment has people such as shift workers, people

with young families and seniors

Increasing the number and type of competitions and events to offer members more

interesting and challenging play and skill development

Increase the number of people participating in coaching and skill building will lead to greater

participation in events and competitions

This graph, by way of example, estimates the number of court hire hours by each market segment.

Improved records keeping will enable greater understanding of the contribution of each market

segment to the total court hire hours.

There is also seasonality impact on the usage, due to the lack of air-conditioned and passively cooled

facilities; however

there are groups and

market segments

that can be attracted

to play Badminton

during the season

shoulders.

The following section

relates to

membership data

and surveys which

were undertaken in

March 2016 to

determine

membership usage of the venue and further details about the membership profiles.

6.4 Survey outcomes

A recent survey of members indicated that members have high utilisation patterns with members

accessing the facility;

12

Under 18

18-24

25-34

35-44

45-54

55-65

65+

• More than twice a week 60.8%

• Once a week 30.9%

• Occasionally 8.2%

That access was spread across the week in the following usage pattern. A number of members play in

multiple groups and socially.

Darwin Badminton Club 37.3%

Wednesday Night Club 19.3%

Junior Badminton 9.6%

Sunday Session 14.5%

CDU Group 6.0%

Week Day Club 25.3%

Another Group or social 26.9%

Approximately 34% of members are participating in regular training with group training or individual

training taking place.

The aged spread of members was diverse; the

pie graph shows the mix of ages involved in

the Association. Given the age groups covered

by the sport and the projected population

growth over the next 20 years the Association

would expect the percentage age profile only to

change slightly. This change will occur in the

over 55 and the Under 18’s as this is the major

focus of growth for the organisation over the

next twelve to eighteen months. NT Badminton have several members who play weekly and are over

80 years old.

6.5 Spread of membership

Mapping of the membership data base indicates that a majority of the members live in the northern

suburbs, with Darwin middle suburbs, Larrakeyah and Darwin following closely. A smaller number of

members live in the Palmerston and rural area. This probably has much to do with the distance to the

Badminton courts from these locations.

7 Sports Development

7.1 Local opportunities and actions

NT Badminton is working with a wide range of groups to grow the awareness and participation in the

sport of Badminton. This awareness is being grown through the placement of fliers in specific

locations, through a range of social media activities and through their Champions program. These

groups include:

Seniors Champion Program

School Groups through development programs

Darwin Retirees – both women and men’s groups including Council of the Aging, Australian

Independent Retirees and through our Senior Champion’s Program

13

Fly-In-Fly-Out employee’s and shift workers who want to play during the night, early morning

and during the day – addressing and will publicise improved access for members

Darwin and Palmerston communities and the Alice Springs community

Grey Nomad visitors – growing through the social media presence

CDU students both Australian and International

International backpackers and workers

Ethnic Groups – in growth across the Darwin region including Indonesian, Indian and Malaysian

residents

Defence Force and ADF communities through contacts in the ADF.

All these groups are currently represented in the player profiles and the Association is working to gain

additional player participation and memberships particularly with the School Groups and the seniors,

all of whom will use the venue during the day.

The Association is working towards having a social competition for the sport of Para Badminton, which

is emerging and gaining recognition in other jurisdictions.

7.2 Interstate and International Opportunities and Actions

7.2.1 Interstate and NT Championships

In 2011 NT Badminton hosted The Ed Clendennin

Championship which was a National Event. The organisation

facilitated this event through the use of multiple venues

across Darwin. Though successful, to hold an event like this

would require booking out the Marrara Stadium and using the

current venue.

From 30 September to the 5th of October 2016 the NT Badminton Association will be hosting the

National Under 15 `Val Nesbitt’ Competition in the interim Winnellie Centre. The Association is

currently investigating temporary use of adjoining rental spaces to provide competitors and their

families with amenities and space beyond the Association’s current allocation.

Other Championships include:

Darwin Open

Weekly and monthly championships

NT Open with both intrastate players from Alice Springs and interstate players attending

NT Masters in Alice Springs

Potentially the Atalanta Ladies Jamboree in mid October with over 400 attendees – Darwin would

need a minimum of eight courts to run this event.

7.2.2 International Championships and Training

Darwin id located on the doorstep of Indonesia which has 329,000 registered competition players,

Malaysia which has 100,000 registered competition players and China with 87,600 registered

competition players. This does not take into account those millions people who play socially.

14

Badminton is very much an Asian-centric sport. If Darwin had a facility that was of a standard to hold

inter-regional competition, tri-nation Badminton Tournaments could very quickly become a reality.

This would have many flow-on benefits including:

An increase in hotel occupancy across a range of seasons

Increased general spend on hospitality and sporting services

Strengthen the Institute of Sport activities in the Territory due to high level athletes coming

for completion, acclimatisation and training

Increased awareness of the Territory as a destination for leisure and business

Growing the standard of Badminton competition across the Territory

Improved ability to leverage sports diplomacy for the benefit of businesses in the NT

Assisting in positioning Darwin as a Sports hub for training and competitions.

The development of a multi sport facility combined with the other international standard facilities at

Marrara will assist in building Darwin as the place for acclimatisation for all major international

competitions that are played in a tropical environment.

8 Location Options

8.1 Overview

NT Badminton has undertaken as assessment of a range of existing venues which could have shared

courts and locations on which a multi-user venue could be purchased or built. Full details are included

in Appendix 1. All sites were assessed on the following basis:

Current zoning Access for members

Current infrastructure on site Parking constraints

Membership requirements Cost of land rental

Willingness of current owners to have a facility on site

Information in the Sport and Recreation Master Plan

Site constraints, power, water, levels, drainage

Formal agreements will need to be entered into once the final decision has been made to go with the

chosen site and additional investigation of site will need to be undertaken before any design works

commenced and along with final costs of development. This investigation would need to include

traffic flow, power, water and sewerage requirements. This final site investigation is due to the

timeline involved in this project and the fast changing nature of demands on supply and utility

systems.

8.2 Locations Investigated

8.2.1 Overview

Existing venues were investigated to determine their availability for court usage. NT Badminton

required courts space during the day for social and senior playing groups, during the evening to cater

for the various Badminton Clubs and for weekend availability for competition and social games.

15

Venues investigated included Darwin High School, Palmerston Recreation Centre, CDU sports facility

and various other existing school based community sports facilities.

The key constraint is the lack of court time. No one venue could guarantee the coverage that

currently exists for Badminton of:

Every week night from 17:00 p.m. to 22:00 p.m. - a mix of competition and social sport

Wednesday and Friday mornings – organised senior groups and school training

Most mornings there is a mixture of small group social players

Saturday access from 8:00 a.m. through to 20:30 p.m. a range of social and competition sport

Sunday access from 8:00 a.m. to 12:30 a.m. and from 17:00 p.m. to 20:30 p.m. – social,

competition sport and elite team training

These times are peak times for court use by Badminton players and these times need to be

expanded to enable the growth of the sport.

Consideration is being given to utilising a Palmerston facility for a satellite social Badminton venue

once a dedicated Development Officer has been retained and has the ability to grow the sport in that

area.

8.2.2 Marrara Indoor Stadium (MIS)

MIS has the ability to provide four courts if the space was free of other users. The reality is the

bookings are heavy for most nights of the week and MIS have no real capacity to provide space for

Badminton. The venue is a complimentary venue for international Badminton matches which would

be one off events and could be scheduled in 6 to 8 months in advance. Previous usage has found that

the air-conditioning delivery system caused the shuttles to deviate in flight and the air-conditioning

had to be switched off which resulted in no passive airflow.

8.2.3 Palmerston Recreational Centre and Palmerstone Indoor Sports Centre

Bookings are heavy after school and there is little capacity to cater for Badminton during the evenings

given the range of current bookings. The high level light intrusion (High-lights) and overhead light

fittings together with background paint/eye-line pollution are ill suited to Badminton where the

shuttle routinely moves at speeds in excess of 200kph.

8.2.4 CDU Courts

Charles Darwin University have three courts available for their Student Clubs. These have a low ceiling

height and open sides and are ideally suited for social games and are not suitable for competition

Badminton. Students who are interested in competition sport are members of NT Badminton and

play at the Winnellie venue and practice at the CDU venue.

8.2.5 School Venues

There are a number of school venues which have the capability to have up to four courts. The sport

has grown past this stage. These venues have limited availability during school holidays and during the

school day. Hence utilisation of these areas does not meet the requirements of our senior players or

social players who play year round.

After-hours access to these venues is also very limited with bookings from other sporting groups and

from the school themselves for sporting and cultural activities.

16

These alternative venues are seen as venues to grow awareness and social participation of the sport

and will be targeted by our development officer for activities during sporting lessons and as potential

satellite locations for social and training activities one evening a week. A number of members have

indicated that they would like to have a satellite social competition at the Palmerston Sports Centre.

9 Dedicated locations

The following venues where investigated as per the criteria above:

The current venue and extending the lease to the building adjacent

Marrara Sports Ground – shared venue with other organisations

Darwin Airport Commercial Development Area

Darwin Bowls Club

Royal Agricultural Show Society Grounds

Greyhound NT grounds

Purchase of an existing shed with 14 meter high portal frames and base level facilities, ie

toilets and offices.

9.1 Clustering of Sports

9.1.1 Overview

Ideally NT Badminton Association would like to cluster with other similar sports to enable the cost of

maintaining the venue to be spread across a greater number of participants. This also means that

ProShop and cafe become viable and shared income generating sources for the Clubs.

This is a similar to a number of sporting venues in other jurisdictions and similar to the proposal by

Squash NT extensions.

During the process of developing the Feasibility Study discussions occurred with a number of sporting

entities including:

Darwin Bowls Club re to a separate building on their land EOI early next year

Squash NT regarding extension to their facilities – car parking is the major barrier

Gymnastics who want an additional 1000m2 and have an agreement for three years

Weightlifting NT

Volley Ball NT – court space agreement in place with Marrara

Netball NT are looking at an expansion program which could provide opportunities

Beach Volley Ball NT

9.1.2 The Management Structure for Sports Cluster

It is envisaged that the management structure of the venue which has a cluster of sporting groups will

consist of two representatives from each group who have the knowledge and skills to assist in

operating the venue.

Skills in the areas of property management, marketing, financial management and hospitality (to assist

with the cafe activity) and a sports professional should be sought. An Incorporated Association could

be formed whose sole role will be to manage the facility on behalf of member groups. The Association

would be responsible for managing and maintaining the property and the cafe.

17

There would be shared spaces and dedicated spaces for each group and these would be documented

and agreed upon before final design was been completed.

9.2 Location Analysis

The following sites were investigated for the Badminton Centre. Results were not conclusive as there

are a number of detailed negotiations which need to occur to settle on a final site, plus several groups

are doing Master Planning over the next twelve months.

9.2.1 Albatross Street Winnellie

This is the current interim venue and the NT Government is paying

a lease fee of $140,000 per year with a 15% contribution from NT

Badminton. Some short-term work needs to occur at the venue to

make it more suitable for the organisation and improve its ability

to increase membership and income.

As a long term option the venue will reach capacity for each night

of the week within the next year and day-time demand will increase. Several of the Clubs and social

players currently play during the day. This day-time use will increase as the number of schools

involved in the sport increase.

Expansion to the venue next door is a possibility but the Lease arrangements would mean that the

Association would have to find an additional $140,000 per year to cover the extended lease

arrangements. If half the space was leased it would still equate to an addition $70,000 per year which

is beyond the capability of the Association’s current or potential resources. Further assessment is

included in Appendix 1.

It should also be noted that post 2019 the NT Government may not want to extend the lease and the

Association would be forced to cover the additional $140,000 per year. This is not financially

sustainable.

Benefits include:

The organisation is currently known in this location

Disadvantages

Building needs to be upgraded to have passive airflow designs integrated into the building to

attract serious competition

Winnellie is an industrial area. There is an infrequent bus service and most players must drive

to the Centre.

Ongoing cost of the lease

The need to expand the number of courts to hold national and international competition

Roof height is not high enough for serious national and international competition.

9.2.2 Marrara Sports Precinct

The full assessment of Marrara Sports Precinct is included in the Appendix 1. In summary this is the

preferred location for the NT Badminton Association. This is due to the primary catchment area for

18

the sport being in the northern suburbs, and families often play multiple sports and the current

location is difficult for Badminton to attract additional players.

Meetings with the Department of Sport and Recreation, Chief Executive, Phil Lesley indicated that the

current space at Marrara is near capacity and that a dedicated site for Marrara is not possible. As a

result of this conversation, the consultants explored options of building an extension on to an existing

venue.

Squash NT seemed the logical partner for this type of venture with the core facilities already

developed. Several meetings occurred and their option is to partner with Judo and Table Tennis due

to the car parking requirements not being able to be supplied on-site.

This is a barrier to most sites. Potentially the NT Government should look at the total Marrara Precinct

and consider redeveloping the car parking into a large multi-story facility which services a range of

sports. This would enable other land to be freed up for sporting facilities. Alternatively as new

facilities are developed multi-story car parks are investigated as part of the building envelope.

Current costs for a multi-story car park are $23,000 per bay plus land costs.

Options explored

Partnering with squash, table tennis, martial arts into the one complex – not possible due to

car park constraints on the dedicated portion of land

Partnering with NT Netball in the development of a new indoor facility to cater for both

sports. Would need potentially a new double story car park to make the site work effectively.

Partnering with gymnastics in the development of a new indoor facility for gymnastics. This

would require the development of a multi-story car park and land allocation from Darwin Clay

Target Group’s which would mean a total relocation

Relocation of Darwin Clay Target Group to provide a large footprint for the indoor facilities for

Badminton, Netball and Gymnastics.

All options could work financially and structurally, but would require the investment into car parking

facilities and the possible relocation of Darwin Clay Target Group to free up land for multiple sports.

This is a process that requires NT Government to take a role in facilitating higher level discussions with

all clubs involved.

Benefits include:

Co-location with other sports provide benefits for parents and players

Close to major arterial roads for access

Minimal land rental costs

Long term leases are possible

Able to share property costs with other sports.

Disadvantages include:

Capital costs due to increased car parking requirements and relocation of the Darwin Clay

Target Group.

19

9.2.3 Darwin Airport Commercial Development Area

This is a large area adjacent the current Marrara Sporting facilities and was seen as a strong second

choice for members. Meetings were arranged with the Property Development Manager, Patrick

Bellot. Discussions indicated that the concept of having a multi-sport facility fits with their Master

Plan and land use strategies for the space closest to Marrara Sporting Precinct.

The Airport Board would require a formal application with documentation including service utilisation

(power, water, sewerage) to enable them to enter into formal discussions. Any agreement would

need to cover an extended period of 35 plus years with an option to increase the period of rental if

and when their lease was extended.

Options for the development include:

Ground rental arrangement which would be based on a valuation and be between 4.5% and

5.5% of total land valuation – this could be between $55,000 and $60,000 per year for the

land rental depending on the land footprint of the Centre and car parks

Premium Lease which includes the option of transferring ground rental to a lease

arrangement which enables the buyer to “purchase” the site for the duration of the Darwin

International Airport’s lease.

Power, water and sewerage charges are charged by the Darwin International Airport to their

tenants.

For the purpose of the Feasibility Study the Ground Rental option has been utilised and costed

on a conservative rate. Details are in Appendix 1.

Benefits include:

Long term lease giving NT Badminton long term site sustainability

Close proximity to other sporting venues including Marrara

Close proximity to public transport. As the area grows, access will improve.

Good access to areas of changing demographics and current membership base

A purpose designed environmentally sustainable building for multiple sports can be built to

cater for current and future needs

Owner is known as a good corporate citizen.

Disadvantages include:

Cost per year would put the Association into financial difficulties.

9.2.4 Darwin Bowls Club

The Darwin Bowling Club site has ample land to take the required size of the building together with an

additional sport such as Volley Ball. The Darwin Bowling Club is the holder of the Crown Lease. The

site is close to Darwin Middle School and Darwin Senior College and as such there could be utilisation

by the schools during the day adding to the viability of the facility. The Darwin Bowls Club would

benefit through having a shared membership with NT Badminton, improving their club’s long term

viability. There will be the opportunity next year to lodge an Expression of Interest on that site with

the Darwin Bowls Club.

20

The major concern relates to the height of the building being in excess of 14 m in sections and being

close to a scenic location near the museum and the Darwin Ski Club. Given past resident backlash over

developments in this area, gaining Development Consent Approval could be difficult. The other

concerns raised by the Darwin Bowls Club, relates to two primary concerns around car parking and the

future development of another rink area. If another rink was developed, the site would not have the

capacity for the 65 car bays they require plus the 45 – 50 car parks that Badminton would require.

Though it is a strong site, the potential car parking in the future, plus gaining community approval for a

building such as this could prove challenging in this location.

Benefits include:

Co-location with an existing club with licensed and dining facilities

Co-location with Darwin Middle School and the Senior College would be ideal for sports

development

Easy access for many players

Long term lease could be arranged with land lease payment being made. This could be up to

$30,000 per year if standard formulas are utilised.

Disadvantages include:

Gaining planning permission

Cost of land rental each year could put the Association at risk

Impact on the amenity of the area

Design would have to be altered to be in keeping with a tourism environment and be cut into

the ground to reduce the height impact.

9.2.5 Royal Agricultural Show Society Grounds

The Show Reserve is a very large parcel of land. The Sport and Active Recreation Master Plan

recommends that this area becomes the next major sporting fixture facility. This would enable the

RASNT to dual use a number of buildings that primarily are designed for sport during the Show week.

Whether or not this site could be used depends on the outcomes of the RASNT Master Plan process

which is under development currently. The site, though not in an ideal location for existing members,

has a range of benefits including good access from major arterial roads, location in regard to

Palmerston and relatively easy access from the northern suburbs.

There are several locations on the site that could be used for a Badminton/Sports facility with the

removal of other buildings on the site or locating the Centre on Hook Road in the current designated

car park area. This discussion needs to be progressed as part of the Master Planning process for the

site.

Benefits include:

Easy access for players from Palmerston, the city and the northern suburbs

Long term lease could be arranged with land lease payment being made. This could be up to

$20,000 to $25,000 per year if standard formulas are utilised.

Large site with plenty of parking potential.

21

Disadvantages include:

Master Planning process is yet to be undertaken resulting in delays around decision making

Location is not near any other sporting venue.

9.2.6 Darwin Greyhounds

This is a sizable parcel of underutilised land and Greyhound NT has been looking for an alternative use

and income stream for part of the land. The development of a sporting facility on the site could result

in further utilisation of the Club facilities.

Benefits include:

Easy access for players from Palmerston, the city and the northern suburbs

Long term lease could be arranged with land lease payment being made. This could be up to

$20,000 to $25,000 per year if standard formulas are utilised.

Large site with plenty of parking potential on-site and adjacent

Disadvantages include:

Gaming structure of the Greyhounds could be unsuitable for a co-located sport and recreation

facility.

9.2.7 Purchase of standalone building

The concept of purchasing an existing industrial building was discussed. Inspections occurred of a

number of buildings in the Winnellie/Berrimah area. The buildings inspected lacked the height

requirement of 14 metres. Potentially a suitable building could come to market. Given the size

requirements of approximately 80 meters in length and a width of approximately 30 metres plus

office, meeting and ablutions space there are very few buildings that meet these requirements.

Discussion with real-estate agents indicated that a price point of about $3.8m - $4.2 m would be

required for the base level building. The NT Badminton Association would then have to look at

potential additional amenities, lining the building and placement of air-conditioning and development

of passive cooling techniques. These alterations could potentially add another $1.8m to $2.2 m on to

the cost of the development.

A change of use requirement underneath the Planning Scheme from General Industry or Light Industry

will result in a planning application to approve the discretionary use as a Leisure and Recreation

facility.

Advantages include:

Would belong to the NT Badminton Association giving them a long term location and asset.

Disadvantages include:

Long term commitment to expenditure to upgrade the facility to a national standard

In the middle of an Industrial area

Parking could be an issue

Payment of the up-front purchase and modifications.

22

9.3 Summary Potentially Marrara is still the preferred location for the development of a new facility and

negotiations need to continue with Government over potential locations and with other sporting

organisations over co-location with an existing facility. This would mean a potential capital spend of

$7,112,000 plus for an extension to an existing facility.

The second option is either the Greyhounds or Royal Agriculture Show Grounds Reserve which would

be a standalone building with other associated sporting groups at a potential spend of $8,340,000

plus. This will need to wait on the results of the Master Plan for the site.

The Darwin Airport Development site is probably the best alternative for the Badminton Centre but

the cost of the lease of the site will be prohibitive for the organisation to sustain in the short to

medium term. Unless the Government bought the lease outright for about $1.4 to $1.6 m this is not a

financially sustainable option.

The Darwin Bowls Club site is an excellent site but community concerns around the amenity of the

area being affected by what is three to four storey high shed being erected and interfering with the

ambiance of the area may very well rule the site out.

10 Design Requirements

The following building requirements take into consideration the National and International

competition design requirements and the requirements of members to have a multi-use facility and be

fully accessible for players with a wide range of motility’s.

10.1 Building spaces The initial design of the building has been done to allow for Badminton activities at the core of the

building because of the height requirement of minimum clear height of 10 meters to allow for national

and low level international standard playing space. There is a preferred height of 14 meters for

international standard competition. The design generally allows for Badminton to be surrounded by

other sports assisting in protecting the high walls from high levels of heat. This will reduce the air

conditioning costs and assist any passive design substantially in the future.

10.1.1 Badminton Space

ProShop with store room – space to allow for stringing of rackets minimum 20m square

plus store space

Kiosk with small preparation kitchen and dry store

Office space 15 m square x 2

Meeting room – suitable for 20 people seated or as a medical centre during competitions

IT room – centrally located

Toilets and change rooms, public toilets, disabled toilet located to allow all sports access

General store room for Badminton

Ten courts each court 17.4 x 9.1 with ten courts being 14 meters high clear with passive

cooling design.

Spectator area to be behind glass to allow for ventilation and air-conditioning

Sprung floor

23

General low level spectator space along walls of the main building but well back form the

space allowed for player run over and in a manner as to not impact on the players’ vision.

10.1.2 Other Sports

The following dedicated spaces have been allowed for each sport, spaces such as warm-up gym, public

toilets, IT Room, showers, meeting room, ProShop and kiosk will all be shared space.

15 m 2 office space for each sport

Store room for each sport of approximately 20 m2

Playing space for each sport.

10.1.3 Shared environment benefits

The benefits of a shared facility means that key infrastructure such as the meeting/training room,

kiosk, ProShop, toilets, showers, store rooms and public toilets can form the core facility and these

spaces can be shared and generate income for multiple sports. The other saving operationally is one

person can manage the facility on behalf of multiple sports.

The other benefit is that other sports which require a sprung floor can share the facility during low

times, sports such as aerobics, fitness classes, yoga and many other smaller sports. A joint facility

could cater for up to four or five different sports or sports groups with good management.

10.1.4 Specific Elements

Ridge capping to be vented to reduce heat in main stadium area that is vented into the

roof cavity and designed to have cooler air flow through the wall cavity

Eave overhang to be a minimum of 1200mm to minimise heat during 10:00 a.m. to 2:00

p.m. to sides of the building

Wall shading from adjacent sport area

No skylights and no windows in order to prevent eye-line pollution

Ceiling to be a minimum of 10 metres high clear – a section of 14m high for international

standard

Spacing around courts to be to international standards

Access to spectator area to be considered

Option of a sprung floor.

10.1.5 Fit-out

Minimal air flow as per the standards – fans and air conditioning allowed to all areas with

zoned control to all spaces

Lighting to National Badminton standards, should be zoned lighting to allow for individual

court lighting. Consider maintenance of lighting and how to address changing of

globes/tubes

Courts to be individually wired for light switching to permit remote switching of lights

Security card system to all major segments of the building

Security camera system to all key areas and external spaces

Full disabled signage

LED lighting to all non playing spaces

Acoustic qualities - utilising of specialist acoustic materials which do not distract players

but blend with the playing environment.

24

10.1.6 Environmental requirements

Solar power hot water

Solar power panels to maximise day time power saving

Insulation and sisalation to all ceiling and wall cavities

All ceiling to be lined to reduce heat

Public address system to each of the dedicated areas for competition and evacuation

purposes.

10.1.7 External Elements

Car parking to fit requirements under the Planning Scheme

Landscaping to side walls to reduce heat

Bike racks

The general building spaces should abut on to the court area to provide additional

insulation for the walls ie barn like structures

Bike paths and foot paths to main entrance

CCTV for security of night players to car parks and access walkways

Card swipe access linked to automated payment system

Night time securing and car parking lighting.

10.2 Initial layouts

Work was completed on several layouts in the past, we have taken these layouts and made several

adjustments to the buildings. The first being the alteration of the material used from hi-tech

expensive cladding products to more realistically priced products with additional insulation and

sisalation applied. The core of the building is enclosed in an envelope of other sports reducing the

heat absorption on to the large walls. Ideally landscaping should shade the remaining walls to reduce

the overall heat transference into the building. This will assist in reducing the air conditioning costs

over a period of years.

The layouts take into consideration the need to share facilities with other sports to make the

management of the building cost effective. The layout shown is a starting point and needs to be

refined with the various sports involved.

These layouts were produced to assist with the costs and to gain an understanding of the spaces

required and potential layouts. Once the final partners in the occupancy of the building have been

confirmed the design needs to be adjusted to allow for some separation of activity. It is envisaged

that up to four courts can be multi-use with the lights being able to be folded up. This flexible option

will enable use during major planned events such as national or international competitions.

The eventual final layout may have the core facilities in a different location and two large spaces

similar to this for other sports. The court areas would be divided into a six and four configuration

allowing for varying ceiling heights.

25

A full set of plans with Elevations is included in Appendix 3.

10.3 Costs

The initial costs have been completed by QS Services based on the above layout with two options at

June 2016 rates with 24 months escalation to allow for final design, tendering and construction period.

The project will need to be re-costed with a final design and site plan to ensure rates are accurate,

with the relevant escalations taken into consideration.

Option 1 included the total project plus air-conditioning and site works $ 8,340,542.42

Option 2 included just the core for NT Badminton requirements.

With air-conditioning, some passive cooling and site works. $ 7,112,392.25

A detailed table is included in Appendix 2 of the cost of construction and on costs. Given the cost

difference it makes financial sense to combine a number of sports in the one multi-user facility as it

reduces the overall costs substantially.

10.4 Budget and financial estimates

Using the financial reports / Audits for the past two years a draft budget has been prepared to show

the capacity to meet increasing operating costs of a new facility.

The budget estimates have to be based on the following income assumptions:

Fundraising will remain small, and effort put in to increasing utilisation

Interest rate will remain low as so will interest income

The Sports grant will remain the same over future years

That membership fees will remain around the same around $80 and $60 so as to attract new

members

That hourly court hire charges will increase by about 10% each year

26

This income then builds

The expenditure estimated has been based on past trading and some assumptions:

Utilities expense at the current facilities go up as utilisation improves

Rent remains at the agreed amount

Repairs and Maintenance which includes court improvement remains high at around $20,000

per year

Personnel or wages for development office / ProShop have been included from 2016/17 on

Member expenses, fees and tournaments have increased slightly

Administration which includes Audit, promotion, computers, insurance, bank fees have

increased slightly.

The overall budget strategy is to increase utilisation (more court hour hire) and increase the hire fee

each year. This is the main driver for income generation and a way of covering the overhead costs and

returning a surplus.

The part time Marketing and Development officer will work with schools in the Darwin, Palmerston,

Katherine, Alice Springs and Tennant Creek areas to grow the number of players and the number of

teams playing the sport in both a social and competitive environment. There will be further

development of relations between the Club at CDU and the Darwin facility to again provide support to

grow the number of social and competitive players.

The surplus generated through increased activity can be added to the existing reserves in the bank and

be seen as a co-

contribution

towards a new or

improved centre.

Very often having

a substantial cash

contribution to

make to a request

for funds from

Government can

make all the

difference to a

request.

2013 14 2014 15 2015 16 2016 17 2017 18 2018 19

Total Number Court Hire 2,100 1,800 2,900 3,200 3,600 4,000

Court Hire Income 33,381 29,889 48,000 57,615 78,305 96,450

Average Court Hire Fee/hr 15.90 16.61 16.55 18.00 21.75 24.11

27

Days/year 350 350 350

Court hs/day 8 10 11

Total Cour Hrs 2,900 3,500 3,850

Agv Hr / Hire fee 18 22 25

Total Hire fees 52,200 77,000 96,250

Income Model

Est hrs Av/day Courts

Total Av Cr

/hr Est Day / Yr

Est Total Crt

/hrs

Est Centre hrs available 14 6 84 350 29,400

Target usage 4,000

Estimated % utilisation 14%

Current usage 2,900

Estimated % utilisation 10%

The following graphic shows the expected income by category by year. Continued surpluses will

continue to build

balance in balance

sheet and bank.

While these are draft

budgets and

estimates, they will

become more

accurate and robust

as:

The actual data for 2015/16 is included

Decisions by the Management Committee set court hire fees and membership fees

Membership increases

Increased court utilisation start to impact on the income stream.

10.5 Current court utilisation estimates

There are a number of assumptions, firstly that 14 hours a day is a reasonable hire time multiplied by

the number of courts to give the potential number of court hires available per day. If 350 day a year is

a reasonable assumption then there are around 30,000 court hire hours available per year.

This then puts current estimated utilisation at around 10%. If the number of court hires can be

increased to 4,000 per year this would be about 14% utilisation.

Using a basic model of 350 days a year

available, and three options for court

hire per day provides a target number of

court hires per year, then this is then

multiplied by the average court hire cost

(a mix of full fee and discount hire

charges)

28

Draft Income and Expenditure Estimates by year based upon membership and court hire numbers per

year.

10.6 Estimated Income and Expenditure by year

This table provides a summary of income expenses by year, this will be adjusted as new actual figures

for 2016/17 are available.

2013 14 2014 15 2015 16 2016 17 2017 18 2018 19

Fundraising 11,610 1,589 6,600 1,800 2,400 3,400

Interest 3,568 3,183 1,500 1,500 1,500 1,500

Net income from Trading 2,500 3,750 4,000

Grant 51,500 36,500 36,000 36,000 36,000 36,000

Membership 18,147 29,182 16,800 21,600 29,250 38,500

Court Hire 33,381 29,889 48,000 57,615 78,305 96,450

Total Income 118,206 100,343 108,900 121,015 151,205 179,850

Centre Operational Costs

Utilities 5,000 9,000 10,000 11,000 12,000 13,000

Rent 6,000 15,000 20,000 20,000 20,000 20,000

Repairs & Maint 41,000 18,000 20,000 22,000 24,000 15,000

Personnel 15,000 30,000 40,000

Member Exp 23,000 23,000 23,000 26,000 30,000 35,000

Adminstration 20,000 24,000 25,000 25,000 28,000 30,000

Total Operational Exp 95,000 89,000 98,000 119,000 144,000 153,000

Surplus / Loss 23,206 11,343 10,900 2,015 7,205 26,850

29

2016 17 2017 18 2018 19

Sales 25,000 37,500 50,000

Avg Cost of sales 17,500 26,250 35,000

Gross Profit 7,500 11,250 15,000

Wages 4,000 6,000 9,000

Other Exp 1,000 1,500 2,000

Total Exp 5,000 7,500 11,000

Surplus / Loss 2,500 3,750 4,000

Pro Shop Model

10.7 ProShop Trading The establishment of a ProShop for sales of drinks, shuttles and accessories and racquet stringing will

provide an opportunity for the centre to have a person working part time in the ProShop.

Sales have been conservatively

estimated at around $500 a week in

2016/17 increasing to $750 per week in

2017/18 and to around $1,000 per week

in 2018/19.

The simple model opposite assumes an

average mark up of 50% giving a 30%

gross profit margin.

Some wages and expenses are provided

for with a small surplus show in the

estimated income for the three years

2016/7 on.

The major benefit of having a person in the ProShop is payment of fees for the court hire and having a

face for the organisation that is able to promote competitions and activities of the organisation.

Separate to the Marketing and Development Officer who needs to concentrate on growing Clubs,

developing the sport and promotion of activities and completions.

30

Appendix 1 – Location Analysis

Albatross Street Winnellie This is the current venue and the NT Government is paying a lease fee of $140,000 per year with a 15%

contribution from NT Badminton. Some short term work is going to occur in the venue to make it

more suitable for the Club and improve their ability to increase membership and income.

As a long term option the venue will reach capacity for each night of the week within the next year

and day time capacity demand will increase. Several of the Clubs and social players currently play

during the day. This use will increase as the schools come on-line.

Expansion to the venue next door is a possibility but the Lease arrangements would mean that the

Club would have to find and additional $140,000 per year to cover the extended lease arrangements.

If half the space was leased it would still equate to an additional $70,000 per year which is beyond the

capability of the Club’s current or potential resources.

It should also be noted that post 2019 that the NT Government may not want to extend the lease and

the Club would be forced to pick up the additional $140,000 per year.

Albatross Street Criteria Status

Zoning Industrial

Access Drive location, access from rear and from of the building, mobility access available from the car park No other sport in the area – stand alone facility

Parking Parking at the front and rear

Ownership Owned by others

Rental Rental $140,000 per year including GST, lease in place with CPI and racquet clause, Licence to occupy currently in place In order to grow an additional $140,000 per year will be required for additional court space or to share with another sport

Site notes Generally good size venue, though does not meet national standards due to space between each court and height constraints. No air conditioning or passive cooling and venue can be uncomfortable during the build up and the wet. This has meant it is difficult to attract members during the wet. The venue will need expanding within two years.

Utilities Power, water and sewerage to site

Sustainability Not financially sustainable in the mid to long term

31

10.7.1 Marrara Sports Grounds

This is the preferred location for NT Badminton. This is due to the primary catchment area for the

sport being in the Northern Suburbs and families often play multiple sports and the current location is

difficult for Badminton to attract additional players. An assessment of the available areas indicated

the only way forward is to share a space with other sports. Options include:

Netball NT – would need some expansion into the Darwin Clay Target Group’s area

Squash NT – limited car parking space, if car parking could be addressed an ideal partnership.

10.7.2 Darwin Airport Commercial Development Area

Darwin Airport Commercial Development area Criteria Status

Access The area suggested is close to Osgood Drive and direct access off of McMillians Road, still quite difficult to get to by public transport. Close to Marrara which provides opportunities for families, close to other recreational activities being developed at the precinct which could have good potential to grow membership

Parking Parking would be developed in conjunction with the site development

Ownership Darwin International Airport Corporation on a ground rental lease agreement for approximately 35 years with the option to extend depending on the Corporation’s lease. Potential for a future lease buy for the land. Though the Corporation is very much business focused they are also good corporate citizens.

Rental Payment of a rental rate on the land each year between 4.5% and 5.5 of land value could equate to around $50,000 to $60,000 land rental per year. This would have a major impact on the sustainability of the Asoication and would require a number of clubs to support Badminton to make it affordable.

Site notes Site is reasonably flat with some minimal slope, access to all services is good and any upgrades of power, water or sewerage would have to be included in the development costs Good tree coverage some of which could be retained. Ground rental would cover the area required for the development. There are not lots on this site they are created as needed.

Utilities Access to power, water, sewerage and data lines – may need some upgrading depending on the usage levels, this would be determined during the design stage.

Sustainability Site would have a long term ground rental lease in place. The Corporation has a strong environmental sustainability policy and they would encourage the installation of solar power to the site for energy use and would also encourage water catchment. This would impact on the capital costs.

32

10.7.3 Darwin Bowls Club

An expression of interest process will be instigated early next year.

Darwin Bowls Club Criteria Status

Zoning Organised Recreational activities

Access Good access on bus routes for beach side suburbs and links to northern suburbs Close to Darwin Middle School and Darwin Senior College for day use of facilities

Parking Parking spaces would need to be developed in conjunction with Darwin Bowl Club to cover the needs of both organisations. Both would require peak parking after hours. Currently Darwin Bowls Club requires 65 car parking bays plus another 45 – 50 car parks for the Badminton. This requirement would fill the site.

Ownership Darwin Bowling Club with a crown lease in perpetuity with 45 years before renewal

Rental A land rental arrangement would need to be determined in conjunction with the Darwin Bowls Club

Site notes The site has the capacity to take an 80 x 40 additional building and the car parks which would be required. Storm Surge risk, the design of any building would have to ensure it was above the Storm Surge line. The height factor would need to be carefully designed not to impact unduly on the site. Suggesting a portion of the building would have to be dug into the ground to reduce the impact of the building. The major concern is if an additional bowling rink was required for Darwin’s Bowls Club, car parking could become a major constraint. With a maximum height of over 14 meters this may not been seen as a logical site for residents in the area.

Utilities There is access to power, water, sewerage and telecommunications for the site

Sustainability Site would have a long term ground rental lease in place.

33

10.7.4 Royal Agricultural Show Society Grounds

The Show Society is currently developing a Master Plan for the site which will include other users.

Royal Agricultural Show Society Grounds Criteria Status

Zoning Organised Recreation activities

Access Good access off the Stuart Highway and close to Amy Johnson for access and links to Tiger Brenan Drive

Parking Ample parking space on the site generally

Ownership Crown Lease in Perpetuity

Rental There would be a ground rental fee which would need to be paid to the RASNT for the use of the land

Site notes RASNT are currently developing their Master Plan and this could be in conjunction with Greyhound NT. Until the Master Plan process has been finished and a proposed layout of the area is decided a decision cannot be made on this site. Access would be an issue which would have to be dealt with along with down time during the show period. This time would need to be minimised to 10 days per year Alternatively the centre could be built adjacent the car yard on Hook Road or in the members car park to provide direct access off of the Stuart Highway.

Utilities Power, water and sewerage are available on site, though there are some problems around sewerage line capacity in the area

Sustainability Site would have a long term lease in place with conditions to allow for multiple sports to be organised in the one building.

34

10.7.5 Greyhound NT

Greyhound NT Criteria Status

Zoning Organised Recreational activities

Access Good access off the Stuart Highway and close to Amy Johnson for access and links to Tiger Brenan Drive access off of Hook Road

Parking Ample parking on site, but needs to be structured

Ownership Crown Lease in Perpetuity to Greyhound NT

Rental There would be a ground rental fee which would need to be paid to the Greyhound NT for the use of the land

Site notes The site is flat and has a sizable proportion of unused land that could be utilised for sport and commercial activities. More work needs to be undertaken on assessing this site as it has perhaps the greatest potential apart from Marrara Sporting Precinct.

Utilities Power, water sewerage available, some upgrade of sewerage capacity may be required.

Sustainability Site would have a long term lease in place with conditions to allow for multiple sports to be organised in the one building and possible extensions to the building over the years.

35

Appendix 2 Costs

The following figures were produced by QS Service Pty Ltd based on the drawings within this

document. It should be noted that before final funding is allocated these figures need to be updated

with the relevant site drawings to take into consideration car parking, landscaping, contours of the

land and any design changes such as solar power, lining of the court area, or changes to the general

layout.

SPORT COMPLEX Option 1 Option 2

Substructure

$ 1,380,940.00 $ 1,087,990.00

Superstructure Columns

$ 109,740.00 $ 100,740.00

Framing and Sheeting

$ 852,956.00 $ 695,930.00

Roof Ventilating System

$ 50,160.00 $ 50,160.00

Suspended Slab

$ 99,275.00 $ 65,450.00

Stairs

$ 24,000.00 $ 24,000.00

Balustrade

$ 43,750.00 $ 38,050.00

External Walls

$ 466,920.00 $ 403,400.00

Girts

$ 162,430.00 $ 140,310.00

External Windows

$ 69,000.00 $ 67,350.00

External Doors

$ 13,759.00 $ 13,759.00

Internal Walls

$ 126,304.00 $ 122,344.00

Internal Windows

$ 3,040.00

Internal Doors

$ 15,430.00 $ 12,310.00

Finishes Floor Finishes

$ 151,213.00 $ 121,077.00

Wall Finishes

$ 18,625.00 $ 18,625.00

Internal Ceiling Finishes

$ 16,800.00 $ 15,825.00

Fittings & Fixtures Various fixed items

$ 226,865.00 $ 172,465.00

Services Plumbing and drainage services $ 95,533.00 $ 95,533.00

Electrical Services Services and data

$ 435,814.00 $ 332,814.00

Fire Services Services to all areas

$ 7,437.00 $ 4,903.00

Mechanical Services Office areas

$ 29,283.00 $ 29,283.00

Court Space Alternate figures

$ 400,000.00 $ 400,000.00

External Services Fire, electrical etc

$ 105,000.00 $ 105,000.00

Car parking landscaping

$ 138,465.00 $ 138,465.00

Total

$ 5,039,699.00 $ 4,258,823.00

Preliminaries 10% 10 $ 503,969.90 $ 425,882.30

36

Total

$ 5,543,668.90 $ 4,684,705.30

Builders Overheads 7% 7 $ 388,056.82 $ 327,929.37

Total

$ 5,931,725.72 $ 5,012,634.67

Design contingencies 10% 10 $ 593,172.57 $ 501,263.47

Total

$ 6,524,898.30 $ 5,513,898.14

Escalation July 2018

$ 315,936.00 $ 315,936.00

Escalation 9 months Construction $ 60,877.00 $ 60,877.00

Total

$ 6,901,711.30 $ 5,890,711.14

NCCP and WASSEP Fees

$ 50,000.00 $ 40,000.00

Project Management Fees

$ 188,000.00 $ 178,800.00

Design Consultants Fees

$ 435,000.00 $ 350,000.00

NT Build Levy $ 7,600.00 $ 6,300.00

Total $ 7,582,311.30 $ 6,465,811.14

GST $ 758,231.13 $ 646,581.11

Total

$ 8,340,542.42 $ 7,112,392.25

Note:

This costing is for a 10 meter high building, ideally to meet international standards a section of this

building would need to be 14 meters high. The passive air cooling system will need to be designed to

reduce the temperature to about the 25-26 degree mark it is not necessary to have the temperatures

at the 22 or 23 degree market.

Car parking has been estimated based on a ground level car park only. The reality of the any Marrara

site is that the car parking really needs to be multi story and if it is linked to the main building this can

provide extensive shade to one wall of the building reducing the air conditioning costs substantially.

Appendix 3

38

39

40

41