WaterMarc

Built and Owned by Banyule City

Council
Managed by Belgravia Leisure
Designed by Peddle Thorp Architects
Melbourne
Agenda:
• Welcome and Housekeeping
• Presentation:
• Peter Brook-PTA Melbourne
• Drew Hildebrandt-Regional
Manager Belgravia Leisure
• Tom Zappulla- Banyule City
Council
• Tour of WaterMarc
• Question Time
 In the Beginning:
• Greensborough was an outdoor
facility with a 50m (diving boards),
LTS and Toddler pool.
• Seasonal
• Based in a State Government
directed Activity Centre
• The RALC project was originally in
partnership with Lend Lease.
 Project Background:
• Regional Aquatic and Leisure Centre
funded by State Government, Federal
Government and Banyule City Council.
• Built by Banyule, designed by Peddle
Thorpe Architects and constructed by
ADCO constructions
• 20 Month build Time
• Budget: $49.3 Million including Civil, Town
Square and Greensborough Walk.($42 Mill
for WaterMarc)
 Features:
• Health Club with over 120 pieces of equipment (850 sq m)
• 3 Group exercise studios – group fitness, wellness & cycle studios
• 50 metre indoor pool which can be converted to 2 x 25m pools
• Learn to swim pool
• Leisure/toddler pool
• Australia FIRST tantrum alley water slide
• Huge water play space including a ‘zero depth’ play area
• Warm water program pool
• Spa, steam and sauna
• Childcare
• Personal Training
• Café (Leased)
• Community spaces and meeting rooms
• Community Hub
• Future Proofed for further offices.
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ESD:
Incorporated features:
Shaded windows
Building shell insulation – 2.2 R value for walls, 1.5 R value for pool hall floor
Solar hot water – 1200 evacuated tubes across 40 panels
Energy efficient heating, ventilation and air conditioning (HVAC)
Double Glazed windows
Pool backwash water stored
200kL rainwater harvesting for toilet flushing and plant irrigation
Energy efficient lighting – T5s,
Greensborough Walk lights T5
Skylights for pool hall
Motion sensors for lights in some change rooms
Fans to circulate air in pool hall
Water efficient taps, toilets and showers including sensor controlled showers
A 334 kWe Scmitt Enertec cogeneration plant will be installed this year by Total Energy Solutions. Including a one year
defects liability period and a further three year maintenance arrangement, this will cost about $700,000, annual estimated
savings are:
 2,800 tonnes of emissions
 $175,000 in energy costs
5 year payback
Management and Procurement:
• Council completed a thorough Management
modelling process. Variety of options
• EOI and restricted Tender process.
• 3 year Contract with no extensions.
• Data Gathering for Council
• 3 year contract with Locked in Costs such as
utilities, equipment rentals etc.
• Shared maintenance costs.
• Council engages service contracts.
• Major procurement completed by Council.
Management Set Up:
Relationship with Council:
• Joint Marketing and promotional strategies
• Tender and procurement processes (gym, POS,
cleaning)
• Weekly meetings – weekly updates
• Event management (grand opening, youth events,
food and wine festival)
• Accommodating BL needs – training and health
consultation space.
• Managing works and defects – communication
strategies, open and honest approach to problem
solving.
• Supporting Banyule programs and grants
Staff Recruitment:
• Manager on site January 2012
• Management team recruited early 2012
• Unique management positions Customer Experience /
Relationship and Events / Sales and Marketing
• Over 230 Staff employed – over 200 casual staff , 13 FT
staff
• Extensive interview processes (support from council)
• Development of operational manuals specific to the
site
• Training and induction programs
• Pre sale for memberships / swim school began March 1
2012
• Member inductions / consultations – for training
purposes and to ease early congestion
Staff recruitment:
Staff nos. at opening Staff nos.
Area
(5 Sept 2012) current

Customer Service 19 21
Swim School 30 45
Program staff 0 6
Gym instructors 12 13
Group Exercise 50 42
Childcare 9 9
Lifeguard / DM 85 120
Memberships 5 5

Admin/Management 11 14

Total 221 275

Awareness and Promotion:
• Pre sale for memberships / swim school
began March 1 2012
• Domination of social media / web
• Major outreach and promotional campaigns
• Communication with schools / sports groups /
other groups
• Location of sales office
• Radio / TV opportunities / celebrities
Successes:
• Community Consultation Group
• Facility Opening within Budget
• Reinvigoration of Greensborough
• Employment opportunities
• Local and Regional Attendances

• Over 3,000 members on day 1

• 1,000 swim school students
• Over 4,000 visitors on the opening day
• 900 memberships sold in first month of
operation.
Successes:
• Over 5,000 members today
• Nearly 2,000 swim school students
• Over $1,000,000 in waterslide related income
in first year.
• Over 60 schools have visited.
• Over 750,000 visits first year.
• Casual user demographics – global use
Attendances – casual suburb breakdown:
Suburb Rank Suburb Rank Suburb Rank
G'BOROUGH/ST HELENA 1 MILL PARK 11 ARTHURS CREEK 21
ELTHAM 2 SOUTH MORANG 12 COBURG 22
BUNDOORA 3 KEON PARK 13 RINGWOOD 23
MACLEOD 4 PRESTON 14 COOLAROO 24
ROSANNA/HEIDELBERG 5 EPPING 15 ALBURY / WODONGA 25
DOREEN/MERNDA 6 IVANHOE 16 LOWER PLENTY 26
DIAMOND CREEK 7 TEMPLESTOWE 17 THOMASTOWN 27
WATSONIA 8 DONCASTER EAST 18 MELBOURNE 28
CRAIGIEBURN 9 LALOR 19 NORTHCOTE 29
MONTMORENCY 10 BELLFIELD 20 BRUCES CREEK 30

• Strong presence from Hume, Nillumbik, Darebin and Whittlesea

• Albury / Wodonga shows the northern location appeals to the
travellers coming from the northern regional areas.
Meeting the local needs - Members
Suburb % G'borough/St
Helena
G’borough/St Helena 40.7% Eltham/Research

Eltham/Research 7.8% Watsonia

Watsonia 7.3% Bundoora

Bundoora 6.4% Montmorency

Yallambie/Macleod
Montmorency 5.9%
Diamond Creek
Yallambie/Macleod 5.8%
Rosanna/Heidelberg
Diamond Creek 4.7%
Doreen/Mernda
Rosanna/Heidelberg 3.8%
Lower Plenty
Doreen/Mernda 2.6% Plenty
Lower Plenty 2.3%
Plenty 2.1%
Mill Park 1.1%
Yarrambat 0.7%
Other 8.8%
Meeting the local needs – aquatic education

Suburb %
G'borough/St Helena
G’borough/St Helena 27.33%
Mernda/Doreen
Mernda/Doreen 10.20%
Watsonia
Watsonia 8.93% Yallambie
Yallambie 8.20% Bundoora
Bundoora 8.07% Rosanna/Heidelberg

Rosanna/Heidelberg 6.80% Eltham/Research

Eltham/Research 6.00% Diamond Creek

Montmorency
Diamond Creek 4.87%
South Morang
Montmorency 4.07%
Mill Park
South Morang 2.07% Lower Plenty
Mill Park 1.67% Hurstbridge
Lower Plenty 1.60% Other

Hurstbridge 1.47%
Other 8.73%
Key Learnings:
• Leisure Rep on project team
• Cut lunch and a Compass
• In House project team- Each to their own though.
• Early set up/Start up processes
• Coordination of drawings
• Paper trail
• Thorough attention to lead time when ordering supplies and
equipment critical.
• POS tender must come prior to fit out of
technology/access control.
• Must have a council engineer or project manager
pushing the rectification of defects for that entire 12 month period.
Key Learnings:
• Source local where possible-cost implications
• Access control – key changes to eliminate bleed and ensure
smooth installation
• Soft Fall options and preparation
• Retail area should not be passed the point of purchase.
Should be prior to the reception desk
• Café not visible from main entry points and avoids traffic flow
• Organise your Telecommunications and Utilities before you
think they should be arranged!
• Cogen as main build
• Innovati includes risk!