East Pilbara Community Facilities Plan

East Pilbara Community Facilities Plan

Community Facilities Plan

Client

Shire of East Pilbara

Project Purpose

The aim of the Community Facilities Plan (CFP) is to provide a strategic and evidence-based framework to guide the Shire’s planning (and provision) of community facilities, to ensure they are functional, accessible and fit for purpose in the townsites of Marble Bar, Newman and Nullagine.

The CFP seeks to:

  • Review existing documents used in the planning for community facilities and, where relevant, provide recommendations for existing or new documentation.
  • Review existing standards for the provision of public open space and buildings, and make recommendations for future action.
  • Identify potential gaps or overprovisioning of community facilities.
  • Provide a plan for implementation through renewals, upgrades, adaptive re-use or new community facilities provision. Adversely, this may include decommissioning and demolition.

The CFP focuses on the following types of community facilities:

  • Parks, playgrounds and associated infrastructure.
  • Sporting opening space and associated buildings.
  • Libraries, community centres, youth centres and other community buildings.
  • Aquatic and recreation facilities.

Project Outcomes

In regional and remote areas such as Newman, Marble Bar, and Nullagine, community facilities often need to be brought up to modern standards to ensure equitable access for the catchment population. Providing the community with accessible, functional and fit-for-purpose community facilities is an important factor in supporting and retaining the population.

Most of the audited facilities were in serviceable condition, notwithstanding quality and compliance issues. It is evident that the Shire needs to improve:

  • Accessibility and connectivity.
  • Personal safety and security. « Environmental sustainable design initiatives. « Consistency of infrastructure and build quality. « Diversity of opportunities.
  • User comfort.
  • Feel and welcomeness.

In total, there were 35 built form projects, six recommendations involving the need to develop strategic planning documentation and seven involving internal/ operational actions. Each recommendation was allocated a timeframe of short, medium and long-term.

The CFP is to be used as a mechanism for the planning and development of the Shire’s community facilities. This includes renewals, upgrades and decommissioning or new community facilities – where evidence-based need has been determined. Aquatic and recreation facilities.

Lake Macquarie Aquatic Facilities Strategy

Lake Macquarie Aquatic Facilities Strategy

Lake Macquarie Active Recreation Strategy

Client

Lake Macquarie City Council

Project Purpose

Lake Macquarie City Council appointed Otium to develop its new Aquatic Facilities Strategy, replacing the existing and outdated service delivery model. The Council owns and manages six aquatic centres, and this strategy provides strategic direction for their provision, development and management for the next 20 years.

Otium’s Role

Otium combined its industry expertise with a variety of engagement activities to understand the key challenges within the network and identify the future needs within Lake Macquarie.

Project Outcomes

The Strategy has provided Council with a comprehensive planning framework that:

  • Considers the public and private supply of aquatic centres and pools within their municipality.
  • Is guided by Council’s vision for their residents to have access to an integrated, diverse, inclusive, sustainable and modern network of swim centres that support active lifestyles, value swimming as a life skill and provide opportunities for social and community connection.
  • Is based upon an Aquatic Facility Network Hierarchy that identifies their centres as regional, citywide, or district serving.
  • Contains an evidence-based and prioritised action plan.
  • Provides centre-specific actions that identify the future direction and investment needed for each centre.
  • Implementation and review process.

Lake Macquarie Active Recreation Strategy

Lake Macquarie Active Recreation Strategy

Lake Macquarie Active Recreation Strategy

Client

Lake Macquarie City Council

Project Purpose

Lake Macquarie City Council appointed Otium to prepare its Active Recreation Strategy. Through best practice research, it will inform future planning, infrastructure provision, priorities, and programming to support community participation in active recreation activities.

Otium’s Role

  • Lead various engagement activities, including community workshops, community surveys and intercept surveys.
  • Conducted thorough research and analysis.

Project Outcomes

  • Analysis of their existing active recreation facilities.
  • Development of principles to guide the future planning, design, activation and management of the active recreation network.
  • An active recreation hierarchy that provides the required accessibility, components, location and settings, provision rates, and supporting infrastructure for their district and neighbourhood hubs, ensuring research-based quantities are met.
  • The Action Plan, covering seven themes and more objectives, is listed with their priority of implementation.
  • A monitoring and evaluation plan for Council to monitor the success of any implemented actions.

Kiwa Pools Operational Review and Future Facility Feasibility Options

Kiwa Pools Operational Review and Future Facility Feasibility Options

Kiwa Pools Operational Review and Future Facility Feasibility Options

Client

Gisborne District Council (New Zealand)

Project Purpose

Kiwa Pools was conceived as a flagship aquatic and community wellbeing hub for the people of Tairāwhiti, Gisborne. Otium was engaged to undertake a comprehensive operational review and develop a future facility options feasibility study, with the goal of optimising financial performance, enhancing community outcomes, and guiding sustainable, staged investment for the long-term future of Kiwa Pools and its precinct.

Otium’s Role

  • Comprehensive operational and financial review, benchmarking against national and international best practice.
  • Development of a robust, staged feasibility study, including 30-year financial benefits modelling.
  • Strategic advice on governance, management, and asset planning.
  • Facilitation of deep stakeholder and mana whenua engagement.
  • Implementation support for operational improvements and transition to in-house service delivery.

Project Outcomes

  • The operational review identified and implemented key operational improvements which led to enhanced customer experience and improved cost recovery without compromising community access.
  • The feasibility study delivered a staged roadmap for future investment. Each scenario was supported by detailed spatial overlays, cost estimates, and benefits modelling, ensuring Council could make informed, future-proofed decisions.

Project Challenges/Key Learnings

  • The project faced the challenge of balancing a region with high socio-economic deprivation and a young, diverse population with cost recovery.
  • Embedding the local Māori narrative was central to the project’s success. Otium worked in partnership with mana whenua to ensure facility design, programming and storytelling authentically reflected the region’s identity.
  • Otium’s process was underpinned by deep engagement with Council, staff, user groups and the wider community. This collaborative approach ensured that all voices were heard and that solutions were both ambitious and grounded in local realities.

Community Benefits

  • The revitalised outdoor areas provide safe and fun leisure and recreation opportunities for people of all ages.
  • An enhanced operating model ensures that prices are kept at a minimum to promote community access.
Jubilee Park Stadium Management Lease

Jubilee Park Stadium Management Lease

Jubilee Park Stadium Management Lease

Client

Frankston City Council

Project Capital Cost

$35 million

Otium’s Role

  • To determine and review the potential management models for the management and operation of the centre.
  • Review and assessment of the risks, benefits and financial impact of each option.
  • Recommendation to Council of the preferred option.
  • Funding for the stadium has been secured, and the project is currently at the detailed design stage.