MANAGEMENT AND BUSINESS OPERATIONS
REVIEW OF PENRITH VALLEY REGIONAL
SPORTS CENTRE
FINAL REPORT
APRIL 2025
Prepared by Otium Planning Group Pty Ltd
www.otiumplanning.com.au
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Document History
Document Version Date
Checked
Distribution
Recipient
1.0 Draft Report
31 January 2025
B. Mackay
Penrith City
A. Robinson
K. Maddock
Council
2.0 Final Report
4 April 2025
B. Mackay
Penrith City
A. Robinson
K. Maddock
Council
© 2025 Otium Planning Group Pty Ltd. This document may only be used for the purposes for which it
was commissioned and in accordance with the terms of engagement for the commission.
Acknowledgement
Project Acknowledgement
Otium Planning Group would like to recognise the staff and representatives from the Penrith City Council,
Penrith Valley Regional Sports Centre Ltd, and the Penrith District Basketball Association for their expertise
and contributions to this project.
Their valuable insights and feedback have been crucial in shaping the findings of this report.
Acknowledgement of Country
Wominjeka
We acknowledge and pay respect to the Darug and Gundungarra people, the traditional owners in which
the Penrith Local Government Area is situated. We also pay our respects to their elders, past, present, and
emerging.
We acknowledge Aboriginal people as the original inhabitants of the land and their long and continuing
connection to Country.
We are committed to national reconciliation and respect for indigenous peoples’ unique cultural and
spiritual relationships to the land and waters, and their rich contribution to society.
Otium Planning Group Local Understanding Global Knowledge Trusted Advice
Page i
Contents
Acknowledgement ............................................................................................................................................... i
1.
Executive Summary ................................................................................................................................. 1
1.1
Key Operational Review Findings .................................................................................................. 1
1.1.1
Asset Management ........................................................................................................ 1
1.1.2
Participation and Usage ................................................................................................. 1
1.1.3
Customer Service ........................................................................................................... 1
1.1.4
Financial Performance ................................................................................................... 1
1.1.5
Organisational Structure ............................................................................................... 1
1.1.6
Strategic Planning .......................................................................................................... 1
1.2
Key Operational Recommendations ............................................................................................. 2
1.3
Financial Modelling Review .......................................................................................................... 2
1.4
Proposed Management Options ................................................................................................... 2
1.5
Conclusion ..................................................................................................................................... 2
2.
Introduction ............................................................................................................................................ 3
2.1
Background and Context ............................................................................................................... 4
2.2
Purpose ......................................................................................................................................... 4
2.3
Scope ............................................................................................................................................. 4
2.4
Document Review ......................................................................................................................... 5
3.
Project Area Population .......................................................................................................................... 6
3.1
Penrith Valley Regional Sports Centre .......................................................................................... 6
3.1.1
Existing Population ........................................................................................................ 6
3.1.2
Forecast Population ....................................................................................................... 8
3.2
Gipps Street - Penrith Indoor Multi-Sports Facility ....................................................................... 9
3.2.1
Existing Population ........................................................................................................ 9
3.2.2
Forecast Population ..................................................................................................... 11
3.3
Population Catchment Overlap ................................................................................................... 12
3.4
Summary of Key Catchment Population Findings ....................................................................... 12
4.
Stakeholder Engagement ...................................................................................................................... 14
4.1
PVRSC Ltd .................................................................................................................................... 14
4.2
Penrith District Basketball Association ....................................................................................... 16
4.3
Summary of Stakeholder Consultation Key Findings .................................................................. 17
5.
Operational Review ............................................................................................................................... 19
5.1
Asset Management ..................................................................................................................... 19
5.1.1
Building Condition Assessment Report (BCAR) ........................................................... 19
5.2
PVRSC Participation and Usage ................................................................................................... 22
5.2.1
Occupancy ................................................................................................................... 22
Otium Planning Group Local Understanding Global Knowledge Trusted Advice
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5.2.2
PDBA Court Usage ....................................................................................................... 24
5.2.3
Events .......................................................................................................................... 25
5.3
Customer Service ........................................................................................................................ 25
5.3.1
Community Surveys and Net Promoter Score ............................................................. 26
5.4
Financial Performance ................................................................................................................ 27
5.5
Organisational Structure ............................................................................................................. 30
5.6
Strategic Planning ....................................................................................................................... 30
5.7
Summary of Operational Review Findings .................................................................................. 31
5.7.1
Assets ........................................................................................................................... 31
5.7.2
Participation and Usage ............................................................................................... 31
5.7.3
Customer Service ......................................................................................................... 32
5.7.4
Financial performance ................................................................................................. 32
5.7.5
Organisational Structure ............................................................................................. 33
5.7.6
Strategic Planning ........................................................................................................ 33
6.
Financial Modelling Review ................................................................................................................... 34
6.1
Financial Modelling Strengths and Opportunities ...................................................................... 36
6.1.1
Model strengths .......................................................................................................... 36
6.1.2
Model Opportunities ................................................................................................... 36
7.
Benchmarking and Industry Trends ...................................................................................................... 38
7.1
Benchmarking ............................................................................................................................. 38
7.2
Trends ......................................................................................................................................... 39
8.
Proposed Management Options ........................................................................................................... 41
9.
Warranties and Disclaimers .................................................................................................................. 45
Appendix 1: Document Register ...................................................................................................................... 46
Appendix 2: PVRSC Court Usage ...................................................................................................................... 48
Appendix 3: PDBA Court Usage ....................................................................................................................... 50
Appendix 4: Benchmarking .............................................................................................................................. 51
Otium Planning Group Local Understanding Global Knowledge Trusted Advice
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1. Executive Summary
The Penrith Valley Regional Sports Centre (PVRSC) review comprehensively assesses the centre’s
management and business operations. The key objectives of the review include identifying a sustainable
management model, operational improvements, and a financial strategy to ensure the long-term viability
of PVRSC.
1.1 Key Operational Review Findings
1.1.1 Asset Management
• The Building Condition Assessment Report (BCAR) highlights a need for $10,147,464 in
maintenance expenditure over 20 years, averaging $507,373 annually.
• Immediate attention is required for high-priority areas that are "end of life and non-compliant."
1.1.2 Participation and Usage
• Occupancy of courts in peak periods is high.
• The average winter court occupancy during peak periods is 82% from Monday to Friday and
91% on Saturdays.
• PDBA accounts for approximately 59% of usage at PVRSC, with basketball making up 67% of
total use.
• Opportunities for increased usage include alternative programming and better utilisation of
activity and function rooms.
1.1.3 Customer Service
• The 2022 Community Needs Survey indicated a Net Promoter Score (NPS) of 12, which shows
room for improvement in customer satisfaction and loyalty.
1.1.4 Financial Performance
• Trading income has recovered post-COVID-19, achieving $1,567,137 in revenue in 2023.
• However, net profit was not achieved in 2021 or 2022 and would have been minimal in 2023
without grants and levies.
• The proposed merger with PDBA may improve revenue and profitability but won't fully address
maintenance and loan repayment obligations in the short to medium term.
1.1.5 Organisational Structure
• The flat organisational structure allows efficient communication but may overburden staff.
1.1.6 Strategic Planning
• The last Strategic Plan was prepared in 2016. A new plan is in progress but on hold due to
merger discussions between PVRSC Ltd and PDBA.
• The absence of a current plan may hinder direction, resource allocation, and decision-making.
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1.2 Key Operational Recommendations
• Strategies to enhance customer satisfaction include monitoring service delivery, regular
surveys, and incorporating feedback into planning processes.
• Full implementation of the MantainX software for asset management.
• Diversifying programming to maximise facility utilisation.
• Regular customer feedback and strategic adjustments to improve NPS.
• Adjusting fees to align with benchmarked facilities.
• A cost-benefit analysis is recommended for in-house cleaning operations.
• Completing the new Strategic Plan post-merger decision.
1.3 Financial Modelling Review
• Projected financial modelling indicates income increasing by 3.6% annually, but a net surplus is
only expected from Year 11 onwards.
• The cumulative net deficit over 20 years is -$1,903,579, with substantial maintenance costs
projected for Year 20.
• This situation may jeopardise asset integrity before the significant investment in Year 20. In the
event of a major asset failure, PVRSC Ltd may be unable to finance repairs. Procuring additional
funding through a loan could impose financial strain that potentially exceeds the company's
repayment capacity.
1.4 Proposed Management Options
• If the merger with PDBA proceeds, itemising basketball operations in financial statements is
recommended.
• If unsuccessful, it is advised to explore a Licence Agreement with PDBA or alternative
management options, such as direct Council management or external contractors.
1.5 Conclusion
The review identifies critical areas for asset management, financial performance, and customer service
improvement. The proposed merger with PDBA presents opportunities and risks, and careful consideration
is required to ensure the long-term sustainability of PVRSC.
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2. Introduction
The Penrith Valley Regional Sports Centre (PVRSC) is the largest multi-sport and recreation facility in
Penrith City. It is located on Council land at 30 Herbert Street, Cambridge Park, adjacent to the Harold Corr
Oval synthetic athletics track and within close proximity to the Cambridge Park High School.
Figure 1: Aerial image of PVRSC
Penrith Valley Regional Sports Centre comprises:
• Six basketball/netball courts
• Changing and amenity facilities
• Function room
• Commercial kitchen
• Car parking.
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2.1 Background and Context
The Penrith Valley Regional Sports Centre (PVRSC) is managed by the Board of Penrith Valley Regional
Sports Centre Propriety Limited. The Board consists of seven volunteer Directors, including a Councillor
representative. The land occupied by PVRSC is leased from the Council on a 99-year lease that commenced
in 1988. Since 2004, the annual lease fee has been $2,353.45, although this fee was waived from October
2021 to October 2022 due to COVID-19.
The lease requires PVRSC to be responsible for all operating and maintenance costs, asset renewal, fire
safety and water infrastructure on site. PVRSC receives revenue generated from the site operations via
charging tenants and user groups a hiring fee for use of the courts or activity spaces and via café operations
and sponsorships.
The Penrith District Basketball Association (PDBA) is the largest user of the centre. PDBA manages its
operations from offices on the site and receives favourable conditions of use of the PVRSC compared to
other user groups through free use of office spaces and discounted court hire fees.
On 25 September 2023, a report was presented to the Council outlining the PVRSC Board’s request for a
loan to replace the wooden floors on basketball courts 5 and 6 due to an infestation of termites that
weakened the sub-structure of the floor space. The Council approved a loan of $1,638,398 (excluding GST)
and recommended an independent review of the facility’s operational model (this review) be undertaken.
The PVRSC Board, which held additional concerns regarding their financial stability, has subsequently
provided a financial model, initiated discussions with key user groups and reviewed fees to assist it in
achieving financial sustainability, including future asset repair and renewal.
Discussions between the PVRSC Board and PDBA are ongoing, with both parties exploring options for
collaboration and a potential merger to ensure the PVRSC remains the home of Penrith Basketball. A
meeting is scheduled for February 2025 for the members of the PVRSC and PDBA to discuss the merits of
the proposed merger, with a member vote on the issue scheduled for March 2025.
2.2 Purpose
Penrith City Council has commissioned Otium to review the operations at the PVRSC. The purpose of this
report is to:
• Detail the findings of the review and benchmarking and make clear recommendations in
response to the scoped tasks (see below) undertaken.
• Identify a management model, operational improvements and a financial model for PVRSC that
will enable it to achieve long-term financial sustainability for PVRSC and community sport and
recreation outcomes.
2.3 Scope
The scope of this operational review includes:
• Background and document review, including the current lease arrangements.
• Industry trends will be developed with specific details relevant to the management and
operations of indoor sport and recreation venues.
• Analyse the population catchments of Penrith Valley Regional Sports Centre & Gipps Street and
the proposed indoor sports facility at Gipps Street.
• Site Visit and Analysis.
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• Stakeholder Engagement with:
− Penrith City Council
− Penrith Valley Regional Sports Centre
− Penrith District Basketball Association.
• Operational review including but not limited to key user groups, programming, court occupancy
analysis, major events, financials, fees and charges, marketing, customer service, staffing,
systems and operational practices, including asset maintenance and renewals.
• A review of the projected financial model recently provided to Council officers by the PVRSC
Board to understand what changes are being proposed to enhance the centre's operational
sustainability.
• Benchmarking.
• Options if the proposed merger between PVRSC and PDBA does not proceed.
• Reports to Council.
2.4 Document Review
Appendix 1 details the documents provided by the Council to assist this operational review. While all
documents contain useful information for the operational review, the
key documents relevant to this
review are summarised below.
Table 1: Summary of key documents provided
Document Name
Summary of Document Contents
Assets
12530772 PVRSC Building
Independent Building Condition review covering the technical and compliance
Condition Assessment Report
status of the built assets within PVRSC grounds.
(GHD December 2021)
Constitution
May 2023 Constitution of Penrith
Constitution of PVRSC Ltd
Valley Regional Sports Centre
Financials
Accrual Summarised 3-year
Summarised Accrual P&L for 2020, 2021, 2022 & 2023 calendar years
PVRSC Profit and Loss
Organisational Structure
Current Org Structure
PVRSC Organisational Structure
Other
Business Model Assumptions
July 2024 email containing explanatory notes for the assumptions made in the
PVRSC Business Model
Business Model Prepared by
Business Model prepared by PVRSC for merged operations
PVRSC for Merged Operations
Loan Agreement
Unsecured Loan Deed between Penrith City Council (Lender) and PVRSC
(Lender). Document is unsigned.
PVRSC Council Report
Council Report recommending that:
1. The information contained in the report on Penrith Valley Regional Sports
Centre (PVRSC) repairs be received.
2. That Council provide a loan to the Penrith Valley Regional Sports Centre to
the value and on the terms and conditions referred to in the report.
3. A further report be provided to Council within 6 months and following the
operating model review referred to in this report.
4. The General Manager be authorised to execute the loan agreement on the
terms and conditions referred to in this report.
PVRSC Lease Agreement
Copy of 1988 Lease Agreement
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3. Project Area Population
This section reviews the current and future catchment population projections for PVRSC and the proposed
Gipps Street—Penrith Indoor Multi-Sports Facility. The population projections help inform the PVRSC's
financial modelling and the future demand for indoor sports courts in the Penrith area.
Industry trends indicate that most indoor sports court facility users will live within a 15-minute drive from
their primary residence. This is called the primary user catchment zone and can usually account for 75% to
80% of facility users. People residing between 15 minutes and 30 minutes of a sport and recreation facility
are categorised as living in the secondary catchment zone. This usually accounts for 20% to 25% of facility
users.
3.1 Penrith Valley Regional Sports Centre
3.1.1 Existing Population
Within the primary 15-minute travel time catchment, there is an estimated 193,915 residents in 2023. The
area of the primary catchment is visualised in figure below.
Figure 2: Primary Catchment of Penrith Valley Regional Sports Centre – 15 Minute Travel Time
NSW 06-25 Penrith City Council – PVRSC Review April 2025
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The figure and table below summarise the age breakdown of the travel time catchment based on 2021 ABS
Census data.
The data indicates a larger proportion of people aged 19 and under.
Figure 3: Age Analysis of Catchment Area for Penrith Valley Regional Sports Centre
Table 2: Age Data of Catchment Area for Penrith Valley Regional Sports Centre 2021
Age
Catchment
Greater Sydney
0 to 4 years old
14,363
7.69%
312,364
5.97%
5 to 9 years old
14,227
7.61%
329,072
6.29%
10 to 14 years old
13,121
7.02%
321,768
6.15%
15 to 19 years old
11,500
6.15%
294,764
5.63%
20 to 24 years old
12,930
6.92%
343,064
6.56%
25 to 29 years old
14,265
7.63%
393,535
7.52%
30 to 34 years old
14,776
7.91%
417,779
7.99%
35 to 39 years old
14,913
7.98%
413,405
7.90%
40 to 44 years old
12,658
6.77%
364,341
6.96%
45 to 49 years old
11,611
6.21%
344,721
6.59%
50 to 54 years old
10,557
5.65%
322,446
6.16%
55 to 59 years old
9,571
5.12%
303,485
5.80%
60 to 64 years old
8,838
4.73%
275,683
5.27%
65 to 69 years old
7,284
3.90%
234,579
4.48%
70 to 74 years old
6,749
3.61%
204,890
3.92%
75 to 79 years old
4,496
2.41%
147,312
2.82%
80 to 84 years old
2,844
1.52%
102,203
1.95%
85 to 89 years old
1,457
0.78%
62,844
1.20%
90 to 94 years old
550
0.29%
32,340
0.62%
95 to 99 years old
142
0.08%
9,345
0.18%
Over 100 years old
12
0.01%
1,194
0.02%
2021 Total
186,864
NSW 06-25 Penrith City Council – PVRSC Review April 2025
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link to page 13
The primary catchment area has seen significant population growth, rising from approximately 150,000 in
2011 to the existing population of an estimated 193,915 residents in 2023.
Figure 4: Historic Population Growth of Penrith Valley Regional Sports Centre Catchment Area 2011-2023
3.1.2 Forecast Population
The NSW Government population forecas
ts1 for the Penrith LGA, indicate a 1.1% annual growth rate
between 2021 and 2041. By applying this LGA wide growth rate to the primary planning catchment area of
Penrith Valley Regional Sports Centre Catchment Area, the following catchment projections are estimated.
Table 3: Forecast Population Growth
Year
Primary Population Catchment
2021
186,864
2026
197,370
2031
208,467
2036
220,188
2041
232,567
Change in Population
+45,703
1 https://www.planning.nsw.gov.au/data-and-insights/population-projections/explore-the-data
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3.2 Gipps Street - Penrith Indoor Multi-Sports Facility
Based on Penrith's projected population growth, the Council conducted a needs analysis for indoor courts.
Through the 2023 NSW State Government West Invest funding program, the council secured $110 million
to develop a 10-court indoor facility at Gipps Street, Penrith (Penrith Indoor Multi-Sports Facility).
3.2.1 Existing Population
The proposed Penrith Indoor Multi-Sports Facility is located immediately south of the Great Western
Highway and a mere 1.8kms from the Kent Street exit of the M4 Western Motorway. Given its strong
proximity to major transport corridors, travel time catchment analysis indicates there are 294,669 residents
within the primary catchment area.
Figure 5: Primary Catchment of the Gipps Street - Penrith Indoor Multi-Sports Facility
The figure and table below summarise the age breakdown of the travel time catchment based on 2021 ABS
Census data.
The data indicates a larger proportion of people aged 19 and under.
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Figure 6: Age Analysis of Catchment Area for Gipps Street - Penrith Indoor Multi-Sports Facility
Table 4: Age Data of Catchment Area for Gipps Street - Penrith Indoor Multi-Sports Facility 2021
Age
Catchment
Greater Sydney
0 to 4 years old
21,280
7.44%
312,364
5.97%
5 to 9 years old
21,602
7.55%
329,072
6.29%
10 to 14 years old
20,483
7.16%
321,768
6.15%
15 to 19 years old
18,149
6.34%
294,764
5.63%
20 to 24 years old
19,744
6.90%
343,064
6.56%
25 to 29 years old
21,145
7.39%
393,535
7.52%
30 to 34 years old
21,749
7.60%
417,779
7.99%
35 to 39 years old
22,106
7.73%
413,405
7.90%
40 to 44 years old
19,296
6.75%
364,341
6.96%
45 to 49 years old
17,729
6.20%
344,721
6.59%
50 to 54 years old
16,610
5.81%
322,446
6.16%
55 to 59 years old
15,558
5.44%
303,485
5.80%
60 to 64 years old
14,567
5.09%
275,683
5.27%
65 to 69 years old
11,777
4.12%
234,579
4.48%
70 to 74 years old
10,334
3.61%
204,890
3.92%
75 to 79 years old
6,579
2.30%
147,312
2.82%
80 to 84 years old
4,074
1.42%
102,203
1.95%
85 to 89 years old
2,136
0.75%
62,844
1.20%
90 to 94 years old
905
0.32%
32,340
0.62%
95 to 99 years old
232
0.08%
9,345
0.18%
Over 100 years old
15
0.01%
1,194
0.02%
2021 Total
286,069
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link to page 16
The primary catchment area has seen significant population growth, rising from approximately 247,400 in
2011 to the existing population of an estimated 294,669 residents in 2023.
Figure 7: Historic Population Growth of Gipps Street - Penrith Indoor Multi-Sports Facility Catchment
Area 2011-2023
3.2.2 Forecast Population
The NSW Government population forecas
ts2 for the Penrith LGA, indicate a 1.1% annual growth rate
between 2021 and 2041. By applying this LGA wide growth rate to the primary planning catchment area of
Gipps Street - Penrith Indoor Multi-Sports Facility catchment area, the following catchment projections are
estimated.
Table 5: Forecast Population Growth
Year
Primary Population Catchment
2021
286,069
2026
302,153
2031
319,141
2036
337,084
2041
356,036
Change in Population
+69,967
2 https://www.planning.nsw.gov.au/data-and-insights/population-projections/explore-the-data
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3.3 Population Catchment Overlap
There is a high level of overlap between the primary catchments of the two centres
with approximately
205,009 residents residing within a 15-minute drive time of both PVRSC and the proposed Gipps Street -
Penrith Indoor Multi-Sports Facility.
This overlap is shown in the darker greyed section of the figure below with the PVRSC primary catchment
shown in blue and the Gipps Penrith Indoor Multi-Sports Facility primary catchment shown in red.
Figure 8: Overlap Analysis between the two centres
3.4 Summary of Key Catchment Population Findings
The following provides a summary of key demographic findings:
Industry trends indicate that most indoor sport court facility users live within a 15-minute drive from their
primary residence, known as the primary user catchment zone, which accounts for 75% to 80% of facility
users. Those residing between 15 and 30 minutes away are in the secondary catchment zone, making up
20% to 25% of users.
For the Penrith Valley Regional Sports Centre (PVSC), the primary catchment area had an estimated
193,915 residents in 2023, with a significant proportion aged 19 and under. The population in this area has
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Page 12
grown from approximately 150,000 in 2011 to 193,915 in 2023. Forecasts predict a 1.1% annual growth
rate, with the population expected to reach 232,567 by 2041.
The proposed Gipps Street - Penrith Indoor Multi-Sports Facility has a primary catchment area with 294,669
residents in 2023 and a significant proportion aged 19 and under. This area has grown from approximately
247,400 in 2011 to 294,669 in 2023. The population is forecasted to grow to 356,036 by 2041.
There is a high level of overlap between the primary catchments of the two centres, with approximately
205,009 residents within a 15-minute drive of both facilities. This overlap is shown in the darker grey
section of the figure, with PVSC's primary catchment in blue and the Gipps Street facility's primary
catchment in red.
In acknowledging this population overlap, there is likely to be an impact on the utilisation and operational
performance of the PVRSC following the construction of the Gipps Street - Penrith Indoor Multi-Sports
Facility. The extent of this impact will be influenced by a range of factors, including but not limited to:
•
The final design of the Gipps Street - Penrith Indoor Multi-Sports Facility
•
The operational management of both centres including the range of activities they provide
•
Revised population forecasts, especially in the context of the NSW Government’s housing targets
and proposed development along new and existing transport corridors
•
Evolving trends in sport and active recreation participation
Future planning and detailed financial operational modelling outside of the scope of this report should
consider the relationship between the two centres, including programming that seeks to reduce conflict
through complementary programming of a variety of activities.
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4. Stakeholder Engagement
This section summarises the stakeholder engagement conducted to gather feedback on the historical,
current, and proposed future operations of the PVRSC. The consultation included in-person and online
meetings and a site visit to PVRSC.
A summary of the key themes from each engagement is provided below.
4.1 PVRSC Ltd
A meeting with the Chair of PVRSC Ltd was held online on 27 November 2024. Key points from the
meeting included:
Context
• The PVRSC is a community facility and should be available for use by all indoor sporting code
clubs and organisations.
• Given the current Chairs previous basketball experience and knowledge, the PDBA supported
this appointment.
Recent and current situation
• The impact of COVID-19 on facility operations, coupled with the findings from the Building
Condition Reports, led the Board to realise that the model was not viable.
• A Federal government grant was used during COVID-19 for stadium improvements. Delivering
the stadium improvements resulted in the discovery of a range of building asset issues.
• The PVRSC has recently improved business operations, as evidenced by sponsorship
arrangements and contracts that are now in place.
• PVRSC incurred revenue losses from the closure of courts five and six due to termite infestation
and remedial works.
• The front area of PVRSC (currently used for Taekwondo) could be leased or used differently to
generate additional revenue.
• Basketball had benefitted from favourable usage conditions for many years due to the
presence of several basketball affiliates on the PVRSC board.
PDBA relationship
• In 2003, as part of the demerger from the PVRSC, the PDBA was established as an independent
entity.
• There is currently no commercial arrangement for the use of the office space between the
PVRSC and PDBA.
• PDBA income was separated from PVRSC and PDBA became a hirer of the courts for an agreed
hourly rate.
• A joint committee was recently established to improve relationships between PVRSC and PDBA.
As a result the relationship and various operating issues have improved between PVRSC and
PDBA.
• A head of agreement for the proposed merger with the PDBA is being prepared with the PDBA
solicitors for review. A Q&A opportunity for members of the PDBA is proposed for February
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2025, and the issue will then be put to by the members in the first week of March. If the vote is
unsuccessful, the PVRSC intend to give the PDBA 28 days’ notice to vacate the facility.
• The current proposal requires that the PDBA will be dissolved with three changes to be
implemented:
− Two representatives of basketball on the new PVRSC Board.
− Life members maintain their status.
− At the point of merger, any PDBA cash reserves to be used for investment into basketball only.
A meeting with the General Manager of PVRSC Ltd was held on-site on 5 December 2024. Key points and
themes from the meeting included:
Context
• The PVRSC was funded by sporting code members on Council-owned land.
• The current PVRSC General Manager was previously on the Board of the PDBA and has a good
understanding of PDBA operations.
• Previous relationship issues between the PDBA and PVRSC caused angst for both organisations,
and the GM has successfully improved some of these issues.
Asset Management
• On commencing the role as GM, several asset management issues were identified.
• The Building Condition Assessment Report (BCAR) identifies issues with asset management
(technical, compliance, and operational) and budget needs over the next 20 years to remedy
these issues. However, the PVRSC has no cash reserves for asset management renewals or
replacements. The PVRSC Board has not previously reserved sufficient funds for assets and
maintenance.
• The PVRSC do not generate sufficient revenue to maintain the asset in line with the asset
management plan.
Recent and current situation
• Basketball (PDBA) is on the lowest court hire rate due to historic arrangements between PVRSC
and PDBA after the 2003 demerger.
• PDBA was offered the opportunity to manage the stadium; however, the PBDA did not want to
take on the debts or asset management responsibilities.
• PVRSC staff currently address first aid incidents and operational matters such as spills on the
floor, light replacements etc.
• Staffing costs represent the highest operational cost for the facility. A full-time cleaner is
currently on the payroll.
Constitution
• The original constitution was established to manage a basketball centre. It was recently revised
to be more equitable and support all indoor sporting codes.
• The council is not required to be involved in changing the constitution or allocating sporting
code access to PVRSC.
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Usage
• Netball, indoor hockey, and futsal have advocated previously for additional space at PVRSC.
However, this has been difficult to accommodate due to the high use of basketball.
Financial modelling
• In May 2026, PVRSC Ltd is required to commence the loan repayment to the Council.
• PVRSC Ltd does not incur water expenses but covers the power cost..
• The proposed future financial model is geared so that priority and required building
maintenance is completed in the first few years.
• Court hire fees and charges increase by CPI only.
• The future financial model proposes increasing referee wages (currently paid by the PDBA) to
align them with industry standards.
A meeting with the Penrith City Council Councillor representative on the PVRSC Ltd Board was held online
on 13 December 2024. Key points and themes from the meeting included:
• The Councillor representative has been on the PVRSC Board for 20 years and believes the
current Directors do not want to expose themselves to any risk of operating an insolvent
company.
• There has been a long history of issues between the PVRSC and PDBA. The proposed merger
attempts to address and resolve some of these issues.
4.2 Penrith District Basketball Association
A meeting with the President and General Manager of the PDBA was held on-site on 5 December 2024. Key
points from the meeting included:
Context
• The current President, previously a coach with PDBA, has been President since July 2024.
• The PDBA Board is made up of volunteers.
Participation and usage
• The PDBA has recovered strongly since the end of COVID-19. There are currently approximately
3,500 members (domestic and representative), an increase of 500 players from before COVID-
19.
• There are 275 Junior teams, with an average of eight players per team, and 203 senior teams,
with an average of eight players per team.
• Nine clubs are affiliated with the Association, with a waitlist to join the PDBA.
• There are two teams in the youth league, each in a male and female division.
• There are NBL1 men's and NBL1 women’s teams. NBL1 attracts 150-400 spectators per game,
and high-profile players attract more spectators.
• The court’s usage of the PDBA is detailed in Section 5 and shown in
Appendix 2.
• The PDBA could expand onto more courts if they were available.
• The Association use external venues where required, including schools. The schools prefer to
have 12-month contracts in place.
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• Jamison High School charge $115 per hour, and St Clair charges $80 per hour. Both are higher
than the arrangement at PVRSC.
• The PDBA do not believe that it would be acceptable to Basketball NSW for the PDBA to
operate in another municipality.
PVRSC relationship
• The PDBA and PVRSC de-merged 20 years ago.
• The proposed merger could enhance operational efficiencies, such as streamlined bookings.
However, it poses a risk to PDBA, which is profitable and has been asked to merge with an
organisation in debt and the facility has reported building issues.
• PDBA want to protect basketball uses at PVRSC.
• Members perceive the PVRSC to be short-staffed and the facility is poorly cleaned and
maintained.
• The transmission of business to existing PDBA staff members would apply if the merger went
ahead.
• PDBA do not understand how the proposed financial model was developed as they were not
involved.
• If the merger were to proceed, the PDBA would want to ringfence any current cash assets to be
used only for basketball purposes.
• If required, Basketball New South Wales has advised PDBA that it may need up to 18 months to
change its constitution.
• The PDBA will not allow itself to be dissolved as part of the proposed merger.
4.3 Summary of Stakeholder Consultation Key Findings
The PVRSC is a community facility managed by PVRSC Ltd. The demerger of PVRSC Ltd. in 2003 to create the
PDBA to operate basketball training and competitions and keep PVRSC Ltd as the manager of PVRSC had a
significant detrimental financial impact on PVRSC Ltd, particularly as the basketball team sheet and
registration revenues were then distributed to the PDBA, not PVRSC Ltd.
Since the demerger, PVRSC Ltd. has been unable to meet its obligations to maintain the PVRSC asset due to
insufficient maintenance, asset management and building renewal funding reserves.
Recent appointments to the PVRSC Ltd Board are concerned about the ongoing viability of PVRSC Ltd to
meet its lease obligations, including asset renewals and maintenance. PVRSC Ltd has made several
operational improvements to improve its financial situation. However, with significant loan repayments
due to commence in the short term and a building condition assessment report indicating a large capital
injection of funds is required, PVRSC Ltd is in a difficult position and may not be able to fund all obligations
under the current lease financially.
A proposed merger between PVRSC Ltd and PDBA is under review, with a vote by members scheduled for
March 2025. If unsuccessful, the PDBA may be asked to vacate the facility. Although the proposed merger
could enhance PVRSC's financial standing, it poses significant risks to the PDBA. The PDBA, with reserve
cash assets, is being asked to merge with an indebted organisation with known building issues.
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Ongoing interpersonal issues have caused frustration and angst between PVRSC and PDBA. While the
relationship between the two organisations has improved, the consultation uncovered a level of distrust
and disharmony. This will need to be resolved if the merger proceeds.
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5. Operational Review
This section reviews the operations at PVRSC under the following functional areas:
• Asset management
• Court bookings and usage (programming)
• Customer service
• Financial performance
• Organisational structure
• Strategic planning.
The section uses data provided by PVRSC Ltd, Penrith City Council, and PDBA and observations made during
site visits.
5.1 Asset Management
The lease stipulates that PVRSC is responsible for all operating costs, maintenance expenses, asset renewal,
fire safety, and water infrastructure on site.
Upon reviewing the supplied documents, it is evident that PVRSC Ltd has recently implemented practices to
enhance the management of its assets, including:
• Creation of a detailed Asset Register.
• Partial implementation of MaintainX; a comprehensive software tool to improve asset
management and maintenance processes. This system allows tracking, scheduling, and
management of maintenance tasks.
• The completion of the Building Condition Assessment Report (BCAR) 2021.
5.1.1 Building Condition Assessment Report (BCAR)
In 2021 GHD were commissioned by PVRSC Ltd to provide an independent Building Condition review
covering the technical and compliance status of the built assets within PVRSC grounds. The review aimed to
identify issues for rectification (technical, compliance and operational) and provide PVRSC with a summary
of options considering the assets' whole-of-life value. The report summarises key technical, compliance,
operational and capex recommendations.
The BCAR serves as a valuable resource for informing PVRSC Ltd of potential future expenditures for site
improvements. The absence of a prior Building Management Asset Plan has led to limited and ad hoc asset
management. Consequently, this facility, now 37 years old, is in poor condition and requires substantial
funding to ensure it remains functional and safe.
The BCAR includes building assessment works from the following disciplines:
1. Structures
2. Hydraulic
3. Electrical
4. Mechanical
5. Fire
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6. Security
7. Food and Beverage
8. DDA.
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The twenty-year BCAR cost plan, including future contingencies based on escalations (3% year on year, should the works be undertaken later), is outlined in the
table below.
Table 6: BCAR Cost Plan ($)
Cost Plan Description of Works
Expenditure
Year 1
Year 2
Year 3
Year 4
Year 5
Year 6
Year 7
Year 8
Year 9
Year 10
Program
2023
2024
2025
2026
2027
2028
2029
2030
2031
2032
Replacement
Year
Building Structure
Varies, Refer
$2,575
$28,516
$1,032,642
$2,814
$2,898
$2,985
$3,075
$3,167
$3,262
$3,360
Hydraulic Services
Each Trade
$28,205
$89,343
$5,409
$173,898
$14,407
$5,911
$6,088
$6,271
$6,459
$56,900
Electrical Services
Estimate for
$882,768
$9,707
$7,813
$10,298
$79,192
$10,925
$8,794
$11,592
$9,329
$1,236,832
Mechanical Services
Details
$39,959
$7,957
$29,265
$13,449
$177,199
$249,643
$30,476
$9,501
$9,786
$328,340
Fire Services
$9,250
$166,604
$9,813
$10,107
$10,410
$10,723
$11,044
$11,376
$11,717
$12,069
Security Services
$7,416
$361,697
$7,868
$8,104
$8,347
$8,597
$8,855
$9,121
$9,394
$9,676
Food & Beverage Services
$0
$472,709
$0
$1,032,675
$0
$0
$0
$0
$0
$0
Lift & Dda Works
$197,565
$479,979
$130,413
$98,372
$310,500
$17,674
$18,205
$18,751
$19,313
$981,851
Balance Of Items from BCA
$113,820
$111,241
$437
$450
$464
$478
$492
$507
$522
$538
Compliance Draft Report
Total Indicative BCAR
$1,281,558
$1,727,753
$1,223,660
$1,350,168
$603,417
$306,936
$87,028
$70,284
$69,782
$2,629,564
Compliance Make Good Cost
Cost Plan Description of
Expenditure
Year 11
Year 12
Year 13
Year 14
Year 15
Year 16
Year 17
Year 18
Year 19
Year 20
Expenditure
Works
Program
2033
2034
2035
2036
2037
2038
2039
2040
2041
2042
Per Item @
Replacement
Year 20
Year
Building Structure
Varies, Refer
$3,461
$3,564
$3,671
$3,781
$3,895
$4,012
$4,132
$4,256
$4,384
$4,515
$1,124,966
Hydraulic Services
Each Trade
$6,852
$7,058
$7,269
$7,487
$7,712
$7,943
$8,182
$8,427
$8,680
$8,940
$471,440
Electrical Services
Estimate for
$9,897
$55,819
$10,500
$13,840
$11,139
$14,683
$11,818
$15,577
$12,538
$16,526
$2,439,589
Mechanical Services
Details
$10,382
$32,079
$30,134
$11,344
$95,815
$12,035
$12,396
$12,768
$13,151
$13,546
$1,139,226
Fire Services
$12,431
$12,803
$13,188
$13,583
$13,991
$14,410
$14,843
$15,288
$15,747
$16,219
$405,615
Security Services
$9,966
$10,265
$10,573
$10,891
$11,217
$11,554
$11,901
$12,258
$12,625
$13,004
$553,329
Food & Beverage Services
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$1,505,384
Lift & Dda Works
$0
$0
$0
$0
$0
$0
$0
$0
$0
$0
$2,272,621
Balance Of Items from BCA
$554
$570
$587
$605
$623
$642
$661
$681
$701
$722
$235,295
Compliance Draft Report
Total Indicative BCAR
$53,542
$122,160
$75,923
$61,532
$144,392
$65,279
$63,932
$69,255
$67,826
$73,473 $10,147,464
Compliance Make Good Cost
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The BCAR indicates that PVRSC Ltd. will require $10,147,464 over the next 20 years, at an annual average of
$507,373, to maintain assets and compliance.
Several high-priority areas, such as the main switchboard, are noted in the BCAR as at “end of life and non-
compliant.” The BCAR recommendations should be prioritised and works completed where required.
Additionally, we recommend projections be made on the useful life of the disciplines covered in the BCAR
so PVRSC Ltd and Council have a shared understanding of the expected remaining life of the facility and its
components.
During a site visit on 5 December 2024, the following observations were made:
• The facility includes some new amenity areas that are compliant with modern standards;
however, the facility design, age and insufficient maintenance over the past decade or more
have resulted in an aged-looking facility that appears unlikely to last the length of the 99-year
lease agreement.
• The cleanliness of the facility in certain areas is poor, notably, cobwebs on windows and
chewing gum on the walkways.
• The contrasting mix of old and new areas is quite prominent and, in parts, emphasises the age
and poor appearance of the original components.
5.2 PVRSC Participation and Usage
This section assesses the current court bookings and usage of the courts and other activity areas, such as
the front room currently hired for Taekwondo and the first-floor function room.
5.2.1 Occupancy
Appendix 2 details the current court usage schedule. The schedule shows that the average winter court
peak occupancy Monday to Friday is 82%, Saturday is 91%, and Sunday is 28%.
The occupancy assessment indicates that PVRSC is heavily utilised in peak periods, with availability limited
to one or two courts and primarily on Wednesday or Thursday nights after 9 p.m. Based on the occupancy
guide provided, the average usage by type is presented in the table below.
Table 7: Use by type
User type (includes activity and function rooms)
% use
PDBA Basketball Competition Juniors
30%
PDBA Basketball Competition
18%
PDBA Basketball Training / Programs
11%
Other Basketball Hire
8%
Netball Competition
3%
Netball Training
1%
Volleyball Competition
4%
Volleyball Training
0%
Other Sport Training
3%
Social Competition
0%
Community Programs
4%
School Use
14%
Public Hire
1%
Taekwondo
4%
Futsal Competition
2%
Total
100%
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Based on the table above, PDBA accounts for approximately 59% of use at PVRSC. Combined with other
basket use, basketball makes up 67% of use at PVRSC. The next biggest use is school use (14%).
Activity Room Use
Shilla Taekwondo, a commercial operator, hires the front activity room for approximately 10 hours per
week at an hourly rate. This room has been specifically equipped to meet the needs of Taekwondo and
martial arts training. While the use of this space contributes to participation, revenue and social and health
outcomes for PVRSC, there may be an opportunity to explore alternative uses for the space that could lead
to increased utilisation, revenue, and social and health benefits. These alternatives might include multiple
martial disciplines sharing the hire space, a dance studio, direct employment of instructors to commence
PVRSC martial arts or a personal training studio.
Figure 9: Activity Room
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Function Room Use
The level one function room is utilised for "other sports training" for an average of eight hours per week.
PVRSC indicates that the structural integrity of this floor is insufficient to support the weight of gym
equipment, making the space unsuitable for such activities.
Pending a business case analysis, this area could be suitable for increased use for activities such as dance
classes, meetings, training, and seminars. PVRSC and the Council should jointly evaluate the current
community demand for such a space to determine if it would meet the need.
Figure 10: Function Room
5.2.2 PDBA Court Usage
Appendix 3 details the current PDBA court usage. The usage schedule confirms the high participation by
basketball on the courts, with restricted availability on other courts for additional use at peak periods.
Opportunities to increase participation and revenue from
basketball could be achieved by one or a
combination of the following:
• Increase court hire fees.
• Ensure basketball is charged for and paid for courts booked.
• Enter into an annual licence agreement for specified court access and office use.
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Other Programming Opportunities
Upon reviewing the occupancy and usage of the courts, as well as the activity and function rooms, and
considering the high proportion of 0 to 19-year-olds in the catchment population, several programming
options that warrant further exploration (subject to a business case) are presented below:
• Trial pickleball in off-peak periods and, if successful, consider commencing a pickleball social
competition.
• Increase the utilisation of courts during
off-peak hours by implementing a venue-operated
children's gymnastics program. This initiative could also be supported in one or both activity
and function rooms.
• Enhance the use of the PVRSC by converting one or both activity and function rooms into dance
studios and implementing a venue-operated dance program or licencing the space to a dance
studio.
5.2.3 Events
PVRSC offers its facilities for events use. A review of the future bookings indicates the following events
booked for 2025:
• Reptile Expo.
• Collector Con.
• Nepean Disability Expo.
• Marathi Association Sydney.
• Various dance organisations.
• Cerebral Palsy Alliance.
• Macquarie University Robotics.
This varied usage illustrates that PVRSC operates beyond a conventional sports venue, aiming to maximise
utilisation and revenue opportunities. However, an inevitable consequence of this approach is the potential
displacement of regular PVRSC users during events, which may lead to increased dissatisfaction with the
facility. PVRSC Ltd faces the difficult task of balancing the need for increased usage and revenue
opportunities while supporting its key users and stakeholders. Management and the Board may want to
establish assessment criteria when accepting future events that considers the following:
• Displacement impact on key tenants
• Revenue impact
• Maintenance and cleaning impacts
5.3 Customer Service
The Customer Service Charter for the PVRSC outlines its commitment to providing exceptional service,
inclusivity, and safety in their sports and recreational facilities. It contains the following key elements:
• Service Commitment: PVRSC aims to ensure prompt, friendly, and professional customer
service, provide clear information about programs and services, seek feedback, uphold privacy
and safety standards, and create a welcoming environment for all community members,
particularly underrepresented groups.
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• Policy Scope: The policy applies to all PVRSC management, staff, volunteers, and hiring groups,
aiming to create equitable access and address barriers to participation while working
collaboratively with hiring groups.
• Principles and Responsibilities: The principles guiding PVRSC include inclusivity,
professionalism, transparency, responsiveness, safety, equity, diversity, inclusion,
collaboration, and sustainability. The PVRSC Board of Directors and General Manager are
responsible for implementing and monitoring these principles.
• Feedback and Compliance: Feedback is encouraged through various channels, and PVRSC is
committed to resolving issues promptly. The Charter will be regularly reviewed to ensure its
effectiveness, emphasising inclusivity and accessibility.
It is good practise for PVRSC Ltd to have a Customer Service charter in place, however no evidence of
monitoring or reporting was provided. Further operational improvements may be gained by monitoring and
reporting service delivery against set customer service targets, regular surveying and reporting of outcomes
from key user groups and inclusion of customer feedback themes in annual and strategic planning
processes.
5.3.1 Community Surveys and Net Promoter Score
The PVRSC 2022 Community Needs Survey included a Net Promoter Score (NPS). The NPS is a market
research metric used to measure customer loyalty and satisfaction. It is based on a single survey question
that asks respondents to rate the likelihood that they would recommend a company, product, or service to
a friend or colleague.
The methodology involves categorising respondents into three groups:
• Promoters: Those who provide ratings of 9 or 10.
• Passives: Those who provide ratings of 7 or 8.
• Detractors: Those who provide ratings of 6 or lower.
The Net Promoter Score is calculated by subtracting the percentage of detractors from the percentage of
promoters. Companies use NPS to gauge customer loyalty. A good NPS can vary depending on the industry
and context. Some general guidelines are outlined below:
• Above 0: Generally okay, indicating that a business has more promoters than detractors.
• Above 20: Good, showing a healthy balance of customer satisfaction.
• Above 50: Excellent, reflecting a strong, customer-focused company.
• Above 70: World-class, indicating exceptional customer loyalty and satisfaction.
• In general, an NPS score above 20 is considered good, while a score above 70 is exceptional.
The results for PVRSC were as follows:
Figure 11: Penrith Valley Regional Sports Centre 2022 NPS
An NPS of 12 indicates that the number of promoters (highly likely to recommend the product or service)
slightly outweighs the number of detractors (unlikely to recommend the product or service). While this
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score is positive, it suggests that there is significant room for PVRSC to improve customer satisfaction and
loyalty.
Improving the PVRSC NPS could involve a combination of strategies aimed at enhancing customer
satisfaction and loyalty, including:
• Act on customer feedback to make improvements.
• Regularly measure, analyse, and report feedback to stay updated on customer sentiments.
• Enhance the overall customer experience by making it enjoyable and seamless.
• Provide timely and practical support to resolve issues quickly.
• Use insights from NPS feedback and surveys to improve products and services.
5.4 Financial Performance
This section reviews the PVRSC's financial performance between 2020 and 2023 (PVRSC Ltd provided P&Ls
for calendar years). It highlights the key trends over recent years, including revenue, expenses, and net
operating position. The section also discusses the impact of external factors, such as the COVID-19
pandemic and loans for building maintenance, on the PVRSC's financial health.
This section uses the “Cash basis Level 3-year PVRSC Profit and Loss” for review. The profit and loss
performance for PVRSC over the review period is presented in the figure below.
PVRSC Cash Basis Profit & Loss
$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$-
Total Trading
Cost of Sales
Gross Profit
Other Income
Total Operating
Net Profit
-$200,000
Income
Expenses
-$400,000
2020
2021
2022
2023
Figure 12: Penrith Valley Regional Sports Centre Cash Basis Profit and Loss
Notes:
• In 2020, PVRSC received a grant of $1.2 million, which was recognised as trading income and
other income such as JobKeeper, Service NSW Grants, and Tax-Free Cash Flow Boost (other
income totalling $293,572). These grants increased the 2020 net profit.
• In 2021, PVRSC received income totalling $139,547 (JobKeeper and NSW Service Grants). The
2021 net profit is increased because of these items.
• In 2023, PVRSC received a grant of $18,700, a temporary levy of $98,181, and an insurance
settlement of $48,054. These items increased the 2023 net profit.
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• Depreciation expenses are shown in 2021 ($233,386) and 2022 ($213,075).
• The Council has been paying the water rates for PVRSC, which is a PVRSC responsibility in the
lease agreement. The water expenditure values paid by the Council (i.e. not shown in the
PVRSC operating expenses above) applicable to the review period above are:
▪ 2019/20 - $12,099
▪ 2020/21 - $5,563
▪ 2021/22 - $3,981
▪ 2022/23 - $17,944
▪ 2023/24 - $12,278
▪ 2024/25 (YTD) - $4,504.
An analysis of the data in the figure above must be treated cautiously due to the impact of the grants,
levies, depreciation, etc, mentioned in the notes above and the effects of COVID-19, particularly on trading
income in 2020 and 2021. A review of the data indicates:
• Trading income was lowest during the COVID-19-impacted years of 2020 (excluding the $1.2
million grant in 2020) and 2021.
• Trading income has recovered since COVID-19, and the business achieved $1,567,137 in
revenue in 2023.
• The cost of sales has fluctuated with food and merchandise revenue. Kiosk and merchandise
operations made a $593,703 surplus in 2023 (food and beverage-related revenue of $977,054
minus cost of sales of $383,351).
• The facility reported a net operating loss in 2021 and 2022 and would not have been a positive
operating position in 2020 without the $1.2 million loan. The net profit would have been less
than $10,000 in 2023 without the temporary levy, temporary levy, grant and insurance
settlement.
• Repairs and maintenance expenses ($78,184) remain significantly under that projected in the
BCAR (BCAR projections were $1.28 million in 2023).
In the longer term, it is unlikely, given the current asset condition and backlog of maintenance issues, that
PCVRSC Ltd will generate enough funds to resolve the BCAR needs, and meet the loan repayments and
operational expenditures, and if left unresolved, this will leave the community facility at risk of increased
asset failure or PVRSC Ltd unable to operate viably. The proposed merger with the PDBA, if successful, will
improve trading revenue and financial sustainability (see section 6 for further analysis of the proposed
merger financials), however not to the extent required to meet the combined BCAR and loan servicing
obligations.
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Fees and charges
Fees for casual court hire for PVRSC were benchmarked against similar facilities. The benchmarking is
detailed in the table below. It should be noted that facilities may discount their advertised casual hire fees
for regular hirers.
Table 8: Fees and charges comparison
Peak Hir
Off Peak Hir
Badminton Hire
Facility
Casual Shooting
($ p/hr)
($ p/hr)
($ p/hr)
$78
$66.50
PVRSC
$20.80
$5
(Senior/Casual)
(Junior/Club)
Bernie Mullane (Hills Shire Council)
$80
$80
$30
Norths Basketball
$95
$95
$44
$15
Morris Iemma (Canterbury
$80*
$36*
Bankstown Council)
Kevin Betts Stadium
$80
$80
$10
Thornleigh Brickpit Indoor Sports
$35
$64
$8.50
Stadium (Hornsby Shire Council)
Auburn Basketball Centre
$85
$85
Hurstville Aquatic Leisure Centre
$90
$34
$10
(Georges River Council)
*Off Peak: Monday-Friday, 9am-4pm
*Peak: Monday-Friday, 4pm-10pm & All day on weekends
A review of the casual court hire rates indicates:
• The PVRSC has the second lowest peak hire rate at $78 p/hr. Thornleigh Brickpit Indoor Sports
is the lowest at $64 p/hr, and Norths Basketball is the highest at $95 p/hr. The average peak
hire fee, excluding PVRSC, is $82 p/hr.
• Many facilities do not charge an alternate fee for off-peak rates. PVRSC charges $66.50 for
junior/club use, which is low compared to off-peak rates at other facilities.
• The PVRSC has the lowest badminton hire rate at $20.80 p/hr. The average badminton hire fee,
excluding PVRSC, is $36 p/hr.
• The PVRSC has the lowest casual shooting fee at $5. The average casual shooting fee, excluding
PVRSC, is $11.
An analysis of selected PVRSC casual hire rates reveals that PVRSC is positioned at the lower end of the
benchmarked fees. This finding presents an opportunity for PVRSC Ltd to review and potentially adjust its
fees to align with the average benchmarks.
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5.5 Organisational Structure
The current organisational structure of PVRSC Ltd is presented below.
Figure 13: Current PVRSC Ltd Organisation Structure
The flat organisational structure enables the four full-time equivalent employees to handle all operational
duties, which can be advantageous and disadvantageous, as detailed in the table below.
Table 9: Advantages and disadvantages of a flat organisational structure
Advantages
Disadvantages
Improved Communication
Limited Advancement Opportunities
Increased Flexibility
Overburdened Managers
Enhanced Collaboration
Scalability Issues
Cost Efficiency
Potential for Conflict
Employee Empowerment
The structure currently in place at PVRSC seems appropriate for the facility's range of services. Similar
facilities can have various organisational structures based on the scope of their programs and services. For
instance, a facility of comparable size that directly manages its own basketball program may employ
multiple individuals to oversee it.
A cost-benefit analysis of the current cleaning arrangement is recommended to ensure the facility is
presented to a high standard. This review should consider the cost-benefit of outsourcing the facility's
cleaning to a specialist cleaning company with the necessary skills and equipment.
The benchmarking section of this report (see Section 7) reviews and analyses the salaries corresponding to
the organisational structure presented above with overall income and expenditure.
5.6 Strategic Planning
The last PVRSC 5-year Strategic Plan was prepared in 2016 (refer to
Appendix 1: Document Register:
Working 5 Strategic Plan 2016). This plan establishes four strategic pillars for the PVRSC:
1. Governance
2. Advancement
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3. Community
4. Communications.
Key objectives are identified for each pillar, along with supporting strategies, KPIs, and required resources.
A review of the 2016 Strategic Plan indicates:
• A sound framework that aligns strategic goals to operational and business objectives. Clear
strategies with measures and KPIs have been identified.
• No identified issues with long-term asset renewal needs and costs. The current building issues
were not fully known when the Strategic Plan was drafted.
Achievements against the Strategic Plan were not available for review. We recommend that PVRSC
measure the KPI’s and objectives of the 2016 Strategic Plan to help inform future Strategic needs.
During this review, advice was received that a current Strategic Plan is a work in progress; however, given
the current circumstances (merger proposal), it has been placed on hold. The cessation of the previous
Strategic Plan (2021) and the absence of a new Strategic Plan may result in the following
• Lack of a clear direction for the business, including priority-setting
• Missed opportunities for growth and development.
• Waste of resources on initiatives that do not align with the facility's goals.
• Poor decision-making and negative consequences for the facility
• Inability to measure performance against agreed objectives
It is recommended that PVRSC Ltd complete the next strategic plan for PVRSC in a timely manner following
the outcome of the merger discussions.
5.7 Summary of Operational Review Findings
This section presents a summary of the key findings from this section.
5.7.1 Assets
The BCAR states PVRSC Ltd needs $10,147,464 over 20 years, averaging $507,373 annually, to maintain
assets and compliance.
High-priority areas like the main switchboard are marked as "end of life and non-compliant." The BCAR
recommendations should be prioritised and addressed. Additionally, we advise forecasting the useful life of
the BCAR-covered disciplines, so PVRSC Ltd and Council have a clear understanding of the facility's
expected lifespan. We do not expect the asset to last the length of the lease.
The MantainX software system enhances maintenance management and monitoring. We recommend its
full implementation into standard business operations.
5.7.2 Participation and Usage
Occupancy: The schedule shows that the average winter court peak occupancy Monday to Friday is 82%,
Saturday is 91%, and Sunday is 28%.
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PVRSC is heavily utilised during peak periods, with limited availability, mainly on Wednesday or Thursday
nights after 9 p.m. The usage by type indicates that PDBA accounts for approximately 59% of use at PVRSC,
with basketball making up 67% of total use. School use is the next biggest at 14%.
PDBA Court Usage: The PDBA court usage schedule shows high occupancy during peak periods, with the
highest occupancy on Friday nights, Saturdays, and Tuesday nights. Opportunities to increase basketball
participation and revenue include increasing court hire fees, ensuring payment for booked courts, and
entering into an annual license agreement for specified court access and office use.
Activity Room Use: The front activity room is used for Taekwondo for about 10 hours per week. While this
contributes to participation, revenue, and social and health outcomes, there are opportunities to explore
alternative uses for increased utilisation and benefits, such as multiple martial disciplines, a dance studio,
or a personal training studio.
Function Room Use: The level one function room is used for "other sport training" for an average of 8
hours per week. Due to structural limitations, it is unsuitable for gym equipment. However, it could be used
for activities like dance classes, meetings, training, and seminars, subject to a business case analysis.
Other Programming Opportunities: Several programming options warrant further exploration (via a
business case), such as trialling pickleball in off-peak periods, implementing a children's gymnastics
program, converting activity and function rooms into dance studios, and utilising the courts for roller
skating or roller derby activities.
Events: PVRSC offers its facilities for various events, with several bookings for 2025, including the Reptile
Expo, Collector Con, Nepean Disability Expo, Marathi Association Sydney, various dance organisations,
Cerebral Palsy Alliance, and Macquarie University Robotics. This varied usage aims to maximise utilisation
and revenue opportunities but may lead to the displacement of regular users during events, posing a
challenge in balancing increased usage and supporting key users and stakeholders.
5.7.3 Customer Service
There is significant room for PVRSC to improve customer satisfaction and loyalty. Improving the PVRSC Net
Promoter Score could involve a combination of strategies aimed at enhancing customer satisfaction and
loyalty, including:
• monitoring and reporting service delivery against set customer service targets.
• regular surveying and reporting of outcomes from key user groups and inclusion of customer
feedback themes in annual and strategic planning processes.
• a website allowing online bookings, feedback and queries.
5.7.4 Financial Performance
The analysis of the financial P&L data should be approached cautiously due to the impact of grants, levies,
depreciation, and COVID-19, particularly on trading income in 2020 and 2021. Key points from the review
include:
• Trading income was lowest during the COVID-19-impacted years of 2020 (excluding the $1.2M
grant) and 2021.
• Trading income has since recovered, with the business achieving $1,567,137 in revenue in 2023.
• Net profit was not achieved in 2021 or 2022 and would not have been achieved in 2020 without
the $1.2M loan. Net profit in 2023 would have been less than $10,000 without the temporary
levy, insurance settlement, and grant.
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• No depreciation or loan servicing expenses were incurred in 2023, and repairs and maintenance
expenses ($78,184) were significantly below the projected $1.28M in the BCAR
Given the current situation and maintenance backlog, it is unlikely that PCVRSC Ltd will generate enough
funds to meet the BCAR's needs, loan repayments, and operational costs. If unresolved, this could increase
the risk of asset failure and place a significant financial burden on PVRSC Ltd. Although the proposed
merger with PDBA may improve revenue and profitability (see section 6 for details), it won't fully cover the
combined BCAR and future loan obligations.
The benchmarking of selected PVRSC casual hire rates indicates that PVRSC is positioned at the lower end
of the benchmarked fees. This allows PVRSC Ltd to review and potentially adjust its fees to align with the
average benchmarks.
5.7.5 Organisational Structure
The flat organisational structure at PVRSC Ltd allows the four full-time employees to manage operational
duties, which has benefits and drawbacks. On the positive side, it can lead to more efficient communication
and quicker decision-making. However, it may also result in overburdened staff and potential gaps in
expertise.
Evaluating in-house cleaning operations should include a cost-benefit analysis. While it may be cost-
efficient, PVRSC Ltd must ensure these employees have the necessary skills and expertise.
5.7.6 Strategic Planning
The last PVRSC 5-year Strategic Plan was prepared in 2016 and established four strategic pillars:
Governance, Advancement, Community, and Communications. Each pillar had key objectives, supporting
strategies, KPIs, and required resources.
A review of the 2016 Strategic Plan highlighted a sound framework aligning strategic goals with operational
objectives and KPIs. However, it did not address long-term asset renewal needs, which were presumably
unknown then.
Achievements against the plan were not available for review. It is recommended that PVRSC measure the
KPIs and objectives of the 2016 plan to inform future strategic needs.
A new Strategic Plan is in progress but has been placed on hold. Without a current plan, PVRSC Ltd. may
face several challenges, including lack of direction, missed growth opportunities, wasted resources, unclear
organisational structure, poor decision-making, and difficulty measuring progress.
It is recommended that PVRSC Ltd complete the next strategic plan as soon as possible following the
outcome of the merger discussions.
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6. Financial Modelling Review
A review of the projected financial model recently presented to Council to understand the proposed
changes to enhance the centre's operational sustainability was completed. The document used for this
review is identified as document number 26, titled “Business Model Prepared by PVRSC for Merged
Operations,” in
Appendix 1.
The modelling includes a range of assumptions (the 32 assumptions are detailed in the modelling) and
trends from recent financial “actuals” as the basis for the projections. The key assumption is that the
proposed merger with PDBA will proceed.
The high-level summary of the financial projections from this model is presented in the graph below.
$10,000,000
$9,000,000
$8,000,000
$7,000,000
$6,000,000
$5,000,000
$4,000,000
$3,000,000
$335,201
$496,983 $580,130
$778,652
$2,000,000
$706,600
$1,000,000
$219,845
$465,974
$22,563
$-
$633,099
-$1,000,000
-$125,498 -$83,143 -$46,043 $18,169 -$446,328
-$2,000,000-$135,764 -$108,994 -$104,949 -$2,982 $42,640
-$3,000,000
-$4,000,000
-$5,000,000
-$5,149,734
-$6,000,000
Year Year Year Year Year Year Year Year Year Year Year Year Year Year Year Year Year Year Year Year
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
Total income
Total expenditure
Net surplus/defict
Figure 14: PVRSC Financial Projections
The total operating expenditure modelling in the graph above includes loan repayments and routine and
restorative maintenance allowances.
A review of the projections indicates that:
• Income increases by an average of 3.6% per annum from $2,385,314 in Year 1 to $4,697,640 in
Year 20.
• Expenditure increases by an average of 2.5% annually from $2,385,314 in Year 1 to $2,521,078
in Year 19. Year 20 has been excluded from the average as the expenditure increase in Year 20
is 262% for restorative maintenance.
• The PVRSC will not operate in net surplus until Year 8 ($18,169).
• Over the 20 years, the cumulative net deficit position is -$1,903,579.
• In Year 20, there is a substantial one-off-allowance for restorative maintenance of $6,172,491.
A summary of the risks and benefits noted in the review of the financial projections is presented in section
6.1 Financial Modelling - Risk and Benefits.
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It should be noted, however, that routine and restorative maintenance allowances in the financial projections vary from those identified in the BCAR. The total
amount after 20 years is similar. However, the expenditure phasing is significantly different. The allowances in the modelling and those projected in the BCAR are
presented below.
Table 10: BCAR and Maintenance Projection Comparisons
Year 1
Year 2
Year 3
Year 4
Year 6
Year 7
Year 8
Year 9
Year 10
BCAR projection
$1,281,558
$1,727,753
$1,223,660
$1,350,168
$603,417
$306,936
$87,028
$70,284
$69,782
$2,629,564
PVRSC
Maintenance
$119,660
$132,458
$140,239
$139,955
$188,669
$158,073
$144,789
$154,950
$163,398
$686,966
allowances
Variation ($)
-$1,161,898
-$1,595,295
-$1,083,421
-$1,210,213
-$414,748
-$148,863
$57,761
$84,666
$93,616
-$1,942,599
Cumulative
-$1,161,898
-$2,757,193
-$3,840,614
-$5,050,827
-$5,465,575
-$5,614,438
-$5,556,677
-$5,472,011
-$5,378,395
-$7,320,993
variation
Year 11
Year 12
Year 13
Year 14
Year 15
Year 16
Year 17
Year 18
Year 19
Year 20
Total
BCAR projection
$53,542
$122,160
$75,923
$61,532
$144,392
$65,279
$63,932
$69,255
$67,826
$73,473
$10,147,464
PVRSC
Maintenance
$159,148
$256,986
$166,327
$177,443
$696,087
$184,941
$180,687
$206,298
$187,866
$6,172,491
$10,417,431
allowances
Variation ($)
$105,606
$134,826
$90,404
$115,911
$551,695
$119,662
$116,755
$137,043
$120,040
$6,099,018
$269,967
Cumulative
-$7,215,388
-$7,080,562
-$6,990,158
-$6,874,246
-$6,322,551
-$6,202,890
-$6,086,135
-$5,949,092
-$5,829,051
$269,967
variation
The PVRSC maintenance allowance is heavily back-ended, with $6,172,491 projected for Year 20. Up to Year 19, a $5.829 million underspend is anticipated
compared to the BCAR projections, including a $5.6 million shortfall over the first 6 years. This may risk asset deterioration before the major investment in Year 20.
If a significant asset failure occurs, PVRSC Ltd. likely cannot fund repairs from reserves. Additional funding through a loan might impose financial strain, potentially
exceeding repayment capacity.
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6.1 Financial Modelling Strengths and Opportunities
A summary of the detailed financial model review is presented below.
6.1.1 Model Strengths
The strengths of the model are noted below.
• The model assumes the merger with PDBA will proceed, thereby increasing revenue,
profitability (over time) and financial sustainability for PVRSC Ltd.
• The model uses formulas linking court usage by sport to court fees (or players/teams) to
calculate revenues.
• The model considers loan repayment, cash flow, and maintenance needs to forecast the net
operating position.
• Current court usage/bookings are the basis of court use and occupancies. The model may be
conservative as it does not account for ad hoc usage.
• While not aligned to the BCAR, the routine and restorative maintenance projections are well-
considered, using current rates and frequencies to calculate future expenditures.
• The model uses the 2024 Award rates for staff.
• The model includes a 5% (of gross income) expenditure contingency. While a contingency is
worthwhile, scenario analysis models should be conducted to understand the implications of a
change in the contingency percentage.
• Revenue in the modelling may be understated due to averaging court use at one hour (not as
45 minutes, which is the general length of a basketball game).
6.1.2 Model Opportunities
The opportunities to improve the model are noted below.
• Future financial and operational modelling should consider the relationship between PVRSC
and the Gipps St facility, including overlapping catchments and initiatives to minimise conflicts
through complementary programming of various activities.
• Ad hoc court usage is not modelled. The modelling could be updated to include ad hoc hire
(increasing revenue), noting that regular use may need to decrease as regular users will be
displaced.
• The model does not include revenue from hiring the activity or function spaces. The model
should be updated to reflect income from these areas to provide the most accurate projection.
• Income increases annually by 3.6% over the 20 years. Tempering this to a more conservative
range of 2-3% may be more realistic.
• Align routine and restorative maintenance with the BCAR as insufficient maintenance
expenditure over the past 20 years and the next 19 years, as projected in the routine and
restorative maintenance lines, increases the risk of building or asset failure in the short-term.
• Collaborate and involve the PDBA in the development of an updated model.
• The model could be updated to use a 1.1% annual population growth rate between 2021 and
2041. The model calculates participation growth using Penrith Population as a percentage of
the NSW Population (2.67%). This may be optimistic as the NSW Government population
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forecasts for the Penrith LGA, indicate a 1.1% annual growth rate between 2021 and 2041
(refer to section 3.1.2).
• Loans are based on current interest rates. Scenario analysis models should be conducted to
understand the implications of a change in the assumed rates.
• The model references assumptions regarding increasing basketball referee rates and basketball
game fees. These increases should be made in the model to provide the most accurate
projection possible.
• Uniform expenditure seems overstated. The allowance for $200 per person per year should be
$3,000 p/a (15 people x $200), not $12,000 p/a in Year 1.
• Revenue in the modelling is overstated slightly as the model uses the average junior domestic
team rate of $80 per court, not the team fee of $71. This appears to be a formula error.
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7. Benchmarking and Industry Trends
This section presents benchmarking and trends for selected indoor sports centres in New South Wales. It
has been undertaken to help understand how the PVRSC's operating performance compares to industry
standards.
7.1 Benchmarking
The following four indoor sports centres were approached for benchmarking comparisons:
1. Bankstown Basketball Centre
2. Hills Basketball Stadium
3. PCYC Hawkesbury
4. Northern Beaches Indoor Sports Centre (NBISC).
Only Bankstown and Northern Beaches agreed to provide data for comparative purposes. For
confidentiality purposes, these centres have been de-identified in the benchmarking data presented in
Appendix 4.
The Bankstown Basketball Stadium was initially constructed in 1976 with one court and expanded to six
courts in 1980. The facility has been in operation for 45 years. Similarly, the NBISC was initially built with
four courts in 2001 and extended to six in 2016. The building's original components have been in place for
24 years.
Benchmark comparisons should be cautiously approached due to the differing management of sporting
competitions, which can affect revenue. Variations in Profit and Loss reporting (i.e., cash or accrual basis),
data collection across venues, and different asset management agreements and responsibilities can also
complicate comparisons.
An analysis of the available benchmarking data indicates:
• The 15-minute catchment for the facilities varies from 293,343 to 69,793.
• The income range for the three venues varies widely from $613,514 to $2,280,820.
• In comparison, the PVRSC achieved the highest surplus ($169,690) of the facilities
benchmarked.
• PVRSC had the highest ratio of wages as % of total revenue (31%). The other two centres were
28.5% and 12.5%.
• PVRSC had a significantly higher café income as a % of total revenue (37%) compared to 8%
from a benchmarked centre.
• PVRSC generates 1% of total income through sponsorship and advertising, compared to 3%
from a benchmarked centre.
• PVRSC spent 7% of its total expenditure on repairs and maintenance, compared to the other
venues’ 2% and 9%, respectively.
• Cleaning costs as a percentage of total expenditure vary widely across benchmarked facilities,
ranging from 1% (PVRSC) to 32%. This difference is partly due to whether venues use
employees or contractors for cleaning. The PVRSC's low cost of 1% increases when employee
cleaning costs are included.
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link to page 44
CERM3 Performance Indicators and benchmarks were also researched. CERM benchmarks must be treated
cautiously as they:
• Do not differentiate which organisation (i.e. venue manager or sports club/association)
manages the sporting competitions within each facility.
• Do not account for different management agreements (e.g. management of assets and
maintenance).
• May include some dry indoor facilities with a combination of indoor sports courts and
gymnasia.
The Performance Indicators are shown in the table below.
Table 11: CERM Financial Performance Indicators for Indoor Sports Centres (2022-24 medians)
Groups 3-4 (>2000m²). n=29.
PVRSC (2023) *
Expense Recovery
99%
111%
Gross Receipts
$974,946
$1,615,191
Gross Expenditure
$1,149,323
$1,445,500
Visits
207,428
Unknown
Labour Costs
$660,985
$504,548
*Cash basis Level 3-year PVRSC Profit and Loss
The benchmarking section has not provided recommendations due to the variables in data collection and
reporting.
7.2 Trends
The following trends are important to the success of an indoor sports centre.
1.
Demand for indoor sports. Trends indicate a rising need for indoor sports facilities for basketball,
futsal, badminton, and table tennis. With catchment population growth forecasted, this demand
is expected to persist. Additionally, there's an opportunity to target older adults who participate
in sports during the day when indoor courts are less busy.
2.
Flexible and multi-use facilities to accommodate various customer preferences and skill levels.
Indoor recreation facilities must be adaptable in design and programming to provide for sport
competition delivery and social and flexible options aimed at broad participation levels, including
those of neighbouring residents, workers, corporates, students, and mixed teams. Parents and
caregivers benefit from a single location where multiple children can participate in training and
competitions, and larger facilities allow for efficient use of equipment, reducing costs and
maintenance efforts.
3.
Supporting access and inclusion. Indoor recreation facilities offer spaces for individuals with
different physical abilities to participate in recreational activities, exercise, compete, and
socialise. Sports such as wheelchair rugby, para–chair badminton, powerchair football, and
wheelchair basketball require suitable facilities.
3 CERM is the University of South Australia’s ‘Centre for Environmental and Recreation Management’ and is recognised nationally for the
development of performance indicators for indoor sporting centres, and aquatic & leisure centres. CERM PI ® data measures operational
management efficiency (cost recovery, operational ratios, catchment usage rates, secondary spending etc.). Participation and provision of
information is on a voluntary subscription basis. Most facilities on the CERM database are local government owned. The data is categorised by the
type of facility (i.e. outdoor only, indoor only, or indoor and outdoor) and further segmented by the size (m2) of the facility. It should be noted
participation in, and provision of information for, the CERM database is on a purely voluntary subscription basis. To that end their database
represents a “convenience sample” and is not representative of all Australian aquatic and recreation centres. For this reason, CERM data serves as
a comparative guide only, based on similar facilities on their database but it does not represent a definitive standard.
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4.
Increased Availability. Indoor recreation facilities should maintain high utilisation and be
operational for 12 to 18 hours per day and, in certain circumstances, up to 24 hours per day.
Additionally, indoor facilities will increasingly serve as a viable alternative for mitigating adverse
weather conditions such as heat, rain, and wind, which can impede participation in outdoor
sporting competitions.
5.
Co-location and ancillary uses. The trend of placing sports, recreation and leisure facilities near
other community assets such as retail precincts, arts precincts, libraries, and other facilities is
rising. This approach aims to enhance visibility and usability for the community. Additionally,
there is an increasing incorporation of meeting and social places within the design of sports,
recreation, and leisure facilities. Meeting rooms, function spaces, and change rooms can be
shared among various sports programs, maximising space utilisation.
6.
Shared and joint use arrangements. In response to indoor recreation planning and provision
practices, as well as the associated building and operational costs, many local governments are
forming partnerships with schools and other entities to implement a different model of indoor
recreation provision. This could involve sharing indoor recreation facilities and amenities with
schools and other organisations or jointly funding facilities for use by both schools and the
broader community. Councils can evaluate the benefit of exploring funding agreements that
share facility upgrade and maintenance costs to address the community's recreation needs.
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8. Proposed Management Options
There are ongoing negotiations between PVRSC Ltd and the PDBA regarding the potential merger of their
operations. A Q&A session is scheduled for February 2025, followed by a vote by the PDBA members in
March 2025. If the merger proceeds, both organisations must integrate their operations according to the
merger agreement's terms. In this event, we recommend that the income and expenditure related to
basketball operations be itemised in the profit and loss statement and PVRSC Ltd to monitor these
activities' financial performance post-merger accurately.
In the event the merger is unsuccessful, the Council has several options to explore, including:
• Encouraging PVRSC Ltd and PDBA to discuss establishing a Licence Agreement for court and
administrative use. This should include financial projections related to the proposed Licence
Fee. Additionally, this arrangement may allow PDBA to release courts that it no longer requires
or wishes to pay for, allowing PVRSC Ltd to repurpose them to increase access for other
community indoor sporting codes and enhance revenue. This action will unlikely
significantly improve PVRSC's financial situation, including asset renewals and loan repayments.
• Pending legal advice and implications, terminate the lease with PVRSC Ltd and:
1. Consider direct management of the PVRSC by the Council.
2. Consider outsourcing the facility's management to a third party with specialist skills and
experience in leisure and sporting facilities (e.g., the Y, PCYC, Belgravia Leisure, etc.).
3. Consider direct management of the PVRSC by a wholly owned Council subsidiary.
4. Explore PDBA management of the facility. The PDBA assumes the role of venue manager;
however, this model carries certain risks for the PDBA, as it will be accountable for known
building issues. This model may also further reduce access to the facility by other non-
basketball organisations.
The table below provides an overview of the risks and benefits of the management options above (items
numbered 1-4).
Table 12: Summary of the Risks and Benefits of Potential Management Options for PVRSC
Management
Benefits
Risks
Option
Internal
• Council has 'hands-on' control in 'real-
• There is less management staff within
(inhouse)
time' of its facility's strategic alignment,
the Council with the
Management
operation and asset maintenance.
experience/expertise to maximise each
• Operational costs can be defrayed or
Leisure centre's usage and viability.
minimised by using the Council's
• All the operational risk rests with the
existing operations (payroll, insurance,
Council.
accounting procedures, asset and
• Council is responsible for all operating
building services, etc).
costs and any unforeseen deficits.
• Flexible and responsive management
• Generally higher staffing costs under
systems can be linked directly to
local government awards, higher
Council policies.
associated on-costs, and therefore
• Ensures assets are maintained in good
higher overall operating costs.
condition and not allowed to run down. • Council's internal policies and
procedures may not allow
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Page 41
Management
Benefits
Risks
Option
• Enables a trained team to be developed
commercially driven decision-making
and rotated around different centres.
and can be time-consuming.
• Provides the Council with an accurate
• Potential for exposure to industrial
picture of the venue's performance and
relations or human resource
potential, which would assist in
management issues.
assessing future tenders (should the
• Lack of flexibility to respond promptly
Council decide to seek external
to customer issues.
management again in the future).
• Council systems can lack the flexibility
to operate in a highly competitive
leisure services industry.
External
• Responsibility for all staffing and
• The availability of service providers in
(Contract)
human resourcing rests with the
the marketplace. Council may discover
Management
operator.
that well-qualified venue managers are
• Generally lower staffing and on-costs
scarce and that a tender process yields
than direct Council management as
disappointing results in terms of
contractors are often sole or dual
applicants, management fees offered,
operators or family businesses not
subsidy payments required, and/ or
subject to Local Government Awards or
capital works contributions.
large companies with their own
• No Council influence in day-to-day
greenfield award and work and
operation, programming, staffing
employment conditions.
capabilities, and pricing of programs
• Industry-specific expertise in aquatic
and services (although the Council can
and leisure centre management is
retain responsibility for setting entry
generally the operator's core business.
fees if it chooses).
• Opportunities for operational
• Larger companies may appoint an on-
economies of scale savings where an
site manager who does not have the
operator manages two or more
same connection with the community
facilities.
as a smaller operator.
• Reduced corporate overhead costs
• Community health and social outcomes
compared to typical in-house Council
may be diminished if the operator
operation
concentrates on servicing those
• More flexibility in day-to-day
programs that generate the most
management/ decision-making is
significant commercial return.
extended to the operator.
• The operator may pay less attention to
• Council can selectively determine the
asset maintenance, resulting in the
aspects of facility management it
Council inheriting a facility in less
wishes to retain (e.g., major asset
satisfactory condition at the end of the
maintenance).
contract period.
• The requirement for staff to set up and
oversee management contract
conditions can be a significant 'hidden
cost' to the Council and should be
considered as part of a total cost
analysis.
• Non-contemporary, ageing facilities can
be used by operators as an argument
for seeking increased subsidy and/ or
compensation from the Council.
NSW 06-25 Penrith City Council – PVRSC Review April 2025
Page 42
Management
Benefits
Risks
Option
• Venue management companies may
seek to insure themselves when
tendering for the management rights to
new unknown facilities. This can
translate into the Council paying a
premium for the 'unknown' quantity
associated with operating a new venue.
• In most cases, the risk of fluctuations in
net operating costs still rests with the
Council.
• Council's line management needs to
clearly understand the venue's
objectives, the contractor's and
Council's responsibilities, and the
capacity to manage the contractor
effectively.
Council
• Council retains a level of control over
• There will be one-off start-up costs
subsidiary
the operation and maintenance of its
associated with company
company
services and assets via the
establishment.
limited by
Management Services Agreement.
• The council remains ultimately
shares.
• Generally lower staffing and on-costs
responsible for the financial solvency of
than direct Council management as
the company.
they are not subject to Local
• Little to no Council influence in day-to-
Government Awards and are likely to
day operation, programming, staffing,
use their greenfield or Modern Fitness
and pricing of programs and services
awards.
(although Council can retain
• Council approves the Company
responsibility for setting entry fees if it
Strategic Plan.
chooses).
• Annual Business Plans and Budgets are
• Council management needs to
set in conjunction with Council.
articulate expectations clearly in the
• The Company retains daily operational
Management Services Agreement.
flexibility and agility to respond in a
• Council line management needs to
competitive marketplace.
understand where responsibilities are
• Ensures assets are maintained in good
(and are not) clearly.
condition and not allowed to run down
• Economies of scale are generally only
via an agreed Asset Management Plan.
realised with two or more facilities.
• Provide incentives for Management to
• Local Government Act compliance.
achieve above-budget results.
• Establishment costs.
• Can be more commercially focused
• Time is required to establish the
than an internal model.
company and prepare for trade.
• Skills-based Board.
• Any operating surpluses are returned
to the Council via a dividend.
Lease (to
• Ability to attract capital investment.
• Associations/Clubs may have an
PBDA)
• Operational risks rest with the
unconscious bias to promoting growth
operator.
in their sport ahead of other sports.
• Usually involves longer terms.
NSW 06-25 Penrith City Council – PVRSC Review April 2025
Page 43
Management
Benefits
Risks
Option
• Capacity to maximise commercial
• Council has minimal input into
return on Council assets.
operations.
• Allows flexible approach for Council to
• Council assumes all risks associated
meet diverse community needs.
with tenants (for example, poor
tenants, including accidental property
damage, non-payment and/or
timeliness of rent and breaking lease
conditions.
• Completion of maintenance obligations
and asset management.
• Council-identified community, social
and health outcomes may not be
achieved as control is handed to the
operator (lessee).
Regardless of the future management model, the operator must invest in the asset to ensure safe
community use and prevent significant failure, especially without an alternative indoor sports court until
the Gipps St venue is built. The Council and the PVRSC operator should comprehensively understand the
building's life expectancy to inform asset investment levels and indoor court strategic planning decisions,
supporting the community’s indoor recreational needs.
If PVRSC Ltd retains management responsibility of the PVRSC, the Council should consider available
mechanisms to prevent mergers and demergers from recurring. Since 2003, when the PVRSC Ltd and PDBA
operated as a merged entity, they have demerged and are now exploring merging again. While it is
uncertain if the asset will last the length of the 99-year lease between Council and PVRSC Ltd, it may be
beneficial for Council to address this issue before the lease ends.
NSW 06-25 Penrith City Council – PVRSC Review April 2025
Page 44
9. Warranties and Disclaimers
The information contained in this report is provided in good faith. While Otium Planning Group Pty Ltd
(Otium) has applied their experience to the task, they have relied upon information supplied to them by
other persons and organisations.
We have not conducted an audit of the information provided by others but have accepted it in good faith.
Some of the information may have been provided ‘commercial in confidence’, and these venues or sources
of information are not specifically identified. Readers should be aware that the preparation of this report
may have necessitated projections of the future that are inherently uncertain and that our opinion is based
on the underlying representations, assumptions and projections detailed in this report.
Otium’s advice does not extend to, or imply professional expertise in the disciplines of economics, quantity
surveying, engineering or architecture. External advice in one or more of these disciplines may have been
sought, where necessary, to address the requirements of the project objectives. There will be differences
between projected and actual results because events and circumstances frequently do not occur as
expected, and those differences may be material. We do not express an opinion as to whether actual
results will approximate projected results, nor can we confirm, underwrite, or guarantee the projections'
achievability, as it is impossible to substantiate assumptions based on future events.
This report does not constitute advice, investment advice, or opinion and must not be relied on for funding
or investment decisions. Independent advice should be obtained in relation to investment decisions.
Accordingly, neither Otium nor any member or employee of Otium undertakes responsibility arising in any
way whatsoever to any persons other than the client in respect to this report for any errors or omissions
herein arising through negligence or otherwise caused.
NSW 06-25 Penrith City Council – PVRSC Review April 2025
Page 45
Appendix 1: Document Register
Document Register
Document Document Name
Summary of Document Contents
Number
Assets
1*
12530772 PVRSC Building Condition
Independent Building Condition review covering the
Assessment Report (GHD December
technical and compliance status of the built assets within
2021)
PVRSC grounds.
2
Assets
Detailed Asset Register.
3
Meter_Readings 03-12-2023 – 02-12-
Utility Meter Readings.
2024
4
PVRSC – BCAR additional items (March
Email from Peter Bower Services Pty Ltd. Estimates BCAR
2022)
requires an additional $1M to rectify structural support to
courts 5&6 and $2M for a New Colourbond Roof &
Increased Strength of Roof Purlins to Facility (5,800m2)
area keeping existing steel portal frames.
5
Work Orders 03-12-2023 – 02-12-2024
Detailed spreadsheet or preventative and reactive work
orders for 12 months.
Constitution
6*
May 2023 Constitution of Penrith
Constitution of PVRSC Ltd.
Valley Regional Sports Centre
Court Bookings
7
2021 to 24-11-2024
Court bookings by user group and fees for the defined
period.
8
Future Bookings
Register of court bookings from late 2024, 2025 and into
mid-2026.
9
Court Occupancy Schedule PDBA
Court Occupancy Schedule provided by PDBA.
Customer Service
10
Customer Service Charter (pdf)
PVRSC Customer Service Charter.
11
G-1038 Customer Service Charter
PVRSC Customer Service Charter Policy/SOP.
Customer Surveys
12
2022 Survey Results v100722
PVRSC 2022 Community Needs Survey focussed on
understanding the indoor recreational needs of Penrith
LGA. The survey results also contain an overall NPS Rating.
Fees and Charges
13
2024 Fees v2
List of 2024 Fees.
Financials
14
Accrual current PVRSC Profit and Loss
Accrual P&L for the 2024 calendar year to date (Oct 2024).
15*
Accrual Line Level 3-year PVRSC Profit
Line Level Accrual P&L for 2020, 2021, 2022 & 2023
and Loss
calendar years.
16
Accrual Summarised 3-year PVRSC
Summarised Accrual P&L for 2020, 2021, 2022 & 2023
Profit and Loss
calendar years.
17
Cash basis current PVRSC Profit and
Cash basis P&L for the 2024 calendar year to date (Oct
Loss
2024).
18
Cash basis Level 3-year PVRSC Profit
Line Level Cash Basis P&L for 2020, 2021, 2022 & 2023
and Loss
calendar years.
19
Cash basis Summarised 3-year PVRSC
Summarised Cash basis P&L for 2020, 2021, 2022 & 2023
Profit and Loss
calendar years.
20
Compressed Financial Report 23
Audited Financial Report for the Year Ended 31 December
2023.
Floor Plans
21
12530772 Evacuation Diagram_R1
Emergency Evacuation Plan (GHD).
22
Crt 5 and 6 Electrical and Data
Power and communications layout of Crt 5 and Crt 6.
NSW 06-25 Penrith City Council – PVRSC Review April 2025
Page 46
Document Document Name
Summary of Document Contents
Number
23
Floor Diagram with Dims
Emergency Evacuation Plan (GHD) with court and first-floor
dimensions.
Organisational Structure
24*
Current Org Structure
PVRSC Organisational Structure.
Other
25
Business Model Assumptions
July 2024 email containing explanatory notes for the
assumptions made in the PVRSC Business Model.
26*
Business Model Prepared by PVRSC for
Business Model prepared by PVRSC for merged operations.
Merged Operations
27*
Loan Agreement
Unsecured Loan Deed between Penrith City Council
(Lender) and PVRSC (Lender). The document is unsigned.
28*
PVRSC Council Report
Council Report recommending that:
1. The information contained in the report on Penrith
Valley Regional Sports Centre (PVRSC) repairs be
received.
2. That Council provide a loan to the Penrith Valley
Regional Sports Centre to the value and on the terms
and conditions referred to in the report.
3. A further report be provided to the Council within 6
months and following the operating model review
referred to in this report.
4. The General Manager be authorised to execute the loan
agreement on the terms and conditions referred to in
the report.
29*
PVRSC Lease Agreement
Copy of 1988 Lease Agreement.
30
Working 5 Strategic Plan 2016
2016 PVRSC Strategic Plan.
31
2023 Fee Review
February 2023 fees and charges benchmarking.
32
2023 Fee Increase
Fees and charges increase, and benchmarking.
33
PVRSC 2.0
2024 Strategic Review planning document.
*Key document
NSW 06-25 Penrith City Council – PVRSC Review April 2025
Page 47
Appendix 2: PVRSC Court Usage
Typical average court usage at PVRSC - Summer
COURTS SCHEDULE - SUMMER
User types
Codes
Hours p/w
PDBA Basketball Competition Juniors
BCJ
85
PDBA Basketball Competition
BC
50
PDBA Basketball Training / Programs
BT
20
Other Basketball Hire
OBH
29
Netball Competition
NC
8
Netball Training
NT
2
* PLEASE USE THE CODES IN THE CELLS BELOW
Volleyball Competition
VC
10
Volleyball Training
VT
0
Other Sport Training
OS
8
Social Competition
SC
0
Community Programs
CP
6
School Use
SU
22
Public Hire
PH
2
Taekwondo
TK
10
Futsal Competition
FS
5
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
1
2
3
4
5
6 AR FR
1
2
3
4
5
6 AR FR
1
2
3
4
5
6 AR FR
1
2
3
4
5
6 AR FR
1
2
3
4
5
6 AR FR
1
2
3
4
5
6 AR FR
1
2
3
4
5
6 AR FR
Off peak time
6am-7am
7am-8am
8am-9am
BT BCJ BCJ BCJ BCJ BCJ
OS
9am-10am
OS
BT BCJ BCJ BCJ BCJ BCJ
OS
10am-11am
OS
CP
BCJ BCJ BCJ BCJ
BCJ
OS
11am-12noon
OS
CP
CP
BCJ BCJ BCJ BCJ BCJ BCJ
OS
12noon-1pm
SU
SU
SU
SU
OS
SU
SU
SU
SU
SU
SU
SU
SU
CP
SU
SU
SU
SU
SU
BCJ BCJ BCJ BCJ BCJ BCJ
1pm-2pm
CP
SU
SU
SU
SU
SU
BCJ BCJ BCJ BCJ BCJ BCJ
2pm-3pm
BCJ BCJ BCJ BCJ BCJ BCJ
3pm-4pm
BT
BCJ BCJ BCJ BCJ
4pm-5pm
CP
BT OBH OBH
BC
BT
BT
BCJ BCJ BCJ BCJ
Peak time
5pm-6pm
OBH
OBH OBH OBH OBH OBH TK
BT
BT
BT OBH OBH OBH TK
BC
BC VC
VC
OBH OBH TK
FS
BT BCJ BCJ
BT
BCJ BCJ BCJ BCJ
BCJ
BCJ BCJ BCJ BCJ
BC
BC
6pm-7pm
OBH
OBH OBH OBH OBH OBH TK
BT
BT
BT OBH OBH OBH TK
PH
BC
BC VC
VC
OBH OBH TK
FS
BT BCJ BCJ OBH BT
TK
BCJ BCJ BCJ BCJ BCJ BCJ
BC
BC
7pm-8pm
BC
BC
BC
BC
NC
TK
BC
BC
BC
BC OBH OBH TK
PH
BC
BC VC
VC
OBH BC TK
FS
BT NC NC NT
BT
BCJ BCJ BCJ BCJ BCJ BCJ
BC
BC
8pm-9pm
BC
BC
BC
BC
NC
BC
BC
BC
BC
BC
BC VC
VC
OBH BC
FS
BT NC NC NT
BT
BCJ BCJ BCJ BCJ BCJ BCJ
9pm-10pm
BC
BC
BC
BC
NC
BC
BC
BC
BC
BC
BC VC
VC
FS
NC
BCJ BCJ BCJ BCJ
10pm-11pm
BC
BC
BC
BC
BC
BC
BC
BCJ BCJ BCJ
11pm-12midnight
EVENTS
Number of events
18
** Not days, but number of events
benchmark hire charge per day
5280 ** Assumed $88ph x 6 courts x 10hours (However different rates are typical)
Average number of participants / spectator
1000 s pe
* r e
V v
a e
rint
es
PVRSC Assumptions
Summer is typically October 10 to April 1
Winter is April 1 to September 30
AR is Activity Room
FR is Function Room
Nepean Hospital in Activity Room - 93 hours / 3.72 hours per week (Will use different days but put on Wednesday as most likely day)
School Hire Summer - 915 hours/ 22hrs over 125 days. Spread out, days are not factual as bookings use various days.
2024-2025 Summer Events total 1195 hours currently.
PDBA Rep Training is 300hrs this summer (Historically was only Winter, Feb and March) - Was also in place of Other Basketball Hire typically which was pushed out. Have left in and assumed this would be used Summer. However PVRSC was planning to grow Futsal.
Typical Term Weeks
NSW 06-25 Penrith City Council – PVRSC Review April 2025
Page 48
Typical average court usage at PVRSC - Winter
COURTS SCHEDULE - SUMMER
User types
Codes
Hours p/w
PDBA Basketball Competition Juniors
BCJ
85
PDBA Basketball Competition
BC
50
PDBA Basketball Training / Programs
BT
30
Other Basketball Hire
OBH
23
Netball Competition
NC
8
Netball Training
NT
2
* PLEASE USE THE CODES IN THE CELLS BELOW
Volleyball Competition
VC
10
Volleyball Training
VT
0
Other Sport Training
OS
8
Social Competition
SC
0
Community Programs
CP
10
School Use
SU
38
Public Hire
PH
2
Taekwondo
TK
10
Futsal Competition
FS
5
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
1
2
3
4
5
6 AR FR
1
2
3
4
5
6
AR FR
1
2
3
4
5
6 AR FR
1
2
3
4
5
6 AR FR
1
2
3
4
5
6 AR FR
1
2
3
4
5
6 AR FR
1
2
3
4
5
6 AR FR
Off peak time
6am-7am
7am-8am
8am-9am
CP
BT BCJ BCJ BCJ BCJ BCJ
OS
9am-10am
SU
SU
SU
SU
OS
CP
BT BCJ BCJ BCJ BCJ BCJ
OS
10am-11am
SU
SU
SU
SU
OS
CP
CP
BCJ BCJ BCJ BCJ
BCJ
OS
11am-12noon
SU
SU
SU
SU
OS
CP
SU
SU
SU
CP
BCJ BCJ BCJ BCJ BCJ BCJ
OS
12noon-1pm
SU
SU
SU
SU
OS
SU
SU
SU
SU
SU
SU
SU
SU
SU
CP
SU
SU
SU
SU
SU
BCJ BCJ BCJ BCJ BCJ BCJ
1pm-2pm
CP
SU
SU
SU
SU
SU
BCJ BCJ BCJ BCJ BCJ BCJ
2pm-3pm
CP
BCJ BCJ BCJ BCJ BCJ BCJ
3pm-4pm
BT
BCJ BCJ BCJ BCJ
4pm-5pm
CP
BT OBH OBH
BC
OBH
OBH
BT
BT
BCJ BCJ BCJ BCJ
Peak time
5pm-6pm
OBH
OBH OBH OBH OBH OBH TK
BT
BT
BT
BT
BT
BT
TK
BC
BC VC
VC
OBH OBH TK
FS
BT BCJ BCJ
BT
BCJ BCJ BCJ BCJ
BCJ
BCJ BCJ BCJ BCJ
BC
BC
6pm-7pm
OBH
OBH OBH OBH OBH OBH TK
BT
BT
BT
BT
BT
BT
TK
PH
BC
BC VC
VC
OBH OBH TK
FS
BT BCJ BCJ OBH BT
TK
BCJ BCJ BCJ BCJ BCJ BCJ
BC
BC
7pm-8pm
BC
BC
BC
BC
NC
TK
BC
BC
BC
BC
BT
BT
TK
PH
BC
BC VC
VC
OBH BC TK
FS
BT NC NC NT
BT
BCJ BCJ BCJ BCJ BCJ BCJ
BC
BC
8pm-9pm
BC
BC
BC
BC
NC
BC
BC
BC
BC
BT
BT
BC
BC VC
VC
OBH BC
FS
BT NC NC NT
BT
BCJ BCJ BCJ BCJ BCJ BCJ
9pm-10pm
BC
BC
BC
BC
NC
BC
BC
BC
BC
BC
BC VC
VC
FS
NC
BCJ BCJ BCJ BCJ
10pm-11pm
BC
BC
BC
BC
BC
BC
BC
BCJ BCJ BCJ
11pm-12midnight
EVENTS
Number of events
15
** Not days, but number of events
benchmark hire charge per day
5280 ** Assumed $88ph x 6 courts x 10hours (However different rates are typical)
Average number of participants / spectator
1000 s pe
* r e
V v
a e
rint
es
PVRSC Assumptions
Summer is October 10 2024 to April 1 2025
Winter is April 1 2025 to September 30 2025
AR is Activity Room
FR is Function Room
Nepean Hospital in Activity Room - 191 hours / 7.35 hours per week (Will use different days but put on Wednesday as most likely day)
School Hire Winter - 988 hours/ 38hrs a week over 26 weeks. Spread out, days are not factual as bookings use various days.
2024-2025 Winter Events total 1340 hours currently.
2025 PDBA Rep Training is 312hrs currently for Winter. A typical week is shown however would be replaced typical with PH or OBH. Over expressed in this occupancy guide.
This is based on Term Weeks / excludes holidays and public holiday dates.
Futsal we are still determining if we can run in Winter on a Thursday. We are planning to try so have left this in.
Typical Term Weeks
NSW 06-25 Penrith City Council – PVRSC Review April 2025
Page 49
Appendix 3: PDBA Court Usage
Typical average court usage by PDBA - Summer
COURTS SCHEDULE - SUMMER
User types
Codes
Senior Basketball Competition SC
Junior Basketball Competition JC
Senior Rep Basketball Training ST
Junior Rep Basketball Training JT
* PLEASE USE THE CODES IN THE CELLS BELOW
Development Programs
DP
Add further fields as required
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Court
1
2
3 4
5
6
1
2
3 4
5
6
1
2
3 4
5
6
1
2
3 4
5
6
1
2
3 4
5
6
1
2
3 4
5
6
1
2
3 4
5
6
Off peak time
6am-7am
7am-8am
8am-9am
JC JC JC JC DP JC
9am-10am
DP
JC JC JC JC DP JC
10am-11am
DP
JC JC JC JC DP JC
11am-12noon
JC JC JC JC JC JC
12noon-1pm
JC JC JC JC JC JC
1pm-2pm
JC JC JC JC JC JC
2pm-3pm
JC JC JC JC JC JC
3pm-4pm
JC JC JC JC
4pm-5pm
DP
JC JC
DP
JC
DP DP
JC JC JC JC
Peak time
5pm-6pm
JT JT
JT JT JT
JC JC
JT JT
JC
JT JC JC JC JC DP DP
JC JC JC JC
SC SC
6pm-7pm
JT JT
JT JT JT
JC JC
JT JT JC JC
JT JC JC JC JC JC JC
SC SC
7pm-8pm
SC SC SC SC
SC SC
SC SC ST
SC SC
SC ST ST
ST JC JC JC JC JC JC
SC SC
8pm-9pm
SC SC SC SC
SC SC
SC SC ST
SC SC
SC ST ST
ST JC JC JC JC JC JC
SC SC
9pm-10pm
SC SC SC SC
SC SC
SC SC ST
SC SC
ST ST
ST JC JC JC JC JC JC
SC SC
10pm-11pm
SC SC SC SC
SC SC
SC SC
JC JC JC JC
11pm-12midnight
Typical average court usage by PDBA – Winter
COURTS SCHEDULE - WINTER
User types
Codes
Senior Basketball Competition SC
Junior Basketball Competition JC
Senior Rep Basketball Training ST
Junior Rep Basketball Training JT
* PLEASE USE THE CODES IN THE CELLS BELOW
Development Programs
DP
Add further fields as required
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
Court
1
2
3 4
5
6
1
2
3 4
5
6
1
2
3 4
5
6
1
2
3 4
5
6
1
2
3 4
5
6
1
2
3 4
5
6
1
2
3 4
5
6
Off peak time
6am-7am
7am-8am
8am-9am
JC JC JC JC DP JC
9am-10am
DP
JC JC JC JC DP JC
10am-11am
DP
JC JC JC JC DP JC
11am-12noon
JC JC JC JC JC JC
12noon-1pm
JC JC JC JC JC JC
1pm-2pm
JC JC JC JC JC JC
2pm-3pm
JC JC JC JC JC JC
3pm-4pm
JC JC JC JC JC JC
4pm-5pm
DP
JC JC
DP
JC JC
DP DP JC JC JC JC JC JC
Peak time
5pm-6pm
JT JT JT JT JT
JC JC
JT JT JC JC
JT JC JC JC JC DP DP JC JC JC JC JC JC
SC SC
6pm-7pm
JT JT JT JT JT
JC JC
JT JT JC JC
JT JC JC JC JC JC JC
SC SC
7pm-8pm
SC SC SC SC
SC SC SC SC ST
SC SC
SC ST ST
ST JC JC JC JC JC JC
SC SC
8pm-9pm
SC SC SC SC
SC SC SC SC ST
SC SC
SC ST ST
ST JC JC JC JC JC JC
SC SC
9pm-10pm
SC SC SC SC
SC SC SC SC ST
SC SC
SC ST ST
ST JC JC JC JC JC JC
SC SC
10pm-11pm
SC SC SC SC
SC SC SC SC
JC JC JC JC JC JC
11pm-12midnight
NSW 06-25 Penrith City Council – PVRSC Review April 2025
Page 50
Appendix 4: Benchmarking
Centre
No. of
15-Minute
Income
Expenses
Surplus/
Does
Comp
Comp
Wages
Wages as
Wages as % of
Courts
Catchment
Deficit
Venue Run
Revenue
Revenue
Value
% of total
total
its own
Value
Proportion
revenue
expenditure
Comps
of Income
Venue A
7
293,343
$2,280,820
$2,239,764
$41,056
Yes
$785,066
34.42%
$648,987
28.45%
28.98%
Venue B
6
69,793
$613,514
$503,207
$110,307
No
-
-
$77,800
12.68%
15.46%
AVERAGE
155,658
$1,447,167
$1,371,486
$75,682
$363,394
21%
22%
PVRSC
6
192,425
$1,229,342^
$1,057,234*
$172,108
No
-
-
$504,549
41%
48%
Centre
Café Income
Café income
Sponsorship
Sponsorship
Repairs and
Repairs and
Cleaning
Cleaning as a
Proportion of
Year
as % of total
& Advertising & advertising
maintenance
maintenance
% of total
use by
income
as % of total
as % of total
expenses
Basketball
income
expenses
Venue A
$183,457
8%
$63,589
3%
$55,000
2%
$708,815
32%
87%
2023/24
Venue B
$44,920
9%
$41,241
8%
70%
2022/23
AVERAGE
$183,457
8%
$63,589
3%
$49,960
6%
$375,028
20%
79%
PVRSC
$601,459
49%
$10,000
1%
$95,040
9%
$15,174
1%
59%#
2023
^includes “other” income
*includes cost of sales
#from occupancy schedule (see section 5.2.1)
NSW 06-25 Penrith City Council – PVRSC Review April 2025
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