2019-08-06 Services & Organisation Committee Agenda

SERVICES & ORGANISATION COMMITTEE MEETING AGENDA                                    6 AUGUST 2019


The comparison of the past five years’ financial performance above, reveals a trend of strong
revenue growth at the NAC, despite a slight pullback in 2018/19. It also shows the stabilisation of
controllable expenses, with 2018/19’s figures mirroring those of 2016/17, albeit from one week
less of operation. A trend of large increases in internal charges, due mainly to changes in cost
allocation methodology, is also evident, although 2018/19’s charges are lower than the prior
year’s.

2.    CUSTOMERS

The NAC recorded 240,893 attendances for the year which is less than a 1% decrease on
2017/18’s figure of 242,922. The slight drop-off came as a result of visitation tailing off as the
closure drew nearer and in particular, because the NAC was closed in the final week of financial
year.


           NAC full year attendance comparison 2014/15 to 2018/19
 260,000      249,000                      245,308       242,922       240,893
 240,000                     235,037

 220,000

 200,000

 180,000

 160,000

 140,000

 120,000

 100,000
              2014/15       2015/16       2016/17        2017/18       2018/19


The cost per visit, exclusive of depreciation and internal charges, was $0.53, up on last year’s
remarkable result of a return per visit of $0.09. Inclusive of all costs, 2018/19’s figure increases to
a cost of $3.92, up on last year’s figure of $3.51.
The NAC continues to have limited capacity during most weekday afternoons, often because of
the growing popularity of water polo. While lanes are open to the public these are generally
limited to one or two during the peak times of 3.30pm – 6pm. It is anticipated that the opening of
St Andrew’s aquatic facility in August 2019 will alleviate some of this pressure on the NAC.

3.    STAFFING
The NAC remains a seasonal operation and therefore a large percentage of its team are
employed as casuals, with staff levels fluctuating throughout the year. During the current
shutdown, several staff have elected to take an extended break while others have been
successful in gaining temporary employment in other areas of Council. On a pleasing note it has
been great to see and hear how well some of the alternative duties arrangements are working for
all parties.
An increase in lifeguard hours relating to the supervision of the leisure pool came into effect in
December as the centre adopted Royal Life Saving’s ‘Keep Watch’ program in order to enhance
water safety. The introduction of the program has been well received by staff and patrons alike
and the additional staffing cost was able to be absorbed without the need to request a mid-year
budget variation.


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