Document 6489061

Transcription

Document 6489061

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CENTRAL QLD EVENTS CENTRE.DOC
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Our Reference: C:\DOCUMENTS AND SETTINGS\GARNERG\DESKTOP\PUBLICATIONS\BUSINESS PLAN
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Rockhampton City Council
CENTRAL QUEENSLAND
EVENTS CENTRE
International Exhibition Complex, Rockhampton
BUSINESS PLAN
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This Business Plan is the final Report setting out, inter alia, details, relating to operational
guidelines for a proposed redevelopment of the Rockhampton Showgrounds, Victoria
Park Precincts, Rockhampton State High School, Gracemere Sales Yards and other
areas which together incorporate the development of the international exhibition
complex project (“the Project”) to be carried out in the vicinity of Rockhampton,
Queensland.
This Project, initiated by Rockhampton City Council ("the Council") has been carried out
utilising the services of Global Solutions 4 Pty Ltd (“the Consultant”) on behalf of a
consortium of consulting colleagues in Global Solutions 4 Pty Ltd, Hollingsworth Project
Consultant, and Matthew Weathered & Associates (“the Consulting Team”).
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TABLE OF CONTENTS
1.
PREFACE............................................................................................................. 1
2.
EXECUTIVE SUMMARY ....................................................................................... 7
3.
INTRODUCTION .................................................................................................. 8
FACILITIES REQUIREMENT – ORIGINAL IDENTIFICATION OF NEEDS .................................8
Overview .................................................................................................................................... 8
Initial Concepts / Development of the Project................................................................... 9
International Exhibition Complex Project Control Group / Reference Group .............. 9
ORIGINAL MASTER PLAN BUDGET SUMMARY – 17 MAY 2001 .......................................10
ALTERNATE “PRODUCT” CONCEPT....................................................................................11
THE FINAL (REVISED) MASTER PLAN BUDGET SUMMARY.................................................12
4.
SCOPE AND OBJECTIVES................................................................................. 15
INTRODUCTION .....................................................................................................................15
PROJECT OBJECTIVES ..........................................................................................................17
EXPECTED OUTCOMES.........................................................................................................17
5.
METHODOLOGY............................................................................................... 18
6.
RESEARCH FINDINGS AND IMPLICATIONS ..................................................... 21
MARKET ANALYSIS.................................................................................................................21
Industry Description ................................................................................................................ 21
The MICE Market..................................................................................................................... 22
PROFILE OF ROCKHAMPTON REGION ..............................................................................24
Regional Overview ................................................................................................................. 24
Rockhampton – An Urban Centre By Definition ............................................................... 25
Population & Growth in Rockhampton / the Fitzroy Region........................................... 27
Social Indicators (Index of Relative Disadvantage)......................................................... 29
KEY STRATEGIC ISSUES..........................................................................................................32
Summary of Key Strategic Issues.......................................................................................... 32
Discussion – Key Strategic Issues .......................................................................................... 33
COMPETITIVE ADVANTAGE.................................................................................................36
The Importance of Competitive Advantage .................................................................... 36
The Business of the Proposed International Exhibition Complex .................................... 36
The Uniqueness of Rockhampton: Competitive Advantages ........................................ 36
The Uniqueness of Rockhampton: Other Advantages .................................................... 36
THE BEEF EXPO EVENT AT ROCKHAMPTON ......................................................................37
The Beef Expo Event............................................................................................................... 37
Beef Expo 2000 – Summary of the Event ............................................................................ 38
Beef Expo 2000 - Economic Impact (Detail)...................................................................... 39
Beef Expo 2000 - Other Detail .............................................................................................. 41
MAJOR EVENT SUCCESS STORIES .......................................................................................42
Calgary Stampede (Canada).............................................................................................. 42
Tamworth Country Music Festival (Australia) ..................................................................... 44
Australian National Field Days (Australia) ........................................................................... 44
Indianapolis 500 (United States)........................................................................................... 45
Conclusions.............................................................................................................................. 46
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7.
OUTLOOK FOR THE TOURISM / MICE INDUSTRIES ........................................... 48
PROJECT’S RELATIONSHIP TO TOURISM.............................................................................48
THE ECONOMIC CONTEXT OF TOURISM ...........................................................................48
THE NEED TO ADOPT A LONG TERM VIEW........................................................................49
INTERNATIONAL & DOMESTIC TOURISM, AND THEIR RELATIVE IMPORTANCE.............50
The Relative Importance of the Domestic Market Despite an Increasing
International Market............................................................................................................... 50
Potential Markets (International) ......................................................................................... 50
The Growth of International Tourism in Australia ............................................................... 53
International Market Barometer (December 2001).......................................................... 54
The Growth of Domestic Tourism.......................................................................................... 55
Tourist Accommodation ........................................................................................................ 58
Queensland – An Overview.................................................................................................. 60
International Visitors to Queensland ................................................................................... 61
Accommodation Trends in Queensland ............................................................................ 63
Tourist Accommodation in Queensland / Fitzroy Statistical Division &
Rockhampton ......................................................................................................................... 66
Visitor Expenditure in Fitzroy .................................................................................................. 70
Total Visitor Expenditure............................................................................................. 71
Expenditure by Source of Visitor................................................................................. 71
Expenditure by Purpose of Visit.................................................................................. 71
MICE MARKET OUTLOOK & CONSIDERATIONS RELATED TO VENUE & DESIGN
OF FACILITIES .........................................................................................................................74
Conference and Exhibition Venues in Queensland......................................................... 74
The Need for Venue Flexibility .............................................................................................. 77
MICE Industry Growth Forecasts .......................................................................................... 79
MICE Industry Trends – A Summary ...................................................................................... 81
CONCLUSIONS......................................................................................................................83
8.
THE VISION ....................................................................................................... 86
9.
ACTIVITIES SCHEDULE ...................................................................................... 87
ACTIVITY CONSTRAINTS .......................................................................................................87
MAJOR FESTIVALS & EVENTS HELD IN AUSTRALIA & OVERSEAS ....................................90
THE CAIRNS CONVENTION CENTRE – ACTIVITIES.............................................................90
FORECASTS FOR EVENT PLANNING AT ROCKHAMPTON – ASSUMPTIONS...................93
Major Events (Current) ........................................................................................................... 93
Major Events (Additional, Projected) .................................................................................. 94
Minor Events (Projected) ....................................................................................................... 94
Other Events ............................................................................................................................ 94
POTENTIAL EVENTS FOR THE CENTRAL QUEENSLAND EVENTS CENTRE.........................94
Existing Events .......................................................................................................................... 95
New Events............................................................................................................................... 96
10.
MARKETING AND PROMOTIONS ..................................................................... 97
OVERALL STRATEGY..............................................................................................................97
Background & Overview....................................................................................................... 97
The Strategy ............................................................................................................................. 97
Assumptions in Developing the Strategy ............................................................................ 98
MARKETING STRATEGIES & INITIATIVES, INCLUDING SELLING & PROMOTIONAL
ACTIVITIES...............................................................................................................................98
MEMBERSHIP OF RELEVANT ORGANISATIONS ...............................................................102
Use of Marketing “Authorities” ........................................................................................... 102
International Association of Convention and Visitors Bureaux (IACVB) /
Australian Association of Convention Bureaus (AACB).................................................. 102
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AIME ........................................................................................................................................ 104
Australasian SpecialEvents.................................................................................................. 104
Event Industry Associations ................................................................................................. 104
Other Industry Associations ................................................................................................. 105
PROMOTING THE UNIQUENESS OF ROCKHAMPTON ....................................................105
LOGO / TRADE MARK REGISTRATION..............................................................................107
11.
ORGANISATION & MANAGEMENT STRUCTURE ............................................ 108
ORGANISATIONAL CONCEPT ...........................................................................................108
Selection of Organisational Type....................................................................................... 108
The Enterprise Provisions in the Local Government Act ................................................ 109
Composition of the Board................................................................................................... 111
Functions of the Board......................................................................................................... 112
Duties, Responsibilities & Liabilities of the Board..................................................... 112
Function of the Central Queensland Events Centre CEO ............................................ 113
ORGANISATIONAL STRUCTURE .........................................................................................113
ORGANISATIONAL CHART.................................................................................................115
STAFFING LEVELS.................................................................................................................115
GENERAL COMMENTS .......................................................................................................116
Position Job Descriptions ..................................................................................................... 116
Salaries & Remuneration ..................................................................................................... 117
Use of Contract Labour and Enterprise Bargaining ....................................................... 117
12.
OPERATIONS AND MAINTENANCE ............................................................... 118
OPERATIONS & MAINTENANCE FUNCTIONS...................................................................118
LOCAL GOVERNMENT PROVISIONS ................................................................................118
BUDGET PROVISIONS FOR MAINTENANCE .....................................................................118
Assumptions ........................................................................................................................... 118
Provisions ................................................................................................................................ 119
USE OF VOLUNTEER WORKERS..........................................................................................119
13.
IMPLEMENTATION .......................................................................................... 120
PRIMARY RESPONSIBILITY...................................................................................................120
OTHER FUNDING SOURCES / GOVERNMENT SUPPORT OF INITIATIVES ......................121
Queensland Events Regional Development Program................................................... 121
Regional Tourism Program................................................................................................... 122
Austrade ................................................................................................................................. 124
Department of State Development .................................................................................. 124
Accelerated Internal Change Program...................................................................... 124
Other Programs ........................................................................................................ 124
14.
PROJECT SCEHDULE....................................................................................... 126
15.
FINANCIAL ANALYSIS .................................................................................... 128
OVERVIEW OF FINANCIALS: ROCKHAMPTON AGRICULTURAL SOCIETY INC ...........128
Trading Performance ........................................................................................................... 128
Balance Sheet....................................................................................................................... 129
BALANCE SHEET ANALYSIS - ROCKHAMPTON AGRICULTURAL SOCIETY INC............130
General................................................................................................................................... 130
Profitability.............................................................................................................................. 131
(1) Operating Profit Before Tax/Sales (-6.13%) ..................................................... 131
(2) Operating Profit After Tax/Shareholders Funds (-1.65%)................................ 131
Capital Structure & Debt Servicing ................................................................................... 132
(3) Retained Earnings/Total Assets (-0.5%%) ...................................................... 132
(4) Interest Cover (0.32times) ................................................................................ 132
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(5) Gross Cash Flow / Total Financial Debt (nominal %)....................................... 133
(6) Surplus/Total Tangible Assets (81.98%) ......................................................... 133
(7) Short Term Debt / Total Financial Debt (11.43%) ........................................... 134
Liquidity / Working Capital.................................................................................................. 134
(8) Current Ratio (-66.54%) .................................................................................. 134
(9) Days Receivables (7 Days) ............................................................................. 135
(10) Days Inventory (2 Days) ................................................................................... 135
Conclusions............................................................................................................................ 136
THE STAGED CONSTRUCTION PROGRAM.......................................................................136
MAJOR CAPITAL EXPENDITURE ITEMS..............................................................................137
MAJOR ASSUMPTIONS USED IN FORWARD FINANCIAL PLANNING............................138
Primary Assumptions ............................................................................................................. 138
Assumptions Used in Determining Expense Items ........................................................... 139
PROFIT & LOSS / CASH FLOW STATEMENTS .....................................................................141
SENSITIVITY ANALYSIS..........................................................................................................146
FUNDING REQUIREMENTS..................................................................................................153
Overall Funding Requirements ........................................................................................... 153
REPORTING REQUIREMENTS ..............................................................................................153
16.
ECONOMIC IMPACT ..................................................................................... 154
17.
DISCLAIMER & QUALIFICATION BY CONSULTANT ........................................ 155
18.
APPENDICES................................................................................................... 156
ACKNOWLEDGMENTS & BIBLIOGRAPHY ........................................................................156
MAJOR SITE LOCATIONS (EX GRACEMERE) ...................................................................161
ORIGINAL CONCEPTUAL BUDGETS BASED ON PRELIMINARY SKETCH PLANS
(PROJECT SERVICES, MAY 17, 2001)................................................................................162
Stage 1.................................................................................................................................... 162
Stage 2.................................................................................................................................... 162
Stages 1 & 2 – Summary ...................................................................................................... 163
FINAL REVISED CONCEPTUAL BUDGETS (BASED ON PROJECT SERVICES
PRELIMINARY SKETCH PLANS / DATA & OTHER MATERIAL) ..........................................164
Stage 1.................................................................................................................................... 164
Stage 2.................................................................................................................................... 164
Stages 1 & 2 – Summary ...................................................................................................... 165
LOCAL REQUIREMENTS / INFRASTRUCTURE NEEDS........................................................166
ROCKHAMPTON AGRICULTURAL SOCIETY INC. FINANCIAL STATEMENTS 1998 –
2001 ......................................................................................................................................176
TOURISM REGIONS IN QUEENSLAND, INCLUDING FITZROY .........................................179
MAJOR PROJECTS – FITZROY / ROCKHAMPTON REGION ...........................................180
LETTERS OF APPROVAL FOR FUNDING THE PROJECT (QLD STATE
GOVERNMENT) ...................................................................................................................181
MEDIA RELEASES / NEWSPAPER CLIPPINGS....................................................................184
STATUS OF LEASE AGREEMENTS IN THE INTERNATIONAL EXHIBITION COMPLEX
PRECINCT.............................................................................................................................190
INITIAL CONCEPTS / DEVELOPMENT OF THE PROJECT (FACILITIES WORKSHOP
REPORT EXTRACT, FEBRUARY 2000)..................................................................................192
MAJOR AUSTRALIAN FESTIVALS AND EVENTS 2001-02 ..................................................198
MAJOR AUSTRALIAN EXHIBITIONS 2001-02 .....................................................................202
MAJOR WORLD EXHIBITIONS 2001 - 2002.......................................................................208
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SITE PHOTOGRAPHS ...........................................................................................................211
19.
SPECIAL ADDENDUM: ALTERNATE “PRODUCT” CONCEPT ........................... 215
OVERVIEW OF ALTERNATE CONCEPT PLAN ...................................................................215
International Exhibition Complex Multi-Purpose facility ................................................ 216
ALTERNATE CONCEPTUAL BUDGET BASED ON REVISED SCHEMATIC CONCEPT
PLAN .....................................................................................................................................217
Overview ................................................................................................................................ 217
Funding the Alternate Concept......................................................................................... 218
HOW THE ALTERNATE CONCEPT MEETS KEY STRATEGIC ISSUES ..................................218
ALTERNATE MASTER PLAN BUDGET SUMMARY, GLOBAL SOLUTIONS 4, 19-OCT2001 ......................................................................................................................................220
INTERNAL REPORT TO THE ROCKHAMPTON COUNCIL GENERAL PURPOSES
COMMITTEE 7 NOVEMBER 2001 (RECOMMENDATIONS FOR THE CONCEPT
PLANS FOR THE INTERNATIONAL EXHIBITION COMPLEX)..............................................222
20.
ATTACHMENTS ............................................................................................... 236
ORIGINAL MASTER PLAN CONCEPTUAL BUDGET AND PRELIMINARY
SCHEDULING OF CAPITAL WORKS (PROJECT SERVICES) .............................................236
FINAL REVISED MASTER PLAN CONCEPTUAL BUDGET AND PRELIMINARY
SCHEDULING OF CAPITAL WORKS (INCLUDING ADJUSTMENTS TO ORIGINAL
MASTER PLAN) .....................................................................................................................236
CONSTRUCTION SCHEDULE FOR THE CENTRAL QUEENSLAND EVENTS CENTRE .......236
INTERNATIONAL EXHIBITION COMPLEX (ROCKHAMPTON) – PROJECT SERVICES
CONCEPT PLANS ................................................................................................................236
ALTERNATE SCHEMATIC CONCEPT PLAN (GLOBAL SOLUTIONS 4) .............................236
BALANCE SHEET ANALYSIS - ROCKHAMPTON AGRICULTURAL SOCIETY
INCCENTRAL........................................................................................................................236
QUEENSLAND EVENTS CENTRE CASH FLOWS - 6 YEAR, MONTHLY CASH FLOW
FORECAST ............................................................................................................................236
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In accordance with the Consultant’s proposal as accepted, in addition to a
number of progressive draft reports, the Final Report will be presented in two
stages:
1)
Following completion of the analysis, a Draft Final Report (Business Plan) will
be presented to the Council management, which will include detail of all
findings.
2)
Following completion of the above, shortly thereafter a completed Final
Report will be presented which will include the finalised plans, and an
additional section being the “Executive Summary”.
Accordingly, this version of the Final Report excludes an Executive Summary.
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This project involves the development of a Business Plan for the
redeveloped Rockhampton Showgrounds together with parts of
Victoria Park and the Rockhampton State High School.
FACILITIES REQUIREMENT — ORIGINAL IDENTIFICATION OF NEEDS
Overview
Extracted from: ROCKHAMPTON EXHIBITION
COMPLEX (INTERNATIONAL STANDARD FACILITIES),
FACILITIES WORKSHOP REPORT, 10 February 2000
Beef Expo was first staged in Rockhampton in 1988
as part of the Australian bicentennial celebrations. Since 1988, the Beef Expo has
been held every three years in Rockhampton - a world class beef cattle event
that attracts national and international visitors and exhibitors. The facilities that
have been utilised previously by event organisers (the Australian Beef Cattle
Exposition Association) no longer meet the needs of the event in terms of
functionality or image.
A number of the major facilities previously used by the Beef Expo also require
upgrading for other reasons relating to the facility owners’ core business needs.
Various parties have also expressed the desire for new sports facilities, convention
centres and other facilities for community use. In order to understand the needs
of Beef Expo, isolate the facilities development work that is essential for this event
and compare this to the needs and plans of interested parties, it was decided to
conduct a consultative, facilitated workshop.
The objectives for the Workshop were to raise stakeholders' awareness of the
diverse range of facility requirements of Beef Expo 2003, and agree on the role
that each stakeholder may play in providing and developing the facilities
required for the event.
As the workshop closed the group agreed that it had reached a number of
conclusions as follows:
1.
The Project supports the board's redevelopment plans for Gracemere Sale
Yards.
2.
The Project supports the redevelopment plans for the Rockhampton
Showgrounds and the Victoria Park precinct as per the requirements
outlined during the workshop.
3.
The group supports in principle the redevelopment plans for Browne Park to
accommodate 1500 seat conference centre.
A supporting action plan was developed.
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Initial Concepts / Development of the Project
Extracted from: ROCKHAMPTON EXHIBITION COMPLEX (INTERNATIONAL STANDARD
FACILITIES), FACILITIES WORKSHOP REPORT, 10 February 2000
As a result of the aforementioned workshop, the concepts for further
development of the Project were enunciated in the following way:
Primary intended purpose statement for Beef Expo
“To stage a world class beef cattle expo which highlights and showcases all
aspects of the Australian Beef Industry and provides an educational networking
and social forum for all sectors of the industry and the wider community”
Promotes Central Queensland Region internationally
Clean, green, safe
International and national
Promoting industry and issues
(The expo is already a world class beef cattle expo but the existing facilities do
not reflect the standard expected by a world class expo).
The Report highlighted many considerations concerning the proposed
development, which are summarised in the Appendix to this Report: “INITIAL
CONCEPTS / DEVELOPMENT OF THE PROJECT (FACILITIES WORKSHOP REPORT
EXTRACT, FEBRUARY 2000)” This covers the following areas:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Shared ideas regarding the primary intended purpose of the proposed
development.
Primary intended purpose statement for the proposed development
Givens/ constraints
Assumptions
What’s Important?
Needs of Beef Expo – Function Listing that must be performed as part of the
Beef Expo event.
Functional Categorisation (to identify themes and clusters for
development).
The Problem Situation (Focus on Showground Facilities)
Scope of Work to Address “Gaps” at Showgrounds
Scope of Work to Address gaps at Victoria Park
Possible Roles for Facility “Owners”
Conclusions & Recommendations
International Exhibition Complex Project Control Group / Reference Group
The initial development of the Project saw Council joining with Brothers Leagues
Club, Rockhampton Agricultural Society, Rockhampton District Saleyards Board
and Rockhampton Leagues Club to form the Rockhampton Exhibition Complex
Project Control Group, assisted by personnel from the Central Queensland Area
Consultative Committee, Department of the Premier & Cabinet, and Project
Services.
The International Exhibition Complex Reference Group was formed shortly
thereafter to include a much broader cross section of stakeholders and
interested parties. Building on earlier work completed during community
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consultation and workshops saw the International Exhibition Complex Reference
Group concluding as follows:
•
Project to be known as the International Exhibition Complex
(Rockhampton)
o
•
Emphasis to be given to developments at various locations including
the Showgrounds, Victoria Park, Tennis Centre / Brothers Leagues Club
precincts, Gracemere Sale Yards, Rockhampton State High School,
etc.
University has spent around $5m on their Sporting Facilities Complex
o
Important not to duplicate / conflict
•
Consultants to liaise with Jane Morgan (Capricorn Tourism)
•
Project Services emphasised that their drawings are concept stage only
with requirements not yet fully established
•
Liaison with representatives of the Rockhampton State High School is
important (not yet undertaken)
•
Imperative that timing of development take account of existing planned
major events, e.g. World Brahman Congress, Gemboree, and
Rockhampton Annual RAS Show
ORIGINAL MASTER PLAN BUDGET SUMMARY — 17 MAY 2001
INTERNATIONAL EXHIBITION COMPLEX (ROCKHAMPTON)
INTERNATIONAL STANDARD FACILITIES Budget as Prepared by Project Services1
Conceptual Budgets Based on Preliminary Sketch Plans
Stage 1
Stage 2
Gracemere Exhibition Centre
Redevelop Walter Pierce Pavilion
New Entry / Administration Building
New Cattle Pavilion
Amenities Buildings
Cattle Yards & Seating
Demolish Hideaway Bar and Relocate Facilities;
Demolish older section of James Lawrence
pavilion; Demolish Stables; Relocate Dog Pavilion
Site works, Landscaping and Re-profiling to
Victoria Park & Trade Display Area
Refurbish Robert Archer Grandstand
Waste Treatment Plant; Underground Services;
Fencing; Refurbish Pavilions, Ring Main; Site Survey;
Electrical Upgrade
TOTAL
$
3,000,000
1,207,400
0
2,400,000
654,100
0
0
$
636,600
1,701,400
2,478,300
0
654,100
1,000,000
600,000
Total
Stages 1 &
2 ($)
3,636,600
2,908,800
2,478,300
2,400,000
1,308,200
1,000,000
600,000
1,288,200
0
1,288,200
0
1,450,300
752,100
652,000
752,100
2,102,300
10,000,000
8,474,500
18,474,500
Refer Appendix “CONCEPTUAL BUDGETS BASED ON PRELIMINARY SKETCH PLANS (MAY 17, 2001)” for further
detail, to be read in conjunction with attachment “INTERNATIONAL EXHIBITION COMPLEX (ROCKHAMPTON) –
PROJECT SERVICES CONCEPT PLANS”. Project Services emphasise that their drawings are concept stage
only with requirements not fully established
1
Queensland Government – Department of Public Works
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MASTER PLAN BUDGET SUMMARY
Millions
$0
$1
$2
$3
$4
New Cattle Pavilion
Amenities Buildings
Demolish Hideaway Bar and Relocate Facilities; Demolish ol
Stage 1
Site works, Landscaping and Re-profiling to Victoria Park & T
Stage 2
Waste Treatment Plant; Underground Services; Fencing; Ref
During the course of development of the Business Plan, the Project became
known as the International Exhibition Complex (Rockhampton). Subsequently, this
has been changed to the Central Queensland Events Centre (pending formal
approval by Council)2.
ALTERNATE “PRODUCT” CONCEPT
During the development of this Business Plan, an alternate concept was
developed by the Consultants. Considered to represent an ideal operating
scenario, especially from a marketing point of view, the concept would be
dependant upon available funding (but working within the general parameters
of the total amount of the original budget), and the willingness of affected
organisations to accept required changes (i.e. location and nature of proposed
facilities).
For various reasons, these proposals have not been accepted by Council3, and in
any event recently announced budget restrictions have precluded its
acceptance, but nevertheless have been included for reference purposes in this
Report as an Appendix.
By way of summary, compared to the original master plan the concept involved
a significant modification of some major facilities, deletion of certain planned
minor structures, and the addition of new Facilities including: changed Primary
entry location and themed entrance Statement / Icon; Secondary entry with two
entry statements; Landmark orientation node and themed Statement (tower)
incorporating Visual / Orientation Focal Point; a Multi-Purpose Convention/
2
Reference: 14 October 2001, advice received from Mr Peter Owens, Manager, Rockhampton Venues
and Events following meeting with Ms Barbara Harwood (Manager, Rockhampton & District Promotion
& Development Association Inc.). The alternate name (preferred option) indicated for the International
Exhibition Complex is the Central Queensland Events Centre.
3
Refer Appendix to this Report - Internal Report to the Rockhampton Council General Purposes Committee
7 November 2001 (Recommendations for the Concept Plans for the International Exhibition Complex),
where these and other issues were canvassed.
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Entertainment Facility (incorporating International Exhibition Complex HQ,
Convention / Conference Facilities, Large Flat floor area and Tennis Centre HQ);
Outdoor Entertainment Complex (River Stage Amphitheatre – concerts);
upgraded AFL / Cricket Facility; and upgraded River Esplanade.
The concept also contained a number of “ancillary Features” such as Car Parks,
Rest & Shade, River promenade, and the use of Portable / Relocatable
Grandstands.
The primary facility in the redesign was the inclusion of an International Exhibition
Complex Multi-Purpose facility with a floor area of between 4,760 to 5,760 +
square metres depending on location (allowing a flat floor area, depending on
design, of at least 2,500 square metres).
The planned changes were primarily in response to market research indicating
both need and appeal to an otherwise basically over-saturated market.
THE FINAL (REVISED) MASTER PLAN BUDGET SUMMARY
The Final Master Plan is basically in direct response to both Council’s rejection of
the “Alternate” product concept, and budget restrictions following recently
announced Government approvals, the latter which is summarised on the
following table:
Funding allocation approved:
Sub-Total (This Project)
Plus separate approval
(Gracemere)
Sub-Total
Plus Additional amount - Beef 2003
expenses
TOTAL FUNDING
2001-02
2002-03
Qld
Government
$3,800,000
$4,200,000
$8,000,000
Rockhampton
City Council
1,000,000
1,000,000
2,000,000
Total
4,800,000
5,200,000
10,000,000
3,500,000
13,500,000
2,200,000
15,700,000
Thus, the Final Revised Master Plan is based on a State Government approval of
$8m spread over two financial years 2001/02 and 2002/03, which, together with
Rockhampton City Council contribution of $2.0m, sets the total budget for this
Project at $10.0m (plus separate approvals for Gracemere and Beef 2003).
The process leading up to development of the Original Master Plan (and
thereafter) involved extensive consultation within the Rockhampton community.
It represented a generally agreed formulae across of wide section of community
interest groups and organisations, as to how the Project might be staged and
how funding would be applied.
It is therefore important that a comparison with the original Master Plan, and the
Final Revised Master Plan, be readily appreciated and identified. This information
is included below, detailing the changes made to the Original Master Plan:
Provided under separate funding
Original
Budget
Adjustment
to Original
Budget
Stage
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Total
3,000,000
636,600
3,636,600
1
2
Adjustment
to Original
Budget
(194,400)
(250,000)
(1,200,000)
(327,050)
(539,750)
(388,800)
(327,050)
(425,350)
(619,575)
(188,025)
(25,000)
(402,900)
(4,887,900)
Stage
Stage
250,000
Adjustment
to Original
Budget
(250,000)
200,000
(200,000)
2
200,000
(200,000)
2
650,000
(650,000)
Items Modified
Original
Budget
Electrical Up grade
Site works and Re-profiling to Victoria Park
New Cattle Pavilion
Amenities Buildings
Site works and Landscaping
Amenities Buildings
Relocate Dog Pavilion
Total
777,600
500,000
2,400,000
654,100
1,207,400
777,600
654,100
1,701,400
2,478,300
752,100
100,000
1,000,000
13,002,600
Items Deleted
Original
Budget
Demolish Hideaway Bar and Relocate
Facilities
Refurbish Primac Pavilion & McCamley
Meat Hall Pavilion
Demolish older Section of James Lawrence
Pavilion
Total
none
(136,600)
(136,600)
1
1
1
1
1
1
2
2
2
2
2
2
2
Stage
Items Unchanged
Site Survey
Ring Main for Water Supply
Underground Services to Trade Display Area
Re-profile Trade Display Area
Underground Services to Victoria Park
Alterations to Fence to Victoria Park Tennis Courts
Waste Treatment Plant
Now Fencing to Exhibition Road
Demolish Stables
Fencing to Victoria Park Site
Budget
26,000
122,800
316,500
10,600
191,400
16,000
324,000
80,400
50,000
47,600
1
1
1
1
1
1
2
2
2
2
Sub-Total
Plus Acquisition of Showground site (not included in original
Master Plan budget)
TOTAL
1,185,300
700,000
1
1,885,300
The final result (budget summary) is shown in the table below (later sections
provide much greater detail):
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ȋȌ
Item
New Cattle Pavilion
Acquisition of Showgrounds site
Site works, Re-profile trade display area /
Victoria Park and Landscaping
Amenities Buildings
Electrical Up grade
Underground Services to Victoria Park &
Trade Display Areas
New Fencing / Alterations to Exhibition
Road & Victoria Park Site / Tennis Courts
Demolish Stables, Relocate Dog Pavilion
TOTALS
Stage 1
667,650
0
1,200,000
700,000
675,400
Stage 2
1,276,050
1,858,725
0
0
0
Total
1,943,700
1,858,725
1,200,000
700,000
675,400
327,050
0
583,200
0
507,900
327,050
597,100
0
564,075
0
654,100
597,100
583,200
564,075
507,900
0
16,000
324,000
128,000
324,000
144,000
0
122,800
4,800,000
125,000
0
5,200,000
125,000
122,800
10,000,000
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44.. S
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An outline of the Business Plan's scope and objectives.
“the development of a business plan for the redeveloped
Rockhampton Showground together with parts of Victoria Park and
the Rockhampton State High School”
The following information was provided by Council under their Terms of Reference
(Consultant’s Brief).
INTRODUCTION
Rockhampton City Council requires the preparation of a business plan for the
Rockhampton Showgrounds and Victoria Park sector of the Rockhampton
Exhibition Complex.
As part of the staging of Beef 2000, it became apparent to the Australian Beef
Cattle Exposition Association Inc, which stages Rockhampton's triennial beef
expos, the Organisation could not hold the next beef expo at the Rockhampton
Showgrounds, unless it was redeveloped.
The Rockhampton Showgrounds had been the site of the stud cattle
championships and the trade fair as well as many networking and social
activities since the holding of the first beef expo in 1988.
The Showgrounds were no longer large enough, but had become run down and
were no longer suitable for the staging of an international exposition. Its
supporting infrastructure was limited and this made the complex difficult to use
and generated some serious environmental risksAt the same time infrastructure at the Gracemere Saleyards, which had been
used by the beef expos for its commercial cattle shows, had also deteriorated
seriously with the display ring being in need of replacement.
Rockhampton City Council recognised the need to improve the City's event
infrastructure to ensure the beef expos continued to be held in Rockhampton.
Rockhampton Mayor Cr Margaret Strelow saw this need as an opportunity to
develop a larger exhibition precinct which could stretch from the Rockhampton
Showgrounds through Victoria Park to the Southside swimming pool. Cr Strelow
discussed this opportunity with Brothers Leagues Club and the Rockhampton
Tennis Association and gained their agreement to the use of part of their facilities
under some agreed conditions. She also spoke with representatives from the
Rockhampton State High School about using the School’s redevelopments to
augment the Rockhampton Showgrounds for larger exhibitions, such as the beef
expo.
Council then joined with Brothers Leagues Club, Rockhampton Agricultural
Society, Rockhampton District Saleyards Board and Rockhampton Leagues Club
to form the Rockhampton Exhibition Complex Project Control Group. Office
bearers and staff from the Central Queensland Area Consultative Committee,
Department of the Premier & Cabinet and Project Services have helped the PCG
develop a proposal to create the Rockhampton Exhibition Complex which
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include the redevelopment of the Rockhampton Showgrounds and its environs,
and the Gracemere saleyards.
This proposal for the development of a multi-purpose facility has been presented
to the Federal Government through the Prime Minister John Howard and the
Queensland Government through the Deputy Premier, Treasurer and Minister for
Sport Terry Mackenroth.
Council has also agreed in principle to purchase the Rockhampton Showgrounds
from the Rockhampton Agricultural Society.
Council has now agreed to fund the development of a business plan for the
Rockhampton Showgrounds sector of the Rockhampton Exhibition Complex. This
will include use of areas of Victoria Park and the redevelopments at the
Rockhampton State High School.
The Rockhampton District Saleyards Board has commissioned the development
of a business plan for the Gracemere Saleyards. The two business plans together
will constitute the business plan for the Rockhampton Exhibition Complex.
The business plan for the Rockhampton Showgrounds sector should concentrate
on the opportunities offered by Council's purchase of the Rockhampton
Showgrounds together with use of Victoria Park and the redevelopments at the
Council needs to have the business plan for the multipurpose complex
completed by 31 July 2001.
Council expects the redeveloped exhibition complex, including the Gracemere
Saleyards, will prove capable of staging a wide range of international, national,
state and regional events- Rockhampton is ideally placed on the Queensland
coast- and possesses excellent transport infrastructure which can cater for the
arrival and departure large numbers of participants and visitors- The City also has
good stocks of accommodation.
Superficially Council sees the complex, including the Gracemere Saleyards, could
be used as a venue for the following:
•
•
•
•
•
•
•
International, national, state, regional and local exhibitions and displays,
including the beef and possibly a horse and light metals expo
Rockhampton Show
Rockhampton Speedway and motor cross competitions
Major regional sporting events
Major horse activities such as rodeos, cutting and dressage competitions,
etc
Large religious assemblies and other meetings
Major cultural and musical activities
Rockhampton has an international reputation as a service centre for the beef
industry. Council feels that the City can develop a similar reputation in regard to
the horse activities.
As part of the business planning process, the consultant is requested to identify
other regions, such as Tamworth, Orange and Toowoomba, which are well
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positioned and possess large accommodation stocks and from which
Rockhampton could learn how to develop a rurally oriented exhibition complex.
PROJECT OBJECTIVES
Development of a business plan for the Rockhampton Showgrounds sector which
includes adjoining areas of Victoria Park and the Rockhampton State High School
EXPECTED OUTCOMES
•
A clear understanding of current “competitive” position
•
a description of the Project’s objectives over the short, medium and long
term;
•
an action based business development plan outlining the agreed changes;
•
the opportunity to involve stakeholders in the development of the Project;
•
a well written business document incorporating the forward plan which
provides stakeholders, including government, with a gateway for
investment
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Methodology used to complete the business plan.
This Business Plan has been completed in close consultation with Rockhampton
City Council, together with input received from a large number of representatives
from various organisations in the Rockhampton region whom have, or potentially
have, a stake holding in the Project.
The base methodology (generic model) and assumptions utilised in completing
this Business Plan may be best summarised in the diagram below:
THE BUSINESS PLAN
A Brief Summary
WHAT IS IT?
Identification of "where a business is going" - THE WHERE or THE FUTURE, including details on
the business will capitalise on its marketing opportunities.
(The Business Plan contains the Strategic Plan which is the driving force behind competitive
workplace change).
WHAT ARE THE AIMS & OBJECTIVES?
To ensure the development of a strategic focus, i.e. assisting an enterprise to develop a strategic
plan of action for the realisation of its market and other opportunities.
WHY DO IT?
Results in improvements to an enterprise effected through a change process in the business as
outlined in a plan of action. Ultimate outcome is increased profitability through people
development, cost effectiveness of services and inputs, quality controls, marketing, product
development, and other factors.
Thus, the Consultant’s approach has been To facilitate the Council in developing
a BUSINESS PLAN with a business focus particularly in regard to the nature and
scope of the proposed source capital funding arrangements, providing a "road
map" for the future in terms of financial analysis and projections, operational
details relevant to the venture, and other matters such as customer servicing,
and “people”.
The following elements have been undertaken / included in documentation:
•
Analysis of all aspects of the Project, including “people”, management,
functions, marketing, operational flows and methods, financials.
•
Desktop Market Research (Data Acquisition) to establish future prospects
for the Project, including derivation from information from other regional
locations likely to be of assistance.
•
Workshops for strategic planning and related activities.
•
Other Workshop activities including Action planning, and post-workshop
activities including de-briefing for implementation. This has led to the
development of a Project Development (Implementation) Plan. This
includes a prioritised set of Action Plans, with details including resources
allocated, cost, and impact.
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•
Development of a suitable Marketing Plan with detailed strategies for the
development and expansion of the Project generally (local, regional, state,
national and international)
•
Activities schedule, incorporating details of event staging and repackaging for the Rockhampton Showgrounds sector.
•
Financial Planning – cash flows for a 6 year horizon.
•
Other factors including management, operations and other issues.
A key component of the methodology has been the development of strategic
elements for the Project. This was required in order to determine the KEY
STRATEGIC ISSUES which are documented within the section of this Report entitled
RESEARCH FINDINGS AND IMPLICATIONS. The process involved the following steps:
1.
Determination of the Project’s Strengths, Weaknesses, Opportunities, and
Threats, through a SWOT analysis workshop4
2.
Prioritisation of the above "SWOT" factors.
3.
Identify, as a result of the above process, the Key Strategic Issues. This is a
"needs-based" analysis.
4.
Each Key Strategic Issue was further detailed in terms of its relative
importance, rationale, and special features.
5.
The final step was then undertaken, that is, the development of Strategy
Elements and Action Plans
The above process was a critical phase in the determination of, and gaining an
understand how to use the competitive advantages relating to the Project. From
this point, various other aspects were able to be investigated and reported on in
order to develop the business plan. This includes People, Marketing, Financial,
Operations, and other plans. The totality and integration of all the foregoing has
resulted in the final output: the Business Plan.
Apart from conducting discussions with a large number of stakeholders and other
interested parties, both at Rockhampton and elsewhere, the Business Plan has
been developed with the following key milestones applying:
Date
July 2001
Item
Orientation &
Preliminary site visit
August 2001
Presentation to the
International
Exhibition Complex
Reference Group
Date
Item
WORKSHOP Held
August 2001
4
Details
Project commencement and orientation.
WORKSHOP held – Strategic Planning: Key Strategic Issues
identified
International Exhibition Complex Reference Group. First
Progress Report delivered. Confirmation of key strategic
issues
Details
The purpose of the Workshop held with various
A SWOT analysis identifies a business's Strengths, Weaknesses, Opportunities, and Threats . Typically,
organisation representatives, ideally at all levels, are involved in a "brainstorming" designed to identify
such factors which will assist, inter alia, in the development of a more focused marketing plan. The SWOT
analysis is designed to recognise these factors, separate them from broad to clear definitions, set the
order of priorities, and finally plan for resolution (i.e. the process of "who, what, where, when").
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with Key
Stakeholders
August 2001
Draft Report #1
(Key Strategic
Issues)
September
2001
Reference Group
Meeting
Reference Group
Meeting
October
2001
October
2001
October
2001
Special Council
presentation
Draft Report #2 –
Preliminary
Marketing Plan
November
2001
Major change in
Project funding
December
2001
Funding Advice
February
2002
Final Report
stakeholders was to confirm the strategic issues identified
as a result of discussions held with some of the major
stakeholders, and to identify further areas for investigation
prior to the next stages of the consultancy. Workshop
outcomes included identification of the “business” of the
International Exhibition Complex, and identification of
Rockhampton’s uniqueness / competitive advantages
and how they might be promoted. Establishing a “Vision”.
Preliminary Draft Report #1 was designed to outline
findings thus far, including key issues, impediments, and
first draft Strategies. The Consultants presented and
discussed the Report with the Rockhampton Exhibition
Complex Project Control Group and others.
Briefing on preparation of the Business Plan – second
presentation.
Third presentation made to assist in the drafting of the
Business Plan. Key component included presentation of a
modified, alternate concept design for the Project.
Presentation made to Council re proposed new alternate
(modified) Project Concept.
Marketing Plan issued (preliminary only, subject to further
advice and discussion prior to completion). Also
contained in documentation was the proposed alternate
(modified) Project Concept, and the third Project Status
Report as presented previously to the Rockhampton City
Council.
Following RCC’s consideration of Critical Project Officer’s
Report, advice received that the most likely scenario was
that Council would receive $3.5m from the State
Government (ex Gracemere, which when added to the
RCC $2m this would make a fund of $5.5m). Amount
restricts work undertaken to the confines of the present
Rockhampton Showgrounds.
State Government make decision to fund $8m
contribution only.
Final Draft Report considered for approval.
In addition to close liaison with Rockhampton City Council and Queensland
Government (Project Services) personnel, the Project Control Group and the
International Exhibition Complex (Rockhampton) Reference Group, wide ranging
“one-on-one” consultation has been conducted with various individuals and
organisation representatives whom are identified in the Appendix to this Report
“ACKNOWLEDGMENTS & BIBLIOGRAPHY”.
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66.. R
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A summary of the key points as they relate to the development of a
business plan for the Rockhampton Showgrounds sector of the
Rockhampton Exhibition Complex, including Victoria Park and the
redevelopments at the Rockhampton State High School.
Note: Reference should also be made to information contained in the
next section of this Report “OUTLOOK FOR THE TOURISM / MICE
INDUSTRIES” which examines the outlook for, and the integral
nature of the Project’s relationship to, the tourism industry.
MARKET ANALYSIS
Industry Description
For statistical purposes, the Project is involved in a number of industries, which
may be broadly described as follows:
Activity
Industry Classification
ANZSIC
Code5
9312
Exhibition Complex providing a range
of facilities in support of a wide range
of activities in the sport,
entertainment and leisure industries
Sports Grounds and Facilities n.e.c.
Provision of supporting services
related to various venue
management / activities in the sport,
entertainment and leisure industries
Other Recreation Services
Division: P (Cultural and Recreational Services)
Subdivision: 93 (Sport and Recreation)
Group: 933 (Sport)
9330
Provision of open space facilities in
support of a wide range of activities
in the sport, entertainment and
leisure industries
Recreational Parks and Gardens
Subdivision: 92 (Libraries, Museums and the Arts)
Group: 923 (Parks and Gardens)
9239
Provision of facilities / infrastructure
in support of performing arts and
other related leisure activities and
entertainment.
Performing Arts Venues
Subdivision: 92 (Libraries, Museums and the Arts)
Group: 925 (Services to the Arts)
9252
Subdivision: 93 (Sport and Recreation)
Group: 931 (Sport)
As a diverse facility, the International Exhibition Complex will also involve /
potentially involve itself in a number of other key industries in the Property and
Business Services (H), and Accommodation, Cafes and Restaurants (L) divisions.
These may be further classified under:
ANZSIC
Code
5
Classification
Subdivision
Group
As used by the Australian Commonwealth Statistician, Australian Bureau of Statistics (ABS). The Australian
and New Zealand Standard Industrial Classification (ANZSIC) is the standard classification used by the
ABS for the presentation and analysis of industry statistics. It provides a framework for classifying
businesses to industries according to the predominant activities undertaken by a business.
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5720
Pubs, Taverns and Bars
5730
Cafes and Restaurants
7712
Commercial Property
Operators and Developers
57 Accommodation, Cafes and
Restaurants
57 Accommodation, Cafes and
Restaurants
77 Property Services
572 Pubs, Taverns and
Bars
573 Cafes and Restaurants
771 Property Operators and
Developers
For the purpose of statistical analysis, where possible we have assumed that the
major or primary activity can be classified as “Sports Grounds and Facilities
n.e.c.”6
The MICE Market
MICE refers to the fairly recent recognition of an industry world-wide concerning
itself with the meetings, incentives, conventions and exhibitions (MICE) market.
The industry has attracted increasing attention over recent years, partly because
research shows that international MICE delegates spend more than other visitors
on a per night basis.
A recent report7 on the industry suggests that In view of the recorded and
anticipated growth of the MICE market in Australia there is some concern within
the industry about the adequacy of MICE infrastructure both now and in the
future.
According to the Report, official data sources such as the International Visitor
Survey (IVS) and the Domestic Tourism Monitor (DTM) indicate that the industry is
growing in terms of delegate numbers at MICE events. Research generated and
disseminated by the MICE industry also indicates growth in the industry.
Furthermore, Sydney's successful bid to host the 2000 Games has increased
expectations of continued growth in the industry based on the experience of
previous hosts, for example Atlanta, which enjoyed boom MICE activity in the
years leading up to and immediately following the 1996 Games.
Convention centres have been built in most of Australia's capital cities. The needs
of the MICE industry, however, extend well beyond the availability of convention
and exhibition venues which provide theatres and meeting rooms. Many
meetings, conferences and exhibitions also require transport, catering, audiovisual equipment, and the services of a professional conference organiser to
coordinate the event. Events which attract visitors from outside the host region
also require the supply of appropriate accommodation and in some cases,
interpreter services.
Data collection for the industry is not currently undertaken by the Australian
Bureau of Statistics. However, the aforementioned report has made some
attempts at analysing the market, but there are difficulties associated with this
due to the lack of both record keeping and standardised definitions within the
industry. These limitations include:
•
No consistent working definitions for occupancy rates of meeting rooms
and exhibition halls which prevents proper assessment of venue use and
adequacy to meet current and future demand
6
n.e.c. - not elsewhere classified
7
Bureau of Tourism Research, Measuring MICE (Meetings, Incentives, Conventions and Exhibitions) Industry
Infrastructure, Report to the Tourism Forecasting Council (Research Report No. 1), February 1998
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•
Few organisations and businesses are able to provide summary statistics
supporting their claimed levels of business (there is therefore some difficultly
in supporting or refuting industry claims and opinions on the level of MICE
activity and the adequacy of current resources to cater for demand.
Conflicting claims and views are sometimes expressed within a single
region).
•
Reliable forecasts are hampered by an inability for organisations to
separately identify MICE business from other business, or supply detailed
data on the number of MICE events held, the number of attendees, or the
origins of the attendees (that is local, intrastate, interstate or overseas).
•
Where statistics exist they are often regarded as confidential and could
only be used in aggregated data. Aggregates cannot be constructed
because of inconsistencies in record keeping or definitions used by the
industry.
Despite these considerable limitations, the report established a range of useful
findings8. These include:
1.
2.
3.
8
Venues
o
business is currently being turned away due to capacity constraints in
Melbourne and Sydney;
o
availability of venues is not a constraint to the industry in other
locations;
o
the main design problems with existing venues relate to lack of
breakout space.
Accommodation
o
high occupancy rates are a concern in Sydney, Melbourne, Darwin
and Perth
o
additional supply is coming on line in Perth , Darwin and Melbourne
and this should at least partially alleviate problems in these locations
o
occupancy rates are also relatively high in Brisbane
o
while recognising the apparent seasonality of the market, the industry
could make greater efforts to spread business across the year by, for
example, promoting the advantages of events held in off-peak times,
such as cheaper room rates
Transport
o
the main concerns identified by the industry related to insufficient or
inconvenient domestic and international airline timetables. These
problems are unlikely to be resolved as the MICE market accounts for
only a minor share of total airline business
o
regional transport is not identified as a problem for the industry.
While the widest definition of meetings includes all off-site gatherings including conventions, congresses,
conferences, seminars, workshops and symposiums which bring people together for the common
purpose of sharing information, this definition was considered by the Report as being too broad in terms
of the types and sizes of meetings and venues covered, to obtain useful results. The report focuses on
MICE facilities, support infrastructure and services in Australia's capital cities (except Tasmania which
was included as a whole), Alice Springs, Cairns and the Gold Coast. Specifically, the conference venues
considered in the report have, as a minimum, theatre-style seating with capacities for upwards of 500
people.
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4.
5.
Other support services such as catering and equipment hire
o
other services are not a constraint on the industry
o
there are competitive markets for most services ensuring quality
service at a fair price.
Hindrances to growth of the industry.
o
the main hindrance to growth of the industry is the lack of data and
research to encourage informed decision making, particularly for
investment purposes
o
locations without dedicated MICE facilities feel that business could
be increased if larger or more suitable facilities were available.
The Report indicates that this last point above is difficult to assess. Locations
lacking dedicated facilities currently have relatively small MICE markets,
however, Sydney, Cairns and Brisbane have shown that supply of dedicated
facilities can increase MICE business by allowing locations to bid for business that
they could not have other wise catered for. The number and size of MICE events
increased in these cities following the opening of dedicated facilities.
What cannot be concluded, however, is whether the revenue generated from
the additional visitors to these locations will exceed the costs of building the
additional capacity or provide the region with a fair rate of return on its
investment.
PROFILE OF ROCKHAMPTON REGION
Regional Overview
The Department of State Development consider that given the size of the central
Queensland region in which Rockhampton is situated9, it is useful to break it
down into three broad economic sub-regions10:
1.
2.
3.
the Coast, containing Rockhampton City and Livingstone, Fitzroy and
Mount Morgan shires;
the Highlands, containing Bauhinia, Duaringa, Emerald, Jericho and Peak
Down shires and the Woorabinda Aboriginal Council; and
the Central West, containing Aramac, Barcaldine, Barcoo, Blackall,
Diamantina, Ilfracombe, Isisford, Longreach, Tambo and Winton shires.
The main urban centres in each region are Rockhampton, Emerald and
Longreach.
The Department’s analysis of Rockhampton region are:
Area Strengths
9
•
Economically diverse region combining a strong coal and mineral mining
sector
•
Diversified agricultural sector with increasing value-adding
The Rockhampton State Development Centre services a large and diverse region, stretching from the
coast to the western border of the State, and encompassing 19 local governments in an area of 413 244
km2 (23.9% of the state).
10 Source: Department of State Development web site http://www.sd.qld.gov.au/index.html
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•
A location for significant military training by Australian and overseas armed
forces
•
A significant tourist destination
•
The region is well serviced by kindergartens, primary and secondary schools
•
There are a number of boarding schools at Rockhampton and Yeppoon
•
Emerald and Longreach both have Agricultural colleges
Major Projects are listed as being:
1.
2.
3.
4.
5.
6.
Magnesium Metal Plant (Australian Magnesium Corporation Pty Ltd)
Nickel Mine and Processing Plant (Marlborough Nickel Pty Ltd)
Oaky North Coal Mine (MIM Holdings Limited Group)
Valeria Coal Deposit (Pacific Coal Pty Ltd)
Togara North Coal Mine (Dongbu Australia Pty Ltd)
Papua New Guinea (PNG) - Queensland gas pipeline project (Chevron
Asiatic Ltd/BHP Petroleum (PNG)
The location of these (and other) Projects in the region are appended to this
Report (“MAJOR PROJECTS – FITZROY / ROCKHAMPTON REGION “).
This overview map of the region, courtesy Projects Queensland 2001, Department
of State Development, 2001; further detail is appended to this Report
Rockhampton — An Urban Centre By Definition
The Australian Bureau of Statistics defines urban and rural areas in the following
way:
•
•
•
•
Major urban. All urban centres with a population count of 100,000 and over.
Other urban. All urban centres with a population count of 1,000 to 99,999.
Bounded locality. All population clusters of 200 to 999 people.
Rural balance. The rural remainder of the State/Territory.
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The estimated resident population at 30 June 1999 was 59,568, a decrease of 79
in the period June 1998 to June 1999. 11 This places Rockhampton in the “Other
Urban” category.
By way of overall context, Australians live mainly in urban areas. In August 1996,
63% of Australians lived in major urban areas (areas with more than 100,000
residents). A further 23% lived in other urban areas – like Rockhampton (towns
with between 1,000 and 99,999 residents). The remaining 14% of Australians lived
in rural areas (other small localities and settlements, or on the land). Apart from
the Australian Capital Territory, where the city of Canberra accounted for 99% of
the Territory population, the highest levels of urbanisation occurred in New South
Wales and Victoria (both 88%). Conversely, Tasmania and the Northern Territory
had the highest proportions of people living in rural areas (both 27%). 12
DISTRIBUTION OF THE POPULATION
................................................................ ................................................................ .....................
Qld
SA
WA
Tas.
NT
NSW
Vic.
Section of State
(a)
%
%
%
%
%
%
%
Major urban
67.1
68.3
49.8
68.5
63.5
27.4
0.0
Other urban
21.3
19.3
30.8
17.6
22.9
45.2
72.6
Bounded locality
2.2
1.8
3.1
2.9
2.7
5.9
9.0
Rural balance
9.4
10.6
16.2
11.0
10.7
21.3
18.1
Total
100.0
100.0
100.0
100.0
100.0 100.0 100.0
'000
'000
'000
'000
Australia (b)
6,204.7
4,560.2
3,338.7
1,474.3
................................................................
(a) Distribution based on census counts.
(b) Estimated Resident Population (ERP) as at 30 June 1996.
'000
1,765.3
'000
474.4
'000
181.8
ACT
Aust.
%
99.3
0.0
0.1
0.6
100.0
%
62.7
23.3
2.5
11.5
100.0
'000
308.3
'000
18,310.7
Rockhampton is the largest city in Central Queensland and is located some
640km north of Brisbane by road. The city is the principal administrative centre for
the region and is referred to as the Gateway to Central Queensland. The city is
also just 100km northwest of Gladstone, site of one of the largest deepwater ports
on Australia’s eastern seaboard.13
According to Rockhampton City Council14, the base economic characteristics
include:
1.
Rate base - The estimated Rockhampton City Council income from rates in
1999/2000 (2000/2001 budget) was $45.4 million. Revenue from fees and
charges, estimated for 1999/2000 is $7.5m. Revenue from grants and
subsidies is $5.1 million – a decrease from the previous year’s $6.2 million.
The operating costs (estimated 99/00) were $59.3 million, and capital
expenditure (estimated 99/00) $41 million. (RCC, 2000b, 38A).
11 Source: Office of the Government Statistician, Regional Profile – Fitzroy Statistical Division, June 2000.
12 Source for this data: Australian Bureau of Statistics, 1996 Census of Population and Housing - Australia in
Profile: A Regional Analysis, ABS Catalogue No. 2032.0 (ISBN 0 642 25669 1), Commonwealth of Australia
1998
14 Source: Colwell J, Rockhampton City – Social Profile Draft Supplement 2000, Rockhampton City Council,
November 2000.
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2.
Employment and labour force participation - There has been a significant
drop in the estimated unemployment figure for Rockhampton in the
quarter to June 2000 (unemployment rate 9.8%), when compared to the
same quarter last year (11.8%). (DEWRSB, 2000, p22). This is compared to a
Queensland rate of 8.2%.
Population & Growth in Rockhampton / the Fitzroy Region
In the five years to 1996, Australia's population grew by an average of 1.2%
annually. There were large variations in population growth rates between
different areas, which reflect differences in births and deaths, and the movement
of people into and out of regions.
Between 1991 and 1996, the three fastest growing major population centres
(those with more than 80,000 residents) were the Sunshine Coast, Gold CoastTweed and Cairns, all with average annual population growth rates about three
to four times the national level (table 1.5). The next fastest average annual rate of
population growth occurred in the cities of Brisbane (2.3%), Perth (1.7%),
Townsville (1.4%), Darwin (1.4%) and Canberra-Queanbeyan (1.4%). However,
average annual population growth was lower than the national average in
Sydney (1.1%), Melbourne (0.8%), Greater Hobart (0.5%) and Adelaide (0.4%).
These cities all experienced internal migration losses between 1991 and 1996 (ABS
1998a).
By way of comparison, the estimated resident population of the Fitzroy statistical
region as at 1 July 1996 (latest available data) was 178,035. The estimated
resident population of Rockhampton is 59,475 which experienced a decline of –
0.3% change from the previous year. The Average Annual Population Growth Rate
for Rockhampton over the last decade is approximately +0,5%, which compares
to Fitzroy (+1.3%), and for the whole of Queensland +2.7%.
Most regions outside capital cities experienced population growth between 1991
and 1996. Growth was particularly apparent along the coast in popular holiday
areas (for example the Sunshine Coast (SSD), the Far North (SD) including Cairns,
Gold Coast City, Part B (SSD), and Port Stephens (A) near Newcastle). Other
coastal areas with strong average annual growth included Richmond-Tweed
(SD) (2.2%) and the Mid-North Coast (SD) (1.7%) in northern New South Wales.15
15 Source: Australian Bureau of Statistics, 1996 Census of Population and Housing - Australia in Profile: A
Regional Analysis, ABS Catalogue No. 2032.0 (ISBN 0 642 25669 1), Commonwealth of Australia 1998
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POPULATION GROWTH, Major Population Centres—1991–1996
Major population centres
1996 population(a)
no.
Sydney
Melbourne
Brisbane
Perth
Adelaide
Newcastle
Gold Coast-Tweed
Canberra-Queanbeyan
Wollongong
Greater Hobart
Sunshine Coast
Geelong
Townsville
Cairns
Launceston
Albury-Wodonga
Toowoomba
Darwin
Rockhampton
Australia
(a) Estimated Resident Population (ERP) as at 30 June.
(b) 1991–1996 average annual growth rate.
Growth rate(b)
%
3,881,136
3,283,278
1,519,994
1,295,092
1,079,112
463,388
354,110
345,061
255,744
195,718
156,407
152,245
122,415
106,694
98,829
9,2658
86,569
82,232
59,475
18,310,714
1.1
0.8
2.3
1.7
0.4
0.8
4.9
1.5
0.9
0.5
5.5
0.0
1.4
4.3
0.6
1.1
0.5
1.4
-.3
1.2
The estimated population of the central Queensland region (which incorporates
Fitzroy statistical division and other areas) in 1999 was 137,400, of whom 71% were
based in the Coastal sub-region, 20.5% in the Highlands and the remaining 8.5% in
the Central West. The region has a moderate proportion (5-10%) of temporary
residents, with higher numbers concentrated in the areas dependent on itinerant
and fly-in, fly-out workforces. An additional 62,711 people resided in the
Gladstone region to the south of Rockhampton16.
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FITZROY REGION – POPULATION LEVEL AND AVERAGE ANNUAL GROWTH
RATES (over a ten-year period)17
Local
Government Area
Banana
Bauhinia
Calliope
Duaringa
Emerald
Fitzroy
Gladstone
Jericho
Livingstone
Mount Morgan
Peak Downs
Rockhampton
Fitzroy Stat Div
Queensland
1986
16,888
2,654
9,720
10,499
9,462
6,406
22,792
1,105
15,886
3,108
3,209
56,742
158,471
2,587,315
1996
13,598
2,543
13,954
9,311
13,312
9,499
26,454
966
24,796
2,858
3,172
59,732
180,195
3,368,850
Average Annual
Population
Growth Rate
-2.1%
-0.4%
3.7%
-1.2%
3.5%
4.0%
1.5%
-1.3%
4.6%
-0.8%
-0.1%
0.5%
1.3%
2.7%
Social Indicators (Index of Relative Disadvantage)18
The primary indicator used by the Australian Bureau of Statistics to measure socioeconomic levels as it may apply to any given locality is the index of relative
disadvantage. It has been constructed so that relatively advantaged areas, for
example areas with many high income earners, have high index values19. The
index has been designed to have an average across all areas in Australia of 1,000
and a standard deviation of 100 index points20.
Localities with the greatest relative disadvantage have high proportions of low
income families, unemployed people, people without educational qualifications,
households renting public housing and people in low skilled occupations.
Conversely, the least disadvantaged areas have higher proportions of high
income earners, professional workers and more highly qualified people, as well as
low unemployment rates.
The following table summarised the “Index of Relative Disadvantage” for
Rockhampton (which is 967), with comparisons to the rest of Fitzroy statistical
subdivision, Queensland, and Australia:
17 Source: 1996 Census Report Queensland
18 Source data has been extracted in part from Australian Bureau of Statistics, 1996 Census of Population
and Housing - Australia in Profile: A Regional Analysis, ABS Catalogue No. 2032.0 (ISBN 0 642 25669 1),
Commonwealth of Australia 1998
19 The ABS has developed Socio-Economic Indexes for Areas (SEIFA) from the 1996 Population Census data
using a statistical technique called Principal Components Analysis. This technique can summarise a
large number of socio-economic variables into a single measure, or index, which can then be used to
rank areas (from highest to lowest and vice versa) on a broad socio-economic scale.
20 Index scores themselves are not in direct proportion to the relative socio-economic conditions of the
various geographic areas. That is, a region with a score of 1,200 is not necessarily twice as
disadvantaged as a region with a score of 600. Therefore, the index is useful only for ordering
geographical areas and not for analyses which purport to somehow quantify socio-economic
conditions.
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1,000
988
1,010
972
967
TOTAL AUSTRALIA
QUEENSLAND
Brisbane
Fitzroy
Rockhampton
This measurement indicates that Rockhampton is a relatively socially
disadvantaged region. Compared to Brisbane, Queensland, or Australia as a
whole, Rockhampton has a higher unemployment rate, lower proportion of
persons with tertiary education, and lower household incomes.
As an alternative to simple Income measurement21 - often used as the basis to
identify areas with relatively high and low living standards - the Index
incorporates a set of much broader measures of socio-economic disadvantage
which can also be used to compare living standards across regions. The 'index of
relative disadvantage' is used to highlight differences between regions. While
there are many other aspects of living standards (such as ownership of assets, or
having a safe place to live), an examination of levels of income is useful as it
reflects on the ability of individuals and households to buy goods and services.
The Index has been developed, in part, utilising information contained in the
following tables which provide a useful comparison for Rockhampton, and other
urban / non-urban centres throughout Queensland.
The information may be summarised on the following graph, which is further
detailed in the subsequent tables:
1200
12%
1,000
1,010
988
10%
972
967
1000
8%
800
6%
600
4%
400
2%
200
0
0%
TOTAL AUSTRALIA
Brisbane (SD)
QUEENSLAND
Household Income / Index of R.D.
SOCIAL INDICATORS By Statistical Local Area - Queensland
Rockhampton (SSD)
Fitzroy (SD)
People with degree or higher qualifications % (b)
Unemployment rate %
Household income per capita $000
Index of relative disadvantage (shown numerically)
(b) As a proportion of all people aged 15 years and over.
21 Various factors affect income levels for individuals and households, including labour force status and
occupation of individuals and, at the household level, the number of earners in the household.
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SOCIAL INDICATORS#1, By Statistical Local Area — Queensland
Statistical Division (SD)
Statistical Subdivision
(SSD)
Statistical Local Area
(SLA)
Estimated
resident
population(a)
People
aged
0– 14
years
(b)
People
aged
65
years
and
over(b)
no.
%
%
%
%
%
%
%
18310714
21.6
12.1
13.8
2.0
40.6
9.9
22.8
QUEENSLAND
3338690
22.3
11.2
7.5
3.0
39.8
10.4
21.7
Brisbane (SD)
1519994
21.5
10.8
10.0
1.5
40.4
10.5
21.7
43.7
39.1
51.8
38.1
45.8
47.4
45.1
46.6
47.0
53.5
45.3
54.3
52.6
45.6
47.8
40.2
30.4
59.7
9.8
12.3
12.4
12.3
9.5
7.4
10.4
8.0
6.9
3.7
4.8
9.4
6.5
6.8
3.6
10.1
11.4
4.7
20.6
23.2
14.0
23.9
17.9
15.0
19.1
19.5
20.4
22.2
18.2
14.3
19.8
15.2
24.9
20.2
32.9
13.1
TOTAL AUSTRALIA
People
born in
non-main
Englishspeaking
countries
(b)
People of
Indigenous
origin (b)
Couples with
dependent
children (c)
Fitzroy (SD)
178035
25.1
9.1
3.0
4.2
Rockhampton (SSD)
64518
22.9
12.3
2.9
5.0
Fitzroy (S) - Pt A
4661
32.1
6.8
1.1
4.9
Rockhampton (C)
59857
22.2
12.8
3.1
5.0
Gladstone (SSD)
37347
26.1
6.5
3.9
2.9
Calliope (S) - Pt A
10773
27.8
6.8
3.7
1.8
Gladstone (C)
26574
25.5
6.4
3.9
3.4
Fitzroy SD Bal (SSD)
76170
26.5
7.7
2.6
4.2
Banana (S)
13881
26.7
8.1
2.0
3.2
Bauhinia (S)
2242
27.1
8.3
0.7
1.6
Calliope (S) - Pt B
2805
24.0
8.2
4.2
2.4
Duaringa (S)
9232
30.9
2.2
2.1
14.9
Emerald (S)
12564
28.0
4.4
3.2
2.0
Fitzroy (S) - Pt B
5159
26.9
7.2
1.3
1.4
Jericho (S)
1040
25.0
9.4
0.7
3.0
Livingstone (S)
23156
24.1
10.4
3.3
2.1
Mount Morgan (S)
2964
20.6
19.9
3.1
10.6
Peak Downs (S)
3127
30.3
2.8
2.1
1.9
(a) As at 30 June 1996.
(b) As a proportion of all people.
(c) As a proportion of all families.
(d) As a proportion of all households, excluding non-classifiable and visitor only households.
One-parent
families with
dependent
children (c)
Lone
person
households (d)
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SOCIAL INDICATORS #2, By Statistical Local Area — Queensland
Statistical Division (SD)
Statistical Subdivision
(SSD)
Statistical
Local
Area (SLA)
16 year
olds still
at
school (a)
Index of
relative
disadvantage
Households
living in
separate
houses (c)
Households
in owneroccupied
dwellings
(c)
People
with
degree
or
higher
qualific
ations
(b)
Labour
force
particip
ation
rate
%
%
%
%
$
no.
%
%
TOTAL AUSTRALIA
80.2
10.4
61.9
9.2
310
1000
76.5
69.0
QUEENSLAND
78.4
8.6
63.2
9.7
293
988
78.1
65.9
Brisbane (SD)
81.7
11.2
64.3
8.7
313
1010
81.5
67.9
Fitzroy (SD)
76.3
6.5
64.3
9.1
Rockhampton (SSD)
78.5
7.3
60.3
10.5
Fitzroy (S) - Pt A
75.0
4.6
67.3
8.8
Rockhampton (C)
78.7
7.5
59.8
10.7
Gladstone (SSD)
71.7
6.5
68.6
9.0
Calliope (S) - Pt A
78.1
7.3
67.5
8.7
Gladstone (C)
69.6
6.2
69.0
9.1
Fitzroy SD Bal (SSD)
76.5
5.9
65.8
8.0
Banana (S)
78.4
5.2
68.3
6.4
Bauhinia (S)
50.0
4.6
74.0
3.0
Calliope (S) - Pt B
81.6
3.8
63.0
9.8
Duaringa (S)
69.4
5.5
71.3
7.6
Emerald (S)
60.0
7.2
75.3
4.9
Fitzroy (S) - Pt B
76.8
4.6
66.1
7.9
Jericho (S)
40.0
3.2
68.9
4.4
Livingstone (S)
85.7
7.1
59.3
11.4
Mount Morgan (S)
66.7
1.8
37.6
22.0
Peak Downs (S)
82.2
5.6
75.5
3.1
(a) As a proportion of all 16 year olds.
(b) As a proportion of all people aged 15 years and over.
(c) As a proportion of all households in occupied private dwellings.
292
266
243
268
309
309
309
307
310
257
238
393
398
239
238
256
185
408
972
967
973
966
984
1005
976
970
965
992
937
946
1003
975
931
979
821
1012
83.9
84.4
91.0
84.0
81.6
84.2
80.6
84.4
88.6
84.4
94.3
91.0
71.3
94.9
90.2
81.4
93.9
87.1
63.0
64.8
69.7
64.4
63.4
71.6
60.0
61.2
63.7
62.9
73.7
24.0
51.8
83.7
64.4
71.8
77.1
36.1
Unemployment
rate
Household
income
per capita
KEY STRATEGIC ISSUES
Summary of Key Strategic Issues
Key Strategic Issues for the Project have been identified as follows:
•
The need to encourage the establishment of permanent tenants
•
The need to meet strong competition
•
The need to research local sporting requirements
•
The need to establish flexible, multi-purpose facilities
•
The need to provide a suitable conference venue
•
The need to provide for a multi-code sporting oval
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•
The need to take into account timing of local events
•
The need to better provide for pedestrian flow
•
The need to ensure adequate funding and support
•
The need to ensure major events do not overshadow local events
•
The need for Council land to earn revenue from major events
•
The need for professional management
Discussion — Key Strategic Issues
Provides regular cash flow
Facilities to be used “year round” where possible
Being major event driven is not sustainable
You need “bread and butter” tenants
Major events are “the cream”
But major events can be very profitable
Multi-year events (like Beef Expo) are rare / difficult to attract away from
their domicile, but are the most worthwhile
The best events are the ones you can create and own yourself
developed and held locally
Stunning examples may be found in:
•
Indianapolis
•
Aust. Institute of Sports
•
major sporting grounds (“home teams”) e.g. Broncos at the ANZ Stadium
Could create more regular income and meet as yet unknown needs
Need here to “think outside the box”
University has spent around $5m on their Sporting Facilities Complex:
Important not to duplicate / conflict
Trend is for high-tech venues capable of running different events under the
one roof, e.g. Melbourne Formula 1 pits are otherwise basketball courts!
Or attracting businesses prepared to close down “once a year”
Undercover areas must be capable of changing shape to accommodate
different sized populations
UNDERGROUND INFRASTRUCTURE IS VERY IMPORTANT, e.g. power
Special and pressing requirement: covered flat floor area
Multi-purpose facility is a must for venues catering for over 1,000; (preferably
2,000 +)
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Rockhampton is unable to bid at present
Tourism Qld will not approve Rockhampton as an accredited venue
because of sub-standard facilities
Current infrastructure incapable of meeting health standards
All major codes want to go regional
Facilities must be up to standard
Surplus water available from treatment plant
The need to take into account timing of local events
The need to take into account timing of local events, for example, World
Brahman Congress (being hosted by Australian Brahman Breeders’
Association)
Imperative that timing of development take account of existing planned
major events, e.g. World Brahman Congress, Gemboree, and
Rockhampton Annual RAS Show
The concept diagrams incorrectly site the main entrance
Some buildings may have to be re-sited, e.g. take-up “Option 2” for the
cattle pavilion
Concept designs have been modified to accommodate (draft scale
drawings facilitate), however this alternate concept has not been
accepted.
Existing (original master plan) concept designs will, accordingly, need to be
modified
The ROCKHAMPTON EXHIBITION COMPLEX… Not the ROCKHAMPTON
SHOWGROUNDS!
Assistance for major events is available … but it cannot be depended upon
Queensland Events could be offer assistance There is no upper funding limit,
however, it is expected that most proposals will be funded in the vicinity of
$20,000 - $25,000 (exclusive of GST).
Project to be known as the International Exhibition Complex (Rockhampton).
Subsequently, has been changed to the Central Queensland Events Centre
(pending formal approval by Council)
Emphasis to be given to developments at various locations including the
Showgrounds, Victoria Park, Tennis Centre / Brothers Leagues Club precincts,
Gracemere Sale Yards, Rockhampton State High School, etc.
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The need to ensure major events do not overshadow local events
Major expos always have a short term negative affect on most local
business
There are always a few “winners”
But experience shows that there are long term gains for everyone, e.g.
Sydney Olympics, Brisbane World Expo. Even… Beef Expo! (e.g. impact on
the Rockhampton Agricultural Society Inc. Show)
Local businesses and local communities must be assisted by the Project’s
development
Management agreements may need to be struck for organisations
affected
Council control of the site… is imperative
The need for professional management
Three tiers:
1.
Venue management (council?)
2.
Convention management (exhibition companies?)
3.
Marketing (dedicated staff?)
All major convention / exhibition centres have their own dedicated “reps
on the road”
Major events … are planned two years out or more
The need for professional Marketing. Targets to include
o
Army
o
TAFE
o
University
o
Industry
o
Can we offer them something unique?
The need to meet strong competition - Venues today are all competing for
the same business
There are 2,000 major events held each year throughout the world. Only 5%
of these are likely to change
… therefore… Most of all… Rockhampton needs to work out how it will be
different.
This is called Competitive Advantage, i.e. What’s so different about you?
A critical aspect of the business plan
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COMPETITIVE ADVANTAGE
The Importance of Competitive Advantage
Consideration of the business of the proposed Exhibition complex is important.
With visitor numbers to Australia expected to double over the next 10 years,
potential for attracting “business” is considerable.
It is therefore imperative for the Project’s proponents to establish just how will the
Rockhampton based facility be different? What are the “Competitive
Advantages”, and how can they be used to ensure the Complex receives its
share of the anticipated business / visitor influx.
Organisations typically use their competitive advantage to attract new business,
e.g. “Clean Food Australia” which demonstrated how the remoteness of Australia
is a distinct competitive advantage when attracting the food markets of Asia
and Taiwan. Logos, images and copy of this highly successful campaign were all
designed around the competitive advantages of “clean and green”
The Business of the Proposed International Exhibition Complex
1.
Regional Leadership
•
Need to be seen as “the one who is doing it”
•
Developing managerial capacity (training)
2.
Multifunction event complex
•
Branding is important
•
Provides the catalyst for a “short break” location
3.
“EVENTS”: Rockhampton – “the event driven city”
•
National exhibition centre hosting quality local, regional, national,
international events
o
Supports local, regional, national development
•
•
Supporting business development $$$
Supporting community development (social capital
The Uniqueness of Rockhampton: Competitive Advantages
1.
Geographic Location (state and national)
•
“all roads lead to Rockhampton
•
Gateway to islands and beyond
2.
Well branded “beef capital” image
3.
A heritage of cultural success in the arts
4.
Hosting of rodeos on a regular basis
The Uniqueness of Rockhampton: Other Advantages
•
•
•
•
•
Climate – especially winter
Diverse range of natural attractions
National parks, gem fields, coal mines, farm stays, heritage
Diversity of Lifestyle – “the real Australia”
Centre for large regional projects, e.g.
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•
•
•
•
•
•
•
•
•
•
Power Centre, magnesium project, mining, etc.
Friendly town
Diverse range of industry sectors and services
Includes Hospital, university, defence forces
Administrative hub for central Queensland
Proximity to major services
Transportation Infrastructure
International standard airport
Isolation / proximity to Brisbane
Transportation Infrastructure, especially regular plane service
THE BEEF EXPO EVENT AT ROCKHAMPTON
The Beef Expo Event
Beef Expo is currently held every three years at Rockhampton, first staged by the
Australian Beef Cattle Exposition Association Inc. in 1988 as part of the Australian
bicentennial celebrations. The event is one of national and, to a limited extent,
international significance, and is arguably the major activity on the Fitzroy region
tourism calendar. Beef Australia 2003 is the next planned Beef Expo.
In the past, the event has attracted strong government support. Recent
government announcements indicate approval for $2.2m to assist with hosting
Beef Australia 2003, in addition to an approval of $3.5m for the upgrading of the
Gracemere cattle complex where the event is staged (in conjunction with the
Rockhampton Showgrounds and related / nearby facilities). This was, at least in
part, a response to recognition that the facilities that have been utilised
previously by event organisers no longer meet the needs of the event (in terms of
functionality or image).
A number of the major facilities previously used by the Beef Expo also require
upgrading for reasons other than that directly relating to Beef Expo, e.g. new
sports facilities, convention centres and other facilities for community use22.
Accordingly, and as explained in the Introduction to this Report, the Beef Expo is
a primary driving force behind the development of the Central Queensland
Events Centre, however it is the broader community needs that have also been
taken into account when developing the scope for this (International Exhibition
Complex) Project.
Provided hereunder is a summary of the key findings related to the last (Beef
2000) event, detailing economic impact, patronage profile, and other matters.
Subjective data was obtained during the conduct of Beef 2000, including a
limited survey undertaken with Rockhampton and Central Queensland residents.
Of particular note is the objective economic impact data which indicates
estimated total visitor spending in Queensland of $22.13m, supplemented by the
Event Organiser's spending of $1.26m to give total, estimated spending in
Queensland of $23.39m. The Report indicates that this spending yielded an
estimated economic impact of $6.69m in Central Queensland (up 27% on 1997)
22 Some of these proposed projects have been reviewed and summarised in a report prepared in October
2000 for Rockhampton Enterprise Limited by Stratcorp Consulting Pty Ltd.
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and a further $0.27m in other parts of Queensland, or $6.96m in the State (down
12% on 1997). This is equivalent to 185 jobs in Central Queensland and a further 7
jobs in other parts of Queensland, or 192 jobs in the State.
Beef Expo 2000 — Summary of the Event
Information in this section has been extracted from primary source: Australian
Beef Cattle Exposition Assoc. Inc., Beef Expo 2000 (9-16 April), Event Summary,
June 2000.
The 2000 Beef Expo was held between the 9th and 16th of April 2000. This triennial
event attracted 27,677 adults, up 23% on the 1997 event. However, the event
organiser reports that 44,000 spectators and 764 exhibitors attended the
Rockhampton Showgrounds and Gracemere Saleyards during the week of the
Beef Expo. This data is the total number of people; adults and children, residents
and visitors who attended only the Expo sites (e.g. Rockhampton Showgrounds
and Gracemere). 23 In addition to these the Event Organiser reports that 35,000
people were involved in community activities.
Event patronage was associated with estimated visitor spending of $22.13m in
Queensland. When combined with the Event Organiser's spending of $1.26m,
total spending in Queensland associated with Beef 2000 is estimated to have
been $23.39m. This produced an estimated economic impact of $6.69m (185
jobs) in Central Queensland and a further $0.27m (7 jobs) 'in other parts of
Queensland to give a state-wide impact of $6.96m (192 jobs). This impact is
equivalent to a windfall to households in the Central Queensland region of
$3.15m in additional employment wages, profits and other distributions.
This impact is the 'direct spending' effect, which is regarded as a particularly
conservative estimate of the economic impact. The industrial support flow-on
activity associated with the direct spending impact is expected to be
approximately $3.58m in value added and the consumption flow-on activity is
expected to be approximately $3.Olm. This data represents a possible range for
the economic impact. The most conservative estimate is the direct spending
impact of $6.69m in value added. The least conservative estimate is $13.28m in
value added, which includes the direct spending impact and full flow-on effects.
A compromise impact is $10.27m, representing the direct spending impact and
industrial support effects.
Most Beef attendees were resident in Queensland, over 40 years old, male and
had completed high school. Within this generalisation there were differences
according to the residence of the visitor. In particular overseas resident visitors,
who constituted nearly 4% of the crowd were, on average, in their mid-thirties
and University educated.
Most patrons (73%) were involved in the production side of the industry, although
25% overseas visitors reported being involved in research and development roles.
Almost three quarters of patrons used their private vehicle to travel to the event.
Generally patrons travelled with their partner except overseas visitors, who were
most likely to travel with business associates. The average size of a travel party to
23 It should be noted that this data has been supplied by the Event Organiser and has not been audited or
validated in any way whatsoever.
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Beef 2000 was 1.74 persons, which was smaller than the average size of a travel
party to Beef 1997.
Visitors to Beef 2000 generated an estimated 212,647 visitor nights in Central
Queensland and a further 4,539 nights in other parts of the State, or a total of
217,186 visitor nights in Queensland. This was down 15% on the 1997 event mainly
due to a substantial decrease in the amount of time visitors spent in non-Central
Queensland parts of the State.
Taking these issues in combination - that is, visitors travelled in smaller groups,
were more event specific, stayed for less time and were accompanied by less
people - it would appear that Beef 2000 visitors were more focussed on the event
than in 1997.
Visitors to Central Queensland relied heavily upon commercial accommodation.
However, a relatively high proportion of interstate visitors stayed with family and
friends in the region.
In terms of consumption patterns, as would be expected, overseas visitors spent
more each day they were in the Central Queensland region than any other
visitor, and local Rockhampton residents spent least of all event attendees.
In terms of general lifestyle, attendees reported exhibiting conservative
consumption habits across a wide range of goods, generally less extreme than
the national average. Over 80% of Beef patrons reported reading industry-based
publications.
Most people attended Beef 2000 to increase their knowledge or for industrybased reasons, being attracted mainly by the cattle exhibits and industry-based
activities.
Beef 2000 attendance peaked in the period between Monday 10th April and
Thursday 13th April. An analysis of previous attendance revealed that
Queensland residents were more likely to repeat their attendance with each
successive event. This was less the case with interstate visitors.
Sponsorship recall was limited to 53% of respondents.
75% of respondents rated the event as above average. Those who expressed
discontent identified concerns with the Organisation of the event and with
seminars.
Beef Expo 2000 - Economic Impact (Detail)24
The table below shows that Beef 2000 generated an estimated economic impact
of
•
$6.69m in Central Queensland, which is 185 local jobs.
•
$0.27m in other parts of Queensland (7 jobs). Therefore the state-wide
impact is estimated at $6.96m (192 jobs).
24 Information in this section has been extracted from primary source: Australian Beef Cattle Exposition
Assoc. Inc., Beef Expo 2000 (9-16 April), Event Summary, June 2000.
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These impacts are equivalent to a windfall to households in the Central
Queensland region of $3.15m in additional employment wages, profits and other
distributions.
Sectoral Impacts of Beef 2000
Industry
Agriculture
Mining
Manufacturing
Utilities
Construction
Trade
Transport
Communication
Business Services
Public Administration
Community Services
Recreation Services
Total
Central
Queensland
Value
Jobs
Added
(units)
($m)
0.38
9
0.12
1
0.27
6
0.60
3
0.00
0
1.46
44
0.81
17
0.12
2
0.32
4
0.00
0
0.19
5
2.42
94
6.69
185
Other
Queensland
Value
Jobs
Added
(units)
($m)
0.01
0.21
0.00
0.02
0.01
0.27
0.02
0.11
0.00
0.00
0.04
1.16
0.02
0.50
0.05
1.00
0.01
0.12
0.00
0.00
0.06
1.61
0.05
2.00
0.27
7.00
Total Queensland
Value
Added
($m)
0.39
0.12
0.28
0.62
0.00
1.50
0.83
0.17
0.33
0.00
0.25
2.47
6.96
Jobs
(units)
9
1
6
3
0
45
18
3
4
0
7
96
192
The economic impact of the 2000 event relative to the 1997 was:
•
7% higher in Central Queensland - $6.69m in 2000 and $5.27m in 1997.
•
Significantly lower in other parts of Queensland - $0.27m in 2000 and $2.60m
in 1997.
•
12% lower from the State perspective - $6.96m in 2000 and $7.87m in 1997.
Therefore, relative to the 1997 event the overall Queensland state impact was
lower in 2000 mitigated in part by a higher Central Queensland impact. This
outcome is due to a number of offsetting influences, but driven by three key
factors:
•
While there were 23% more visitors at the 2000 event in gross terms, they
were accompanied by less people, yielding a decrease of 11% in net visitor
numbers compared to the 1997 event (see table 7 on page 7).
•
There was lower spending in other parts of Queensland by visitors to Beef
2000 relative to the 1997 event (see table 4 on page 4).
•
Overseas and interstate visitors spent considerably fewer visitor nights in
other parts of Queensland in 2000 (see table 9 on page 143).
Spending and multipliers drive an economic impact result. Spending was
attributable to two stakeholders - patrons and the Event Organiser.
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1.
With regards visitor spending by Beef patrons25 in Queensland, it is
estimated to have been $22.50m or $22.13m if one excludes the spending
by Rockhampton residents. Therefore Rockhampton residents spent an
estimated $0.37m on the event.
2.
With regards spending by the Event Organiser, the following were the
relevant expenditures for the economic impact calculation, in each region:
o $1.05m in Central Queensland.
o $0.21m in other parts of Queensland.
o $1.26m in the state of Queensland.
Total spending is estimated to have been $22.61m in Central Queensland and a
further $0.78m in other parts of Queensland. Therefore total spending in
Queensland attributable to the 2000 event is estimated to have been $23.39m.
The 1997 event was the cause of an estimated $25.43m spending in Queensland.
As indicated earlier, lower visitor nights and therefore lower spending in other
parts of Queensland by visitors to Beef 2000 is the main reason that total spending
was lower at the 2000 event relative to the 1997 event.
Beef Expo 2000 - Other Detail26
The majority of patrons for Beef
2000 were resident in Queensland,
accounting for 83% of all visitors
(refer chart). Most of these were
from the Central Queensland
region (“CQ) - 54% - that included
Rockhampton. 29% of all patrons
were from southeast Queensland
("SEQ") or tropical north
Queensland ("TNQ").
Interstate visitors made up an
estimated 13% of the crowd,
predominantly from NSW but also from SA, NT and WA. Overseas visitors
comprised 4% of all patrons, many of whom were from the U.S.A but also New
Zealand and Canada.
Relative to the 1997 event, approximately the same proportion of patrons came
from Queensland - 85% in 1997 and 83% in 2000 (chart 3). However, as a
proportion of the crowd it would appear there were more Rockhampton
residents at the event in 1997 than in 2000. Correspondingly, there were more
visitors27 from other parts of Queensland ("Other Queensland") at the 2000 event
relative to the 1997 event.
•
25% of overseas visitors reported being involved in industry related research
and development roles, and 50% in production.
25 To avoid ambiguity in the Beef Expo report, the term 'patron' refers to both spectators and exhibitors,
including those who live in Rockhampton. The term 'visitor' also refers to both spectators and exhibitors,
but excludes local residents
26 Information in this section has been extracted from primary source: Australian Beef Cattle Exposition
Assoc. Inc., Beef Expo 2000 (9-16 April), Event Summary, June 2000.
27 As noted earlier, the term 'visitor' here refers to both spectators and exhibitors
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•
56% of interstate visitors were part of the production side of the industry,
and 13% were involved in marketing and a further 13% in research and
development.
•
As a result of Beef 2000, all visitors spent more time in the region than is usual
for business or conference visitors to the Fitzroy region (Tourism Queensland
data).
•
Overseas and interstate resident spectators stayed less time in the region
during Beef 2000 than during Beef 1997.
•
With the exception of Central Queensland residents, intrastate spectators
spent considerably more time at the 2000 event than at the 1997 event.
•
Compared to the 1997 event, all intrastate-based exhibitors spent less time
at the 2000 event, but those from interstate spent more time at the 2000
event.
•
217,186 nights in Queensland were attributable to Beef 2000, of which
212,647 (98%) were in Central Queensland. This is 15% lower than the
number of nights spent in Queensland due to the 1997 event - the 1997
event generated an estimated 256,658 visitor nights.
•
In respect of visitors from out-of the State, in general, commercial
accommodation and in particular motels were heavily utilised. 67% of
overseas visitors reported using hotels and all used some form of
commercial accommodation in Rockhampton.
•
Visitors from interstate relied heavily on family and friends for their
accommodation needs. This was especially the case with visitors from SA,
WA and NT. 18% o N W residents reported renting a house or unit in either
Rockhampton or Yeppoon for their accommodation.
•
Most people attended Beef 2000 to increase their knowledge or for
industry-based reasons, being attracted mainly by the cattle exhibits and
industry-based activities.
•
An analysis of previous attendance revealed that Queensland residents
were more likely to repeat their attendance with each successive event.
This was less the case with interstate visitors. Beef 2000 attendance peaked
in the period between Monday 10th April and Thursday 13th April
MAJOR EVENT SUCCESS STORIES
In this section a few select examples of successful major events that are held in
regional areas both in Australia and overseas are provided. The details shown
outline how each event has capitalised on its competitive advantage. This
information provides a useful background as to how a regionally based Exhibition
Complex might develop its own strategies, based on the experience of others.
Aside from it’s regional location, the common element amongst the examples is
that, like Rockhampton, there is a strong rural-based presence, with primary
activities (e.g. rodeo, country music, farm machinery, and motor car racing) likely
to have similar appeal.
Calgary Stampede (Canada)
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The success of Calgary Stampede can be attributed to a number of factors,
however the event itself is much more than just activities related to cattle and
horses. Although American (Canadian) based, we can learn from some of these
experiences. It is featured by:
•
A very wide range of Major Events & Activities
•
The involvement of 50 different committees
•
As far back as 1932 the Calgary Exhibition joined with the Stampede to
become the Calgary Exhibition and Stampede.
•
Major expenditure was effected in 1997 upon completion of the US$8.2
million permanent infield structure complete with 23 deluxe box suites and
increased rodeo prize money.
•
The event depends upon significant local community and support. For
example, Stampede Patrons are 70% Local, 30% Tourist (the population of
Calgary is 800,000)
•
Community Events supported by the event is more than 550 annually
•
The Stampede’s charter calls for western destination experiences, providing
“exceptional entertainment, facilities and programs” year round.
The Stampede exists to “promote western/agricultural heritage and values”. One
could imagine a similar nation-building brief for the regionally based complex at
Rockhampton, i.e. promoting the “real Australian bush” heritage and values, and
is well situated to do this at the “Australian outback’s gateway”.
Furthermore, the Rockhampton-based project could be developed along similar
lines as the Stampede which is designed to “enhance, encourage and reward
the spirit of creative, innovative people - creating positive, quality experiences for
every age group and developing youth to fulfil the vision”.
The Project’s proponents need to agree on a vision for the future and ensure
development proceeds in accordance with this vision.
Calgary Stampede - Major Events & Activities
o
o
o
o
o
o
o
o
Coke Stage
Nashville North
Features
Nokia PowerXone
Rodeo
Chuckwagon Races
Grandstand Show
Stampede Stock Show
o
o
o
o
o
o
o
Just For Kids
Rides
Where to eat
Casino
Lottery
Park Map
Western Showcase
Calgary Stampede enjoys the involvement of 50 different committees on Park:
AdvisoryAgriculture
EducationAgriculture MediaBand
ManagementA Band of
OutridersBeef CattleBlacksmith's
CompetitionCaravanCorporate
FundraisingCorporate
RelationsCourtesy CarCutting
HorseDairy CattleDowntown
AttractionsFarm Equipment4-H on
ParadeGrandstand
AttractionsHeavy
HorseHistoricalIndian
EventsInternational Junior
LivestockInternational Livestock
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AuctioneersInternational
AgricultureKid's DayLight Horse
Livestock
EvaluationLotteriesMidway
AwardsMiniature
DonkeyMiniature
HorseParadePoultry &
RabbitPromotionQueenQueen's
AlumniRace
PromotionReceptionSeed &
HaySheepStampede
BandStampede
ChuckwagonStampede
CountryStampede RodeoSteer
ClassicSwineVolunteer
Information & AssistanceWestern
ShowcaseYouth Speech &
DebateYouth Talent
ShowdownThe Calgary
Stampede Foundation
Tamworth Country Music Festival (Australia)
An Australian example of a highly successful, regionally based event is the
Tamworth Country Music Festival, held annually over several weeks in January
each year.
This event enjoys strong sponsorship from a number of companies not directly
involved in the music industry. The Festival was first launched 29 years ago by a
small group of Tamworthians, and is now enjoyed by around 40,000 visitors every
year.
The event features:
•
2,500 varied events representing many genres of Country Music
•
Patrons enjoy the star of their choice or
•
…. do it all for nothing by attending a different free show nearly every hour
of the day.
•
Concerts are held throughout the City in the Town Hall, major clubs and
hotels
Australian National Field Days (Australia)
Held in October each year at the central tablelands NSW township of Orange,
the Australian National Field Days is a leading edge Australian Agricultural
Exhibition. Last year it celebrated its 50th Anniversary making it Australia's oldest
annual agricultural exhibition
The concept essentially involves showcasing the latest ideas, products and
services for agricultural industries.
Orange is approximately 3 hours motor vehicle drive west of Sydney (the site itself
at Borenore is 15kms west of Orange). Public transport includes a regional airline
operator from Sydney (and many other parts of NSW), or by rail the daily
Countrylink XPT between Sydney and Orange. Bus services also operate from
Sydney and other regional centres.
With the assistance of the Orange Branch of the Graziers Association, the event
was first held in 1952 at the instigation of local Orange farmers and a farm
machinery agent. The original concept still continues, i.e. the development of
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comparative demonstrations so that farmers can judge for themselves the
performance of various machinery.
The event now attracts exhibitors Australia wide, and visitors from throughout the
world. Its success factors would appear to include:
•
•
•
•
•
Quality agricultural event
Extensive media coverage
Exposure to thousands of primary producers
Modern site and facilities
Separate and extensive “Themed Demonstration areas”
The layout of the event is along the lines of separating “Theme areas” catering
for varied needs of farmers. which are typically:
•
Tractor & Machinery
•
Irrigation & Horticulture
•
Farm Maintenance
•
Automotive
•
Cattle & Cattle Handling
•
Sheep & Wool
•
General Interest
•
General Agriculture
•
Camping & Outdoor
Indianapolis 500 (United States)
The Indianapolis 500 is organised by the 500 Festival, a not-for-profit volunteer
organization, first created in 1957 to organize civic events celebrating the
speedway race. Over the past 45 years it has grown to become one of the
largest festivals in the United States (in 2001 there were 400,000 visitors
participating in festival activities throughout the month of May).
The main racetrack contains around 250,000 permanent seats, making the
Indianapolis Motor Speedway the world's largest seating facility. Track dimensions
and banking are basically the same as when constructed in 1909. The 2½ miles
(13,200 feet) track contains an Infield Acreage of 224 acres, whilst the Speedway
Acreage is an additional 559 acres.
Whilst the main event is fundamentally concerned with speedway racing, there
are a large number of other entertainment venues and activities well outside the
scope of racing, such as athletics competitions, students being honoured for
artistic or academic achievements, and various family activities with an emphasis
on children.
An Indy racing car will be featured on Indiana’s commemorative quarter
scheduled for distribution in August 2002.
There is also strong anecdotal evidence that the event is underpinned by the
headquartering of major US sporting clubs as permanent tenants.
Key success factors here would appear to be:
•
High profile with high branding level
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ȋȌ
͚͘

•
Appeal to a select but large market (i.e. those interested in speedway
racing), however…
•
Variety of activities available, especially those not associated with motor
sports
•
Appeal to all ages
•
Historical influences, long history
•
Factors related to venue, especially seating capacity
•
The level of community, non-paid / volunteer support
•
The cash flow or spending impact provided by permanently based US
Sporting Clubs.
Conclusions
The above are just as few examples of successful major events that are held in
regional areas - well outside local capital cities, both in Australia and overseas.
The reasons behind each event’s success are obviously many and varied,
however there do seem to be a few threads that are common amongst them all.
This indicates that they may represent success factors. These include:
1.
Each event has become well branded. Although there are many events
held in each of the communities every year, they tend to spin-off the
success of, or are in some way connected with, one single main event for
which the locality is known. Each of the regions are relatively unknown
except for the single main event being held.
2.
Each event has appeal to one particular primary interest group (e.g. music,
rodeo, car racing, farming), however the event hosts a range of activities
having much wider appeal.
3.
The event enjoys very strong community support with limited, or no
discernable, opposition. This includes a large contingent of volunteer
personnel, many of whom are involved in organising committees
throughout the year.
4.
Even though each event enjoys wide demographic support, including
overseas, strong community support is also demonstrated by the proportion
of attendees derived from the local or regional population (and in most
cases accounts for the major proportion of gate-takings).
5.
Each event is held annually.
6.
By and large, infrastructure has been undertaken in response to demand –
not the other way around.
7.
In every case, the event has become an “entertainment spectacular” with
a very wide range of activities for all ages. Many of these activities are well
outside the scope of the apparent main event which tends to act as a
“hook” or drawcard. For example, Calgary Stampede supports more than
550 Community Events annually28
8.
Each event is conducted within close proximity to a major regional centre.
28 As an example, the “vision” for Calgary Stampede is “As the Greatest Outdoor Show on Earth, we strive
to offer the best western destination experiences by providing exceptional entertainment, facilities and
programs year round”
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ȋȌ
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9.
The event has a well established web site presence.
10.
Each event enjoys extensive media coverage.
11.
Each event offers a wide range of value activities from “free” to “exclusive
/ expensive”.
12.
Each event has a relatively long history (over 40 years)
13.
Each event is specific and targeted, bringing together crowds that are
interested in saving time and money by seeing “everything in the one
place, at the one time”.
If Rockhampton is to sustain itself as a successful event-hosting region, the above
information may provide some measure of assistance as to how it too may be
successful in the longer term. The Beef Expo is clearly a strong starting point.
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The Project is integrally related to the tourism industry, and
specifically related to the MICE industry (Meetings, Incentives,
Conventions and Exhibitions market). By examining the outlook for
these industries, this section puts into context and expands upon
the previous section “RESEARCH FINDINGS AND IMPLICATIONS”
which has a more localised focus towards development the
Rockhampton Showgrounds sector.
PROJECT’S RELATIONSHIP TO TOURISM
Tourism has an economic impact which ranges over many sectors of the
economy. It is most directly felt by sectors such as transport and tour operators,
accommodation establishments, theme parks and attractions, entertainment
and arts venues, museums and historical sites, restaurants, travel agents and
souvenir retailers. However, other sectors also benefit both directly and indirectly
from tourism demand.
While tourism has been an economic factor in Australia for a very long time, in
recent times it has grown to the extent that it is now recognised as a major
contributor to total economic activity. In particular, international tourism has
experienced substantial growth in the past decade or so. This has focused the
need for improved standards of facilities and service, and has contributed to a
recognition that tourism covers a sophisticated set of economic activities with
great potential for future domestic and export earnings.
Because of Australia's island status and distance from most of its international
source markets, tourism in this country will continue to be dominated by domestic
tourism for the foreseeable future. Despite high annual growth rates, international
tourism still only accounts for around a quarter of total tourism activity. While
international tourism is forecast to continue to enjoy significantly higher growth
rates than domestic tourism, it will be well into the new century before it matches
the level of activity of domestic tourism.
Accordingly, the proposed development of the International Exhibition Complex
is clearly related the prospects for the tourist industry. Moreover, prospects relate
not only to the domestic scene, but the international scene as well. Therefore, in
undertaking this analysis, the Consultant has presumed a macro analysis of the
industry as a relevant focus for determining prospects for the project generally
than might otherwise be the case.
Moreover, the proposed development is one of all – local, state-wide, national,
and even international interest.
THE ECONOMIC CONTEXT OF TOURISM29
Tourism encompasses most short-term travel away from the normal place of work
and residence, including travel undertaken for business and pleasure.
29 Extract from Australian Bureau of Statistics, Year Book Australia, 2001
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Ȁ It is defined by the World Tourism Organization (WTO) as: "the activities of persons
travelling to and staying in places outside their usual environment for not more
than one consecutive year for leisure, business and other purposes".
This identifies 'tourism' as being more than just leisure travel. It also encompasses
travel for business, health, education, religious and other reasons.
Tourism comprises both domestic and international travel. In an economic
context, its effects are to generate economic activity and to transfer such
activity between different parts of the economy. As it involves the consumption
or purchase by tourists - or 'visitors' in the WTO terminology - of any good or
service, its economic impact ranges over many sectors of the economy.
Tourism also draws on services provided by the Commonwealth Government, the
State and Territory Governments and local government organisations without
direct charge to tourists. These include the construction and maintenance of
roads, airports, harbours, railways and national parks, tourism promotion,
immigration and customs services, information services and the provision of a
large number of recreational facilities.
While tourism has been an economic factor in Australia for a very long time, in
recent times it has grown to the extent that it is now recognised as a major
contributor to total economic activity. In particular, international tourism has
experienced substantial growth in the past decade or so, and the holding of the
Summer Olympics in Sydney in September 2000 is expected to have long term
positive effects on inbound international visitors well into the next decade. This has
focused the need for improved standards of facilities and service, and has
contributed to a recognition that tourism covers a sophisticated set of economic
activities with great potential for future domestic and export earnings.
THE NEED TO ADOPT A LONG TERM VIEW
Since development of the International Exhibition Complex at Rockhampton is
closely related the tourist industry, it is appropriate to examine prospects for the
industry in the short and longer terms. However, since the development proposed
is relatively large scale and long term, a longer term, macro view of the industry
and its prospects is considered the most meaningful approach.
Accordingly, it is submitted that short term developments in the industry have only
limited impact on the development as proposed, possibly relating more to
marketing period and scope, rather than long term viability.
Further, market conditions for the tourism industry have recently been in a state of
considerable change. It should be stated that some of these conditions are
considered to have had a relatively severe, but only short tem impact. The two
most significant impacts include:
1.
The September 11 bombings in the United States and its impact on
international travel to tourist destinations
2.
The demise of the Ansett airline group
In the first case, it is likely that with stricter security measures, and assuming the
problem can be generally contained without further incident, in time the market
will respond positively and travel by international tourists will return to their
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previous levels or thereabouts. Given the resources being poured into this
situation by, notably the United States, there is every reason to have confidence
in the outcome suggested.
In the second case, the slack is already being taken up by alternate airlines, and
a takeover of the operator is a distinct possibility even in the short term. The net
result is likely to be no long term change, from the point of view of numbers of
persons travelling to tourist destinations in Australia carried by domestic airlines.
There is some anecdotal evidence suggesting that the international scenario has
meant that Australian tourism operators have had to rely more heavily on
domestic markets. However, as demonstrated in the data provided hereafter, this
is not to be over-emphasised as the Australian tourism industry has always had a
strong reliance on their domestic market, despite growth in international travel to
Australia in recent years.
Accordingly, and despite these events, the evidence available suggests a more
buoyant longer term scenario.
INTERNATIONAL & DOMESTIC TOURISM, AND THEIR RELATIVE
IMPORTANCE
The Relative Importance of the Domestic Market Despite an Increasing
International Market
Because of Australia's island status and distance from most of its international
source markets, tourism in this country will continue to be dominated by domestic
tourism for the foreseeable future. Despite high annual growth rates, international
tourism still only accounts for around a quarter of total tourism activity. While
international tourism is forecast to continue to enjoy significantly higher growth
rates than domestic tourism, it will be well into the new century before it matches
the level of activity of domestic tourism.
The Tourism Satellite Account shows that, for 1997-98, tourism's contribution to
gross domestic product (GDP) was 4.5%30. Domestic tourism accounted for 79%
of total tourism GDP, with households contributing more than four-fifths of this
proportion. International tourism contributed 21% to total tourism GDP.
Expenditure by international visitors on Australian-produced goods and services
(tourism-related exports) accounted for 11% of all exports during 1997-98.
Potential Markets (International)
In 1998 Japan had been Australia's most important source of international visitors.
However, a decline of Japanese visitors in 1999 saw New Zealand become
Australia's most important source, accounting for 16.3% of total inbound visitors.
This was closely followed by Japan which accounted for 15.9% of inbound visitors,
the United Kingdom (13%), United States of America (9%), and other European
countries (8%).
30 The Australian Tourism Satellite Account produced by the ABS represents the first attempt at placing
tourism in a national accounting framework, using international standards.
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The largest category of international visitors during 1999 was those arriving for
'holiday' purposes, who accounted for 56% of all visitor arrivals. Another 19%
arrived for the purpose of 'visiting friends/relatives' and 12% arrived for 'business'
purposes or to attend a 'convention/conference'.
New Zealand was the main source of visitors for 'business' (25%), and
'convention/conference' (19%). United Kingdom provided the most visitors (24%)
for 'visiting friends and relatives' and for 'employment' (26%). Japan provided 24%
of 'holiday' visitors, and 'Other Asia' was the main source (16%) of visitors arriving
for 'education'.
INBOUND VISITORS, By Country/Region of Residence and Main Purpose of Trip - 1999
0DLQSXUSRVHRIWULS
0DLQSXUSRVHRIWULS
Conventi
on/
conferen
ce
Country / region of
residence New Zealand Other Oceania Germany United Kingdom Other Europe Indonesia Malaysia Singapore Hong Kong (SAR of
China) Japan Korea Taiwan Other Asia United States of
America Other America Middle East and
North Africa Other Africa Not stated Total Business
Visiting
friends/
relatives Holiday Employment Education
Other and
not stated
Total
visitors
Change
on 1998
'000
20.7
4.1
2.5
7.6
13.0
2.1
3.6
5.4
'000
109.3
11.0
10.1
36.4
33.4
8.9
8.9
29.0
'000
197.6
27.0
19.2
207.0
75.9
16.2
26.2
29.0
'000
333.0
61.3
100.5
270.7
187.0
38.2
81.5
178.6
'000
11.0
1.2
1.0
11.6
3.6
0.9
0.8
0.9
'000
5.1
6.9
3.5
3.4
12.2
14.4
11.0
13.5
'000
52.1
26.3
7.8
32.2
33.7
10.3
7.8
10.6
'000
728.8
137.8
144.5
568.9
358.9
91.0
139.8
267.0
%
2.4
3.8
2.8
1.7
11.8
14.6
27.3
8.9
5.4
42.2
25.5
20.5
15.3
7.9
51.2
74.9
604.9
61.7
109.1
103.8
0.5
2.9
0.5
0.4
2.9
8.7
11.3
8.4
7.7
23.7
7.6
36.9
11.1
15.3
34.8
134.0
707.5
108.6
147.5
270.2
-6.5
-5.8
63.0
-1.6
19.4
16.8
4.5
72.5
9.8
82.7
28.8
191.6
51.7
4.0
1.4
15.4
5.1
34.2
9.3
417.1
110.6
11.5
10.9
1.9
2.6
107.1
4.2
9.1
441.0
13.3
26.3
20.9
27.7
0.3
0.2
864.4 2,502.7
0.4
0.9
44.6
1.1
1.4
152.7
5.2
8.3
3.5
347.0
52.4
70.8
4.0
4,459.5
24.5
-0.1
62.2
7.0
2.7
8.0
13.4
14.1
10.3
-2.2
24.7
8.1
Source: Overseas Arrivals and Departures, Australia (3401.0). In summary, and as the graph below shows, most visitors travelling to Australia
was for the purpose of holidays (56.1%). Only 2.4% were attending specifically for
the purpose of attending a convention or conference:
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INBOUND VISITORS, By Main Purpose of Trip - 1999
Australia
(19.4%) Visiting friends/relatives
(9.9%) Business
(2.4%) Convention/conference
(7.8%) Other and not stated
(3.4%) Education
(1.0%) Employment
(56.1%) Holiday
Australian Bureau of Statistics, 2001 Queensland Year Book: Number 58, ABS Catalogue No. 1301.3, Commonwealth
The long travelling distances needed for most international visitors to arrive in Australia
contribute to a relatively long stay in this country. In 1999, 41% of visitors stayed for more
than two weeks, while 21% stayed for more than a month (table above). A factor
contributing to the relatively long stays is that 67% of travellers 'visiting friends or relatives'
stayed for more than two weeks. Visitors arriving for 'education' purposes also tended to be
long stayers (73% for greater than two weeks and 45% for six months), but their absolute
numbers were relatively small in comparison those with other reasons for travel.
INBOUND VISITORS, By Country/Region of Residence- 1999
Australia
(12.8%) United Kingdom
(3.2%) Germany
(3.1%) Other Oceania
(8.0%) Other Europe
(16.3%) New Zealand
(2.0%) Indonesia
(3.1%) Malaysia
(0.1%) Not stated
(1.6%) Other Africa
(1.2%) Middle East and North Africa
(6.0%) Singapore
(2.5%) Other America
(3.0%) Hong Kong (SAR of China)
(9.4%) United States of America
(15.9%) Japan
(2.4%) Korea
(6.1%) Other Asia
(3.3%) Taiwan
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For inbound visitors travelling to Australia specifically to attend a convention or
conference, the situation is somewhat similar compared to the origin of all
inbound visitors (graph above), with the following significant exceptions:
1.
A greater proportion of visitors from the United States were specifically
attending a conference or convention, as against other purposes. This also
applied, albeit to a lesser extent, in the case of visitors from New Zealand.
2.
A much less proportion of visitors from Japan were specifically attending a
conference or convention. This applied, although to a lesser extent, to
visitors from the United Kingdom, and other Asian locations.
This information is demonstrated in the graph below which examines the origin of
visitors specifically attending a convention or conference:
INBOUND VISITORS, By Country/Region of Residence- 1999
Australia
(7.1%) United Kingdom
(2.3%)
Germany
(3.8%)
Other Oceania
(12.1%) Other Europe
(19.3%) New Zealand
(2.0%) Indonesia
(3.4%) Malaysia
(0.0%) Not stated
(2.4%) Other Africa
(5.0%) Singapore
(1.8%) Middle East and North Africa
(2.2%) Hong Kong (SAR of China)
(4.2%) Other America
(3.5%) Japan
(2.6%) Korea
(1.6%) Taiwan
(15.7%) United States of America
(11.0%) Other Asia
Convention/conference
The Growth of International Tourism in Australia
Source: Australian Bureau of Statistics, Year Book Australia 2001
The 4.2 million international visitors in 1997-98 had an average consumption per
head of $3,031 on Australian-supplied goods and services. The 75 million domestic
overnight visitors during 1997-98 had an average consumption per head of $465,
while the 155 million domestic day trips accounted for an average consumption
of $69 per head.
Growth in tourism flows to Australia in the mid to late 1980s was at almost twice
the international growth rate in tourism flows to all countries. However, Australia's
share of world tourism is still small, accounting for only around 0.5% of total
international visitor arrivals in all countries. Because Australia is a long-haul
destination for most international visitors, this share is never likely to be large.
However, starting from a low base, there is still considerable potential for growth.
The number of international visitors to Australia increased at an average of 25%
per year from 1984 to 1988. However, 1989 saw a 7.5% fall in arrivals to 2.1 million,
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following the strong contributions of Expo 88 and the Bicentennial to the growth
in the previous year, but also reflecting the adverse impact of the disruption to
domestic airline services caused by the airline pilots' dispute in late 1989. Arrivals
recovered by 6.5% to 2.2 million in 1990 and then increased to a new record level
of 2.4 million in 1991, and grew by double digit rates in most years to reach 4.4
million by 1997. The number of arrivals in 1998 was 4.2 million, representing a 3.5%
drop in arrivals over 1997. There were almost 4.5 million arrivals in 1999, a 7.0%
increase over 1998.
The domestic travel market was relatively stagnant in the late 1980s, and
experienced an overall small downward trend in visitor nights during the early
1990s. Because of changes in survey methods, it is not possible to compare the
figures from 1998 on with earlier figures. Visitor nights in 1999 were virtually
unchanged from 1998.
International Market Barometer (December 2001)
Source: http://www.qttc.com.au/research/trends/issue18/barometer.htm
United Kingdom
The GST in Australia is starting to become a concern for UK travel agents.
Queensland operators appear to be more aware of implications that will stem
from the new Australian taxation system.
New Zealand
There was a very large range of packaged holidays available during July. Lead in
package prices from New Zealand to the Gold Coast flying Freedom Air started
at NZ $599.00 return for 6 nights.
The Americas
The US economy continues to show steady growth and personal disposable
income is also on the rise. Confidence remains high and personal consumption is
still at record levels.
Qantas recently announced the introduction of direct flights from Los Angeles to
Brisbane via Auckland.
Japan
The number of Japanese overseas travellers during January to July 1999 was
around 9,155,000, up 3.0 percent from the same period of the previous year.
According to the Japanese National Tourist Organisation (JNTO) this number has
grown for five consecutive months since March 1999.
Taiwan
Whilst Taiwanese outbound travel performance in the first half of 1999 was
promising, the devastating earthquake in late September can be expected to
have adverse effects on both economic performance and outbound travel
throughout the coming months.
Korea
Korean outbound travel has reflected a turnaround in economic performance.
Arrivals to Australia for the six months from January to June 1999, compared with
the same period in 1998, rose by nearly 87 percent.
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Growth in Visitor Arrivals
12 Months to June 1999 compared with previous year
Australia (%)
Queensland
main state of stay (%)
Brisbane
Airport (%)
Cairns
Airport (%)
Sydney Airport
(%)
New Zealand 3.1
3.1
6.9
-0.2
-0.5
United Kingdom 8.4
10.3
18.4
2.4
4.4
France 17.8
50.3
59.3
19.1
2.5
Germany -1.1
-4.3
-2.6
-10.1
-3.1
Italy 4.7
6.9
18.3
12.3
2.6
Netherlands 11.1
20.6
15.6
42.3
3.9
Switzerland 6.4
17.4
21.9
23.1
-2.8
Japan -9.2
-9.7
-12.3
-3.2
-11.1
China 13.4
5.4
-10.9
27.4
29.1
Hong Kong -3.9
-3.7
-8.0
-29.9
8.2
India 11.4
14.3
14.0
11.5
4.1
Indonesia -16.4
-26.4
-12.9
59.0
-30.1
Korea -33.6
-53.5
-53.0
-88.2
-21.7
Malaysia 2.6
7.6
10.8
82.5
-2.7
Philippines 2.5
0.9
-9.9
60.3
9.3
Singapore -5.0
-19.9
-26.5
39.9
0.6
Taiwan -4.8
9.5
29.3
-43.8
-20.6
Thailand 32.9
89.2
64.7
130.9
41.8
Other Asia 14.0
18.5
5.6
13.9
14.6
Total Asia (excluding Japan)
-4.7
-10.5
-11.5
-16.4
-3.9
Total Middle East & North Africa 28.4
70.0
51.6
117.6
16.4
Canada 10.0
13.5
38.6
4.1
6.4
USA
10.3
18.3
24.8
28.4
10.0
South Africa 36.2
28.8
43.0
90.0
29.5
Total All Countries 1.4
-1.6
-2.2
1.5
0.7
Country
Source: Australian Bureau of Statistics, Overseas Arrivals and Departures (OAD)
Note: Queensland growth percentages are indicative only. OAD tends to understate visitation to Queensland as it is a measure of main
state of stay in Australia.
Note: Data represents airport movement only.
The Growth of Domestic Tourism
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In 1999, Australian residents, 15 years of age and over, spent a total of 294.2
million nights visiting other parts of the country (table below). Each trip took an
average of four nights, and each person in the population made an average of
five trips during the year. Residents of the Australian Capital Territory were the
most frequent travellers (average of eight trips), while residents of the Northern
Territory tended to stay away for the longest period (average of seven nights). All
of these features of domestic tourism are virtually unchanged from those in 1998.
SUMMARY OF PERSON TRIPS AND NIGHTS AWAY(a), By State/Territory of Origin- 1999
Estimated
population
as at 30 June
1999
Person
trips
Average
trips
State/Territory of origin '000(b)
'000
per person
New South Wales Victoria Queensland South Australia Western Australia Tasmania Northern Territory Australian Capital Territory Australia 5,095
3,764
2,763
1,199
1,463
370
142
245
15,042
25,525
17,421
14,144
5,222
6,268
1,768
657
1,962
72,969
5.0
4.6
5.1
4.4
4.3
4.8
4.6
8.0
4.9
Total nights
away
Average
nights away
'000 per person trip
98,664
68,260
57,084
22,373
28,504
7,769
4,618
6,927
294,198
3.9
3.9
4.0
4.3
4.5
4.4
7.0
3.5
4.0
(a) For persons aged 15 years and over.
(b) Population aged 15 years and over. Source: National Visitor Survey, Bureau of Tourism Research
As the next table (below) shows, 'pleasure/holiday' was the main purpose of visit,
accounting for the biggest proportion of visitor nights (49%), followed by 'visiting
friends/relatives' (30%). 'Business' visits accounted for 15% of all visitor nights, while
'other' reasons accounted for 5%.
New South Wales was the most popular destination, accounting for almost a third
of all visitor nights (32%). Queensland was the next most popular destination,
attracting just over a quarter of all visitor nights (27%), while Victoria accounted
for nearly a fifth of all visitor nights (18%).
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VISITOR NIGHTS(a), By State/Territory of Destination and Main Purpose of Visit - 1999
All
business
State/Territory of
destination New South Wales Victoria Queensland South Australia Western Australia Tasmania Northern Territory Australian Capital Territory
Australia(c) Pleasure Visiting friends /
/ holiday
relatives
Other
Total (b)
'000
'000
'000
'000
'000
13,322
6,801
11,250
2,643
5,342
1,366
1,532
1,948
44,209
43,821
26,664
40,333
8,890
14,644
4,554
3,172
1,593
143,932
31,168
16,736
20,401
6,182
7,084
2,138
909
2,232
86,849
4,004
1,823
4,678
1,150
1,185
(d)319
(d)258
(d)169
13,598
93,871
52,540
78,055
19,263
29,205
8,522
6,430
5,962
294,198
(a) By Australian residents, 15 years of age and over.
(b) Includes visitor nights where purpose of visit was not asked.
(c) Includes other and not stated.
(d) Subject to sampling variability too high for practical purposes. Source: National Visitor Survey, Bureau of Tourism Research. In 1999 the most frequently used accommodation by domestic travellers was the
property of friends or relatives (40% of visitor nights), followed by hotels, resorts and
motels (23%) and caravan parks or commercial camping grounds (11%). A similar
pattern occurred in New South Wales, Victoria, South Australia, Western Australia and
the Northern Territory. However in Queensland, Tasmania and the Australian Capital
Territory, self catering cottages/apartments were more popular than caravan parks,
accounting for 13%, 8% and 9% of visitor nights respectively (table below).
VISITOR NIGHTS(a), Type of Accommodation Used by State/Territory - 1999 Accommodation type Hotel, resort, motel, motor inn
Guest house/B&B Self-catering
cottage/apartment Caravan park or commercial
camping ground Friends' or relatives' property
Own property (e.g. holiday
house) Caravan or camping by side of
the road, or on private (noncommercial) property Other/not stated(c) Total(d) NSW
Vic.
Qld
SA
WA
Tas.
NT
ACT
Aust.(b)
'000
'000
'000
'000
'000
'000
'000
'000
'000
4,029
*349
6,023
466
2,466 1,975 2,102
*282
*27
*3
1,191
2,513
21,637 10,918 19,838
1,862
968
553
6,985
3,655 10,257
10,919
6,380 7,196
40,141 22,564 29,316
4,534
3,703
2,199
2,294
3,177
7,995 11,507
1,430
1,102
2,938
2,143 2,925
795
1,744
3,299
1,696 4,378
780
1,720
93,871 52,540 78,055 19,263 29,205
673
554
26,003
642
944 *196
2,991 1,427 2,641
32,002
118,582
573
*174
68,994
4,511
*46
*69
13,671
398
736
*33
350
542
464
8,522 6,340 5,962
11,712
13,111
294,198
(a) Australian residents aged 15 years and over.
(b) Includes other and not stated.
(c) Other accommodation includes backpacker/hostel, university/school dormitory/college, hospital/hospital related accommodation for
relatives, and privately owned boat/yacht etc.
(d) Includes visitor nights where accommodation type was not asked. Source: National Visitor Survey, Bureau of Tourism Research. ͕͝ǡ͖͔͔͛
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Intrastate visits accounted for the majority of total domestic tourism visitor nights
(58%). They are a particularly important component of domestic tourism for
Western Australia, New South Wales and Victoria, where 70%, 65% and 62%
respectively of domestic visitor nights in the State were accounted for by
residents of the State in 1999 (table below).
In terms of numbers of visitor nights, net beneficiaries from domestic tourism (i.e.
where inbound interstate visitor nights are greater than outbound interstate visitor
nights) are Queensland, Western Australia, Tasmania and the Northern Territory.
While Queensland is the biggest relative net beneficiary, with 2.2 times as many
inbound nights as outbound nights, Victoria is the biggest relative net contributor,
with 1.8 times as many outbound nights as inbound nights.
VISITOR NIGHTS(a), By State/Territory of Residence and States/Territories Visited - 1999 State or Territory of residence
NSW
State/Territory visited '000
tination - New South Wales - Victoria - Queensland - South Australia - Western Australia - Tasmania - Northern Territory - Australian Capital
Territory Australia(b) Vic.
Qld
SA
WA
Tas.
NTACT
Aust.
'000
'000
'000
'000
'000
'000'000
'000
60,910
8,238
18,280
2,483
2,439
1,087
1,531
12,753
32,787
12,433
3,489
3,127
1,802
1,056
9,858
3,192
39,523
1,038
1,470
566
669
2,933
3,802
2,909
10,354
848
505
653
1,945
2,071
1,769
757
20,323
*395
799
761
1,107
1,275
*227
*270
3,900
*112
557
*423
635
786
541
*9
1,576
4,153
920
1,231
*129
*187
*257
*34
93,871
52,540
78,055
19,263
29,205
8,522
6,430
3,607
98,664
805
68,260
514
57,084
*369
22,373
*444
28,504
*117
7,769
*90
4,618
*15
6,927
5,962
294,198
(a) For Australian residents aged 15 years and over.
(b) Includes other and not stated. Source: National Visitor Survey, Bureau of Tourism Research
Tourist Accommodation
At December 1999 there were 190,079 rooms available in Australia in hotels,
motels, guest houses and serviced apartments having 15 or more rooms or units
(table 22.16). This was an increase of 4% over the number available at December
1998. The number of serviced apartments having 15 or more rooms or units
increased by 9% (to 600) over the same period. During 1999 the supply of
accommodation in hotels, motels, guest houses and serviced apartments (with 15
or more rooms or units) exceeded demand (the number of room nights
occupied), with room occupancy rates of 63% for hotels, 54% for motels, and 60%
for serviced apartments.
22.16 TOURIST ACCOMMODATION(a) - 1999 Quarter ended
Year ended
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Units
March
June September December December 1999
LICENSED HOTELS WITH FACILITIES(b) Establishments Guest rooms Bed spaces Room occupancy rates Bed occupancy rates Gross takings from
accommodation no.
no.
no.
%
%
753
747
71,637 71,908
193,366 194,135
62.4
60.1
38.0
35.9
753
72,265
194,757
64.9
40.0
766
73,416
196,329
65.1
40.1
766
73,416
196,329
63.1
38.5
$'000
514,165 476,859
537,904
574,687
2,103,616
MOTELS AND GUEST HOUSES WITH FACILITIES(b) Establishments Guest rooms Bed spaces Room occupancy rates Bed occupancy rates Gross takings from
accommodation no.
no.
no.
%
%
2,386 2,398
84,614 84,972
251,693 253,031
53.7
52.9
32.2
30.8
2,396
85,267
253,219
56.3
33.5
2,413
86,019
255,588
54.8
32.3
2,413
86,019
255,588
54.4
32.2
$'000
322,196 316,845
356,224
347,480
1,342,744
SERVICED APARTMENTS(b) Establishments Guest rooms Bed spaces Room occupancy rates Bed occupancy rates Gross takings from
accommodation no.
no.
no.
%
%
564
575
27,610 28,423
96,217 99,507
60.6
56.2
37.8
33.8
582
29,308
102,314
63.9
39.8
600
30,644
107,748
60.8
37.3
600
30,644
107,748
60.4
37.2
$'000
166,699 152,662
183,666
190,280
693,307
TOTAL HOTELS, MOTELS AND SERVICED APARTMENTS(b) Establishments Guest rooms Bed spaces Room occupancy rates Bed occupancy rates Room nights occupied Gross takings from
accommodation no.
no.
no.
%
%
'000
3,703 3,720
183,861 185,303
541,276 546,673
58.1
56.2
35.2
33.1
9,586 9,427
3,731
186,840
550,290
60.8
37.0
10,396
3,779
190,079
559,665
59.7
36.0
10,414
3,779
190,079
559,665
58.7
35.4
39,822
$'000 1,003,060 946,366 1,077,794 1,112,447
4,139,666
(a) Comprising establishments with 15 or more rooms or units.
(b) For definitions see the source below. Source: Tourist Accommodation, Australia, December quarter 1999 (8635.0). The most recent data relating to the origin of guests staying in hotels, motels and
guest houses relate to 1994-95. In that year, overseas visitors accounted for 23% of
room nights occupied in these establishments, compared with 37% for interstate
visitors and 40% for intrastate visitors (table below).
Queensland and the Northern Territory had the highest proportions of overseas
room nights to total room nights, each having 29%. Next highest were New South
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Wales with 25% and Western Australia with 20%, followed by Victoria (17%), the
Australian Capital Territory (13%), South Australia (12%) and Tasmania (8%). The
strong popularity of New South Wales and Queensland is reflected in the fact
that 70% of overseas room nights in hotels, motels and guest houses were spent in
these States.
The Australian Capital Territory, Tasmania and the Northern Territory were the most
dependent on interstate visitors. On the other hand, in New South Wales and
Queensland, interstate visitors accounted for only a third of total room nights in
hotels, motels and guest houses.
ORIGIN OF GUESTS STAYING IN HOTELS, MOTELS AND GUEST HOUSES WITH
FACILITIES - 1994-95 Origin of guests (room nights occupied)
State/Territory New South Wales Victoria Queensland South Australia Western Australia Tasmania Northern Territory Australian Capital Territory
Total Intrastate
Interstate
Overseas
Total
'000
'000
'000
'000
5,076
2,511
3,616
845
1,425
326
241
36
14,076
3,949
2,158
3,054
902
1,128
638
576
706
13,111
2,963
986
2,715
233
643
89
332
110
8,071
11,988
5,655
9,385
1,980
3,196
1,053
1,149
852
35,258
Source: Experimental Estimates of the Origin of Guests, Hotels, Motels and Guest Houses,
Australia, 1994-95 (9501.0). Queensland — An Overview
Source: Australian Bureau of Statistics, Regional Statistics, Queensland 2000, ABS
Catalogue 1362.3
Queensland is a vast and diverse State. It is the second largest State in Australia
based on area. The east coast is characterised by sandy beaches and the Great
Barrier Reef Across the northern peninsula and east of the Great Dividing Range
are large expanses of rainforest and eucalypt forests. This contrasts with west of
the Great Dividing Range which is noted for minerals, livestock and grain crops.
Queenslanders enjoy an outdoor lifestyle in what is known as the Sunshine State.
Queensland has one of the highest annual daily averages of sunshine for
Australia. During October, 5% of Queensland has more than 10 hours a day of
sunshine while the remainder of the State record at least 8 hours a day.
Weather conditions vary from the subtropical south to the tropical north and from
the drier inland to the relatively wet coastal plains. Average annual rainfall in
Queensland varies from 150mm a year in the desert of the extreme south-western
comer of the State to 4,000mm a year in parts of the north-eastern coast, where
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sugar cane abounds. The north-eastern coast also has the highest rainfall of any
area in Australia.
In the 12 months to 30 June 2000, the south-east corner of Queensland had
Australia's largest increases in population. Brisbane City, the most populous LGA
in Australia, increased by 14,686 persons (1.7%) while Gold Coast City increased
by 13,252 people (3.4%).
The Brisbane Statistical Division accounted for 45.6% of the total Queensland
population at 30 June 2000. This was lower than the Australian average
proportion of people who resided in capital city statistical divisions (63.9%).
The level of population growth of many regions in Queensland is determined
mainly by net internal migration. Declining rural and increasing urban
populations are a continuing trend across Queensland. However, in the 12
months ending June 1999, notable growth occurred in a number of regional
centres providing goods and services to surrounding regions including Townsville
(C), Toowoomba (C) and Emerald (S).
One of the significant departures from this trend was Rockhampton / Fitzroy where
the population remain virtually static.
Coastal areas are popular with older retired people and younger people wanting
a change in lifestyle or who are attracted by service-based employment
opportunities associated with tourism. Most coastal areas in Queensland
experienced population increases. In 1999-2000, eight of the ten fastest growing
local government areas in Queensland were coastal.
Tourism is an important part of the Queensland economy with takings from
accommodation of $1,091m in 1999-2000. Takings were highest in the Moreton
Statistical Division (which includes the Gold Coast) and the Far North Statistical
Division (which includes Cairns and the Atherton Tableland). The Brisbane and
Moreton Statistical Divisions combined accounted for 53% of Queensland's total
takings from accommodation. This contrasted with the western statistical
divisions of North West, Central West and South West, which together accounted
for only 1.6%. Room occupancy rates were highest in the Northern Statistical
Division (62.5%) and lowest in the North West Statistical Division (51.2%).
The industries of accommodation, cafes and restaurants represented 3.9% of
Queensland's business locations in September 1998 and provided 6.6% of the
State's total employment.
Of the 4.4 million overseas visitors to Australia in 1999, 29.4% specified Queensland
as their 'main State of intended stay' (an increase from 21.3% in 1989). The most
popular tourism regions for international visitors within Queensland were the Gold
Coast, Tropical North Queensland and Brisbane. The Gold Coast Tourism Region
was the third most popular national destination. The Sunshine Coast,
Whitsunday Islands, Hervey Bay/Maryborough, Northern and Fitzroy Tourism
Regions were ranked in the top 20 tourism regions visited by international visitors
to Australia in 1999.
International Visitors to Queensland
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Source: http://www.qttc.com.au/research/trends/issue18/update.htm An
Update of International Visitors to Queensland
Since 1990, international visitation to Queensland has grown an average of 8.4
percent per annum.
In 1998, Queensland received 1,818,179 international visitors which represented
47.1 percent of total international visitors to Australia.
During the same period, international visitors generated almost 23.5 million visitor
nights to Queensland. This represented 23.5 percent of total international visitor
nights to Australia.
Queensland led New South Wales and Victoria for the number of international
holiday visitors received in 1998. It was equal to New South Wales for international
holiday nights.
In terms of visitors, Queensland’s two most important international markets are
Japan and New Zealand. In 1998, Queensland received 245,300 New Zealand
visitors (up 0.4 percent on 1997) and 516,600 Japanese visitors (down 11.6 percent
on 1997).
Short term overseas arrivals to Queensland from emerging markets such as China,
India and Africa increased 5.4 percent, 14.3 percent and 30.4 percent
respectively for the year ended June 1999, compared with the year ended June
1998 (Australian Bureau of Statistics).
The table below shows the proportion of visitors to Queensland regions from
overseas countries. It shows, for example, that travellers from Asia (excluding
Japan) are more likely to visit the Gold Coast and Brisbane than other regions of
Queensland.
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International Visitors to Queensland in 1998
Regions
All
Countries
New
Zealand
(Number)
(%)
Japan
(%)
Asia Exc. North
Japan
America
United
Kingdom
(%)
(%)
(%)
Germany
All Other
Countries
(%)
(%)
Gold Coast
792,138
14%
38%
27%
5%
6%
2%
9%
Brisbane
660,539
17%
9%
26%
10%
15%
4%
19%
Sunshine Coast
187,273
26%
11%
9%
8%
19%
6%
21%
Fraser Coast
172,640
10%
3%
6%
9%
25%
15%
33%
Darling Downs
29,310
22%
2%
17%
15%
16%
7%
21%
Bundaberg
35,863
9%
6%
5%
16%
20%
17%
27%
Capricorn
116,215
15%
2%
4%
13%
21%
15%
30%
44,298
11%
2%
2%
8%
16%
19%
40%
Whitsunday Isl.
182,335
8%
14%
2%
11%
23%
12%
30%
Northern
136,127
13%
4%
5%
11%
18%
14%
35%
Tropical North
762,321
6%
28%
8%
16%
15%
6%
20%
35,617
5%
4%
4%
17%
14%
17%
39%
1,818,179
13%
28%
19%
10%
11%
4%
15%
Mackay
Outback
Net Queensland
Source: International Visitors Survey, 1998 (BTR)
Accommodation Trends in Queensland
Source: http://www.qttc.com.au/research/trends/issue18/abs.htm
According to the Australian Bureau of Statistics’ Survey of Tourist
Accommodation, Queensland’s stock of hotel, motel/guest house, and serviced
apartment guest rooms totalled 50,887 at 30 June 1999, a 4.8 percent increase
(2,340 rooms) on the number available as at 30 June 1998 (48,547).
The increase in supply of guest rooms was outpaced by a 6 percent increase in
the number of room nights sold (645,200) for the year ended June 1999
compared with the year ended June 1998. Despite an increase in demand and
a 2 percent decline in the average daily room rate, the average occupancy
rate remained unchanged at 59 percent.
The overall increase in Queensland’s total room supply was driven by a 28
percent increase in the number of serviced apartment guest rooms available
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(11,902 as at 30 June 1999). The number of hotel and motel/guest house rooms
declined 0.8 percent and 0.5 percent respectively for the year ended June 1999
compared with the previous year.
Similarly, demand was driven by a 21.9 percent increase in the number of
serviced apartment room nights occupied, and to a lesser extent, a 5.5 percent
increase in the number of hotel room nights occupied. Motel and guesthouse
room nights sold for the year ended 30 June 1999, compared with the year
ended 30 June 1998, remained unchanged.
Guest Rooms, Room Nights Sold & Occupancy by Sector - Total Queensland;
June Quarter
June Quarter
Supply Demand
Room Occupancy
Guest Rooms
Room Nights Sold
(000s)
Rate (%)
Licensed Hotels with
Facilities
Motels & Guest Houses
with Facilities
Serviced Apartments
Total
Source: Survey of Tourist Accommodation (ABS); Product Number 8635.3.40.001
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Tourist Accommodation in Queensland / Fitzroy Statistical Division &
Rockhampton
Includes extracts from primary Source: Australian Bureau of Statistics, Regional
Statistics, Queensland 2000, ABS Catalogue 1362.3
The Statistical Division of Fitzroy
For the purpose of presenting the principal series of official statistics for the State,
Queensland is divided into a number of geographical areas. These areas consist,
for the most part, of aggregations of local government areas. The primary
division of the State is into 11 statistical divisions. These are intended to represent
as far as possible 'regions' of the State which are characterised by discernible
social and/or economic links between the inhabitants and economic units within
them, under the unifying influence of one or more major cities or towns.
The Fitzroy Statistical Division covers 123,354 square kilometres (7.1% of
Queensland's total area), with an estimated resident population of 180,920 at 30
June 1999, representing 5.2% of the Queensland population. The Tropic of
Capricorn runs through Rockhampton, approximately 800 km north of Brisbane.
Rockhampton, with an estimated resident population of 59,475, is the main city in
this division. Other significant centres of population are Gladstone, Blackwater,
Emerald and Bfloela. Gladstone is Queensland’s largest multicargo trading port
as well as being one of the world's largest coal ports. The alumina refinery at
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Gladstone is the world's largest with a capacity for 3.3m tonnes a year and the
aluminium smelter at BoMe Island has an annual production capacity close to
490,000 tonnes of aluminium a year.
Key industries of the Fitzroy Statistical Division include mining, manufacturing,
tourism and agriculture. In 1998-99, the Fitzroy Statistical Division had the highest
number of meat cattle in Queensland and recorded the largest production of oil
seeds and sunflowers.
As shown on the table below, Rockhampton (and the Fitzroy region generally) is
a reasonably important part of the tourism industry in Queensland. Although the
population of the Rockhampton is less than two percent of the total Queensland
population, the region accounts for:
•
Almost 4% of the total number of Queensland tourism establishments
•
Almost 2.5% of the total number of rooms / units for tourist accommodation
in Queensland
•
Just over 1.5% of the total takings from tourist accommodation Queensland.
Population &
Accommodation
Estimated Resident
Population
Population Change From the
Previous Year
Median Age
Building Approvals 19992000 (dwellings)
Tourist Accommodation 30
June 2000
Establishments
Rooms/ Units
Room Occupancy Rate
Takings from Accommodation
Average Annual Taxable
Income
Rockhampton
% of
Queensland
Totals
30/06/99
1.70%
Fitzroy
Queensland
Queensland
30-Jun-99
30-Jun-2000
59,475.00
181,206.00
3,506,881.00
3,566,357.00
-0.3%
0.2%
1.5%
1.7%
32.4
135.00
32.6
924.00
34.3
30,144.00
n.v.a.
34,438.00
36.00
83.00
924.00
1,227.00
3,121.00
50,887.00
59.90%
56.10%
58.80%
1.57% $16,392,000 $50,059,000 $1,041,531,000
98.56%
$30,155
$33,062
$30,596
947.00
52,145.00
59.20%
$1,091,237,000
n.y.a.
30/06/99
30/06/99
30/06/99
0.45%
no.
no.
3.90%
2.41%
30/06/98
Rockhampton
Source: Australian Bureau of Statistics, Regional Statistics, Queensland 2000, ABS Catalogue 1362.3
Tourism is proving to be a growing industry for the region, with Fitzroy ranked
number 17 in Australia’s top 20 Most Visited list for 1999. On figures maintained by
Capricorn Tourism for door count at the Information Centre, there are rising
numbers of people seeking out things to do in the region.31
The Australian Bureau of Statistics sponsors a wide range of data concerned with
the measurement of accommodation establishments as it relates to the tourism
industry. This information is provided in the tables below.
Some of the key points to be derived from this are:
31 Rose, 2000, as extracted from source: Colwell J, Rockhampton City – Social Profile Draft Supplement
2000, Rockhampton City Council, November 2000.
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•
There are some 86 accommodation establishments in the Fitzroy statistical
division (Rockhampton accounts for around half of these). This provides a
little under 10,000 bed spaces and employs some 1,600 persons. Since the
whole of Queensland consists of 954 establishments and under 163,000 bed
spaces (employing over 30,000 persons), the Rockhampton region is an
important but relatively small part of the industry.
•
Motels and guest houses account for the majority of available
accommodation types, particularly in Fitzroy.
•
Room occupancy rates for Fitzroy are currently around 57% which is about
the same as the overall Queensland situation. However, room occupancy
rates for motels and guest houses @ 61.6% at Fitzroy compares more than
favourably to Queensland overall which is 56.6%. Occupancy rates have
improved between 200 and 2001.
•
Overall, bed occupancy rates for Fitzroy @ around 30% is much lower than
the Queensland average of 35.9%. However, occupancy rates for motels
and guest houses are similar at around 33%. The scenario between 200 to
2001 is improved, but the rate of improvement has been faster for Fitzroy.
•
The average length of stay in Fitzroy is similar to Queensland overall, for
motels and guest houses (1.7 – 2.0 days duration).
•
Average takings per room night occupied at Fitzroy ($71.60) is lower than
the Queensland position which is $79.40) for motels and guest houses. This
represents an approximate 10% increase fo0r both areas over 2000/01
compared to the previous year.
•
This increase in occupied room nights has also translated across to average
takings per available room night where the two regions are quite similar.
Despite the above differences as highlighted, the Fitzroy situation is nonetheless
largely representative of the overall Queensland position, with indications that
the industry is going through an increasingly buoyant period. The rate of increase
appears to be slightly higher in Fitzroy.
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ESTABLISHMENTS, CAPACITY AND EMPLOYMENT
ACCOMMODATION ESTABLISHMENTS BY TOURISM REGION (a)—Queensland
Period
QUEENSLAND
Licensed Motels Serviced
apartand
hotels
ments
guest
with
facilities houses
ESTABLISHMENTS,
June quarter 2000
Establishments
Guest rooms
Bed spaces
Persons employed
June quarter 2001
Establishments
Guest rooms
Bed spaces
Persons employed
Total
FITZROY
Licensed
hotels
with
facilities
Motels Serviced
apartand
ments
guest
houses
Total
CAPACITY AND EMPLOYMENT
171
20514
62895
20531
511
18383
54686
6512
265
13248
45739
4098
947
52,145
163,320
31,141
14
1030
3548
873
64
1946
5896
671
5
145
610
56
83
3,121
10,054
1,600
167
20516
62247
20124
513
18343
54328
6438
274
13420
46028
3979
954
52,279
162,603
30,541
13
1003
3219
852
68
2041
6098
679
5
143
591
55
86
3,187
9,908
1,586
935.7
605.6
2,677.2
45.6
105.4
7.3
158.3
290.4
326.3
326.9
943.6
225.7
210.2
221.4
657.4
890.7
910.5
919.4
2,720.6
15.8
13.9
14.0
43.8
34.1
41.9
38.4
114.5
2.5
3.0
2.8
8.3
52.4
58.9
55.3
166.5
50.3
55.7
48.7
59.5
55.7
55.8
56.1
50.5
55.0
53.8
56.6
55.6
58.3
56.8
52.5
44.8
46.6
47.9
55.7
66.2
62.8
61.6
57.9
68.7
64.9
63.9
54.8
59.6
57.8
57.4
1628.8
1456.8
5,184.7
80.9
173.1
14.1
268.2
533.5
540.1
578.2
1651.7
586.3
470.3
529.5
1586.1
1,844.8
1,660.5
1,793.6
5,298.8
29.2
22.1
24.7
76.0
55.7
63.0
63.3
182.0
4.9
5.4
5.8
16.2
89.9
90.4
93.9
274.2
ROOM NIGHTS OCCUPIED
2000
June quarter
1135.9
2001
April
374.6
May
374.0
June
371.1
June quarter
1119.6
('000)
ROOM OCCUPANCY RATES (%)
2000
June quarter
61.0
55.9
2001
April
60.9
52.8
May
58.8
57.4
June
60.3
59.6
June quarter
60.0
56.6
GUEST NIGHTS ('000)
2000
June quarter
2099.1
2001
April
725.0
May
650.1
June
685.9
June quarter
2061.0
QUEENSLAND
FITZROY
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Licensed Motels Serviced
apartand
hotels
ments
guest
with
facilities houses
BED OCCUPANCY RATES (%)
2000
June quarter
36.8
32.7
35.0
2001
April
38.8
32,7
42.5
May
33.7
32.1
33.0
June
36.7
35.6
38.3
June quarter
36.4
33.5
37.9
Total
Period
Licensed
hotels
with
facilities
Motels Serviced
apartand
ments
guest
houses
Total
34.8
38.0
32.9
36.9
35.9
25.1
30.2
22.1
25.6
25.9
32.3
30.5
33.3
34.6
32.8
25.4
27.8
29.5
33.0
30.1
29.3
30.2
29.4
31.6
30.4
310.8
136.1
116.3
132.6
385.0
1,910.8
653.7
639.3
678.8
1,971.8
34.8
9.5
9.5
9.8
28.9
104.7
33.6
34.9
38.4
106.8
4.0
1.7
1.8
1.7
5.2
143.5
44.8
46.2
49.8
140.9
4.7
4.1
2.4
4.1
2.3
2.6
1.7
1.7
3.5
3.1
1.9
1.9
4702
6890
659
12251
1976
1308
1361
4645
2446
3005
2751
8201
238
294
301
833
4660
4608
4412
13679
GUEST ARRIVALS ('000)
2000
2001
June quarter
April
May
June
June quarter
795.4
251.8
251.3
254.1
757.2
804.6
265.8
271.7
292.1
829.6
AVERAGE LENGTH OF STAY (days)
2000
2001
June quarter
June quarter
2.6
2.7
2.0
2.0
TAKINGS FROM ACCOMMODATION ($'000)
2000
June quarter
130533 68048
54176 252,757
2001
April
49125 23412
23172
95,709
May
46787 25705
19085
91,577
June
46332 25820
20779
92,931
June quarter
142244 74937
63035 280,216
AVERAGE TAKINGS
2000
June quarter
2001
April
May
June
June quarter
PER ROOM NIGHT OCCUPIED ($)
114.9
72.7
89.5
277.1
103.1
65.4
89.8
77.4
131.2
125.1
124.9
127.0
80.6
78.8
79.0
79.4
102.7
90.8
93.8
95.9
314.5
294.7
297.7
302.3
125.0
93.9
97.0
106.1
71.7
71.7
71.5
71.6
95.8
96.6
108.0
100.2
88.9
78.2
79.8
82.1
50.0
43.1
55.5
66.4
70.1
64.0
48.7
46.6
46.1
47.2
AVERAGE TAKINGS PER AVAILABLE ROOM NIGHT ($)
2000
June quarter
70.1
40.7
45.0
155.8
50.2
38.9
2001
April
79.8
42.5
57.6
179.9
65.7
39.9
May
73.6
45.2
45.9
164.7
42.1
47.5
June
75.3
47.1
51.6
174.0
45.2
44.9
June quarter
76.2
45.0
51.6
172.8
50.9
44.2
(a)
Comprising establishments with 15 or more rooms or units (see Explanatory Notes).
Visitor Expenditure in Fitzroy
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Source: Office of Economic and Statistical Research (Queensland Treasury)32
Latest available information on the patterns of visitor expenditure in the Fitzroy
region are contained in the analysis below, derived from a special undated
report for the Queensland Treasury:
Total Visitor Expenditure
•
The Fitzroy region received 4
per cent of total visitor
expenditure in 199933 . This
proportion peaked at 6 per
cent in the early 1990s where
the DTM survey recorded a
very substantial increase in the
number of intrastate visitors to
the region for the two years,
1990 and 1991 (refer following
two tables).
•
Total visitor expenditure in the Fitzroy region grew from $174 million in 1985
to $425 million in 1999. In nominal terms, this was equivalent to a 7 per cent
average annual compound growth rate over the entire 1985 to 1999 period.
This compared with the State average of 10 per cent (also refer following
tables).
•
The strongest growth in this region was experienced in the five-year period
1985 to 1989, with an average annual growth of 12 per cent. By contrast,
negative growth was experienced in the following five-year period, 1990 to
1994, where expenditure levels declined by an average 4 per cent per
annum. The latest five-year period, 1995 to 1999, saw the return of positive
growth, with an average annual increase of 5 per cent.
Expenditure by Source of Visitor
•
In 1999, 60 per cent of all visitor expenditure in the region was attributed to
intrastate visitors. Interstate visitors accounted for a further 30 per cent, with
the remaining 10 per cent attributed to international visitors (refer tables
below).
•
Although this region has a high reliance on intrastate visitors, growth in their
expenditure has been minimal throughout the 1990s. Intrastate visitor
expenditure declined on average by 4 per cent over the period 1990 to
1994, recovering to grow at a modest I per cent per annum over the next
five years. This slow growth in intrastate visitor expenditure was
complemented by strong growth in both international (from a relatively low
level) and interstate expenditures with growth rates of 13 per cent and 12
per cent respectively.
Expenditure by Purpose of Visit
32 Undated, special report Visitor Expenditure in Regional Queensland 1985 to 1999
33 Results for any region that received less than 10 per cent of total expenditure should be treated with
substanbal caution due to the size of the standard errors of the estimates.
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In 1999, tourists accounted for 63 per cent of all visitor expenditure in the region
(Holiday 47 per cent and VFR 16 per cent). Business visitors and those visiting for
other purposes accounted for the remaining 3 7 per cent (refer Tables below).
Fitzroy region expenditure levels by source of visitor: 1985 to 1999
Year
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
Source: OESR
International
visitors
Interstate
visitors
Intrastate
visitors
Total
visitors
Total as per
cent of Qld
$m
12
16
19
34
29
36
35
26
23
25
26
24
33
42
42
$m
59
77
79
77
74
96
105
103
109
90
84
93
98
123
129
$m
103
121
132
140
168
232
249
199
168
201
241
221
225
223
253
$m
174
214
230
251
271
364
389
329
300
315
351
338
355
387
425
%
5
5
5
4
5
6
6
5
4
4
4
4
3
3
4
Fitzroy region expenditure levels, by purpose of visit: 1985 to 1999
Holiday
Tourists
VFR
Total
$m
74
98
112
133
119
188
188
146
140
130
120
125
138
178
199
$m
29
30
32
42
61
60
75
70
60
73
92
83
82
79
67
$m
103
128
144
175
180
248
263
216
201
204
212
208
220
257
266
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1996
1997
1998
1999
Source: OESR
Business/other
Total
$m
71
86
87
76
91
117
126
113
99
111
139
130
135
131
159
$m
174
214
230
251
271
364
389
329
300
315
351
338
355
387
425
Fitzroy region: annual compound growth rates in visitor expenditure for selected periods
5-yearperiod
By source of visitor
International Interstate
Intrastate
By purpose of visit
Holiday
VFR
Bus./
Total
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1985-89
1990-94
1995-99
Whole period
1985-99
Source: OESR
25
-9
13
6
-2
12
13
-4
1
12
-9
13
21
5
-8
other
6
-1
2
12
-4
5
9
6
7
7
6
6
7
Fitzroy region share of Queensland visitor expenditure and visitor nights: 1985 to 1999
Fitzroy region expenditure proportions, by source of visitor: 1985 to 1999
Fitzroy region expenditure proportions, by purpose of visit: 1985 to 1999
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MICE MARKET OUTLOOK & CONSIDERATIONS RELATED TO VENUE &
DESIGN OF FACILITIES34
Conference and Exhibition Venues in Queensland
The MICE Industry Infrastructure Report comments that most conferences require
both large halls for plenary sessions and smaller, breakout rooms for sub-group
sessions. Most exhibitions require large areas of open space. Many conferences
incorporate exhibitions and require space in a variety of combinations.
The tables below provides a list of conference and exhibition venues with seating
capacities in excess of 500 people for each of the cities and locations in
Queensland. This list includes details of the number of rooms available for
meetings in each venue and their specific capacities.
The Queensland market is divided into five locations, Brisbane, the Gold Coast,
the Whitsunday’s, Townsville and the Far North. Each of these locations has its
own convention bureau.
A summary of the main venues is shown below:
34 Much of the material from this sub-scetion has been extracted from primary source: Bureau of Tourism
Research, Measuring MICE (Meetings, Incentives, Conventions and Exhibitions) Industry Infrastructure,
Report to the Tourism Forecasting Council (Research Report No. 1), February 1998
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It should be noted, however, that availability of these venues for MICE events is
sometimes limited by factors such as turnaround times, competition from other
markets, other uses for the venues, and facility design (for example the ability to
host concurrent events).
Turnaround time, that is the time needed to clean up after one event and set up
for the next, limits the effective time conference and exhibition space is available
for use. Each event, regardless of its duration, requires a certain amount of
turnaround time (downtime). For this reason, events of a longer duration are
generally preferred to short duration events (to minimise downtime).
Similarly, larger events, in terms of attendee numbers, are preferable to smaller
events as similar overhead and turnaround costs are incurred for each. Larger
events are therefore more profitable as overhead costs are spread over a greater
number of people.
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The Need for Venue Flexibility
Conference facilities are frequently used for weddings, balls and other private
events. These markets compete with the MICE industry for use of existing facilities.
However, some evidence does suggest that MICE events are preferred to smaller
ad hoc private events, at least for dedicated MICE venues. For example, the
World Congress Centre in Melbourne claimed that, due to capacity problems,
they frequently have to turn away private functions or corporate events
arranged at short notice. The reason for this is the short duration of most private
events compared with conferences or exhibitions which often run over a number
of days and are more profitable in that they require relatively less downtime.
Venues operating near capacity are reluctant to take bookings for short duration
events because they limit the venue's ability to take more profitable bookings.
Many venues listed in guides for meeting planners are not solely, or primarily, used
for MICE purposes. This has implications for any assessment of infrastructure since
such venues are not available to the same extent that dedicated MICE venues
are. The main types of venue in this category are universities, colleges and
schools in the capitals or surrounding suburbs. For these venues, MICE events are
an auxiliary function, rather than core business. Although these institutions may
appear ideally suited to convention, conference or seminar use, with on-site
lecture theatres, meeting rooms and (usually) a large space for plenary sessions
or dinners, their availability is limited by teaching timetables.
This is especially true for events which involve delegates staying overnight. Except
for some older and centrally located institutions, many of these venues are
located in suburbs surrounding the city centre, and are without the benefit of
nearby commercial accommodation. Most of these institutions do, however,
have relatively basic accommodation for students which generally becomes
available during non-teaching times.
Generalising away from educational institutions, other factors, such as the ability
of venues to host concurrent events, also affect capacity. The ability to host
concurrent events depends primarily on the number of rooms available and the
ability to divide large rooms, although sound proofing and other design features
are also contributing factors. Ideally, to maximise venue flexibility, features such
as removable tiered seating, removable walls, sound proofing, appropriate
electrical set ups, large kitchens, efficient catering areas and so forth, should be
incorporated into venue designs. The ability of venues to incorporate these
features is, however, limited by construction costs.
Currently, venue designs vary greatly, with newer facilities generally being
designed more efficiently in terms of capitalising on available space. The
average age of Australian convention and exhibition centres is only 5 to 6 years
and many of the venues, such as the Brisbane Convention and Exhibition Centre,
the Cairns Convention Centre and the Adelaide Convention Centre have the
desirable flexible design features such as removable walls and removable tiered
seating. The Adelaide Convention Centre, for example, has a plenary hall which
can cater for a maximum of 3500 people. For smaller events, the hall can be subdivided into five sound proof sections, each with separate sound systems, audiovisual and lighting controls. The capacity of each section ranges from 487 people
to 1156 people (with the possibility of combining two or more sections to increase
seating where necessary).
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Similarly, Australia's newest convention centre, the Cairns Convention Centre, has
been commended for both flexibility and environmentally friendly design. This
centre has a plenary hall that seats 2400 people theatre style and sub-divides
into four sound proof sections to cater for groups of all sizes.
The Cairns Convention Centre (photo courtesy
http://www.cairnsconvention.com.au/happening.html). The complex consists of a
purpose built, international standard meetings facility, suitable for exhibitions,
banquets and conventions from 200 to 5,000 delegates
Flexibility is vitally important to maximise use of available space. This is particularly
true given the changing nature of the industry. Many industry commentators
claim there has been a trend towards smaller meetings in recent years. Others,
generally in locations where larger facilities have recently opened, claim that
events are attracting larger numbers of delegates than anticipated and that the
size of events in terms of delegate numbers has been increasing. The differing
assessments show how difficult it is to determine trends in event size and just how
open to change the situation is over time. Flexible venues should be better able
to cater for these changes.
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MICE Industry Growth Forecasts
The Australian Association of Convention Bureaus (AACB) has produced a
consolidated event calendar, listing all events reported by convention bureaus
around Australia since 1988.
If it can be accepted, despite the inadequacies of the data, that the AACB
consolidated MICE event calendar is a reasonable reflection of the industry since
1988, it may be possible to use this as a source for forecasts of growth. However,
recording methods changed in 1996 in order to improve data quality and
remove any double counting. As a consequence, the number of national and
international MICE events recorded fell from the previous year, even though IVS
results indicated a large rise in international conference or convention
attendance.
It should be noted that the IVS and the data on the AACB database measure
different things. It is quite possible that the number of international MICE events
actually dropped in 1996, but the average size of events, measured by the
number of delegates attending each event, increased.
National and international MICE events in Australia. Source: Australian
Association of Convention Bureaus database
If it is assumed that growth will continue in line with past experience, omitting the
1996 results gives an average annual growth rate of 10.4 per cent per year for the
years 1989 to 1995 for national MICE events and 13.8 per cent per year for
international events. Including the 1996 data has a relatively minor effect on
international event growth, reducing the rate to 11.2 per cent per year, but a
major effect on national events, reducing average growth to 6.7 per cent. Only
time will tell which of these scenarios is closer to actual growth rates in the
industry.
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Factors which may affect growth in meetings and conferences include:
•
changes in technology, such as video conferences
•
changes in the international economy and the demand for overseas
conferences
No data currently exist to determine the degree of video conference use and the
extent to which it is replacing face to face meetings.
International statistics on growth in the MICE market indicate that Australasia is
becoming more popular as a conference destination. To capitalise on this
Australia will need to remain competitive with neighbouring countries.
The MCE Industry Report suggests that it is impossible to tell from the industry's own
data whether the MICE industry is experiencing anything other than short-term
growth. However, official data sources give an indication, at least from a national
viewpoint, of past and current numbers of people attending MICE events.
For international visitors, the results of these data collections are summarised in
the table below. It is clear there is growth in the number of international visitors
coming to Australia either with a main reason of attending a MICE event, or who
attended an event while in the country for other purposes.
If this trend continues, it will affect the infrastructure needs of the Australian MICE
industry, as international visitors are likely to make greater use of services such as
accommodation, interpreters and transport.
National and international MICE events in Australia. Source: Australian
Association of Convention Bureaus database
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Looking at the origin of these visitors, most come from North America, Europe and
New Zealand. In the past couple of years there has been an increase in the
number of visitors from Asia who attended MICE events in Australia.
There is also some evidence of growth in the domestic MICE market. DTM data
from 1989-90 to 1993-94 show that trips for MICE purposes have grown from 1.5
per cent of total domestic trips to 2.1 per cent. More recent data from 1994-95
and 1995-96, although not directly comparable to earlier years due to a break in
the data series, indicate that MICE travel represented 3.5 per cent of all domestic
trips in 1994-95 and 2.7 per cent in 1995-96.
This growth will also have an effect on MICE infrastructure, though to a lesser
extent than for international travellers. This is because domestic MICE events tend
to use a much wider range of venues and are more likely to involve places
located some distance from international airports.
MICE Industry Trends — A Summary35
•
The post Olympic period for Sydney is looking good. Already Sydney has
won more business for 2001 than what eventuated in 1999 and aiding that
Sydney will have an increase of 24% in bed capacity.
•
The post-Olympic experiences of Barcelona and Atlanta indicate that while
both cities were able to capitalise on the Olympics to win more business,
Sydney is already way ahead of their achievements.
•
There is a concern however over the long-term strength of the Aussie Dollar
which is predicted to strengthen by 18% by 2003. This strengthening in the
dollar makes Australia less attractive economically for inbound visitors.
•
The effect of the GST on visitors is mostly dismissed as most other countries
already have VAT or GST ranging up to 18%. However the effect on the
domestic market is going to be more marked with very few Australian small
and medium business fully prepared and the associated costs of the
implementation needed to be passed on to the customer.
•
The 80’s recession saw companies cutting back on expenditure on
Meetings, Conferences and Events, with strengthening of the Australian
economy we can expect to see expenditure in this area pick up again.
•
There is a challenge from Asia where many new Conference and Exhibition
facilities have recently come online, however it may be argued that
“Competition Creates Business”.
•
In 1998 Australia received 4.2 million international arrivals. This figure is
forecast to double by 2008.
•
The trends evident in 1998 have become even more apparent in 1999 with
organisations under increased pressure to hold events with decreasing lead
in times. As companies become decentralized the need for more
conferences with smaller delegate attendees’ in national city centres, is
increasing.
35 This summary of trends in the Meetings, Incentives, Conference and Exhibition industry is compiled from
information disseminated through the AIME seminar on the sector and from a market briefing by the
SCVB, which included papers by Mary Helen Farrell, Regional Manager, Victoria; Michel Couturier,
Regional Director, North America and Karen Smith, Sales Manager, UK/Europe
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•
Advances in the use of the Internet and email have provided opportunities
for MICE operators to receive fast and accurate information and
availability. They can view facilities online and download proposals and
PowerPoint presentations with ease. Associations that have limited budgets
can produce professional material without additional design and printing
costs.
•
A perceived threat by web technology is the development of the “virtual
conference”-fast and efficient but lacking the networking benefits of the
traditional face-to-face interaction.
•
Many companies are opting to utilise their own in-house facilities for
residential meetings and conferences. On e such example is BHP who own
and operate the Global Leadership Centre on the outskirts of Melbourne
with capacity for 100-150 delegates.
•
The lead-in times are becoming increasingly shorter with organisers being
pressured to provide a range of suitable venues with availability and
competitive pricing.
•
The emergence of new domestic carriers has created much interest in the
likelihood of lower fares for passengers travelling from Melbourne to Sydney.
Virgin plan to operate a fleet of 145 seat Boeing 737’s and offer a variety of
“no frills” flights between major cities. The result will be cheaper flights
between Melbourne and Sydney for delegates. In addition, Melbourne
based Spirit Airlines and Impulse Airlines have also indicated their interest in
forming the third airline. The newly privatised Melbourne Airport has
indicated that it would be prepared to provide additional space to new
domestic carriers. In the past year international traffic through Tullamarine
has increased by 2.3 million people (6.3%). The strongest growth rate in
Australia.
•
According to ICCA, “Melbourne is forecast to be the second busiest city in
the world for hosting international conventions in 2000” (Sydney is forecast
to be the busiest.)
•
The Bureau of Tourism Research in its June 1999 report on domestic MICE
figures stated that Sydney is the meeting capital of Australia with 36.4% of
all meetings held in Australia, followed by Melbourne with 11.4%. On a
state-by-state comparison, 42.9% of meetings in Australia are held in NSW,
followed by Queensland on 13.7% closely followed by Victoria with 13.5%.
•
Melbourne continues to challenge Sydney for a larger slice of the MICE pie.
Whether it be in readiness for the 2006 Commonwealth Games or just
planned development, Melbourne is experiencing unprecedented growth.
•
In other developments the MCMB has forged a global alliance with other
Convention Bureaux around the world to capitalise on lead sharing
opportunities. The alliance will encompass Boston, Copenhagen,
Edinburgh, Vancouver and Melbourne. Launched at AIME 2000 and titled
BestCities Net, it is aimed at international meeting planners who will take
advantage of the alliance network. Plans include the development of a
website with links to partner sites.
•
Firmly established as the most popular destination in the world for
international conventions, Sydney is enjoying the glow of local and
international envy.
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Ȁ A recent M&IT Trends & Spends survey that noted that 1999 was the year
when long haul destinations lost out to Europe. Time poverty was also a
contributing factor and will continue to be so.
CONCLUSIONS
Tourism is a major contributor to total economic activity in Australia. International
tourism has experienced substantial growth in the past decade or so. The holding
of the Summer Olympics in Sydney in September 2000 is expected to have long
term positive effects on inbound international visitors well into the next decade.
This represents great potential for future domestic and export earnings. This has
focused the need for improved standards of facilities and service.
Tourism in Australia will continue to be dominated by domestic tourism for the
foreseeable future. Australian tourism industry has always had a strong reliance
on the domestic market, despite growth in international travel to Australia in
recent years. Despite high annual growth rates, international tourism still only
accounts for around a quarter of total tourism activity. While international tourism
is forecast to continue to enjoy significantly higher growth rates than domestic
tourism, it will be well into the new century before it matches the level of activity
of domestic tourism.
Growth in tourism flowing to Australia in the mid to late 1980s was at almost twice
the international growth rate in tourism flows to all countries. However, Australia's
share of world tourism is still small. There is considerable potential for growth.
Whilst market conditions for the tourism industry have recently been in a state of
considerable change because of certain world and domestic events, these
changes are considered to have had a relatively severe, but only short tem
impact. This reinforces industry buoyancy as it may have applied in 1999.
Moreover, the evidence suggests a more buoyant longer term scenario.
Since 1990, international visitation to Queensland has grown an average of 8.4
percent per annum. Queensland’s two most important international markets are
Japan and New Zealand.
A recent decline of Japanese visitors in 1999 saw New Zealand become
Australia's most important source of international visitors, accounting for 16.3% of
total inbound visitors. This was closely followed by Japan which accounted for
15.9% of inbound visitors, the United Kingdom (13%), United States of America
(9%), and other European countries (8%).
For conventions and exhibitions, the most important markets are New Zealand,
United States, and Europe (in that order).
In as far as domestic tourism is concerned, New South Wales was the most
popular destination, followed by Queensland which attracts just over a quarter of
all visitor nights. The strong popularity of New South Wales and Queensland is
reflected in the fact that 70% of overseas room nights in hotels, motels and guest
houses were spent in these States. Net beneficiaries from domestic tourism (i.e.
where inbound interstate visitor nights are greater than outbound interstate visitor
nights) are Queensland, Western Australia, Tasmania and the Northern Territory.
Queensland is the biggest relative net beneficiary, with 2.2 times as many
inbound nights as outbound nights,
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Ȁ Tourism is an important part of the Queensland economy. Coastal areas are
popular with older retired people and younger people wanting a change in
lifestyle or who are attracted by service-based employment opportunities
associated with tourism.
In Queensland, there are four main tourist destinations, all of whom compete with
one another, viz:
1.
2.
3.
4.
Cairns
The Whitsunday’s
Gold Coast
Brisbane
Rockhampton will receive competition from each of these areas.
In Queensland, during 1999 the supply of accommodation in hotels, motels, guest
houses and serviced apartments exceeded demand, with room occupancy
rates of 63% for hotels, 54% for motels, and 60% for serviced apartments. Room
occupancy rates are highest in the Northern Statistical Division (62.5%).
The overall increase in Queensland’s total room supply during 1999/2000 was
driven by a 28 percent increase in the number of serviced apartment guest
rooms available. The number of hotel and motel/guest house rooms declined
marginally for the year ended June 1999 compared with the previous year.
Similarly, demand was driven by a 21.9 percent increase in the number of
serviced apartment room nights occupied, and to a lesser extent, a 5.5 percent
increase in the number of hotel room nights occupied. Motel and guesthouse
room nights sold for the year ended 30 June 1999, compared with the year
ended 30 June 1998, remained unchanged.
Whitsunday Islands, Hervey Bay/Maryborough, Northern and Fitzroy Tourism
Regions were ranked in the top 20 tourism regions visited by international visitors
to Australia in 1999.
In the context of assessing the impact of tourism on the development proposed
(due to its size nature and scope) a longer term view of the industry as a whole
and its prospects is considered the most appropriate focus.
Given the outlook for continued buoyancy and growth from international tourism
markets, despite recent events, together with continued support from domestic
tourism, the Project’s viability appears to be underpinned by a continuation of
increased, albeit slower in the short term, tourist demand.
This translates into expectations for the MICE industry specifically, where there has
been strong and continuing growth in the number of MICE venues in Australia.
Not all of this growth has arisen from new building activity, as many existing mixed
use venues have entered the MICE market. It is clear that newer MICE venues
have been constructed after assessing the design of older venues. Most new
facilities incorporate more breakout space and meeting rooms, with other design
features included as needed.
The one infrastructure constraint on the continuing growth of the industry appears
to be accommodation. The accommodation industry appears to be emerging
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Ȁ from a sustained period of falling profitability and oversupply. During the period of
low occupancy and profitability the accommodation industry is likely to have
contributed to the growth in MICE events through special tariffs and active
competition for events.
One strategy to overcome accommodation constraints could be to spread
events to a greater extent over the year. This would have the effect of reducing
peak loads and helps to demonstrate to hotel developers that the MICE market
can be relied on for continuing room occupancy. However, this is not an easy
problem to solve - supply of accommodation usually depends on factors mostly
unrelated to the needs of the MICE industry and is subject to financial constraints
and long lead times.
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88.. T
N
ON
SIIO
VIIS
EV
HE
TH
“A regionally-based exhibition and convention
complex: the multifunctional centre for housing
quality, local, regional, national and international
events, connecting city, coastal and country”
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99.. A
E
LE
UL
DU
ED
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CH
SC
SS
ES
TIIE
VIIT
TIIV
CT
AC
Identification of activities which can make effective use of the
Rockhampton Showgrounds sector.
ACTIVITY CONSTRAINTS
By comparison with the Original master Plan, and the Alternate Concept Design,
the recent announcement concerning funding36 now severely limits the scope of
activities potentially able to be conducted at the Central Queensland Events
Centre.
In the Original Master Plan, the planned upgrading of existing facilities would
have meant increased event hosting capabilities as follows
•
Redevelopment and extension of the Walter Pierce Pavilion allowed for
greater functionality of the venue and increased floor space to host
functions, in addition to providing corporate boxes and a members bar
•
The New Entry / Administration Building allowed for the possibility of earning
limited additional income through the leasing of commercial / retail space
to associated businesses. It also incorporated a basketball court and entry
hall for limited static displays, VIP entertainment facility, media
communications area and canteen.
•
The New Cattle Pavilion was a multi-function, multi-purpose facility that was
intended to incorporate an ability to double up as a horse pavilion with
appropriate design components. It had the ability convert from a cattle
pavilion to a large flat floor area capable of hosting larger events under
cover such as Rodeos, exhibitions and indoor sports such as tennis
(although the Consultants have reservations about the ability to construct
such a building with the degree of flexibility required even with the budget
provision)
•
Other improvements as required (e.g. refurbishment of the Robert Archer
Grandstand, construction of new Amenities Buildings, cattle yards &
seating, demolishing and relocation of various facilities etc. ) added limited
additional flexibility and no prospect of additional income earning
potential other than making the whole venue more “marketable”. In this
sense, whilst these inclusions are essential to any redevelopment proposal
and are necessary to support the new facilities, they do little more than
ensure existing events remain at the site.
•
Site works, Landscaping and Re-profiling to Victoria Park & Trade Display
Area potentially increases the ability to hold exhibitions and events
requiring larger outdoor space, and increase flexibility for trade show
displays and other events associated with the Beef Expo. There may also be
a positive impact on utilising the site as a camping area.
The alternate product concept represents a further and considerable
improvement on the ability to host major, world class events through:
•
The inclusion of the International Exhibition Complex headquarters,
incorporating administration and commercial space essentially replaced
the requirement for the New Entry / Administration Building allowed under
36 State Government approval of $8m in addition to Rockhampton City Council contribution of $2m
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the Original Master Plan. This larger facility provided not only all the
functionality of the original administration building, but also further and
considerable opportunity for the earning of additional income through the
leasing of commercial / retail space to business. It also maintained an
ability (as originally planned) to host static displays and including VIP
entertainment facility, media communications area and canteen.
However, the primary significance here is the inclusion of a large flat floor
area suitable for the holding of major world-class events and exhibitions – a
true “convention and exhibition” complex.
•
The New Cattle Pavilion, whilst less “multi-functional” compared to that
envisaged under the Original Master Plan, nonetheless incorporated an
ability to double up as a horse pavilion with appropriate design
components. However, the need to convert to a large flat floor area
capable of hosting larger events such as major exhibitions and indoor sports
was obviated by the inclusion of the proposed International Exhibition
Complex headquarters above), although limited functionality would still be
possible in this regard.
•
The River Stage Amphitheatre was a new addition adding greater flexibility
to the venue and provided the possibility of attracting new event staging
capability (e.g. large music concerts) within a fully integrated development
zone adjacent to the existing Rockhampton Showgrounds site.
•
The upgrading of the AFL / Cricket Ovals, together with the acquisition of
portable / relocatable grandstands, would have seen the venue have a
new capability for hosting major national / international sporting events
which is not possible at the current time.
•
The removal of the originally planned redevelopment and extension of the
Walter Pierce Pavilion (allowing greater functionality of the venue and
increased floor space to host functions) is more than compensated by all
the above plans.
•
As for the Original Master Plan, Site works, Landscaping and Re-profiling to
Victoria Park & Trade Display Area potentially increases the ability to hold
exhibitions and events requiring larger outdoor space, and increase
flexibility for trade show displays and other events associated with the Beef
Expo.
•
Most of the other improvements were planned to be maintained, albeit on
a more limited scope compared to the Original master Plan (e.g.
refurbishment of the Robert Archer Grandstand, construction of new
Amenities Buildings, cattle yards & seating, demolishing and relocation of
various facilities etc. ). As commented previously, these sub-projects added
limited additional flexibility and no prospect of additional income or
earning potential, doing little more than supporting new infrastructure and
ensuring existing events remain at the site.
•
The addition of proposed ancillary features such as entry statements, visual
orientation focal point, car parks and shade and upgrading of the riverside
promenade, whilst not directly income earning in themselves, substantially
increased the venue’s marketability.
However, budget constraints now essentially mean that the Project represents
more a revamp of existing facilities to bring them up to a standard suitable for
continuation of the Beef Expo Event, with the likelihood of attracting only modest
new business to the site.
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Compared to the original Master Plan, the current development (Final Revised
Master Plan) is unchanged in respect of planned major non-building capital
infrastructure (e.g. Ring Main for Water Supply, Underground Services to Trade
Display Area, Re-profiling of the Trade Display Area, Underground Services to
Victoria Park, construction of a Waste Treatment Plant, and various fencing)37.
However, it provides for a more modest upgrade of:
•
New Cattle Pavilion (budget restrictions will limit the ability to incorporate
the degree of “multi-functionality”. It will be possible however to construct
a building similar to that envisaged under the alternate product concept,
i.e. an ability to double up as a horse pavilion, with limited functionality as a
venue capable of hosting larger events such as major exhibitions and
indoor sports).
•
New Entry / Administration Building (this will be capable of earning limited
additional income through the leasing of commercial / retail space to
associated businesses. Budget restrictions may limit the possibility of
incorporating a basketball court, however the structure will be able to
contain an entry hall for limited static displays, and other items as originally
planned such as VIP entertainment facility, media communications area
and canteen.
•
Redevelopment of the Walter Pierce Pavilion (allows increased functionality
of the venue and limited increased floor space to host functions, in addition
to providing corporate boxes and other entertainment facilities such as a
members bar)
•
Other works will proceed but will be less comprehensive than planned
under the Original master Plan. This includes Site works and Landscaping,
Electrical Up grade, Site works and Re-profiling to Victoria Park, as well as
construction items including Amenities Buildings, refurbishment of the Robert
Archer Grandstand, and new Cattle Yards & Seating.
Further, there is no budget provision (included in the Original Master Plan) for the
demolishing / relocation of the Hideaway Bar and James Lawrence Pavilion, nor
refurbishment of the Primac Pavilion & McCamley Meat Hall Pavilion.
Accordingly, taking all the above into account there is no capability for the
venue supporting:
•
Events requiring a quality large indoor flat floor area (precluding most major
exhibitions and similar events)
•
The hosting of major national or international sporting fixtures
•
The hosting of large outdoor concerts
Whilst the terms of reference called for an investigation of new ways in which
existing events may be staged and repackaged, it is submitted that the current
proposal provides for the Council becoming responsible for venue management
and marketing (e.g. promoting the Rockhampton Showgrounds sector, in
conjunction with the Gracemere development), as opposed to event
management and marketing (e.g. the most effective way of organising and
staging the annual Rockhampton Show). It is unlikely that Council will be in a
position to significantly influence private individuals or organisations (even many
community organisations) in the way in which they are likely to promote or
package International, national, state, regional and local expositions, major
37 Plus acquisition of Showgrounds site (not included in original Master Plan budget)
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sporting events, major cultural and musical activities, or large religious assemblies
and other meetings. Rather, Council’s primary responsibility will be to provide a
venue that is flexible enough to meet needs – one that fosters community
participation and provides value to event and exhibition promoters.
Since the strategic direction calls for supporting, rather than competing against,
community and business activities, there will be a limited scope for Council in its
own right becoming involved the development of new major events or festivals,
other than supporting (where appropriate) the development of such activities by
entrepreneurs.
MAJOR FESTIVALS & EVENTS HELD IN AUSTRALIA & OVERSEAS
Appended to this Report are the following event-related tables:
MAJOR AUSTRALIAN FESTIVALS AND EVENTS 2001-02
MAJOR AUSTRALIAN EXHIBITIONS 2001-02
MAJOR WORLD EXHIBITIONS 2001 – 2002
They provide a guide as to the kind of activities that are typically conducted, or
intending to be conducted, throughout Australia and the rest of the world.
Points to note are:
•
The listings are not meant to be comprehensive, although they are
arguably representative. There are approximately 2,000 major events held
every year throughout the world every year, and only a very few percent
are likely to change venue.
•
Many, if not most, of the events are incapable of being targeted by this
Project. A good number of them have evolved from and are integral to,
the domicile to which they have evolved. The Melbourne Cup horse racing
fixture is a good example of this non-transferability!
•
The events in many cases are being held at domiciles (e.g. Capital cities)
that have demographics and facilities vastly different to that applying at
Rockhampton. These may not provide data easily interpreted in the
Rockhampton context.
•
Nonetheless a number are held / intended to be held at major regional
centre where there is some comparability.
THE CAIRNS CONVENTION CENTRE — ACTIVITIES
A good indicator of the kind of events capable of being held at a major regional
centre like Rockhampton (if suitable facilities were available) is to examine the
business of the Cairns Convention Centre.
Past and future Conventions held / to be held at the Cairns Convention Centre
provide some guide as to how that facility is being utilised to attract new business
to the region. Although there are disparities between Rockhampton and Cairns
(especially with regards availability and quality of local accommodation, and
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the greater frequency of standard domestic flights into the centre)38, it is relevant
since both locations are relatively remotely located major regional centres, and
are basically the “launching point” (as against focal point) for major tourist areas
and activities.
Whilst not being directly transcribable across to Rockhampton, the following
major activities at the Cairns Convention Centre provides an insight as to the
wide variety of functions that are potentially able to be held:
2001
•
Australian Pain Society 22nd Annual Scientific Meeting
•
7th Congress of the Asia Pacific Society of Paediatric Gastroenterology &
Nutrition Retravision 40th National Seminar
•
MRI & MRS 2001 Conference
•
Housing Industry Australia - Ausbuild National Convention
•
RetireInvest Annual Conference
•
4th International Banana Industry Congress
•
RSL State Congress
•
Asia Pacific Fishing Conference & Exhibition
•
SSI 2001 "Materials & Processes for Energy & Environment"
•
15th International Conference on Ion Beam Analysis
•
Queensland Wound Care Association & Infection Control Practitioners
Association of Queensland Joint Conference
2000
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Catholic Education Diocesan Conference
Fujitsu Forum Conference
Australian Sugar Convention
Royal Australian College of Obstetricians & Gynaecologists National
Convention
Queensland Rural Medical Support Agency Workshops
8th Congress of Developmental and Comparative Immunology
Australian Society for Microbiology National Convention
Australian Hotels Association National Convention & Trade Expo
Flag Choice Hotels Annual Convention
Microsoft Tech Ed Conference
5th International Conference on Greenhouse Gas Technologies Australian
Diabetes Society Convention
Casemix Conference
Fresh 2000 (Aust Fresh Fruit and Vegetable Growers National Conf)
Forestry 2000 (Australian Forest Growers National Conference)
International Federation of Health Funds Convention
Project Management Global Convention
REPCO Auto Repair National Conference
Scoliosis Research Society Annual Meeting
13th International Symposium on Regulatory Peptides
National Insurance Brokers Association Convention
International Cotton Advisory Committee 59th Plenary Meeting
PeopleSoft Conference
24th Extraordinary Bureau & Session of the World Heritage Committee
Major events planned for 2002 include the following:
38 In addition, the major difference between the Cairns and Rockhampton venues relates to the limitation
of quality large indoor flat floor area (precluding the possibility of hosting many major exhibitions,
conventions and similar events at Rockhampton)
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No. of
Delegates
Dates
Event
22-27
March
28 April - 2
May
2-8 May
Thoracic Society of Australia & NZ
Annual Scientific Meeting
Australian Society of Sugar Cane
Technologists Annual Conference
Australian & NZ Society of
Nuclear Medicine National
Conference
CMMI Congress
800
Australian Lung Foundation
600
Australian Society of Sugar
Cane Technologists
Australian & NZ Society of
Nuclear Medicine
Association Convention
IEEE Power Electronics Specialist
Conference
XXIst International Carbohydrate
Symposium
International Epstein-Barr Virus
Meeting
International Herpesvirus
Workshop
300
500
26-31 May
17-20 June
23-27 June
7-12 July
13-19 July
17-21 July
14-17
August
24-27
August
14-18
October
3-6
November
17-20
November
2-6
December
300
500
Company
500
Australasian Institute of
Mining & Metallurgy
Cairns Convention Centre
Intermedia Convention &
Event Management
Congress West
300
Tour Hosts Pty Ltd
700
Tour Hosts Pty Ltd
750
700
The Institute of Quarrying National
Conference
63rd Skal World Congress
250
Institute of Quarrying
1000
Skal International
Corporate Convention
400
Ecological Society of Australia
National Conference
400
No. of
Delegates
Dates
Event
27-30 April
Australian Road Research Board
National Conference
Dietitians Association of Australia
National Conference
Australian Veterinary Association
National Convention
Australian Gastroenterological
Week
28th Australian & New Zealand
Intensive Care Society Annual
Scientific Meeting
8-10 May
24-30 May
13-18 July
5-10
October
14-19
October
600
300
800
400
1000
800
Company
Australian Road Research
Board
Dietitians Association of
Australia
Australian Veterinary
Association
Gastroenterological Society
of Australia
Australian & NZ Intensive
Care Society
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Dates
Event
No. of
Delegates
Company
1-7 May
12-16 May
Diagnostic Imaging Conference &
Radiation Therapy Symposium
10th International Conference on
Emergency Medicine
International Biometric
Conference
International Meeting of the
Growth Hormone Research
Society
2000
500
Australian Institute of
Radiology - QLD
Australasian College for
Emergency Medicine
International Biometric
Society
Intermedia
6-10 June
11-16 July
25-29 July
10-13
October
1200
1000
400
1000
FORECASTS FOR EVENT PLANNING AT ROCKHAMPTON —
ASSUMPTIONS
Assumptions used in the forecasts for hosting events by the Central Queensland
Events Centre are detailed below. By way of overall summary, it is assumed that
in addition to current major events held at the site, an additional one major two
day event will be held annually (commencing May 2004 upon completion of all
major capital works and improvements and a lead time of approximately 2
years), plus an additional one day special “on-of” event commencing in
September 2005 or earlier (3.5 years lead time).
Major Events (Current)
For the purposes of our analysis, the definition of a major event is one that utilises
the equivalent of at least 100% of all venue facilities for at least 1 day per annum.
Duration
(days)
Event
Timing
Beef (Expo) Australia 2003
May 2003
6
Beef (Expo) Australia 2006
World Brahman Congress
Rockhampton Annual Show 2002
Rockhampton Speedway
6
6
5
5
5
5
5
5
21
Gemboree 2002
Gemboree 2003
May 2006
Apr-2002
Jun-2002
Jun-2003
Jun-2004
Jun-2005
Jun-2006
Jun-2007
meetings
held Oct July annually
Mar-2002
Mar-2003
Event (continued)
Timing
Gemboree 2004
Gemboree 2005
Mar-2004
Mar-2005
7
7
Duration
(days)
7
7
Comments
Primary event for the site
(tri-annual)
One-of special event
Annual major event
Ongoing event
Annual major event
Comments
Annual major event
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Gemboree 2006
Gemboree 2007
Mar-2006
Mar-2007
7
7
Major Events (Additional, Projected)
Additional (projected) major events could be either annual events, or special
“one-of”. Forecasts included in this Report assume that by September 2007 there
will be 4 additional annual events being held on site with an average duration of
2 days each, plus one new additional “one-of” event each year with an average
duration of 1.5 days.
Event
Timing
New Additional Annual Event #1
May 2004
onwards
May 2005
onwards
May 2006
onwards
May 2007
onwards
Sept. 2005 or
earlier
Sept. 2006 or
earlier
Sept. 2007 or
earlier
Sept. 2008 or
earlier
New Additional Special “One-Of”
Event #1
Event #2
Event #3
Event #4
Duration
(days)
2
2
2
2
1.5
1.5
1.5
1.5
Comments
Based on 2.1 years lead
time
time
time
time
time
time
time
time
Minor Events (Projected)
For the purposes of our analysis, the definition of a minor event is one that utilises
the equivalent of less than 100% but greater than 20% of all venue facilities for at
least 1 day per annum.
The forecast is to hold a total of 15 days (chargeable equivalent) of minor events
at the site, with a growth rate of 25% annually applied after completion of major
capital works (Stage 1).
Other Events
For the purposes of our analysis, events not categorised as major or minor events
are not separately accounted for. Accordingly, they represent minor income
streams that are included in Sundry Income and Sales.
POTENTIAL EVENTS FOR THE CENTRAL QUEENSLAND EVENTS CENTRE
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The following table lists major events that could be targeted or “grown from
concept” to enable realisation of forecast growth in business for the redeveloped
Central Queensland Events centre Facility. Whilst the list is not exhaustive, it
includes only those events likely to be held at the site given the level of planned
infrastructure and facilities availability.
Existing Events
Major existing events held throughout Australia and overseas that may consider
being hosted or relocated to Rockhampton:
Annual
One-Of
Likely
Facilities Lead
Duration Utilisation Time
(Years)
(days)
(%)
Event
Type of Event
Particular Beef Breed Annual
Conference(s) (similar to World Brahman
Congress)
Beef Cattle Industry conference(s)
Conference
1-3
50%100%
1-3
Conference
1-3
1-3
Singapore Defence Force – Annual
campaign
Sustainable Industries Conference
Microsoft Conference(s)
Concert
Exhibition?
Conference
Conference
1-2
Australian Diabetes Society Convention
International Conference on Greenhouse
Gas Technologies
REPCO Auto Repair National Conference
National Insurance Brokers Association
Convention
Extraordinary Bureau & Session of the
World Heritage Committee
Tasting Australia
Australian 4WD & Adventure Show
Getaway Travel Show
BIG BOYS TOYS - AUSTRALIA
ASIA PACIFIC REAL ESTATE CONGRESS
TIMBER AND WORKING WITH WOOD
SHOW
MINING AND ENERGY
Conference
Conference
3
1-2
each
1
1
50100%
20%100%
20%
10%20%
20%
20%
Conference
Conference
1
1
20%
20%
3
3
Conference
3
5
Exhibition
Exhibition
Exhibition
Exhibition
Conference
Exhibition
3
2-5
2-5
3
2
2
2050%
100%
100%
100%
100%
50%
100%
3-5
5+
5
2-4
5+
3-5
Conference
& Exhibition
Exhibition
Exhibition
Exhibition
Exhibition
Conference
2-5
100%
4
1-2
2-5
2-4
2-5
1
100%
100%
100%
100%
20%
4
5+
3-5
5+
2
Seminar
Seminar
Type of Event
1
2
20%
20%
2
3
THE INVESTMENT EXPO
Off-Road 4WD Recreation Show
EQUITANA ASIA PACIFIC
Materials Handling
Housing Industry Australia - National
Convention
RetireInvest Annual Conference
RSL State Congress
Event
Asia Pacific Fishing Conference &
Exhibition
Queensland Wound Care Association &
Exhibition
Conference
Annual
One-Of
1-2
3-4
3
3
3
Likely
Facilities Lead
(Years)
(days)
(%)
1-3
100%
5
1
20%
3
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Infection Control Practitioners Association
of Queensland Joint Conference
Catholic Education Diocesan
Conference
Australian Sugar Convention
Royal Australian College of Obstetricians
& Gynaecologists National Convention
Queensland Rural Medical Support
Agency Workshops
Australian Hotels Association National
Convention & Trade Expo
Conference
1
20%
3
Conference
Conference
1
1
50%
20%
4
5
3-5
10%
3
2
50100%
3-5
Seminar
Exhibition &
Conference
New Events
New events that may be promoted at the venue given infrastructure constraints /
flexibility:
Event
Type of Event
Microsoft Conference(s)
Conference
Rodeo(s) – additional to that already
held at Rockhampton. Could include:
•
Camp drafts
•
Cutting competitions
•
Bull riding
•
Horse events, Etc.
Light metals and mining expo
Country Music Festival (planned facilities
are a limiting factor here)
Boat and fishing show
Home show
Metals and mining expo
Motor show
Equine expos
Motor cross
Competition
/ exhibition
Pony club activities – additional to that
already held at Rockhampton. (Note:
facilities limit ability to hold 3 day events
or similar)
Beef Show
Agricultural industry show(s) – special
interest groups
Australian Defence Force – biennial
training campaign
Annual
One-Of
Likely
Facilities Lead
(Years)
(days)
(%)
1-2
each
1-5
each
10%20%
100%
3
2-3
Exhibition
Concert
1-2
1-5
100%
100%
2-3
3-5
Exhibition
Exhibition
Exhibition
Exhibition
Exhibition
Competition
/ exhibition
Competition
/ exhibition
1-3
1-2
1-3
2-3
2-5
2-5
100%
100%
100%
100%
100%
100%
3-5
3-5
2-4
2-5
3-5+
2-5
2-5
100%
2-5
Exhibition
Exhibition
2-3
1-5
3-5
2-5
Concert
related
1
100%
20%100%
10%100%
2-5
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Detailed strategies which can enable the Rockhampton
Showgrounds sector to stage a large number of international,
national, state regional and local exhibitions.
Detailed suggestions to expand the range of horse and cattle
related activities held at the Rockhampton Showgrounds.
OVERALL STRATEGY
Background & Overview
The MICE market is currently experiencing a strong globalisation trend with large
exhibition companies moving into the Australian market. To date, they have
restricted most of their activities to larger convention and entertainment
complexes within capital city locations. However, their business is expanding
further a field.
It has been previously commented in this Report that one of the key strategic
issues identified thus far relates to competition. Major venues today are all
competing for the same business, and most of them have dedicated personnel
whom are marketing their venues around the world. Their customers are
organisers for the approximately 2,000 major events held each year throughout
the world of which only 5% are likely to change.
Therefore Central Queensland Events Centre needs to utilise its identified
competitive advantages in order to attract such events to its venue. It will
concurrently need to respond to the needs of large, international organisers
whom are demanding great flexibility in terms of facility design.
On the other hand, it must also be recognised that the best events are the ones
created, developed, owned and held locally (the Beef Expo itself is one such
example). It is therefore reasonable that this should be a key focus of the
Marketing Plan. This in turn demonstrates a need to have a focus at all levels from
local community to international. This is a considerable marketing challenge.
Further, with budget restrictions as outlined in the Introduction to this Report, the
venue redevelopment as currently proposed has limited or nil capability for
supporting events requiring a quality large indoor flat floor area (precluding most
major exhibitions and similar events), the hosting of major national or international
sporting fixtures, or the hosting of large outdoor concerts.
The Strategy
The Project’s overall marketing strategy should be one based on the
development of a consistent image of a venue capable of supporting quality
events at value prices, especially where the event potentially seeks to connect
city-country-coastal people or alternatively where the event reinforces the well
branded “Beef Capital” image. This will in turn assist in moving towards realising
the Project vision which is: “A regionally-based exhibition and convention
complex: the multifunctional centre for housing quality, local, regional, national
and international events, connecting city, coastal and country”.
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Special note by Consultant: with recent changes made to the nature and scope
of the Project as per the Final Revised Master Plan, the vision statement is
certainly a longer term view of the possibilities. It will be difficult to realise under
the scenario existing for current development proposals.
Assumptions in Developing the Strategy
Assumptions made in the development of the marketing strategy include:
•
Primarily, that the Project operates within Budget constraints being imposed
by the Project’s proponents and government, in turn limiting the nature and
scope of events able to be held on site
•
That the Project’s vision remains valid (“A regionally-based exhibition and
convention complex: the multifunctional centre for housing quality, local,
regional, national and international events, connecting city, coastal and
country”).
•
That the Project will continue to receive strong community support,
including the support from potential market targets of Defence Force, TAFE,
University and Industry.
•
That the venue at Rockhampton will maintain its competitive advantages
(being able to offer something unique)
•
That the Project is professionally marketed, building upon it’s strong
branding as Australia’s Beef Capital
MARKETING STRATEGIES & INITIATIVES, INCLUDING SELLING &
PROMOTIONAL ACTIVITIES
The Project’s scope will be insufficient to transform itself from a “price takers to a
price maker”. This is because, with the possible exception of beef / livestock
related activities, there will be insufficient differential between the venue at
Rockhampton, and other venues available elsewhere,
However, a number of strategies (below) have been developed to overcome
such limitations. They have been separated into the traditional 5 “P’s” of
marketing (product, place, price, promotion and people), and are linked to the
relevant issue at hand.
Special Note: The “customers” of the Central Queensland Events Centre are
primarily event organisers and other relevant organisations, and not usually the
end user. It is therefore not generally appropriate to use mass media advertising
mediums for promotional purposes, e.g. Newspapers, Cinema, Television (Free –
to – Air), Television (Pay Channel), Commercial Radio.
Strategic elements are detailed as follows:
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Issue
1
2
Strategy
PRODUCT
Globalisation trend of the MICE
market with large exhibition
companies moving into the Australian
market
• Lack of provision of a suitable
accredited conference venue
Issue
3
4
•
Budget constraints being imposed
which limit the nature and scope
of events able to be held on site
• Responding to the needs of large,
international organisers whom are
demanding great flexibility in terms
of facility design
• Increased ability to meet local
sporting requirements / multi-code
sporting oval
• Quality multi-purpose flat floor area
capable of hosting 1,500 persons +
not currently in Revised Master Plan
• Provide for better pedestrian flow
PLACE
The need to provide strong support for
the Beef Expo
5
Rockhampton’s domicile
6
•
•
PRICE
Price focus by event organisers
The need to capitalise on the
spending multipliers by event
attendees, not immediately
apparent in Project cash flows
Issue
Timeframe
Develop locally-owned and
created events (as outlined
elsewhere in this Report)
• Proposed redevelopment of
the Walter Pierce pavilion
will in part provide some
support, however refer next
point below
Strategy
Timeframe
• Continuation of lobbying for
government support to
increase funding levels likely
to support desirable
infrastructure
• Concept redesign ensuring
facilities are as multipurpose and flexible as
possible, moving towards
the alternate product
concept as quickly as
possible (subject to above)
•
Ensure Beef Expo
representation on the
Board of management
• Ensure facility development
and design gives high
priority / consideration to
the needs of the Beef Expo
wherever possible
Conduct targeted market
research into those markets
where prospects for success
seem most likely
Develop value-pricing
packages that encourage
spending by event attendees
over extended periods
Strategy
Timeframe
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7
The need to ensure maximum revenue
capture by the Central Queensland
Events Centre
8
•
•
9
•
•
•
Ensure industry is well aware of
the venue and its capabilities.
Capture of international business
Despite adopting overall concept
of “user-pays”, there is a need to
provide cross-subsidisation to allow
the hosting of certain community
events at nominal or nil cost
Provide suitable venue / support
for related businesses to establish
their headquarters on site
Ensure the venue provides regular
cash flow to limit income
irregularities
Issue
•
Management agreements
to be struck with adjoining
organisations (e.g. Brothers
leagues Club,
Rockhampton State High
School)
• Adopt “user pays” principle
in general for the venue
• Avoid discounting major
event pricing @ $12,300 per
day for 100% facility
utilisation, and value-add
where possible
• Develop merchandising
lines39 in time for re-opening
of the redeveloped facility
significant opportunity but
within budget constraints
Subscription / membership of
peak industry organisations
including convention bureaux
and marketing authorities
Ensure design incorporates
suitable / adequate space for
leasing commercial and retail
space on a long term basis
(1,500 sq.m. as provided for
under the Revised Master Plan)
Strategy
PROMOTION
10 Customer awareness of the venue
and its capabilities
•
Timeframe
Develop quality marketing
material (in particular,
39 Merchandising Lines include, for example, caps, T-shirts, postcards, drink holders, key rings, etc.
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11 Expectation by customers and event
organisers that the Central
Queensland Events Centre is
locatable on the internet
12 Industry awareness
13 The need to support local businesses
14 •
•
Local community awareness of
the venue and events being
hosted to ensure maximum
attendance levels are achieved
(also assists marketing to event
organisers)
Visitor awareness of the venue
and events hosted
Issue
PEOPLE
15 The need for professional
management
brochures for the venue’s
event capabilities, and
commercial rental space)
• Develop self-extracting
multimedia CD Computer
Disk for distribution to
customers / potential
customers40
• Distribute event organiser’s
marketing material to all
local and regional Art
Galleries, Museums & Other
Public facilities utilising
Council resources
Develop outstanding web-site
presence
Ensure Project is listed on the
MIDAS (Meetings and Incentive
and Business Travel and
Meeting Exhibition) database
Become involved in local
promotions as opportunities
arise, subject to budget
availability
• Ensure any concept
redesign incorporates
strong visual focal points /
icons
• Establish large sized Bill
boarding at key locations
throughout the Shire,
especially enroute to airport
and along Bruce Highway.
• Issue of media statements
at regular intervals by
Council particularly during
new redevelopment stage
Strategy
Timeframe
Employment / contracted
engagement of an
experienced person with
relevant qualifications for the
40 A low cost initial alternative could incorporate the use of static material in a browser capable format.
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16 Competition from alternate major
venues.
17 •
•
Staff motivation
The need to achieve forecast
income levels to sustain project
viability
Queensland Events Centre
CEO
Employment / contracted
engagement of a dedicated
Marketing Manager
Provide meaningful incentives
to CQEC management for
securing of profitable contracts
MEMBERSHIP OF RELEVANT ORGANISATIONS
Membership of relevant organisations is considered to be a key marketing
strategy since awareness of the venue and its capabilities is fundamental to the
referral of new business.
Use of Marketing “Authorities”
Management will need to develop a close relationship with local / regional
marketing authorities to ensure that a co-ordinated response is given to business
referrals. These organisations will include:
1.
2.
3.
4.
Capricorn Tourism (Rockhampton)
Rockhampton Venues +Events
Rockhampton & District Promotion & Development Association Inc.
As an alternative, with the major redevelopment of the Showgrounds and
Gracemere complexes (and associated facilities), there may be a need for
Council to consider the creation of an-all embracing marketing authority for the
region.
A good example of where this may have been used successfully is Brisbane
Marketing which claims to act as the integrated marketing authority for Brisbane,
encompassing the Brisbane Convention & Visitors Bureau Pty Ltd which handles
tourism, festivals and events, and retail. It was formed in October 2000 through
the merger of three of the city's primary marketing organisations: Brisbane
Tourism, Queen Street Mall and The Valley Malls.
International Association of Convention and Visitors Bureaux (IACVB) /
Australian Association of Convention Bureaus (AACB)
The International Association of Convention and Visitors Bureaux (IACVB) is the
world’s largest association of convention and visitor bureaus, serving more than
1,200 members in approximately 500 destination management organizations in
30 countries41.
IACVB promotes professional practices in the solicitation and servicing of
meetings, conventions and tourism, as well as educational resources and
41 Source: http://www.iacvb.org/
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networking opportunities to its members, and information on the CVB industry to
the public.
IACVB is sometimes criticised for being North American focussed and not truly
international, however the organisation appears to be expanding particularly in
Europe and Asia
The official provider of information on attractions, facilities and services in a
destination is the CVB (Convention and visitor bureaus) - known as conference
and/or tourism boards in many countries - are primarily not-for-profit organizations
that represent a specific destination such as a city or region. CVBs serve as the
“official” contact point for their destination for meeting professionals, tour
operators and individual visitors.
CVBs, have been recognized by their respective city or county governments as
the official community agency to promote their destination by providing
accurate, unbiased information to visitors. More than 450 CVBs worldwide are
members of the IACVB and ascribe to the standards and ethics of this world
organization. There are more than 900 CVBs around the world working in and for
their respective communities
According to the Australian Association of Convention Bureaus (AACB), there are
four Australian listings for the IACVB (Brisbane Visitors & Convention Bureau;
Melbourne Victoria Melbourne Convention & Visitors Bureau; Perth Convention
Bureau, and the Sydney Convention & Visitors Bureau.
AACB through Team Australia develop strategies designed to promote all
bureaux members (Team Australia is an agreement between the ATC (Australian
Tourist Commission) and the country’s main convention bureaux to develop new
international business markets for the future).
Therefore, membership of the AACB would seem to be an imperative for the
Central Queensland Events Centre in order that business development
opportunities are captured wherever possible, especially with regards the
international market.
Tourism and Convention Bureaux in Australia include:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
Adelaide Convention & Tourism Authority
Brisbane Tourism
Canberra Convention Bureau
Cairns and Region Convention Bureau
Conventions and Incentives New Zealand
Gold Coast Tourist Bureau
Melbourne Convention & Marketing Bureau
Northern Territory Convention Bureau
Perth Convention Bureau
Queensland Tourism & Travel Corporation
Sydney Convention & Visitors Bureau
Sunshine Coast Convention Bureau
Tourism NSW
Tourism Victoria
Townsville Convention Bureau
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AIME
AIME 2002 will be held at the Melbourne Exhibition Centre on 19th & 20th
February 2002 (around the time of the publication of this Report). AIME is
renowned as a showcase of the very best of Australia and the Asia Pacific under
the one roof, including accommodation, conference and exhibition venues,
incentive travel deals and other products associated with the MICE industry.
Australasian SpecialEvents42
Australasian SpecialEvents provide a forum for event industry conferences and
expos. They split events into two main areas, viz:
1.
Conferences and Expos directly related to the Business Events industry (the
Associations and Industry Calendar)
2.
Go-Events – a forum for other Conferences and Expos not related to the
Business Events industry. go-events.com is a comprehensive Internet based
resource for business event listing and on-line registrations. Content is
entered over the Internet by event organisers around the world, and is then
syndicated to Channel Partners. The site features a search engine whereby
one can search for business events in Australia only, or worldwide. It is also
possible to list an event at no charge.
The Australasian SpecialEvents web site also contains an Festivals and Events
Calender which contains a listing of major Public Festivals and Events. Most of
these events have their own websites so details of those events can be found by
following the link to their website.
Event Industry Associations
•
ISES Australia (The International Special Events Society represents the
interests of event producers, managers and suppliers working primarily in
the corporate sector.)
•
MIAA (The Meetings Industry Association of Australia covers the conference
industry. Associated with many conferences are special events such as
opening and closing ceremonies and gala dinners.)
42 Information on Australian Special Events is located at
http://www.specialevents.com.au/pages/index.html .
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Other Industry Associations
AALARA
AFTA
AIA
AIM
AIPP
ASIAL
ATE
ATEC
ATIA
ATIC
ATS
BKSTS
BTR
EEAA
IAAPA
IFEA
ILDA
ITB
ITOA
IT&ME
MEAA
MIAA
NSAA
PATA
R&CA
SUVA
VECCI
VMA
WTO
The Australian Amusement, Leisure and Recreation Association
Australian Federation of Travel Agents
Australian Incentive Association
Australian Institute of Management
Australian Institute of Professional Photography
Australian Security Industry Association Limited
Australian Tourism Exchange
Australian Tourism Export Council
Australian Tourism Industry Association
Australian Tourism Information Centre
Australian Technology Showcase
The Moving Film Society
Bureau of Tourism Research
Exhibitions & Events Association of Australia
International Association of Amusement Parks & Attractions
International Festivals & Events Association
International Laser Display Association
Internationale Tourismus Boerse
Inbound Tourism Organisation of Australia
Incentive Travel and Meeting Executive Show
Media, Entertainment & Arts Alliance
Meetings Industry Association of Australia
National Speakers Association of Australia
Pacific Asia Travel Association
Restaurant & Catering Association
Sydney's Unique Venues Association
Victorian Employers Chamber of Commerce and Industry
Venue Management Association
World Tourism Organisation
PROMOTING THE UNIQUENESS OF ROCKHAMPTON
Promoting the uniqueness of Rockhampton (i.e. its competitive advantage) is
fundamental to attracting new business. This uniqueness has been identified as
follows (in priority order):
1.
The Beef Capital : keep pushing the branding
•
Development of Opportunities:
•
Beef Expo
•
Breed Societies
•
Talent development
2.
Entrance to the “Real Australia”
3.
Australia/ Queensland’s regional hub
•
Geographically
•
The Arts
•
Sports
•
Rodeo & Camp drafting
4.
“The Land of Many Hats”
•
Mining, Arts, Sports
•
City, Rural / Country, Coastal
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All promotional activity, including the development of marketing material, web
sites, and bill boarding, should make at least some reference to, or capitalise on
these factors, which are graphically illustrated below:
Travelling times (hrs)
Transport Mode
7 Plane
7 Vehicle
2
7
2
7
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43
LOGO / TRADE MARK REGISTRATION
Trade marks distinguish goods or services of a
trader from those of other traders. They can
be in the form of a word, picture or symbol, or
a combination of these.
In the case of the Central Queensland
Exhibition Centre, a distinguishing trademark
symbol will serve to differentiate the venue
and its “products” – it should create a
favourable image. An example of how this
might work (when the Project was known
simply as the International Exhibition
Complex, Rockhampton) is shown right,
where the trademark or logo was integrated
with the existing logo for the Rockhampton
City Council
Registration of trade marks is obviously not compulsory, but has several benefits.
These benefits include:
•
Protection of investments made in the venue and its promotion
•
Legal rights to exclusively control and use the trade mark for the services for
which it was registered
•
Ownership rights additional to common law rights
•
Protection of trade mark from misleading use in the market place
•
Australia wide registration, which can be useful when seeking registration
overseas.
Only distinctive marks, or marks that are capable of becoming distinctive, can be
registered. These could include; names represented in a distinctive manner, an
invented word, or a distinctive mark.
Trade mark registration differs from business name registration. A business name is
a name, style, title or designation under which a business is conducted, whereas
a trade mark is used to identify and distinguish goods or services of a business or
trader.
An application for a trade mark must therefore be made with the Trade Marks
Office. As soon as possible (it is usually several months before the application is
processed). Further, applications are examined to determine whether they meet
the requirements of the Trade Marks Act.
43 Primary source for this information is: AIPO Trademark Leaflets 1, 2, 3 & 4, Printed by AIPO Print Room,
March 1995.
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Ways in which the Rockhampton Showgrounds sector may be
managed.
ORGANISATIONAL CONCEPT
Selection of Organisational Type
The base transaction to commence the business of the Central Queensland
Events Centre is the acquisition of the Rockhampton Showgrounds site by the
Rockhampton City Council from the Rockhampton Agricultural Society Inc. (a
copy of the proposal is attached to this Report).
At this point Council becomes responsible for management of the venue, and will
be able to commence capital redevelopment and receive income from the
rental of its facilities. It is also responsible for any outgoings associated with the
foregoing.
In carrying out the business as described above, in the context of selection of the
organisation type, there are several potential options available including:
1.
Operating the business as a division of Rockhampton City Council
2.
Operating the business as a Commercialised Business Unit of Rockhampton
City Council under enterprise provisions of the Local Government Act
3.
Operating the business as a fully Corporatised Business or LGOC (Local
Government Owned Corporation), known as a corporatised corporation44,
under enterprise provisions of the Local Government Act. The only
shareholder would be the Rockhampton City Council.
The selection of (3) above as a preferred option ensures that the organisation
operates efficiently and autonomously, without restrictions typically applying to
local government organisations, e.g. the way in which staff are remunerated. The
commercial success, efficiency and effectiveness of a corporatised corporation
are likely to result in the achievement of challenging financial and non-financial
performance targets. In general terms, the enterprise provisions applying ensure
that the organisation is competitive but without market distortion.
At the same time, ultimate authority and control still vests in the Shareholder (i.e.
Rockhampton City Council), yet it remains quite separate from the Council and is
subject to direction of a Board of management where half of the Directors can
be Councillors or Council staff. Council is able to closely and strategically monitor
the business and activities of the enterprise.
44 Under S592 of the Local Government Act a “corporatised corporation” means an LGOC or a subsidiary
of an LGOC. “LGOC” (or “local government owned corporation”) means a significant business entity
declared to be a local government’s LGOC by resolution of the local government that has taken effect.
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The Enterprise Provisions in the Local Government Act45
S 543 of the Local Government Act provides for ways to facilitate the
implementation of the National Competition Policy Inter-Governmental
Agreements to the extent that the agreements are intended to be applied to
significant business activities46 of local governments.
The provisions can allow either
1)
commercialisation of a business activity (S571), or
2)
under S584, corporatisation of a significant business activity of a local
government. This includes – as proposed for the Central Queensland Events
Centre - the establishment of a “significant business entity” as separate
legal entity known as a Local Government Owned Corporation (LGOC).
S631 states that the LGOC:
•
is not a corporation registered under the Corporations Act. Under
S635 the Corporations Act does not apply to corporatised
corporations.
•
must have a board of directors and have a share capital and issued
shares.
S588 provides that key objectives of a corporatised corporation47 are to be
commercially successful in the carrying on of its activities and efficient and
effective in the provision of goods and delivery of its services, including services
provided as community service obligations. The commercial success, efficiency
and effectiveness of a corporatised corporation are to be measured against its
financial and non-financial performance targets.
Whilst a corporatised corporation does not form part of a local government (in this
instance the Central Queensland Events Centre would be run as a separate legal
entity), under S589 local governments are allowed to provide strategic direction
to the corporatised corporations48 by setting financial and non-financial
performance targets and community service obligations.
The costings of, funding for, or other arrangements to make adjustments relating
to, the corporation’s community service obligations are to be stated in its
statement of corporate intent (S678) which also outlines:
•
the nature and extent of the community service obligations of the
corporation
45 The Enterprise provisions are contained within the Local Government Act (1993) as amended, CHAPTER
8—NATIONAL COMPETITION REFORM OF SIGNIFICANT BUSINESS ACTIVITIES, and CHAPTER 9—CONDUCT
OF COMPETITIVE BUSINESS ACTIVITIES
46 “business activity”, of a local government, is defined in the Act as an activity of the local government
trading in goods and services to clients, including, for example, providing cleansing services, water and
sewerage services, off-street parking and cultural, sporting and recreational facilities, but does not
include the construction or maintenance of roads or State-controlled roads or library services.
47 The Act defines “Corporatisation” as a reform process for certain significant business activities of local
governments that changes the conditions and the structure under which the business activities are
carried on so they are acquired and carried on by separate legal entities (corporatised corporations)
and, as far as practicable, on a commercial basis and in a competitive environment. It also provides for
local government ownership (whether directly or through ownership of an LGOC) of the corporatised
corporations operating the business activities
48 However, subject to certain provisions. under S681 a Corporatised corporation and board not generally
subject to local government direction.
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•
the ways in which, and the extent to which, the corporation is to be
compensated by the shareholder for the community service obligations.
S590 outlines the “key principles of corporatisation” which are summarised thus:
1.
Clarity of objectives. Each corporatised corporation will have clear, nonconflicting objectives with specific financial and non-financial
performance targets for its commercial activities. Local governmental
policy formulation or regulatory functions are kept separate. Community
service obligations will be transparent, separately costed, with the
corporatised corporation “appropriately compensated” for its community
service obligations (performance targets will be set)
2.
Management autonomy and authority. The corporatised corporation will
have a board of directors appointed on merit. Their primary function is to
ensure that the corporation meets its performance targets, and will be
given the autonomy and authority to make commercial decisions within
defined areas of responsibility. The Council’s power to make decisions on
the operation of the business will be replaced with procedures for strategic
monitoring, however local government reserve powers must be exercised in
an open way.
3.
Strict accountability for performance. The board of the corporatised
corporation will be accountable (based on its statement of corporate
intent) to the shareholder for the corporation’s performance. Performance
will be monitored by the shareholder against performance targets –this in
part compensates for the absence of the wide range of monitoring to
which listed corporations are subject to (e.g. regulations related to the
share market and various Commonwealth agencies)
4.
Competitive neutrality. The essence of this principle are that the efficiency
of overall resource use is promoted by ensuring markets are not
“unnecessarily distorted”, and to ensure, wherever possible, the removal of
advantages and disadvantages accruing to the corporatised corporation
as a result of local government ownership. Full cost pricing usually applies49.
The business is established on the publication in the gazette of notice upon the
making of the resolution by Council.
The operation of the business under corporatisation differs in some ways to
corporations operating in the private sector, however such provisions and restricts
are in the main designed to ensure that the above principles can be maintained.
These include:
•
On establishment, the business entity is a body corporate, and may sue
and be sued in its own corporate name.
•
Council can decide which assets and liabilities can be transferred to the
business entity. Whilst S617 provides some restrictions concerning this
aspect, there is a good deal of flexibility in the Act allowing local
government to make decisions along similar lines compared to that
applying to private organisations. S714 contains reserve powers of the
shareholder to direct that an asset not be disposed of (the direction must
49 The business will be subject to “full cost pricing” where prices are charged for goods and services
taking into account the full cost of providing the goods or services. Full cost pricing also includes
compliance with Commonwealth, State and local government requirements that apply only if the
activity were carried on by a private sector business, including, for example, requirements relating to the
protection of the environment and planning and approval processes.
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be by resolution of the local government). Further, S715 provides that the
LGOC’s may dispose of any of its main undertakings only with the prior
approval, by resolution, of the LGOC’s local government.
•
A councillor or employee of the local government who is also a director of
the local government’s significant business entity is entitled as a director to
remuneration and allowances payable to a director of the significant
business entity50.
•
Councillors are prohibited from being employees of the business entity.
•
Under S 707 a corporatised corporation is not liable to pay State taxes in
relation to “any matter, instrument, transaction or thing greater than the
State taxes that it would have been liable to pay in relation to the matter,
instrument, transaction or thing if the corporation were a local
government”. This includes reference to tax imposed under an Act of
another State.
•
A local government is liable for the debts and other liabilities of its
corporatised corporations (S709)51.
•
The Payment of dividends to the Shareholder is allowed under S711. Within
4 months after the end of the financial year, the board must recommend to
the shareholder that the corporation pay a stated dividend, or not pay a
dividend, for the financial year. The board must consult with the
shareholder before making the recommendation. The corporation’s
dividend for a financial year must not exceed its profits, after provision for
any income tax, and any unrealised capital gains from upwards
revaluation of non-current assets. The dividend must be paid within 6
months after the end of the financial year or any further period that the
shareholder allows.
Composition of the Board
The composition of the Board of Directors is well defined in S618. Whilst a
councillor or local government employee may be a director of the local
government’s significant business entity:
•
Directors who are councillors or local government employee must not, at
any time, be more than one-half of all directors
•
At least one-third of directors must not be councillors or employees of local
government or employees of the significant business entity. Conversely, at
least one-half of the directors must not be councillors or employees of the
local government or employees of the entity (S620).
•
An appointment of a councillor or local government employee as director
is made on the terms the local government decides
•
In taking part in meetings of the board, a director who is a councillor or
local government employee must act in the best interests of the significant
business entity
50 S619 provides for Remuneration and allowances to directors. If the local government decides its
councillors or employees are not entitled to directors’ remuneration and allowances, those
remunerations and allowances must be paid by the significant business entity to the local government.
51 This is subject to the extent that the liability is expressly and lawfully undertaken on behalf of the local
government
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A director of a corporatised corporation is to be appointed by its
shareholder for a term of not more than 5 years (S744).
Functions of the Board
The role of a corporatised corporation’s board is defined under S645 of the Local
Government Act. This may be summarised as:
1.
Responsibility for the corporation’s commercial policy and management
2.
Ensuring, as far as possible, the corporation achieves, and acts in
accordance with, its statement of corporate intent / corporatisation
charter
3.
Accounting to the corporation’s shareholder for its performance as
required by this part and other laws applying to the corporation ensuring
the corporation otherwise performs its functions in a proper, effective and
efficient way.
Duties, Responsibilities & Liabilities of the Board
The Local Government Act, in Subdivision 17, deals extensively with the duties
and liabilities of directors and other officers. Key points to note here are:
1.
There must be full disclose by a Director concerning a direct or indirect
interest in a matter being considered, or about to be considered, by the
board with a record held in the minutes
2.
Directors must act honestly in the exercise of powers, and discharge of
function (S690).
3.
The Director must exercise the degree of care and diligence that a
reasonable person in a like position for a business operating under the
Corporation law
4.
A Director must not make improper use of information acquired as an
officer of the corporatised corporation or otherwise gain, directly or
indirectly, an advantage for himself or herself or for another person
5.
A Director must not cause detriment to the corporation.
6.
Under S694 the Director also has a duty to prevent insolvent trading – the
corporation must be able to pay all its debts as and when they become
due. Under S699 the Board must also give written notice of suspected
insolvency to the corporation’s shareholder and the auditor-general. If the
shareholder is satisfied that the board’s suspicion is well-founded, the
shareholder must immediately give the board such written directions that
the shareholder considers necessary or desirable.
7.
The Director must not provide a document, make a statement or omit from
a statement concerning the affairs of the corporation to another officer or
the corporation’s shareholder that is known to be false or misleading in a
material particular (S698).
Most of the above points carry severe penalties for contravention, including fines,
imprisonment, and registration of a criminal record. Further, monetary
compensation equal to the loss or damage may be recovered from the person
whether or not the person has been convicted of an offence in relation to the
contravention.
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In so far as indemnification is concerned, under S692 a corporatised corporation
must not indemnify a person who is or has been an officer of the corporation
against a liability incurred as an officer, or exempt such a person from a liability
incurred as an officer. However, the corporation may indemnify a person against
a civil liability (other than a liability to the corporation or a subsidiary of the
corporation) unless the liability arises out of conduct involving a lack of good
faith. The indemnity can only proceed with the prior approval of its shareholder.
Function of the Central Queensland Events Centre CEO
Under the Local Government Act, a Corporatised corporations is to have chief
executive officer (S650). The duties of chief executive officer is, under its board, to
manage the corporation. Anything done in the name of, or for, a corporatised
corporation by its chief executive officer is taken to have been done by the
corporation (S652)
ORGANISATIONAL STRUCTURE
The organisation concept has been predicated on the basis of a “three tiered”
structure, viz:
1.
Venue management (This resides with council, and is the primary function
of the organisation Central Queensland Events Centre)
2.
Convention management (This is the responsibility of exhibition companies /
event organisers. It is generally outside the scope of the Central
Queensland Events Centre, although not exclusively especially where
Council may desire to assist the development of new, locally generated
events)
3.
Marketing (Marketing of the venue – not the event – is the function of the
Central Queensland Events Centre. Ideally, dedicated staff would perform
this function)
Major assumption used in the development of the model are:
•
All major convention / exhibition centres have their own dedicated “reps
on the road”. Ideally, this would apply in the case of the Central
Queensland Events Centre, however with the recent announcements
concerning funding it is difficult to substantiate the cost of providing
additional personnel specifically for this purpose.
•
Major events are planned two years out or more. Event marketing and
management is a very specialised field requiring the employment of
entrepreneurs whom anticipate high rewards for high risks involved
•
The business will be operated as a fully Corporatised Business or LGOC
(Local Government Owned Corporation) of Rockhampton City Council
•
The Venue exists on the basis of a Profit-making venture, tempered with a
need to fulfil community expectations and obligations. Overall control of
the venue should reside with a Board of management as follows:
The Board should be skills based (as against representative based)
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The Board should be relatively small – ideally, no more than 6 – 8
members
The Board could respond to a Users Reference Group comprising
major stakeholders
The Board is subject to operation under policy and guidelines
established under the enterprise powers contained in the Local
Government Act (corporatisation provisions)., described in the
previous section. Of particular relevance is the Board composition
which:
o
Will ensure that the corporation meets its performance targets
o
Will be given the autonomy and authority by Council to make
commercial decisions within defined areas of responsibility
o
Will be made up of Directors who are councillors or local
government employees, accounting for no more than one-half
of all directors
o
Will ensure that at least one-third of directors are not councillors
or employees of local government or employees.
The Council’s responsibilities are essentially restricted to:
o
providing strategic direction
o
approving composition of the Board
o
approving budgets
o
strategic monitoring
o
approving any decisions relating to the disposal or acquisition
of assets
o
determining ways in which, and the extent to which, the
corporation is to be compensated for its community service
obligations.
The Board of management consists of 50% Council representatives, and 50%
business people as follows:
•
2 x Councillors (representing the shareholders interests)
•
3 x Stakeholders (Beef Expo, Show Society, and the Mayor representing
Council as a stakeholder)
•
1 x external (senior business person, providing a balanced skills base as
required)
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ORGANISATIONAL CHART
CENTRAL
CENTRAL QUEENSLAND
QUEENSLAND EVENTS
EVENTS CENTRE
CENTRE
INTERNATIONAL
INTERNATIONAL EXHIBITION
EXHIBITIONCOMPLEX
COMPLEX(ROCKHAMPTON)
(ROCKHAMPTON) PTY
PTYLTD
LTD
A FULLY CORPORATISED BUSINESS / L.G.O.C. OF ROCKHAMPTON CITY COUNCIL
BOARD OF MANAGEMENT
2 x Councillors
3 x Stakeholders (Beef Expo, Show Society,
Mayor)
1 x external (senior business person)
CHIEF EXECUTIVE OFFICER
Focus: Marketing / Contract Management
Administration Assistant
Secretary
Contract Management
Administration
VENUE MAINTENANCE
NEW BUILDING &
CONSTRUCTION
PROGRAM
Technical Consultants
CONVENTIONS &
EXHIBITION
MANAGEMENT
MAJOR EVENT
MARKETING
(Local, Regional, Inter / Intra State)
International, e.g. Beef Expo)
OPTIONAL
Technical Consultant(s)
Contractor #1
BUILDINGS &
INFRASTRUCTURE
PARKS &
GARDENS
RCC or
Program
Maintenance
RCC or
Program
Maintenance
Contractor #1
Contractor #2
Manager, Marketing
e.g. Beef 2003 Contractor
e.g. Emu Management
(employed via incentive
contract)
Contractor #3
Contractor #2
e.g. Rockhampton Agricultural
Society Inc.
e.g. Other
Contractor #2
Contractor #3
etc.
STAFFING LEVELS
Staffing Levels are planned to be restricted to a total of three personnel:
1.
Chief Executive Officer (reports to the Board)
2.
Administration Assistant (reports to the CEO)
3.
Secretary (reports to the CEO)
An option exists to appoint a fourth person to Manager, Marketing, however as
noted above, recent announcements concerning funding makes it difficult to
substantiate the cost of providing additional personnel specifically for this
purpose.
The Local Government Act enterprise powers provides for employment terms and
superannuation for LGOC’s as follows:
•
S718 provides that the terms of employment of the employees of a
corporatised corporation are as determined by the corporation, subject to
any relevant award or industrial agreement.
•
Employees of a corporatised corporation are not employees of its local
government.
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S720 provides for employee Superannuation schemes, i.e. a corporatised
corporation may establish or amend superannuation schemes, or join in
establishing or amending superannuation schemes, or take part in
superannuation schemes52. This may easily facilitate the transferability of
superannuation by a newly appointed employee of the Central
Queensland Events Centre who may be formerly an employee of Council,
and visa versa.
GENERAL COMMENTS
Position Job Descriptions
In view of the newly created entity that has a somewhat different charter
compared to the existing owners (Rockhampton Agricultural Society), together
with the possibility of expected strong growth of the business and the changes
this will bring about, the matter of job definition will require urgent attention.
Resolution of this can be largely achieved through the development of written
Job Descriptions, defining the nature, scope and job function, along with
relevant authority levels. It is emphasised that a key factor in bringing about an
efficiently managed organisation will be the clear definition of job functions and
reporting lines. This becomes of even greater significance as employee numbers
increase.
Accordingly, job descriptions will be developed for all existing and proposed
positions, providing - in a written form - clear delineation of job duties /
responsibilities and reporting lines. Ideally, this should be completed in
conjunction with each employee.
The major features of worthwhile and meaningful job descriptions are:
•
Results and duties are both stated (the result expected and the duties
needed to accomplish the result)
•
Accomplishment is emphasised over "doing" (employees need to first know
where they are going - only then can it be explained "how you get there")
•
The focus is on results (including how the job fits into the overall scheme of
the organisation, and how the job fits into the organisations' mission)
•
Clear writing style, with job descriptions simple and easy to understand.
•
Job Descriptions must be changed when job requirements change.
•
Linkage should be established where possible with QA Procedures
documentation.
The following outlines the major functions of each employee:
52 However, the corporation may not establish or take part in a superannuation scheme that does not
meet the requirements of the Superannuation Industry (Supervision) Act 1993 (Cwlth).
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Position
Chief Executive Officer
Secretary
Manager, Marketing
(Optional)
Job Function
Implements Board policy / prepares briefs
Marketing – a major focus
Negotiations with event organisers
Oversight – construction and venue
development
Oversight – Venue Maintenance
Staff management and motivation
Contract management
Administration re construction and venue
maintenance
Office management and secretarial duties
Entertainment of visitors
General office administration
Major event marketing
Primary liaison point for major event organisers
(including Beef Expo)
Salaries & Remuneration
The following salary levels have been provided in the budget forecasts
appended to this report:
Position
Board of Management
Director
Secretary
Manager, Marketing
Annual
Salary
No. people
Total Annual
Salary
6 – 8 max.
1
1
1
0
$19,200
$60,000
$40,000
$32,000
$0
11
$151,200
2,400
60,000
40,000
32,000
50,000
Totals
Employed
from
14-Mar-2002
11-Apr-2002
21-May-2002
21-May-2002
27-Mar-2003
The above salary levels are additional to Marketing Incentives for management
equivalent to 1.00% of Gross Turnover for EVENT revenue, commencing 11-Apr2002
Other assumptions used in forecasting include:
Superannuation
Workers Compensation
Employment Recruitment
Conferences/Seminars
Professional Development
12.00%
2.50%
$1,500
0.75%
1.25%
of Gross Salaries & Wages costs
one off fee at start of Project
Use of Contract Labour and Enterprise Bargaining
The Central Queensland Events Centre, due to flexibility provided by the
enterprise powers under the Local Government Act, is able to utilise enterprise
bargaining; from its point of view, in an effort to improve productivity (it may also
have the potential to increase capacity utilisation of the venue.).
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Alternative ways in which the Rockhampton Showgrounds sector
may operate and be maintained.
OPERATIONS & MAINTENANCE FUNCTIONS
In this context, operations and maintenance functions may be split into two main
areas, viz:
1.
Buildings and Infrastructure
2.
Parks & Gardens
The business operations of the Central Queensland Events Centre has been dealt
with in earlier sections of this Report.
LOCAL GOVERNMENT PROVISIONS
Under Section 624 of the Local Government Act, assistance to a significant
business entity that is a commercialised business unit may arrange with the chief
executive officer of the local government for the services of employees of the
local government to be made available to it.
This does not apply to corportatised organisation like the proposed Queensland
Events Centre whom must, unless they are willing to directly employ persons to
undertake such activities as operations and maintenance, contract out such
services.
Clearly, the Rockhampton City Council, who are, after all, the owners of the site,
will be in a good position to tender for venue maintenance functions that may
be contracted out by the Central Queensland Events Centre. Obviously such
contracts may need to be tendered under competition and related provisions of
the Act.
BUDGET PROVISIONS FOR MAINTENANCE
Assumptions
Assumptions used in the forecast base model are summarised thus:
Catering
Cleaning
Gate Keeping
Hire of Plant and Equipment
Security
Repairs and Maintenance
1.20% of Gross Turnover for EVENTS
0.30% of Capital Value (Fixed Assets) excludes specific events charged back
0.25% of Gross Turnover for EVENTS (nominal)
0.10% of Capital Value (Fixed Assets) - amount
is exclusive of event security
0.35% of Capital Value (Fixed Assets)
The existing historical records of the Rockhampton Agricultural Society Inc. has
been used as a basis to forecast requirements, taking into account planed
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expansion of facilities and maintenance requirements for refurbished / newly
constructed buildings.
Provisions
Upon completion of Stages 1 and 2, budget provision of approximately $80,000
per annum has been provided, accounting for approx. $398,300 over the 6 years
2001/02 to 2006/07, summarised as follows:
CENTRAL QUEENSLAND
EVENTS CENTRE
6 Year Forecast
Catering
Cleaning
Gate Keeping
Security
Total Contracted Services
TOTAL
Year 1
TOTAL
Year 2
TOTAL
Year 3
TOTAL
Year 4
TOTAL
Year 5
TOTAL
Year 6
2001/2002 2002/2003 2003/2004 2004/2005 2005/2006 2006/2007
1,503
2,950
2,258
2,600
3,953
3,617
1,294
19,684
30,854
30,092
29,348
28,623
2,505
4,917
3,763
4,333
6,588
6,028
313
615
470
542
824
754
431
6,561
10,285
10,031
9,783
9,541
1,509
22,965
35,997
35,107
34,239
33,393
7,555
57,692
83,627
82,705
84,735
81,956
TOTAL 6
Years
6 Years
16,880
139,894
28,134
3,517
46,631
163,210
398,266
USE OF VOLUNTEER WORKERS
Council has volunteer workers in the Community Services areas of gardens,
libraries, theatre and art gallery. There are approximately 140 people who work
in a volunteer capacity in the Rockhampton Performing Arts venues and Heritage
Village. The Botanic Gardens have 60 “Friends of the Gardens and Zoo” and 27
volunteers. The Library has volunteers who work on projects in the local history
collection.
It will be important for the Chief Executive Officer of the Queensland Events
Centre to secure the services of volunteer workers to assist in maintenance
functions outside the immediate scope of formally contracted services.
Examples of how this might apply may be readily seen in the number of
volunteers assisting the Rockhampton Agricultural Society in their efforts.
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Ways in which the business plan may be implemented.
PRIMARY RESPONSIBILITY
Responsibility for implementing the Business Plan ultimately must rest with Council,
as the site and business owners, and sole shareholders of the newly created entity
Central Queensland Events Centre. A Project Manager, e.g. the existing Critical
Projects Officer, could be nominated as the liaison point for Council. This person
would also need to be capable of initiating the early tasks required, prior to the
appointment of a Chief Executive Officer for the corporatised entity. Similarly, this
person could also act as “caretaker” for the Project pending the appointment of
a Board of management.
The Council’s Project Manager might also be a suitable appointment for one of
the proposed three Council positions on the Board (in lieu of a Councillor).
Daily implementation at an operational level should be the responsibility Chief
Executive Officer whom is additionally responsible for the strongly associated
tasks of implementing Board policy, in addition to having general oversight re
construction and venue development, and venue maintenance, in addition to
staff management and motivation.
The Board provides strategic direction and policy. The Business Plan is strongly
associated with these matters, and will therefore provide guidance as to how the
shareholder (the Project owner, Council) would like implementation to occur.
Nonetheless the Board acts autonomously from Council and in the best interest of
the Project. Council, in turn, is motivated by the financial success of the venture
and the meeting of community expectations and needs.
Broadly speaking, there is no conflict in any of these functions. Any conflict is
more likely to come from stakeholders whom have special and usually strongly
vested interests. However it is suggested in this Report that two of the
stakeholders are also appointed as Directors on the Board. For this reason, an
alternative may be to avoid the appointment of any stakeholders to the Board in
favour of other local business people with acumen and skills likely to be
beneficial to the Project. Whilst this is theoretically possible, it is unlikely that such
persons exist within the Rockhampton / Fitzroy community, since it is almost
certain that such people will have one way or another have a vested interest in
an activity being carried on at the venue at some stage.
Whilst the Local Government Act provides for such conflicts of interest, there is an
argument to source at least some portion of Board membership outside the
community to ensure there is a better chance of impartiality.
Council may therefore wish to consider:
1.
Other than the three proposed Council representatives, the appointment
of independent Board members outside the local community
2.
The appointment of an existing Council employee as Project Manager to
provide oversight. That person could liaise with the existing Project Control /
Reference Groups, and may be considered for appointment to the Board
itself. The Project Manager would also be the point of liaison for Council
through its own Chief Executive Officer.
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3.
The Chief Executive Officer of the Central Queensland Events Centre will be
responsible for implementing the Business Plan at an operational, daily
level, together with assistance from:
•
A management consultant familiar with the intricacies of the Business
Plan (funding for this may be available through the Department of
State Development under the Regional Economic Development RED
program, or the Queensland Industry Development Scheme QIDS).
Such an appointment may considerably assist the efficiency of
implementing a relatively complex document, and may also be
useful in setting performance criteria for the project and meeting
associated obligations under the Local Government Act.
•
Technical consultants related to construction and engineering
matters associated with the redevelopment of the site (provided for
in the construction budget)
•
Technical personnel associated with contracted services, e.g.
Rockhampton City Council parks & Gardens Department.
OTHER FUNDING SOURCES / GOVERNMENT SUPPORT OF INITIATIVES
Whilst the Project must stand the test of commercial viability, there are however a
number of programs available for which the Central Queensland Events Centre
may be considered eligible, and these are detailed below53. Clearly,
management must give appropriate priority for actively canvassing such
assistance in order to enhance best prospects for success.
The following assistance measures are considered by the Consultant to be those
schemes available (considering project size, projected modus operandi, and
funding requirements) to best assist the corporatised entity in achieving its
objectives - considered to have greatest potential for impact on the Project’s
bottom line, and where the business is most likely to meet the required eligibility
criteria.
Queensland Events Regional Development Program54
The Queensland Events Corporation Pty Ltd is a government owned company
that forms part of the portfolio of the Premier of Queensland. Queensland Events
was established in 1989 with a specific charter to create significant economic
activity and lift the national and international profile of Queensland through
securing and hosting major world class events.
The Queensland Events Regional Development Program will support the
development and growth of regional events and is an initiative of the State
Government. It will focus on supporting events which:
·
increase local economic activity and development;
·
enhance the appeal of the destination in which they are held; and
·
enhance the visitor experience.
53 Note: all schemes are subject to change without notice, and accordingly the Consultant implies no
warranty as to individual scheme terms and conditions and eligibility criteria, nor warrants the
organization’s ability to access funding or other support.
54 Information from this section has been sourced from various brochures and other material provided
directly by Queensland Events, and the organization’s website
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Queensland Events, through a Secretariat based in Townsville, administers the
scheme. The program involves a partnership with local councils and Regional
Tourist Organisations, which will be involved in endorsing projects before
assessment. Any financial support that the Queensland Events Regional
Development Program provides will be linked to performance. Assistance from
the Queensland Events Regional Development Program will be strongly linked to
“making a difference to the event”.
Proposals will be assessed on their demonstrated ability to meet the aims of the
program:
·
to increase local economic activity and development;
·
to enhance the appeal of the destination in which they are held; and
·
to enhance the visitor experience.
There is no upper funding limit, however, it is expected that most proposals will be
funded in the vicinity of $20,000 - $25,000 (exclusive of GST). The minimum amount
that can be applied for is $5,000 (exclusive of GST).
The program will only be available to events held within regional Queensland.
Proposals will be assessed on their demonstrated ability to meet the aims of the
program, and will only be accepted from a formally constituted organisation, or
any group, which has a written agreement with a formally constituted
organisation to provide an auspice. Letters detailing the level of support from the
local council/s and Regional Tourist Organisation must accompany each
application.
It is expected that all applications will have co-operative funding from sources,
such as, local government, the Regional Tourist Organisation and other sponsors.
This contribution should contain a cash component. In-kind support should be
thoroughly costed out and be realistic. In-kind contributions should not be ambit
claims. Priority will be given to applications that clearly demonstrate local
government support.
Regional Tourism Program
The Sport & Tourism Division administers a Regional Tourism Program as part of the
Federal Government’s commitment to helping regional tourism growth by
providing funding for the development of tourism attractions, facilities, special
interest markets, cultural and heritage attractions and supporting the use of
innovative websites and secure e-commerce facilities.
Funding for these projects is provided under the highly competitive $16 million
Regional Tourism Program and Regional Online Tourism Program.
Purpose of the Regional Tourism Programs
Despite the wealth of attractions in regional areas, the majority of international
visitors to Australia rarely venture for more than a day at a time beyond the
borders of Australia’s large cities and major tourist gateways. This implies a need
to find better ways to enhance the attractiveness of regional areas and motivate
people to stay longer in regional centres.
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The Regional Tourism Program (RTP) aims to help boost the capacity of businesses
and organisations to deliver higher quality tourism attractions, products and
services in regional Australia.
The Regional Online Tourism Program (ROTP) aims to develop geographicallybased regional tourism web sites which cover a range of tourism products and
services. Preference is given to proposals that incorporate, or demonstrate a firm
commitment to, e-commerce for tourism products and services.
Queensland Tourism Industry Corporation (QTIC)55
QTIC is the peak industry body for tourism in Queensland, representing all sectors
of tourism. QTIC provides a range of membership services and maintains industry
representation in all relevant forms.
Queensland Tourism Industry Corporation (QTIC)replaces the former Queensland
office of the Tourism Council of Australia. Based on its membership, QTIC will
represent the interests of the tourism industry, including business operators and
the Regional Tourism Organisations. As the peak body for tourism, the State's
second largest industry, QTIC will provide a focal point for the tourism industry and
advocate its needs to governments.
QTIC is dedicated to:
•
Promoting a wider understanding of travel, tourism and events as major
activities that contribute substantially to the economic and social wellbeing of the State;
•
Uniting Queensland's tourism industry;
•
Advocating policies and initiatives that are responsive to the needs of
tourism and related industries with federal, state and local governments
and their agencies' programs;
•
Assisting in the promotion and development of quality experiences for
visitors;
•
Developing and presenting unified policy positions and encouraging the
adoption of regional and national policies that facilitate travel for visitors;
•
Promoting a profitable and professional travel and tourism industry in
Queensland;
•
Promoting, undertaking and disseminating research and information
relating to the business of travel and tourism.
55 Source: http://www.qtic.com.au
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Austrade
Export Market Development Grant (EMDG) Scheme56
In this scheme, grants of 50% of eligible expenditure are provided for overseas
promotion activities (e.g. research and development of overseas markets for
goods, specified services, industrial rights and know-how which are substantially
of Australian origin), with the maximum grant of $250,000.
Project Marketing Loans Facility (PMLF)
The facility provides interest-free loans for exporters who are pursuing
international projects or similar opportunities with significant Australian export
content. The up front loans are repayable in full with a success fee payable only
after the project is won. If the project is lost, then 50% of the loan is forgiven.
Department of State Development
A range of programs may be available for the Project, including matters related
to Marketing and Business Planning, Human Resources, Total Quality
Management, and others. Most of these programs are delivered through
registered consultants available to help with the strategic planning process and
the conduction of related activities.
Accelerated Internal Change Program
Under AusIndustry, DSD has developed the Accelerated Internal Change Program
which assists eligible firms to employ a person as a Project Officer to drive a
specific change process identified in the organization’s Business Plan.
Assistance is available for implementation of a project in either of the following
areas:
•
Human Resources (“people” related activities)
•
Processes (improvements to product development or service delivery, and
/ or the overall manufacturing process, and / or improvements to internal
business processes)
•
Technology (implementation of technology such as Computer Aided
Manufacturing or Design, Management Information Systems, or Activity
Based Costing Systems)
Both DSD, and the Queensland Manufacturing Institute are available to assist
with the formulation of a Project. Dollar for dollar assistance is available up to a
maximum of $30,000. Applicants would be expected to have a business plan or
strategy document in place clearly outlining the firm’s commitment to the
Enterprise Development process and identifying the priority for the proposed
Project. Eligibility is generally restricted to firms having a turnover of at least $2.5m
or minimum 10 employees.
Other Programs
56 Contact the Export Market Development Grants Scheme directly (GPO Box 197 Canberra ACT 2601 Ph.
06-2765490. Fax. 07-276 5522) or Austrade's Brisbane State Office. 2nd Floor. 484. Queen Street. Brisbane
Qld Ph 07-33647111 Fax 07-38321529
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We have previously commented on prospects for accessing the Queensland
Industry Development Scheme (QIDS) and the Regional Economic Development
Program (RED), both of which are administered by the Department of State
Development.
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Anticipated key dates for completion of the Project (including
construction)
The Table below has been extracted from the Project schedule (including Gantt
chart and month-by-month activity listings) appended to this Report. It provides
key dates for completion of various activities, and is based on the estimated time
frames for each activity.
Key points to note are as follows:
1.
It is expected that Stage 1 Construction will commence by the end of June
2002. This allows sufficient time project review and tender preparation,
including the appointment of a Project Manager and Business Plan review
by the reference group and Council. It also assumes acquisition of the site
from the Rockhampton Agricultural Society Inc. in March 2002.
2.
Stage 1 Construction will be completed by end March 2003, and with the
possible exception of completion of the new cattle pavilion, all activities
will be undertaken in time for the 2003 Gemboree.
3.
Stage 2 Construction will commence in September 2002 (prior to the full
completion of Stage 1 Construction). Stage 2 is due for completion towards
the end of April 2003 which means that all activities will be completed just
in time for Beef Australia 2003, provided there are no delays. It will be
completed with a reasonable margin in time for Rockhampton Annual
Show 2003 (June 2003).
4.
Major expenditure areas and their due completion dates are provided
thus:
Activity
New Cattle Pavilion
Site works, Re-profile trade display area /
Victoria Park and Landscaping
Amenities Buildings
Electrical Up grade
Underground Services to Victoria Park & Trade
Display Areas
Expected
completion
date
Stage 1
Stage 2
Total
Expenditur
e
Expenditur
e
Expenditure
667,650
0
1,200,000
700,000
675,400
1,276,050
1,858,725
0
0
0
1,943,700
1,858,725
1,200,000
700,000
675,400
13 Feb '03
13 Feb '03
27 Mar '03
14 Mar '02
21 Nov '02
327,050
0
583,200
0
507,900
327,050
597,100
0
564,075
0
654,100
597,100
583,200
564,075
507,900
24 Apr '03
24 Apr '03
12 Sep '02
16 Jan '03
5 Dec '02
0
324,000
324,000
16 Jan '03
The Scheduling information relating to the above (and other activities) is further
detailed below:
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Date
Activity
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
Business Plan Completed
MAJOR EVENTS HELD
Beef Australia 2003
Gemboree 2002
Gemboree 2003
PROJECT REVIEW AND TENDER PREPARATION
International Exhibition Complex Reference
Group Review
Rockhampton City Council Review
Appoint Project Manager
Further Engineering, Planning & Evaluation
Prepare Tender documents for Site works
and construction
Tenders prepared for bidding
Tender Period for selected bidders
Evaluate and award tender contracts
RCC commit and award contracts
Pre-construction stages completed
Stage 1 Construction
Site Survey
Electrical Up grade
Alterations to Fence to Victoria Park Tennis
Courts
New Cattle Pavilion
Amenities Buildings (Stage 1)
Redevelop Walter Pierce Pavilion (Stage 1)
Site works and Landscaping (Stage 1)
Stage 1 Construction completed
STAGE 2 CONSTRUCTION
Amenities Buildings (Stage 2)
Redevelop Walter Pierce Pavilion (Stage 2)
Demolish Stables
Stage 2 Construction completed
PROJECT COMPLETION
commenced
Date for
completion
20 Mar '02
24 Apr '03
10 Apr '02
6 Jun '02
6 Jun '03
20 Mar '02
20 Mar '03
15 Feb '02
15 Feb '02
15 Feb '02
12 Jun '03
1 May '03
17 Apr '02
12 Jun '02
12 Jun '03
28 Mar '02
28 Mar '03
27 Jun '02
21 Feb '02
22 Feb '02
15 Mar '02
15 Mar '02
12 Apr '02
14 Mar '02
11 Apr '02
11 Apr '02
2 May '02
2 May '02
3 May '02
14 Jun '02
27 Jun '02
14 Mar '02
27 Jun '02
28 Jun '02
28 Jun '02
2 Aug '02
2 Aug '02
13 Sep '02
2 Aug '02
27 Sep '02
2 Aug '02
6 Dec '02
2 May '02
13 Jun '02
27 Jun '02
27 Jun '02
14 Mar '02
27 Jun '02
27 Mar '03
1 Aug '02
12 Sep '02
5 Sep '02
7 Nov '02
29 Aug '02
5 Dec '02
26 Sep '02
2 Jan '03
8 Nov '02
8 Nov '02
27 Sep '02
30 Aug '02
27 Mar '03
27 Sep '02
6 Dec '02
31 Jan '03
6 Dec '02
27 Sep '02
8 Nov '02
14 Feb '03
6 Dec '02
8 Nov '02
3 Jan '03
28 Mar '03
24 Apr '03
24 Apr '03
27 Mar '03
30 Jan '03
5 Dec '02
21 Nov '02
27 Mar '03
24 Apr '03
16 Jan '03
24 Apr '03
13 Feb '03
13 Feb '03
16 Jan '03
27 Mar '03
26 Dec '02
5 Dec '02
13 Feb '03
24 Apr '03
24 Apr '03
24 Apr '03
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1155.. F
S
SIIS
YS
LY
AL
NA
AN
LA
AL
CIIA
NC
AN
NA
FIIN
Financial records of the Rockhampton Agricultural Society Inc for
the last three years have been utilised to develop cash flow
statements, including operational items and capital expenses, for
three, six and nine year horizons.
OVERVIEW OF FINANCIALS: ROCKHAMPTON AGRICULTURAL SOCIETY
INC
Trading Performance
The trading performance of the Rockhampton Agricultural Society has been
relatively poor over recent years. Perhaps the most meaningful measurement is
Net Operating Profit (Loss) Before Depreciation which has fluctuated at break
even point or loss over the last three years.
Net Operating Profit (Loss) Before Interest & Depreciation has been basically at
break even point, with the best year’s performance being last year 2000 / 2001
(ending 31 August) where the Net Operating Profit (Loss) Before Depreciation was
+$37,540, or a Net Operating Profit (Loss) Before Interest & Depreciation of
$87,596. The year has seen an improved position on the balance sheet with the
most outstanding item being the retirement of bank debt.
This information is summarised on the table below:
INCOME & EXPENDITURE
STATEMENTS
SUMMARY
Year
Ended
Year
Ended
31-Aug2001
31-Aug2000
Year Ended Year Ended
31-Aug-99
30-Aug-98
FOUR
YEAR
AVERAGE
1998-2001
Source: Rockhampton Agricultural Society
Financial Statements
Total Income
Total Expenditure
628,243
629,377
578,660
714,719
713,700
789,164
684,761
812,110
651,341
736,342
Net Operating Profit (Loss)
(1,134)
(136,058)
(75,464)
(127,349)
(85,001)
Before Depreciation
37,540
(95,050)
(17,030)
(79,967)
(38,627)
Before Interest & Depreciation
87,596
(38,940)
26,538
(38,408)
9,197
The above information is fully detailed in the appendix to this Report.
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ROCKHAMPTON AGRICULTURAL SOCIETY INC.
INCOME & EXPENDITURE STATEMENTS
$1,000
$800
Thousands
$600
$400
$200
$0
($200)
31-Aug-2001
31-Aug-2000
31-Aug-99
30-Aug-98
1998-2001
Year Ended
Total Income
Total Expenditure
NOP(L) Net Operating Profit (Loss)
NOP(L) Before Depreciation
NOP(L) Before Interest & Depreciation
Source: Rockhampton Agricultural Society Financial Statements
Balance Sheet
The Balance Sheet position for the last three years is summarised in the table
below:
BALANCE SHEETS
Year Ended
Year Ended
Year Ended
Year Ended
SUMMARY
31-Aug-2001
31-Aug-2000
31-Aug-99
30-Aug-98
FOUR YEAR
AVERAGE
1998-2001
Total Accumulated Funds
Represented by:
Current Assets
Less
NET CURRENT ASSETS /
(LIABILITIES)
Add
Property Plant & Equipment
Less
Non-Current Liabilities
2,059,057
2,060,190
2,196,205
2,271,669
2,146,791
(40,338)
(58,264)
55,103
50,216
1,679
(100,956)
(201,691)
(25,510)
(166,522)
(123,670)
2,552,013
2,681,881
2,741,715
2,793,191
2,692,200
392,000
420,000
520,000
355,000
421,750
NET ASSETS
2,059,057
2,060,190
2,196,205
2,271,669
2,146,781
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It may be seen that despite the improvement in liability position, this has been
largely offset by a reduction in the value of major assets (depreciation) so that
the net asset position has remain basically unchanged. This may be readily
appreciated by the following graph:
ROCKHAMPTON AGRICULTURAL SOCIETY INC.
BALANCE SHEETS
$3
Millions
$2
$1
$0
($1)
31-Aug-2001
31-Aug-2000
31-Aug-99
30-Aug-98
1998-2001
Year Ended
CURRENT ASSETS
CURRENT LIABILITIES
NON-CURRENT LIABILITIES
NET ASSETS
PROPERTY PLANT & EQUIPMENT
INC
General
•
In the process of assessing the financial strength of an organisation, there
are typically many calculations (primarily, ratios) used by lenders in
analysing a company’s balance sheet, and profit and loss statements.
There are at least ten fairly “standard” ratios from which financial
performance can be assessed. These ratios (and others) been
incorporated into the following analysis.
•
The Analysis conducted contains latest available information for the year
ending 31 August 2001 and the previous year.
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•
The Analysis is for the Rockhampton Agricultural Society Inc. - it does not
take account of any associated or subsidiary organisations (unless
otherwise or specifically stated).
•
Please refer to the attached “Balance Sheet Analysis” for actual data and
calculations, including calculation of the ten (10) key financial ratios
mentioned below:
Profitability
(1) Operating Profit Before Tax/Sales (-6.13%)
The ratio is a basic measure of the organization’s profitability and when analysed
over a number of years gives a measure of an ability to command an adequate
profit margin and to control operating costs.
Method of Calculation
(i)
The profit figure used is after all expenses including depreciation and
interest but before income tax, extraordinary income and before
deducting profits due to minority interests. The profit might include some
non-operating and abnormal income items, and where these items are
significant it is specifically commented on.
(ii)
Sales:
The sales figure to be used will exclude other revenue (i.e. it is an attempt to
measure profitability on each dollar of sales revenue).
(2) Operating Profit After Tax/Shareholders Funds (-1.65%)
This ratio is the most widely used measure of corporate performance and
indicates the organization’s ability to give an adequate return to shareholders (or
the “owners” of the business. It has the advantage of providing some generally
accepted benchmarks for performance (e.g. returns in excess of 15% are
considered very attractive)
(i)
The profit figure to be used is after deducting tax and dividends on
redeemable preference shares (which should be included as part of
interest expense) but before deducting extraordinary items.
(ii)
The shareholders funds figure is year end shareholders funds, which includes
intangible assets.
Comments on Profitability
1.
There has been an overall significant increase in profitability over the last
year, with Earnings Before Interest & Tax (EBIT) coming from -$79,948 in
2999/2000, to + $16,032 in the y/e 31 August 2001. Since gross income
decreased during this period by approx. 4%, the primary reason for this
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would appear to be controlling of costs, but primarily, the receiving of grant
funds increased EBIT
2.
Operating or Net Profit Before Tax is negative in 1999/2000 (-$136,058),
compared to -$34,024 in 2000/2001. “Extraordinary items” were sufficient to
cover this deficit.
3.
Return to Shareholders (either on shareholders funds, or assets employed) is
therefore poor.
Cost Structure
1.
Wages appear moderate in relation to turnover and / or costs.
2.
Total Expenses are moderate in relation to earnings. Again, one must
conclude that this is substantially due to the cost of wages (comments
previous), although there are indications of cost increases in some areas.
3.
The above comment must be tempered by virtue of the fact that expenses
overall are decreasing as a proportion of total income.
Capital Structure & Debt Servicing
(3) Retained Earnings/Total Assets (-0.5%%)
This ratio measures the level of profits ploughed back into the business each
financial period. Investors and financiers generally like to see some of the profits
ploughed back into the business to assist in the funding of future growth.
Successful and well managed companies usually retain profits equivalent to at
least 2% of total assets. Organisations (like the RAC under analysis) whose annual
retained earnings are consistently below this figure or which fluctuate either side,
represent a higher risk than companies that consistently achieve a 2%
benchmark or better.
(i)
Retained earnings is the unappropriated profit for the financial period after
payment of all dividends and includes extraordinary items.
(ii)
Total assets includes intangible assets.
(4) Interest Cover (0.32times)
This is a very important ratio because it reveals the company's ability to service
interest and other financing obligations from profits. It gives a quick indication
of what variation in profits or interest expenses can be sustained before debt
service is threatened.
In this case, the financials indicate serious debt financing problems.
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Interest Cover =
(i)
Earnings before interest and tax is calculated from operating profit before
tax and adding:
•
•
•
(ii)
Earnings before interest and tax
----------------------------------------------------------------Interest expenses + other financing expenses
interest expense
finance lease charges
dividends on redeemable preference shares
Interest expense and other financing expenses should include interest
expense, finance lease charges and dividends on redeemable
preference shares
Note: many companies have now converted finance leases into operating
leases and are incurring large rental expenses on operating leases. Where
significant, the impact of the operating lease rentals are explored.
(5) Gross Cash Flow / Total Financial Debt (nominal %)
This is a very important ratio because it shows the organization’s ability to service
its total financial debt obligations. It also gives a quick indication of the potential
payback term based on a company's present cash flow position.
The better managed companies consistently achieve a ratio of 15% or more - i.e.
they have the theoretical potential to repay all debt within 7 years,
Gross Cash Flow =
Earned for ordinary (i.e. OPAT + extraordinary items
-minority interests - pref. dividends) + depreciation &
extraordinary losses.
Total Financial Debt =
Total Liabilities minus trade and sundry creditors
and provisions
(6) Surplus/Total Tangible Assets (81.98%)
This is the basic gearing ratio to be used and shows the proportion of total
tangible assets financed by the shareholders of the company. The ratio is
designed to reveal an over-reliance on external sources of funds. It also
indicates what level of diminution can be suffered in asset values before
creditors and lenders would be exposed to losses in a liquidation.
(i)
Surplus includes:
•
•
all capital and reserves relating to ordinary shares
non-redeemable preference shares and perpetual subordinated
convertible notes
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(ii)
minority interests in subsidiaries providing it represents permanent capital
in the subsidiaries and not redeemable preference shares
(iii)
Shareholders funds will be reduced by any intangible assets such as
goodwill, patents, trademarks, future income tax benefit, etc..
(iv)
Total assets are also reduced by the same intangible items listed above.
(7) Short Term Debt / Total Financial Debt (11.43%)
One important aspect of the capital structure is the extent to which an
organisation is reliant on short term debt particularly where it is being used
to fund permanent requirements. An over-reliance on short term debt can
reveal poor financial management or a general unwillingness of lenders to
make longer term commitments to the company.
Total Financial Debt is defined to include all financial liabilities on which interest
payments or quasi-interest payments are due. Short term debt will include
overdrafts, other loans, convertible notes and finance leases due within the next
twelve months. Total Financial Debt will similarly include all financial obligations.
Based on our calculations, total financial debt equals total liabilities minus trade
and sundry creditors and provisions
Comments on Capital Structure & Debt Servicing
1.
Debt servicing ability is improving along with increased net earnings. This
represents a moderate risk factor.
2.
Interest cover is unsound, with negative retained earnings. Cash flow was
also unsound during 1999/2001.
Liquidity / Working Capital
(8) Current Ratio (-66.54%)
The current ratio is a long established measure of the organization’s ability to
meet its short term obligations. It is based on the concept that current assets
(largely debtors and stock) can be used to liquidate short term liabilities as they
fall due. The ratio has been less widely used as the predominant effort of many
companies is on reducing the current assets (and hence reducing the current
ratio).
The ratio does highlight changes in the liquidity structure over time, which may be
perfectly justified, but should be addressed.
Current Ratio =
Current Assets
------------------------
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Current Liabilities
If this ratio is improving then it is cross-checked against Days' Receivables and
Days' Inventory to verify the improvement.
(9) Days Receivables (7 Days)
This ratio measures the effectiveness of management in collecting trade
debtors and in minimising investment in trade debtors. The average number of
days receivables should reflect the selling terms being offered by the company,
however allowance must be made for the portion of sales made for cash.
Days Receivables =
(i)
Trade Debtors
----------------------(Sales / 365 )
Trade debtors will be the year-end trade debtors and will exclude other
debtors and prepayments not related to the trading activity of the
company.
Trade debtors will be after deducting provision for doubtful debts.
(ii)
Sales will exclude other revenue (i.e. not related to sales)
(10) Days Inventory (2 Days)
Days inventory measures the effectiveness of the company in turning over stock
quickly, minimising investment in stock and reducing the risk of obsolete stock.
Days Inventory =
Stock
---------------Sales / 365
While the ratio roughly approximates to the number of days of sales to exhaust
the company's stock, it does understate the number of days that would be
required. This is because stock is in the books at cost, where the sales
number includes a profit margin. To calculate the ratio correctly, it would be
necessary to know the cost of goods sold in each year, which is usually not
available.
(i)
Stock, is the year end trading stock figure, after deduction of any
provision for obsolescence.
(ii)
Sales excludes other revenue.
In this instance, the figure is largely irrelevant since the RAC basically does not
carry stock.
Comments on Liquidity / Working Capital
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1.
Liquidity (ability to meet short term obligations) has clearly been a major
issue for the organisation over the last few years. The organisation now has,
on the face of it, insufficient working capital to meet immediate needs. The
position is somewhat precarious. The incurring of a significant bad or
doubtful debt, and / or the acquisition of an unwise capital item /
investment has real potential to place the organisation in some jeopardy.
Conclusions
1.
The Rockhampton Agricultural Society has moderately improved in its
overall financial performance compared to the previous several years
performance.
2.
Careful attention to cash flow planning and performance monitoring is
indicated.
THE STAGED CONSTRUCTION PROGRAM
The Staged construction program is split, for convenience, into two stages as
follows:
Stage 1
Stage 2
Total
Expenditure
$4.8m
$5.2m
$10.0m
Commencement
28 June 2002
27 September 2002
Completion
27 March 2003
24 April 2003
This information is detailed in the graph below:
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CENTRAL QUEENSLAND EVENTS CENTRE
SUMMARY OF STAGED CONSRUCTION PROGRAM
(48.0%)
Stage 1
Stage 2
(52.0%)
Revised Conceptual Budgets Based on Preliminary Sketch Plans
MAJOR CAPITAL EXPENDITURE ITEMS
Major capital expenditure items are detailed in the table below, accounting for
the total $10m budget. The activity code (left hand column) correlates to the
activity as listed in the Master Plan (Final Revision) as attached to this Report.
CENTRAL QUEENSLAND EVENTS CENTRE - SUMMARY OF STAGED CONSRUCTION
PROGRAM (MASTER PLAN - FINAL REVISION)
Activity
Code
Activity
3
Electrical Up grade
Underground Services to Victoria
Park & Trade Display Areas
New Cattle Pavilion
Amenities Buildings
Site works, Re-profile trade display
area / Victoria Park and
Landscaping
New Entry / Administration
Building
4
5,7
10
11,16
12,17
2,6,8,13
28
15
18
Stage 1
Expense
583,200
122,800
507,900
1,200,000
327,050
667,650
675,400
Stage 2
Expense
327,050
1,276,050
700,000
324,000
1,858,725
Total
Expense
583,200
122,800
507,900
1,200,000
654,100
1,943,700
675,400
700,000
324,000
1,858,725
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Activity
Code
Activity
19
Refurbish Robert Archer
Grandstand
New Fencing / Alterations to
Exhibition Road & Victoria Park
Site / Tennis Courts
Demolish Stables, Relocate Dog
Pavilion
TOTALS
9,20,26
21,22
27
Stage 1
Expense
Stage 2
Expense
564,075
Total
Expense
564,075
16,000
128,000
144,000
125,000
125,000
597,100
5,200,000
597,100
10,000,000
4,800,000
$0
$500
Thousands
$1,000
$1,500
$2,000
$2,500
New Cattle Pavilion
Acquistion of Showgrounds site
Site works, Re-profile trade display area / Victoria P
Amenities Buildings
Electrical Up grade
Underground Services to Victoria Park & Trade Dis
New Fencing / Alterations to Exhibition Road & Victo
Stage 1
Demolish Stables, Relocate Dog Pavilion
Stage 2
Ring M ain for Water Supply
SUMMARY OF STAGED CONSRUCTION PROGRAM
MAJOR ASSUMPTIONS USED IN FORWARD FINANCIAL PLANNING
Primary Assumptions
Item
Cash at Bank (opening)
Working Capital (initial provision)
Overdraft Interest Rate p.a.
Bank Loan Interest Rate p.a.
Hire Purchase Interest rate p.a.
Leasing Interest Rate p.a.
Company Tax rate:
Average depreciation rate
Depreciable Capital Asset Value
Assumption
$0
$0
8.00%
8.50%
14.00%
12.00%
49.00%
2.50%
$600,000
per annum
per annum
per annum
per annum
per annum
at commencement
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Item
Carry Forward Tax Losses
Net Impact of GST on cash flow
Assumption
$0 at commencement
nil (assume monthly payments: paid =
payable)
05-Dec-2002
Completion of Walter Pierce
Pavilion (Stage 1)
Completion of Walter Pierce
Pavilion (Stage 2)
Completion of New Entry /
Administration
Completion of new Cattle Pavilion
Completion cattle yards and
seating
Completion Robert Archer
Grandstand refurbishment
Rental Space - Admin. Complex
Rental Space - Admin Complex:
leases commence
take-up period
fully utilised by
lease space available
Bar Sales - based on
13-Feb-2003
13-Feb-2003
27-Mar-2003
24-Apr-2003
16-Jan-2003
$180.00 per square metre per annum
Feb-2003 with immediate take-up of (floor
area) of 60.00%
18 months
Aug-2004 indicating a monthly growth rate of
33 sq.m. per month
1,500 square metres
25.00% of Event space revenue (note - most
event management will require
participation)
2.00% of Event space revenue
4.00% of Event space revenue
Sponsorship - based on
Administration Charges & Levies based on
Camping & Caravan Receipts
Camping & Caravan Receipts
Membership Fees - based on fee of
Membership Growth rate =
Bar Purchases
Sundry Income & Sales
Major Event - Price per day for all
facilities
•
$1,000 per month prior to Nov-2002
$1,250 per month after Dec-2002. 25.00%
growth due to upgrades
$100 per member commences Mar-2003
(Completion of Stage 1)
10.00% per annum, commencing with total
of 50 members
35.00% of Sales Income
2.00% of total gross revenue
$12,,329 based on a rate equivalent to (daily):
45.00% of total capital value
Assumptions for Major Events (timing, frequency and start up periods, etc.)
are covered under the section of this Report: ACTIVITIES SCHEDULE, subsection FORECASTS FOR EVENT PLANNING AT ROCKHAMPTON –
ASSUMPTIONS.
Assumptions Used in Determining Expense Items
These are listed in the table below:
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Item
Audit Fees
Assumption
1.00% of Gross Receipts, but capped at
$7,000 per annum
Bank Charges
0.50% of Gross Receipts, but capped at
$500 per month
Electricity & Power
5.00% of Gross Revenues - excludes charge
back for specific events
Entertainment
0.75% of Gross Revenues
Fuel & Oil
Insurance
1.00% of Capital Value (Fixed Assets)
Legal Expenses
Licences Fees Permits Subs
$1,500 per annum
Motor Vehicle Expenses
Postage
Consultants
Marketing / Promotion / Advertising
2.50% of Gross Revenues, plus initial
provision of $12,000
Research & Development
(nominal)
Freight (includes couriers)
Printing & Stationery
0.75% of Gross Revenues, plus initial
provision of $3,000
Salaries
see table in previous section of Report
Rates
0.25% of Capital Value (Fixed Assets), paid
quarterly
Sign Writing
0.20% of Gross Revenues, plus a % of
Capital Value@ 0.0250% of Capital
Value (Fixed Assets)
Computer Expenses
Telephone
Travelling & Accommodation
Sponsorships
20.00% Sponsorship Income
Sundry & Miscellaneous
HIRE PURCHASE
Nil
LEASING
see table below
LOAN REPAYMENTS
Nil
CAPITAL EXPENDITURE (Grant)
see separate schedule (previous)
CAPITAL EXPENDITURE (Other)
Nil
LEASING
assume all are ongoing commitments with replacement due at end of period
Item
Value $ Period
mths
Computer
Motor Vehicle #1 (Sedan)
Motor Vehicle #2 (Utility)
5,000
45,000
32,000
$82,000
Date
36 14-Mar-2002
48 11-Apr-2002
48 21-May-2002
Residual
0.00%
25.00%
25.00%
$1
Monthly
Repayment
amount $
166
889
632
$1,687
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PROFIT & LOSS / CASH FLOW STATEMENTS
The forecast profit & loss / cash flow statements are provided on a monthly basis
over the next 6 years as an appendix to this Report. For clarity, the information is
summarised on the table below:
CENTRAL QUEENSLAND
EVENTS CENTRE 6 Year
TOTAL Year TOTAL Year TOTAL Year TOTAL Year TOTAL Year TOTAL Year
1
2
3
4
5
6
TOTAL 6
Years
Forecast
TRADING RESULTS
SUMMARY
Cash at Bank (Commence)
Total Sales / Turnover
Purchases
Cost of Goods Sold
GROSS PROFIT
Investment Income
Other Income
Depreciation/Amortisation
Other Expenses (ex-Interest)
EBIT (Earnings Before
Interest & Tax)
Interest Expense
OPERATING PROFIT BEFORE
TAX
Income Tax [Paid (Rebate)] +
or OPERATING PROFIT AFTER
TAX
Extraordinary Items
+ or EARNED FOR ORDINARY
RETAINED EARNINGS AT
END
EBIT Before Depreciation
2001/2002
2002/2003
2003/2004
2004/2005
2005/2006
2006/2007
6 Years
$0
171,420
0
10,958
160,462
0
0
10,802
104,712
44,947
$55,749
424,401
0
21,513
402,888
0
0
164,379
424,355
(185,846)
$8,205
507,919
0
16,462
491,457
0
0
257,655
509,263
(275,462)
($13,570)
586,304
0
18,957
567,347
0
0
251,287
516,988
(200,927)
$34,098
737,480
0
28,823
708,657
0
0
245,076
544,080
(80,500)
$198,674
700,581
0
26,373
674,208
0
0
239,019
532,788
(97,599)
$0
3,128,104
0
123,086
3,005,019
1,168,218
2,632,187
(795,387)
0
44,947
4,053
(189,899)
3,969
(279,430)
2,691
(203,619)
0
(80,500)
0
(97,599)
10,714
(806,100)
22,024
0
0
0
0
0
22,024
22,923
(189,899)
(279,430)
(203,619)
(80,500)
(97,599)
(828,124)
0
22,923
22,923
0
(189,899)
(166,976)
0
(279,430)
(446,407)
0
(203,619)
(650,025)
0
(80,500)
(730,525)
55,749
(21,467)
(17,807)
50,360
164,577
0
0
(97,599) (828,124)
(828,124) (2,799,135)
141,419
372,831
Whilst EBIT (Earnings Before Interest & Tax) normally provides one of the best
guidelines for indicating profitability of a venture, in this case we would suggest
using EBIT Before Depreciation as an appropriate performance measurement
since the large capital costs over the initial period of the Project are partially
written off “above the line” as depreciation.
Based on the assumptions provided, EBIT Before Depreciation is positive each
year except for Years 2 and 3 (the primary construction period, and the period
where business development activity has yet to yield results). Year In Year Out
(YIYO), the Project indicates a EBIT Before Depreciation of around $140,000 to
$160,000 annually, representing a modest level of profitability being achievable
longer term, again based on the assumptions indicated previously.
The trading position (see summary graph below) indicates that it is critical that
assumptions for major events (pricing, timing, frequency and start up periods,
etc.) are achieved (covered under the section of this Report: ACTIVITIES
SCHEDULE, sub-section FORECASTS FOR EVENT PLANNING AT ROCKHAMPTON –
ASSUMPTIONS). Unless the level of planned business development is achieved it is
likely that a sustained funding amount of up to $100,000 (approximately) will be
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required every year to cover losses. This aspect becomes even more obvious
when the results of sensitivities (covered later in this Report) are considered.
TRADING RESULTS SUMMARY
$800
$600
Thousands
$400
$200
$0
($200)
($400)
2001/2002
2002/2003
2003/2004
2004/2005
2005/2006
2006/2007
Year
EBIT (Earnings Before Interest & Tax)
EBIT Before Depreciation
6 Year Forecast
The source of income is shown (summarised) in the table below. Clearly, the two
most important sources of income to be derived are from leased commercial
space, and major event venue rentals (the latter which includes Beef Expo). The
data suggests that total revenues of approximately $700,000 per annum may be
sustainable in the longer term (YIYO):
CENTRAL
1
2
3
4
5
6
QUEENSLAND
EVENTS CENTRE
6 Year Forecast
TRADING RESULTS 2001/2002 2002/2003 2003/2004 2004/2005 2005/2006 2006/2007
SUMMARY
$0
55,749
8,205
(13,570)
34,098
198,674
Sales/Turnover
Rental Space
0
75,000
231,000
270,000
270,000
270,000
Bar Sales
31,309
61,466
47,034
54,162
82,351
75,352
Camping & Caravan
4,000
14,000
15,000
15,000
15,000
15,000
Major Events
112,907
207,592
146,014
170,671
279,575
247,726
Minor Events
12,329
38,271
42,123
45,976
49,829
53,682
10,875
28,073
26,747
30,495
40,725
38,821
Sponsorship, Admin &
Other
171,420
424,401
507,919
586,304
737,480
700,581
TOTAL 6
Years
6 Years
0
1,116,000
351,673
78,000
1,164,485
242,209
175,737
3,128,104
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TRADING RESULTS SUMMARY
(5.6%) Sponsorship, Admin & Other
(7.7%) Minor Events
(35.7%) Rental Space
(37.2%) Major Events
(11.2%) Bar Sales
(2.5%) Camping & Caravan
Sales/Turnover
6 Year Forecast
The following table provides a more detailed summary of the trading position
anticipated over the next 6 operational years:
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CENTRAL QUEENSLAND
EVENTS CENTRE
TOTAL
Year 1
TOTAL
Year 2
TOTAL
Year 3
TOTAL
Year 4
TOTAL
Year 5
TOTAL
Year 6
6 Year Forecast
2001/2002 2002/2003 2003/2004 2004/2005 2005/2006 2006/2007
$0
55,749
8,205
(13,570)
34,098
198,674
Income
Working Capital (Loan)
0
0
0
0
0
0
GRANT (State Government/RCC)
701,300 9,298,700
0
0
0
0
GRANT (Other)
0
0
0
0
0
0
Rental Space - Admin Complex
0
75,000
231,000
270,000
270,000
270,000
Bar Sales
31,309
61,466
47,034
54,162
82,351
75,352
Sponsorship
2,505
4,917
3,763
4,333
6,588
6,028
Administration Charges & Levies
5,009
9,834
7,525
8,666
13,176
12,056
Camping & Caravan
4,000
14,000
15,000
15,000
15,000
15,000
Membership Fees
0
5,000
5,500
6,000
6,500
7,000
MAJOR EVENTS (Current)
Beef Expo Australia
0
73,973
0
0
73,973
0
36,986
0
0
0
0
0
Rockhampton Annual Show
46,233
61,644
61,644
61,644
61,644
61,644
12,427
43,496
51,781
51,781
51,781
51,781
Gemboree
17,260
28,479
28,479
28,479
28,479
28,479
MAJOR EVENTS (Additional)
Annual Event(s)
0
0
4,110
28,767
53,425
78,082
Special "One-Of" Events
0
0
0
0
10,274
27,740
MINOR EVENTS
12,329
38,271
42,123
45,976
49,829
53,682
3,361
8,322
9,959
11,496
14,460
13,737
0
0
0
0
0
0
TOTAL INCOME
Expenses
Audit Fees
Bank Charges
Bar Purchases
Catering
Cleaning
Electricity & Power
Entertainment
Fuel & Oil
Gate Keeping
Insurance
Legal Expenses
Licences Fees Permits Subs
Postage
Consultants
Marketing / Promotion / Advertising
Research & Development
Conferences/Seminars
Professional Development
Freight
Salaries
TOTAL 6
Years
6 Years
0
0
10,000,000
0
1,116,000
351,673
28,134
56,268
78,000
30,000
147,945
36,986
354,452
263,047
159,658
164,384
38,014
242,209
61,335
0
872,720
9,723,101
507,919
586,304
737,480
700,581
13,128,105
0
1,202
10,958
1,503
1,294
8,571
1,286
857
2,505
313
4,312
429
500
857
600
1,714
16,285
250
258
430
514
4,286
34,418
7,000
5,650
21,513
2,950
19,684
21,220
3,183
2,122
4,917
615
65,615
1,061
1,500
2,122
1,485
4,244
10,610
492
1,152
1,921
1,273
3,183
153,659
7,000
2,436
16,462
2,258
30,854
25,396
3,809
2,540
3,763
470
102,847
1,270
1,500
2,540
1,778
5,079
12,698
376
1,148
1,914
1,524
3,809
153,081
5,079
2,809
18,957
2,600
30,092
29,315
4,397
2,932
4,333
542
100,305
1,466
1,500
2,932
2,052
5,863
14,658
433
1,150
1,917
1,759
4,397
153,366
5,863
3,315
28,823
3,953
29,348
36,874
5,531
3,687
6,588
824
97,826
1,844
1,500
3,687
2,581
7,375
18,437
659
1,159
1,931
2,212
5,531
154,494
7,000
3,332
26,373
3,617
28,623
35,029
5,254
3,503
6,028
754
95,408
1,751
1,500
3,503
2,452
7,006
17,515
603
1,157
1,928
2,102
5,254
154,214
31,942
18,745
123,086
16,880
139,894
156,405
23,461
15,641
28,134
3,517
466,314
7,820
8,000
15,641
10,948
31,281
90,203
2,813
6,024
10,040
9,384
26,461
803,232
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CENTRAL QUEENSLAND EVENTS
CENTRE
6 Year Forecast (CONTINUED)
1
2
3
4
5
6
2001/2002
2002/2003
2003/2004
2004/2005
2005/2006
TOTAL 6
Years
2006/2007
6 Years
Superannuation
Rates
Security
Sign Writing
Computer Expenses
Telephone
Sponsorships
Sundry & Miscellaneous
TAXATION
HIRE PURCHASE - Principal
Hire Purchase - Interest
LEASING
LOAN REPAYMENTS - Principal
Loan Repayments - Interest
CAPITAL EXPENDITURE (Grant)
CAPITAL EXPENDITURE (Other)
4,130
860
1,500
809
431
1,509
451
257
5,143
1,286
501
857
0
0
0
4,595
0
0
701,300
0
18,439
3,841
0
14,501
6,561
22,965
2,489
637
12,732
3,183
983
2,122
22,024
0
0
20,242
0
0
9,298,700
0
18,370
3,827
0
25,765
10,285
35,997
3,587
762
15,238
3,809
753
2,540
0
0
0
20,242
0
0
0
0
18,404
3,834
0
25,129
10,031
35,107
3,680
879
17,589
4,397
867
2,932
0
0
0
20,242
0
0
0
0
18,539
3,862
0
24,508
9,783
34,239
3,921
1,106
22,124
5,531
1,318
3,687
0
0
0
20,242
0
0
0
0
18,506
3,855
0
23,902
9,541
33,393
3,786
1,051
21,017
5,254
1,206
3,503
0
0
0
20,242
0
0
0
0
96,388
20,081
1,500
114,613
46,631
163,210
17,914
4,692
93,843
23,461
5,627
15,641
22,024
0
0
105,806
0
0
10,000,000
0
Total Expenses (ex Interest)
Interest Expense
816,970
0
9,766,593
4,053
525,725
3,969
535,944
2,691
572,903
0
559,161
0
12,777,297
10,714
TOTAL EXPENSES
816,970
9,770,646
529,694
538,636
572,903
559,161
12,788,011
Net Income
55,749
(47,544)
(21,775)
47,668
164,577
141,419
340,094
Closing Bank Balance
55,749
8,205
(13,570)
34,098
198,674
340,094
340,094
The cash flow indicates that the business may need assistance up to
approximately $100,000 peaking in the middle of 2003, however a similar level of
assistance may be required on a fluctuating basis during gear up to the YIYO
position reached by Year 5 where the cash flow remains positive throughout the
year. Reference should be made to the following diagram:
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6 Year Forecast
$400
$200
Thousands
$300
$100
$0
($100)
($200)
Mar-2002
Nov-2002
Jul-2003
Mar-2004
Nov-2004
Jul-2005
Mar-2006
Nov-2006
Jul-2002
Mar-2003
Nov-2003
Jul-2004
Mar-2005
Nov-2005
Jul-2006
Mar-2007
Month / Year
SENSITIVITY ANALYSIS
Various sensitivity analysis on the "base Model" cash flow have been conducted
with the results shown on the following pages. They have been based on
sensitivity to:
1.
Rental space income ($ per square metre achieved)
2.
Bar Sales revenue
3.
Venue Price (revenue received $ / day) for hosting major events
4.
Number of New Additional Annual major Events hosted
5.
Depreciation Charge
6.
Rental / Lease Space Available (total square metres)
In each case the comparisons of EBIT Before Depreciation have been used as the
relevant performance “yardstick”
The results indicate significant sensitivity of the Company's cash flow to (priority
order):
•
Venue Price (revenue received) for hosting major events
•
Number of New Additional Annual major Events hosted
•
Rental space income, and Rental / Lease Space Available
SENSITIVITY ANALYSIS
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% Variation to
Base Model
Rental Space
Base Model
$ per sq.m.
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
-10.00%
-20.00%
-30.00%
-40.00%
-50.00%
6 Year EBIT
Before
Depreciation
$270.00
$252.00
$234.00
$216.00
$198.00
$180.00
$162.00
$144.00
$126.00
$108.00
$90.00
2006/07 EBIT
Before
Depreciation
843,425
749,108
655,032
560,961
466,896
372,831
278,766
184,877
91,088
(2,702)
(96,491)
255,797
232,915
210,034
187,159
164,289
141,419
118,550
95,856
73,262
50,668
28,073
Sensitivity Analysis Based on Rental Space Income
$1,000
$270.00
$252.00
$800
$234.00
$216.00
EBIT
Thousands
$600
$198.00
$180.00
$400
$162.00
$144.00
$200
$126.00
$108.00
$0
($200)
-60%
$90.00
-40%
-20%
0%
20%
% Variation to Base Model
6 Year EBIT Before Depreciation
40%
60%
2006/07 EBIT Before Depreciation
Amounts shown at co-ordinates represent $ per square metre for rental space
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% Variation to Bar Sales - % 6 Year EBIT
2006/07 EBIT Bar Sales ($) - Bar Sales ($) Before
Before
Base Model
of event
6 Years
2006/07
Depreciation Depreciation
space
revenue
50.00%
37.50%
460,059
160,183
$527,510
$113,028
40.00%
35.00%
442,613
156,429
$492,343
$105,493
30.00%
32.50%
425,167
152,677
$457,176
$97,957
20.00%
30.00%
407,722
148,924
$422,008
$90,422
10.00%
27.50%
390,277
145,172
$386,841
$82,887
Base Model
0.00%
25.00%
372,831
141,419
$351,673
$75,352
-10.00%
22.50%
355,386
137,667
$316,506
$67,817
-20.00%
20.00%
337,941
133,915
$281,339
$60,282
-30.00%
17.50%
320,495
130,162
$246,171
$52,746
-40.00%
15.00%
303,050
126,410
$211,004
$45,211
-50.00%
12.50%
285,650
122,702
$175,837
$37,676
Bar Sales
Sensitivity Analysis Based on Bar Sales
$500
32.50%
EBIT
Thousands
$400
$300
12.50%
15.00%
17.50%
20.00%
22.50%
25.00%
27.50%
35.00%
30.00%
$200
$100
-60%
-40%
-20%
0%
20%
40%
60%
Amounts shown at co-ordinates represent Bar Sales as a % of event space revenue
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Major Event
Price Per
Day for All
Facilities
% Variation to Price per day 6 Year EBIT
Before
Base Model
for all
Depreciation
facilities
Base Model
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
-10.00%
-20.00%
-30.00%
-40.00%
-50.00%
$18,493
$17,260
$16,027
$14,795
$13,562
$12,329
$11,096
$9,863
$8,630
$7,397
$6,164
1,054,924
918,205
781,806
645,452
509,127
372,831
236,604
100,787
(34,908)
(170,444)
(305,928)
2006/07 EBIT
Before
Depreciation
287,915
258,610
229,305
200,000
170,696
141,419
112,211
83,378
54,545
25,761
(3,017)
Major Event
Revenue - 6
Years
Major Event
Revenue ($) 2006/07
$1,746,727
$1,630,279
$1,513,830
$1,397,382
$1,280,933
$1,164,485
$1,048,036
$931,588
$815,139
$698,691
$582,242
$371,589
$346,816
$322,044
$297,271
$272,499
$247,726
$222,953
$198,181
$173,408
$148,636
$123,863
Sensitivity Analysis Based on Venue Price for Major Events
$1,500
$18,493
$17,260
$1,000
$16,027
EBIT
Thousands
$14,795
$13,562
$500
$12,329
$11,096
$9,863
$8,630
$0
$7,397
$6,164
($500)
-60%
-40%
-20%
0%
20%
40%
60%
Amounts shown at co-ordinates represent $ Price per day for all facilities
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No. of New No. of days 6 Year EBIT
Before
Additional for New Add
Annual Major ional Major Depreciation
Events
Events
Number of
New Major
Event
Base Model
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
10.00
2006/07 EBIT
Before
Depreciation
214,078
293,285
372,831
452,377
531,936
611,502
691,069
770,647
850,243
930,016
1,009,788
66,011
103,546
141,419
179,293
217,179
255,074
292,968
330,862
368,757
406,651
444,545
Major Event
Revenue - 6
Years
$1,000,101
$1,082,293
$1,164,485
$1,246,677
$1,328,869
$1,411,060
$1,493,252
$1,575,444
$1,657,636
$1,739,827
$1,822,019
Major Event
Revenue ($) 2006/07
$169,644
$208,685
$247,726
$286,767
$325,808
$364,849
$403,890
$442,932
$481,973
$521,014
$560,055
Sensitivity Analysis Based on No. of New Additional Annual Major Events
$1,200
10.00
9.00
$1,000
8.00
7.00
EBIT
Thousands
$800
6.00
5.00
4.00
$600
3.00
$400
$200
$0
0.00
2.00
1.00
Base Model
1.00
2.00
3.00
4.00
No. of New Additional Annual Major Events
5.00
6.00
Amounts shown at co-ordinates represent no. days for new additional events
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Average
Average Annual
Average
Depreciation
Depreciation
Depreciation
Rate
Charge 2002/03 Rate
2006/07
Base Model
0.00%
1.00%
2.00%
3.00%
4.00%
5.00%
6.00%
7.00%
8.00%
9.00%
10.00%
$0
$95,832
$187,313
$274,637
$357,989
$437,545
$513,474
$585,939
$655,093
$721,084
$784,054
6 Year EBIT
Before
Depreciation
2006/07 EBIT
Before
Depreciation
315,584
339,010
361,729
383,765
405,140
425,877
445,996
465,519
484,464
502,851
520,699
6 Year EBIT
(Earnings Before
Interest & Tax)
120,021
103,546
141,419
179,293
217,179
255,074
292,968
330,862
368,757
406,651
444,545
$315,584
($144,479)
($583,484)
($1,002,375)
($1,402,055)
($1,783,384)
($2,147,187)
($2,494,252)
($2,825,330)
($3,141,143)
($3,442,376)
Sensitivity Analysis Based on Depreciation Charge
$1
Base Model
$0
EBIT
Millions
$95,832
($1)
$187,313
$274,637
$357,989
$437,545
$513,474
$585,939
$655,093
$721,084
$784,054
($2)
($3)
($4)
0.00%
2.00%
4.00%
6.00%
8.00%
Average Depreciation Rate
10.00%
12.00%
6 Year EBIT (Earnings Before Interest & Tax)
Amounts shown at co-ordinates represent Avberage Annual Depreciation Charge 2002/03 - 2006/07
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͕͙͖

% Variation to Lease Space
Base Model
Available
(sq.m.)
Rental
Space
Base Model
50.00%
40.00%
30.00%
20.00%
10.00%
0.00%
-10.00%
-20.00%
-30.00%
-40.00%
-50.00%
2,250
2,100
1,950
1,800
1,650
1,500
1,350
1,200
1,050
900
750
6 Year EBIT
Before
Depreciation
2006/07 EBIT
Before
Depreciation
843,425
749,108
655,032
560,961
466,896
372,831
278,766
184,877
91,088
(2,702)
(96,491)
255,797
232,915
210,034
187,159
164,289
141,419
118,550
95,856
73,262
50,668
28,073
Rental Space
Revenue - 6
Years
Rental Space
Revenue ($) 2006/07
$1,674,000
$1,562,400
$1,450,800
$1,339,200
$1,227,600
$1,116,000
$1,004,400
$892,800
$781,200
$669,600
$558,000
$405,000
$378,000
$351,000
$324,000
$297,000
$270,000
$243,000
$216,000
$189,000
$162,000
$135,000
Sensitivity Analysis Based on Rental / Lease Space Available
$1,000
2,250
2,100
$800
1,950
1,800
EBIT
Thousands
$600
1,650
1,500
$400
1,350
1,200
$200
1,050
Base Model
900
$0
($200)
-60.00%
750
-40.00%
-20.00%
0.00%
20.00%
40.00%
60.00%
Amounts shown at co-ordinates represent Lease Space Available (square metres)
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FUNDING REQUIREMENTS
In consideration of funding options or assistance available, the Consultant
assumes a base premise that the Project must be commercially viable without a
demonstrated need for propping up by Government or other 'artificial' assistance
measures.
Overall Funding Requirements
The cash flow demonstrates that the business will be able to survive on the basis
that an amount of up to $100,000 be made available to cover fluctuating cash
flow requirements for the first three years of the Project’s development. This could
be made available either through bank overdraft borrowings (presumably
secured by the Project’s assets), or alternatively loan from Rockhampton City
Council.
Commencing 2005/06, there will be no requirement to fund this amount (the
Project becomes self-funding)
It is emphasised that up to an additional $100,000 will be required annually if new
business levels are not gained (also, refer Section 13. IMPLEMENTATION for a
discussion on ways in which the business plan may be implemented.)
REPORTING REQUIREMENTS
Prudent management of the business will require formal monthly reporting to the
Board of management in respect of both operations and financial analysis
(including actual / budget comparisons).
Quarterly, if not monthly, reporting of financials, will be required in respect of GST.
In any event, under 547 of the Local Government Act an Annual review of
business activities is required. As soon as practicable after its budget meeting for
a financial year, a local government must, for the financial year, identify the
business activities of the Central Queensland Events Centre.
Budget provision for auditing and accounting functions, in order to support such
preparation, have been provided.
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1166.. E
T
CT
AC
PA
MP
C IIM
MIIC
OM
NO
ON
CO
EC
Includes estimates of the economic impact and job creation for
Rockhampton.
** THIS SECTION TO BE COMPLETED **
Upon acceptance of this final Draft Report, and following agreement on the
assumptions made in financial forecasts and personnel to be employed, the
Consultant will be in a position to determine full economic impact.
This matter will be discussed with the Project’s proponents, however economic
impact will include generally accepted spending multipliers.
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Ƭ 1177.. D
Y
BY
NB
ON
TIIO
AT
CA
FIIC
LIIF
AL
UA
QU
&Q
R&
ER
ME
AIIM
LA
CL
SC
DIIS
C
UL
SU
NS
ON
CO
T
NT
AN
TA
LT
It should be noted that much of the data and material presented in this
preliminary draft Business Plan, including financial data, has been sourced from
Council records and advice. Our report is prepared on the basis that full
disclosure of all information and facts which may affect our report and / or
advice has been made, and therefore the Consultant cannot accept any
liability or responsibility whatsoever for the report and / or any advice contained
therein unless such full disclosure has been made.
In accordance with the normal practice of Global Solutions 4 Pty Ltd, I confirm
that this report is confidential to, and solely for use of the Rockhampton City
Council, subject to its provision to the International Exhibition Complex Reference
Group (as instructed). No responsibility is accepted to any third party who relies
on the whole or any part of our report.
Finally, neither the whole of the report nor any part or reference thereto, may be
published in any document, statement or circular nor in any communication with
third parties without the prior authorisation and written approval by Global
Solutions 4 Pty Ltd of the form and context in which it will appear.
GARY OWEN GARNER
B.Bus., A.V.L.E.(Val.), Assoc.Dip.Val., P.Ag., Dip.Ag., A.I.M.M., M.A.A.A.C. Registered Valuer (Qld) No. 1959
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1188.. A
S
ES
CE
DIIC
ND
EN
PE
PP
AP
ACKNOWLEDGMENTS & BIBLIOGRAPHY
The Consultants appreciate and acknowledge the support and / or contribution
of the following persons / organisations whom have assisted in the preparation of
this Report:
1.
Cr Margaret Strelow
Mayor, Rockhampton City Council
2.
Gary Stevenson
Chief Executive Officer, Rockhampton City Council
3.
Rick Palmer
Critical Projects Officer, Rockhampton City Council
4.
Des Power
Queensland Events Corporation Pty Ltd
5.
Michael Denton
Chief Executive, Queensland Events Corporation Pty
Ltd
6.
Alan Boosey
Deputy Chief Executive, Queensland Events
Corporation Pty Ltd
7.
Heather Clelland
Executive Officer, Beef Australia 2003, Australian Beef
Cattle Exposition Assoc. Inc.
8.
John Croaker
General Manager, Australian Brahman Breeders’
Association Ltd
9.
Angus Russell
Principal State Development Officer, Queensland
Department of State Development
10. Peter Owens
Manager, Rockhampton Venues +Events
11. Brad Greentree
Principal, Outsource Promotions Pty Ltd / Australian
Brahman Breeders’ Association Ltd
12. Bruce Cull
Operations Manager – Building (Leighton Contractors
Pty Ltd)
13. Stuart Lummins
Development Manager – Building Group (Leighton
Contractors Pty Ltd)
14. Terry McCosker
Resource Consulting Services Pty Ltd (Yepoon)
15. Ken Hodge
Regional Manager, Project Services (Queensland
Government – Department of Public Works)
16. Lea Taylor
Rockhampton Agricultural Society Inc. / Liberal for
Capricornia (Liberal Party of Australia Qld Division)
17. Richie Pershouse
Secretary, Rockhampton Agricultural Society Inc.
18. Lyndal Hansen
Manager, Rockhampton Regional Office Department
of the Premier and Cabinet (Qld Government)
19. Barbara Harwood
Manager, Rockhampton & District Promotion &
Development Association Inc.
20. Tom Wyatt
Director, Parks Sport & Recreation, Rockhampton City
Council
21. Henry Cope
Senior Project Manager, Project Services (Queensland
Government – Department of Public Works)
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22. Les Green
Executive Director, Institute of Business Leaders
23. Garry Donovan
National Engineering Manager, Global Pacific Pty Ltd
(Brisbane)
24. Paul Watson
Chairman, Regional Management Committee,
Corporate Services & Infrastructure Centre – South
Queensland, Department of Defence
25. Members
International Exhibition Complex Reference Group
26. Steve Parley
Chairman, Brothers Leagues Club
27. Wal Taylor
Community Informatics Research, Central
Queensland University (Rockhampton)
28. Jan Bimrose
Director, Tourism Development, Tourism Queensland
(Brisbane)
29. Kevin Liepins
Destination Developer, Tourism Development, Tourism
Queensland (Brisbane)
30. Graeme W. Acton
Chairman, Beef Australia 2003, Australian Beef Cattle
Exposition Assoc. Inc.
31. Michael Doblo
32. Stephen Doblo
33. Helen Truscott
President, Rockhampton Horticultural Society
34. Sandra Thompkins
Secretary, Zone 27 Pony Club
35. David Kelly
Sports & Recreation Co-ordinator, Rockhampton City
Council
36. Jane Morgan
General Manager, Capricorn Tourism (Rockhampton)
37. Vince Mawn
Head of Department, Rockhampton State High
School
38. John Allison
Principal, Rockhampton State High School
39. Councillors
This Report has been prepared with material derived or referenced from the
following sources (due acknowledgement is hereby given):
1.
Rockhampton City Council, Rockhampton City Council Corporate Plan
1999 – 2002, June 1999.
2.
Department of Premier & Cabinet / Project Services, Rockhampton
Exhibition Complex – Facilities Workshop Report, 10 February 2000
(Queensland Government)
3.
Department of Premier & Cabinet / Project Services, Rockhampton
Exhibition Complex – Master Plan / Concept Plans, 17 May 2001
(Queensland Government)
4.
Australian Beef Cattle Exposition Assoc. Inc., Beef Expo 2000 (9-16 April),
Event Summary, June 2000.
5.
The Rockhampton & District Promotion and Development Association Inc.,
Business & Information Guide, Dayton G, Houston K., Central University
Library, 1998
͕͝ǡ͖͔͔͛
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6.
Rockhampton & District (undated brochure)
7.
Rockhampton City Council, 2001 Community Services Directory, June 2001
8.
Rockhampton City Council, Rockhampton – A Profile of the Capital of
Central Queensland (undated brochure)
9.
Rockhampton City Council, Statement of Proposals: Rockhampton City
Plan, September 2000
10.
Rockhampton City Council, Rockhampton City Council Annual Report 1999
– 2000
11.
SKM Economics,, Rockhampton Convention Centre Feasibility Study April
1998, Rockhampton City Council
12.
Centre for Regional Development, Deakin University (in conjunction with
Greg F Walsh & Associates Pty Ltd), South West Horse Industry Study
(Development of a Strategy for Growth), November 1997.
13.
Gannon and Gannon Pty Ltd (in association with the Rockhampton District
Saleyards Board), Business Plan: Gracemere International Centre –
Development Projects & Management 2001 – 2005 and 2005 – 2011, June
2001
14.
Encounter Promotions Pty Ltd (in association with Corporate Context Pty Ltd
& Ernst & Young), Concept & Feasibility Study: Rockhampton Signature
Event “A Special Event for Rocky” (October 1998).
15.
Clouston (Landscape Architects * Urban Designers * Landscape Planners),
Rockhampton Open Space and Recreation Plan, Report prepared for the
Rockhampton City Council, December 1997.
16.
Queensland Events Corporation, Queensland Events Regional Development
Program, Queensland Government (undated brochure).
17.
Bureau of Tourism Research, Measuring MICE (Meetings, Incentives,
Conventions and Exhibitions) Industry Infrastructure, Report to the Tourism
Forecasting Council (Research Report No. 1), February 1998
18.
Australian Bureau of Statistics, Tourist Accommodation Small Area Data
(Queensland), June Quarter 2001, ABS Catalogue No. 8635.3.40.001
19.
Australian Bureau of Statistics, 1996 Census of Population and Housing,
Australia in Profile - A Regional Analysis, ABS Catalogue No. 2032.0 (ISBN 0
642 25669 1)
20.
Australian Bureau of Statistics, Regional Statistics (Queensland) ABS
Catalogue No. 1362.3
21.
Australian Bureau of Statistics, Overseas Arrivals & Departures June 1996,
ABS Catalogue No. 3401.0
22.
Queensland Treasury, Queensland – An Economic Perspective, July 1991
(Queensland Government Publication)
23.
Australian Bureau of Statistics, Directory of Tourism Statistics (1991) ABS
24.
Australian Bureau of Statistics, Tourism Indicators (Australia) – December
Quarter 1995 ABS Catalogue No. 8634.0
25.
Department of State Development, Projects Queensland Australia, 20002001
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26.
Australian Bureau of Statistics, Population By Age and Sex (Queensland) ABS
27.
Australian Bureau of Statistics, 2001 Queensland Year Book: Number 58, ABS
Catalogue No. 1301.3, Commonwealth of Australia 2001
28.
Australian Bureau of Statistics, 2001 Year Book Australia on CD-ROM : ISSN
0312-4746 Commonwealth of Australia 2001
29.
Australian Bureau of Statistics, Year Book Australia 1999, ABS Catalogue No.
1301.0.30.001, Commonwealth of Australia 1999.
30.
31.
32.
Australian Bureau of Statistics, Year Book Australia 1995, Commonwealth of
Australia 1995.
33.
Pender, A., Transforming Government Business Enterprises, Water, March /
April 1995
34.
The State of Queensland (Queensland Treasury): NCP Help, Queensland
Government Version 1 (Electronic), NCP Unit, May 1996 (Implemented by
GoWrite [Yenlo Pty Ltd]
35.
de Chastel, Brett57: Implications of the Local Government Act 1993 Contracting and Enterprise Powers, QELA Seminar, 5 December 1994.
36.
Project Queensland Australia, Issue No. 17 (1997/98), Department of
Tourism, Small Business & Industry.
37.
Project Queensland Australia, Issue No. 18 (1998/99), Department of State
Development.
38.
Projects Queensland 2001, Department of State Development, 2001.
39.
Office of Economic & Statistical Research, Visitor Expenditure in Regional
Queensland 1985 to 1989, Queensland Treasury (September 2001).
40.
Colwell J, Rockhampton City – Social Profile Draft Supplement 2000,
Rockhampton City Council, November 2000.
41.
Stratcorp Consulting, Rockhampton Regional Facilities Strategy (Prepared
for Rockhampton Enterprises Limited), October 2000.
42.
Queensland Department of State Development, State Infrastructure Plan,
State Infrastructure Plan Taskforce, October 2001.
43.
Queensland Department of State Development, State Infrastructure Plan Strategic Directions 2001 Paper - Part C of Strategic Directions 2001 (Central
Region), State Infrastructure Plan Taskforce, October 2001.
44.
Local Government Act 1993 Queensland (as amended)
45.
Local Government Finance Standard, 1994 (Queensland)
46.
Capricorn Tourism, Rockhampton & Capricorn Coast - What to See & Do,
October 2001.
47.
Capricorn Tourism, Central Highlands & Rural Hinterland - What to See & Do,
October 2001.
57 Brett de Chastel is the City Solicitor for Ipswich City Council
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48.
Cope, H (Senior Project Manager, Project Services), Various Notes from
Meetings Held with Exhibition Complex Stakeholders (unpublished Internal
Memorandums), 2001, Queensland Government – Department of Public
Works
49.
http://www.iacvb.org/ International Association of Convention and Visitors
Bureaux (IACVB), Various data on Convention and Visitors Bureaux (IACVB),
50.
http://www.specialevents.com.au/ International Special Events Society
(ISES) Australia, Event Listings & Other Information
51.
http://www.go-events.com.au/ Brisbane Marketing (Integrated marketing
authority for Brisbane, encompassing the Brisbane Convention & Visitors
Bureau Pty Ltd), tourism, festivals, events and retail)
52.
http://www.cairnsconvention.com.au/ Cairns Convention Centre (various
information related to Cairns Convention Centre)
53.
http://www.sd.qld.gov.au/index.html Department of State Development
(Queensland) (Doing Business in Rockhampton, and other features)
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ȋ
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MAJOR SITE LOCATIONS (EX GRACEMERE)
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ǡ͕͛ǡ͖͔͔͕Ȍ
ȋ
ORIGINAL CONCEPTUAL BUDGETS BASED ON PRELIMINARY SKETCH
PLANS (PROJECT SERVICES, MAY 17, 2001)
Stage 1
1
2
3
4
5
6
7
8
9
10
11
12
13
Site Survey
Electrical Lip grade
Reprofile Trade Display Area
Site works and Reprofiling to Victoria Park
Alterations to Fe@ to Victoria Park Tennis Courts
New Cattle Pavilion
Amenities Buildings
Stage 1 Total
3,000,000
26,000
777,600
122,800
316,500
10,600
191,400
500,000
16,000
2,400,000
654,100
1,207,400
777,600
$10,000,000
Stage 2
14
15
16
17
18
19
20
21
22
23
24
25
26
27
Amenities Buildings
New Entry /Administration Building
Demolish Stables
Demolish Hideaway Bar and Relocate Facilities
Refurbish Primac Pavilion & McCamley Meat Hall Pavilion
Demolish older Section of James Lawrence Pavilion
Stage 2 Total
Total (Stage 1 & Stage 2)
636,600
324,000
654,100
1,701,400
2,478,300
752,100
80,400
50,000
100,000
250,000
200,000
200,000
47,600
1,000,000
$8,474,500
$18,474,500
͕͝ǡ͖͔͔͛
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͕͚͗

ǡ͕͛ǡ͖͔͔͕Ȍ
ȋ
Stages 1 & 2 — Summary
Original Conceptual Budgets Based on Preliminary Sketch Plans
Total Stages 1 & 2
Item
No.
1
17
18
10
11
27
23
14
12
25
21
13
6
8
16
3
19
15
5
20
26
9
24
7
4
2
22
Item
Stage 1
Stage 2
New Cattle Pavilion
Amenities Buildings
Demolish Hideaway Bar and Relocate
Facilities; Demolish older section of
James Lawrence pavilion; Demolish
Stables; Relocate Dog Pavilion
Site works, Landscaping and Reprofiling to Victoria Park & Trade Display
Area
Electrical Up grade
Underground Services to Trade Display
Area
New Fencing to Exhibition Road &
Victoria Park Site; Alterations to Fence
to Victoria Park Tennis Courts
Refurbish Primac Pavilion & McCamley
Meat Hall Pavilion
Site Survey
3,000,000
1,207,400
0
2,400,000
654,100
0
0
636,600
1,701,400
2,478,300
0
654,100
1,000,000
600,000
Total
Stages 1
&2
3,636,600
2,908,800
2,478,300
2,400,000
1,308,200
1,000,000
600,000
1,288,200
0
1,288,200
777,600
0
0
316,500
0
752,100
324,000
0
777,600
752,100
324,000
316,500
16,000
128,000
144,000
0
200,000
200,000
191,400
122,800
26,000
0
0
0
191,400
122,800
26,000
10,000,000
8,474,500
18,474,500
TOTAL
͕͝ǡ͖͔͔͛
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͕͚͘
ȋ
ȀƬȌ
FINAL REVISED CONCEPTUAL BUDGETS (BASED ON PROJECT
SERVICES PRELIMINARY SKETCH PLANS / DATA & OTHER MATERIAL)
Stage 1
2
3
4
5
6
7
8
9
10
11
12
13
28
Site Survey
Electrical Up grade
Alterations to Fence to Victoria Park Tennis Courts
New Cattle Pavilion
Amenities Buildings
Total Stage 1
26,000
583,200
122,800
316,500
10,600
191,400
250,000
16,000
1,200,000
327,050
667,650
388,800
700,000
$4,800,000
Stage 2
15
16
17
18
19
20
21
22
26
27
Amenities Buildings
Demolish Stables
Total Stage 1
TOTAL Stages 1 and 2
324,000
327,050
1,276,050
1,858,725
564,075
80,400
50,000
75,000
47,600
597,100
$5,200,000
$10,000,000
͕͝ǡ͖͔͔͛
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ȋ
ȀƬȌ
Stages 1 & 2 — Summary
Final Revised Conceptual Budgets Based on Preliminary Sketch Plans
Total Stages 1 & 2
Item
No.
Item
3
4
5
7
10
11
12
2
16
17
6
Electrical Up grade
& Trade Display Areas
New Cattle Pavilion
Amenities Buildings
Site works, Re-profile trade display area
/ Victoria Park and Landscaping
New Fencing / Alterations to Exhibition
Road & Victoria Park Site / Tennis
Courts
Demolish Stables, Relocate Dog
Pavilion
TOTALS
28
15
18
19
9
20
21
22
8
26
27
13
Stage 1
Stage 2
583,200
122,800
507,900
1,200,000
327,050
667,650
675,400
327,050
1,276,050
700,000
16,000
4,800,000
Total
Stages 1
&2
583,200
122,800
507,900
1,200,000
654,100
1,943,700
675,400
324,000
1,858,725
564,075
128,000
700,000
324,000
1,858,725
564,075
144,000
125,000
125,000
597,100
5,200,000
597,100
10,000,000
͕͝ǡ͖͔͔͛
Ȁ
Representative58
Meeting
Date59
No.
36
members
249 –
all life
Clubhouse constructed
by club & used
frequently for
meetings/shows/birthday
s/bucks nights.
Annual Show, Good
Earth Expo, Home Show.
Used to service at Bob
3 shows per year (last 2
days each)
Auction fortnightly on
Sat, cleanup on Sun
morning
Annual Show (approx.
one week)
1
40
10 club meets per year/5
days Show Week
Meeting Frequency at
Facilities
Nil
͕͝ǡ͖͔͔͛
38
30
Members
Ȉ͘
58 Organisation representative met with Consultants Global Solutions 4
59 Date of meeting of organisation representative with Consultants Global Solutions 4
Rockhampton
Fitzroy Lions Club
Central Qld
Breeders &
Fanciers Cat
Club Inc.
Rockhampton
Cattle Club
Rockhampton
Camera Club
Central
Queensland
Aquarium
Society
Capricorn
Beekeepers
Club
Bob Heath Real
Estate
Club
LOCAL REQUIREMENTS / INFRASTRUCTURE NEEDS

͕͚͚
C:\DOCUMENTS AND SETTINGS\GARNERG\DESKTOP\PUBLICATIONS\BUSINESS PLAN CENTRAL QLD EVENTS CENTRE.DOC
Removal of rubbish (inbuilt compactor in building, incinerator
access), toilets, First Aid access, loading/holding bay for goods
– reduce vehicles
Has been meeting since 1966. Club House is well maintained via
club’s on-going profits. Club owns all fittings.
Plastic chain to keep visitors away from touching prints. Wall to
be out of sunlight as it causes prints to curl and fall off walls. It
will be fine if kept in the same building as now.
Currently a loss making entity with shortfall funded from
members savings.
Nil
A room and storage (only temporary storage at present).
Primac Pavilion / demountable currently utilised.
A building is required – aquarium building demolished some
years ago. Suggest that aquarium display is an ideal “relaxation
centre”.
Infrastructure Needs / General Comments
ȋȌ
Zone 27 Pony
Club
Capricornia
Pigeon Club
Rockhampton
Kennel Club
Rockhampton
North Rotary
Club
Rockhampton
Horticultural
Society
Thompkins
Sandra
Helen
Truscott
͕͝ǡ͖͔͔͛
12
Clubs
(660)60
30
53
Annual Show, 5 shows
over 3 weekends
Use Showgrounds for
Swap meet, use fast food
outlet for Show, Good
Earth Expo, Home Show,
Beef 2000.
2 Shows x 1 day, Annual
Show, 1 auction & 1
meeting per year.
Camp approx. twice
yearly + special events
Heath’s auction.
100 (75 Owners of the Crowley
financial). Pavilion utilised at least
once per month: Annual
(Autumn) Carnival Show
+ Spring, i.e. 2 Shows
(March/Sept) per year,
11 club meets a year,
floral people meet 11
times/year and visitors
attend Sunday lunch
twice yearly.
Showjumping
Jumping / Equitation
Dressage
Other: e.g. one day / three day eventing, campdrafting,
etc.
1.
2.
3.
4.
Equine (Pony Club) activities can be divided into three
categories (plus “other”):
Nil
They just build/erect anything they need, paid for by their club.
Recently awarded Business Excellence Award (Rockhampton
Chamber of Commerce) in recognition of hosting of 2 day
event: Good Earth & Garden Expo (run over last 12 years) – up
to 11,000 people attend (last year 5,000 because of rain). Event
has been financially rewarding partly achieved by utilising local
people. Wood Turners and Bush House Club have requested to
meet in facilities. Would like to rent to other clubs but need
equipment storage area. Crowley Pavilion used for entertaining
/ rotunda, displays (cut flowers). As pavilion owners Club
believes they should have a seat on the Board of (Showground)
management. Only additional infrastructure required is
additional room with cupboard space.
Ȉ͘C:\DOCUMENTS AND SETTINGS\GARNERG\DESKTOP\PUBLICATIONS\BUSINESS PLAN CENTRAL QLD EVENTS CENTRE.DOC
25 Sept.
2001
25 Sept.
2001
Ȁ
60 50 to 60 members in each club

ȋȌ
͕͚͛
Rockhampton
Saloon Car Club
Rockhampton
Poultry Fanciers
Club
͕͝ǡ͖͔͔͛

State Dressage Championships (1997/98) – 350
competitors; 21 arenas required (high school grounds and
other areas of showgrounds utilised)
State Championships – Showjumping and Equitation (4
areas utilised in the Victoria Park precinct)
The Club has put a bid in for the State Dressage Championships
2002 (result not yet known). Opportunity also exists to hold the
National Mounted Games (Japan/England/Australia – under
26) which has proven limited success in terms of numbers, but
successful in terms of the event itself.
Cost is always a major factor (usual competitor rate is $25
comprising $20 for stabling + $10 for camping x 400 persons av.).
However, the real economic benefit is to the city proper where
spending by competitors can be significant. Hiding of
infrastructure underground will provide greater flexibility /
facilitate holding of further special events. Pony Club believes
that as Rockhampton is central it is good for encouraging major
events.
No charge for utilising facilities is levied at present for meetings
which are held four times per year. Existing shed recently
upgraded by Show Society and fulfils requirements. However,
existing pens require relocation and / or replacement.
•
•
Speciality (non-pony club):
• Rodeo
• Polo
• Polocrosse
• Breed clubs (showing stud animals)
Two special “pony club” events have been held over the last
few years with opportunity to repeat:
5.
50 –
60
2 Shows P.A. x 1 day, end
April, and Exhibition Show
– June / July. Meetings
held 4 x p.a.
BBQ on Sat night after
Speedway meeting/12
club meets per year/run
bar for Speedway
Ȁ
ȋȌ
͕͚͜
Steve
Parley
Tom Wyatt
Rockhampton
Use North Rockhampton
Rotary stall on a daily
basis – five days per
week.
Annual Show, Home
Show, Motocross in Nov.
Daily
21 meetings p.a. –
October to July. 1,000 to
2,000 persons per event
(local meetings) – can
be up to 10,000 over 3
nights (special events
such as the Qld Titles). Pit
area: up to 500 persons.
Access to Brothers football field required for trade displays and
car parking for larger events. Oval can be used for as many
purposes as possible (encourages business). Philosophy is to
tailor programs for particular events.
Sporting oval required to attract all major football codes
Individual showmen pay rent for the sideshow area – power
and linear footage based. Guild is concerned at the area and
are particularly keen for services to be buried underground with
appropriate access. Laundromat facilities also required, as well
as upgraded toilets / showers. Access gates too narrow. They
believe the Gold Coast / Maryborough Showgrounds provide
good example of more desirable features / layout.
Events include stunt shows, support and others (45-60 cars
entering in 3 classes @ 15 cars / class + go carts). Status of lease
agreement is of major concern to the promoters (Doblo
brothers). Terms understood to be 5yr + 2 yr extension from July
2000. New infrastructure requirements include bar (cans only
currently provided), food area, and billboard for promotion and
marketing (Red Hill?). Track is required to be 14.8m wide with no
optimum length (usual size is ¼ mile, maximum ½ mile); 8-15°
slope, with 1 metre high concrete wall. Ideally current track
should be enlarged but understood that moving existing fence
would require substantial expenditure incl. Relocation of light
poles. Underground power and access to PA / communications
within the ring desirable. Current promoters also interested in
holding different types of outdoor events (planned upgraded
facilities, as revised, will suffice needs, especially Riverside
Amphitheatre).
Fly screening for building.
31 July
30 July
2000
27
Rockhampton
West Rotary
Brothers
Leagues Club
25 Sept.
2001
Staff
only
Michael
Doblo,
Stephen
Doblo
Annual Show (lease area
devoted to sideshows).
Ȁ
Transfood
Rockhampton
Speedway
Showmen’s
Guild of
Australasia
͕͝ǡ͖͔͔͛

ȋȌ
͕͚͝
31 July
2001
30 July
2001
Peter
Owens
Barbara
Harwood
N/a
N/a
Complex should complement the 967 seat Pilbeam Theatre
where approx. 150 performances are held annually.
Opportunity exists for a 2,000 – 3,000 seat indoor venue to host
rock concerts, etc. (less risky for promoters than hosting such
events outdoors, e.g. the 1,500 seat Empire Theatre at
Toowoomba). Such a venue could also promote other
opportunities for larger scale exhibitions (competes with
Convention Centre, Cairns). Currently, the Music Bowl at
Rockhampton is sporadically used for outdoor concerts.
Major flat floor area 1,200 m2+ required for numerous major
events such as the Beef Expo Ball. Showgrounds currently
expensive to hire out in comparison to other venues.
Management of the complex will be critical to enable event
packaging such as occurs at the Great Western. Potential
(current facilities are unsuitable for AFL / NFL). Funding for
infrastructure required (@ 50% of cost incl subsidy) to reticulate
treated water from treatment plant – will enable to invocation
of a beautification program to the site once Council become
the new owners.
Multi-code football oval required – co-development with
swimming pool / Exhibition Complex headquarters and the
encouragement of permanently-based service providers
around the perimeters all represent good possibilities (provided
pool development does not conflict with north-side facility
development). Sees the development of a Sports Council very
desirable. Good understanding of the social capital of
Rockhampton required in order to understand community
needs.
Important that the Project is not just a “showground
refurbishment”. The Complex must include all precincts
including saleyards, showground complex, Victoria Park and
adjacent areas. Facility management will need to include
detail of job functions, training and succession.
31 July
2001
Lyndal
Hansen
Department of
the Premier &
Cabinet
(Rockhampton
Regional Office,
Qld Gov’t)
Rockhampton
Venues +Events
Rockhampton &
District
Promotion &
Development
Association Inc.
17 Oct.
2001
David Kelly
2000
Ȁ
Rockhampton
City Council
(Sports &
Recreation)
City Council
(Parks and
Gardens)
͕͝ǡ͖͔͔͛

ȋȌ
͕͔͛
Queensland
Events
Rockhampton
Agricultural
Society Inc.
͕͝ǡ͖͔͔͛

Des Power,
Michael
Richie
Pershouse
Lea Taylor,
Annual Show (x days)
Offices (permanent)
required for 1 – 3 staff
(incl. Lunch room / toilet).
Meeting facilities
required to host
committee: 35 – 40
persons on a regular
basis (<18 / month). Also
require up to 7 general
office staff in one area
on site during event.
conference / expo venues in Rockhampton are unsuitable to
host major events such as Big Boys Toys, Machinery Expos, Swap
Meets, Music Festivals, industry exhibitions (e.g. mining) – Tourism
Queensland will not approve Rockhampton as an “accredited
venue” because of sub-standard facilities. Strong possibilities
also exist for large equestrian program (slotted in between beef
expos), in addition to other events in the arts, music, dance and
drams fields. The “beef image” can be stretched further. Lack
of buffer zone in an essentially residential area gives rise to
concern over noise and related issues. Imagination required to
demonstrate to community how the facility might be used.
Important not to “compete” with existing facilities such as Great
Western (holding up to 3,500 seats with large indoor area –
packaged events), and Kershaw House (utilised primarily by
private enterprise for seating 200). Infrastructure also to meet
required health standards to avoid ongoing problems with
Health Dept.
Agreement in principle reached with Council for acquisition of
Showgrounds from the Society (subject to conditions, due for
consummation Jan. 2002). Society will (continue) to require
office space at facility. Agricultural (annual) show has built up
numbers over last few years – 28,000 up 34% from previous year.
Beef Expo does affect (depress) numbers attending at annual
show. Society would like to host other events with prospects for
related activities, e.g. Wool Expo and other possibilities.
Refer Project Services notes re further data on other facilities
including ticketing, information centre, security, media /
interviews, display areas, ground services, recording /
broadcasting, animal display, rodeo, pavilions and other facility
requirements. Similar social / entertainment / hospitality
requirements as for Beef 2003 (sponsors, members, nonmembers and fast food outlets).
Attracting major sporting bodies to establish their headquarters
at the new Complex could be feasible. Important that venue
10
August
31 July
2001
Ȁ
ȋȌ
͕͕͛
25 Sept.
2001 +
other
times
Graeme
Acton,
Heather
Clelland
Beef Australia
2003, Australian
Beef Cattle
Exposition Assoc.
Inc.
Every 3 Years. Preferable
to situate 1 – 4 staff
permanently on site with
meeting facilities to host
15 – 20 persons on a
regular basis. Also require
up to 30 general office
staff plus consultants in
one area on site during
event. Housing for
approx. 2,000 head stud
cattle required on site (ex
be managed professionally (e.g. not sports bodies) – strong
competition exists for venues. Ideal if the whole community can
engage in the facility’s development. Beef Expo event forms a
strong basis for expansion of related and other activities. Needs
to be an emphasis on temporary multifunctional
accommodation, however some infrastructure development
unavoidable (e.g. underground power and burying of existing
headwork / power lines). Important to research local sporting
requirements. Attracting major events unlikely to generate
major sustainable cash flow unless it can be established multiyear. Regular tenant establishment likely to be the key to
ongoing income development (e.g. Broncos home ground is
the ANZ Stadium): the best events are the ones you can selfgenerate. A “point of difference” needs to be established –
competitive advantage (audit required along with facility
audit). Major Sports bodies are very desirous of going into
regions. Packaging for joint events also a possibility. Leveraging
off the “beef capital” image is likely to produce the best results,
even in the context of motor shows, home shows, etc.
Employment of dedicated marketing personnel is imperative,
especially to follow up leads likely to generate events 10,000 –
25,000 people.
Some push being made to hold event every 2 years in response
to market, however stud breeders are unlikely to shift from every
3 years. World class event attracting 44,000 people (2000).
Timing of facility upgrades is a major factor / concern for the
organisation. Option 2 is the preferred site for the cattle pavilion
(refer original Project Services Plan). Major horse events include
polocrosse (held at conclusion of Beef Expo – the current oval is,
however, too small). National Campdraft is also run with the
Expo. Large area required for showing / parading up to 500
cattle plus up to 5,000 spectators in the centre ring (power and
data services required here). Limited facilities required only for
horses with access to electricity for fences. Trade Fair
2001
Denton,
Alan
Boosey
Ȁ
Corporation Pty
Ltd
͕͝ǡ͖͔͔͛

ȋȌ
͕͖͛
Defence
Department
Resource
Consulting
Services Pty Ltd
(Yepoon)
͕͝ǡ͖͔͔͛

Terry
Paul
Watson
McCosker
Facilities not currently
utilised
N/a
6. Small meeting / Workshops (100-150 people)
Refer Project Services notes re further data on cattle facilities
(incl. Loading ramps, spraying, exhibitor accommodations and
stewards administration), in addition to ticketing, information
centre, security, banking, media / interviews, display areas,
ground services and other facility requirements.
Establishment of a multipurpose facility capable of holding all
sorts of epxos, exhibitions, festivals, conventions etc. a priority.
Beef Expo: expansion of Trade Fair occurring requires support.
Management expertise in running the complex critical,
functionally separate from the stakeholders (strong vision
required). Development of a local festival a good possibility.
Department of Defence have no permanent presence,
however major training events are held every 2 years at the
Shoalhaven Bay Training area (e.g. Operation Crocodile
involves 5,000 + troops from the US and Australia). However,
Dept. is aware that the Singaporean Defence Force require
facility annually for their major training event – proposed
Complex may offer good potential business, with Singaporean
Government likely to be very supportive of local businesses and
initiatives.
5. International Conference(s) (500 – 600 people)
4. General public – catering restaurants / fast food outlets
3. Corporate boxes (prestigious, elevated view requ’d)
2. Sponsors Business Centre (20 persons)
1. International (600-800 persons)
comprising 1,000 – 1,500 trade displays required with access to
all services incl communications. Essential to locate within
general area of public circulation. Large electronic boards /
screens required strategically placed around venue to project
information, sponsorships, and ring / other activities.
Entertainment / hospitality required at any one time:
13 Sept.
2001
31 July
2001
Gracemere), located as
far as possible from main
entry. Grandstand
requires seating for up to
5,00 people
Ȁ
ȋȌ
͕͛͗
Jan
Bimrose,
Kevin
Liepins
Gary
Hansen
John
Allison
Emu
Management
Rockhampton
State High
School
N/a
N/a
N/a
27 Sept.
2001
11 Oct.
2001
17 Oct.
2001
͕͝ǡ͖͔͔͛
Important to establish competitive edge to be a viable
alternative to other regional facilities e.g. MacKay Exhibition
Centre, Cairns Convention Centre, Toowoomba Showgrounds,
etc. Suggest management be a separate legal entity than
Council. Important to maintain close relationship with
surrounding Shires.
Have conducted sponsorship and event programming for Beef
2000, Arts in the Park, Multicultural Fair, Rockhampton Show.
Comment that the Trade fair is the key to success of Beef 2000.
With revised concept Emu Mngmt could host major event on
the River Stage every two months (shade “sails” required in day)
– revised concept in general to be adopted otherwise facilities
inadequate. Suggest that ongoing maintenance and minor
works could be undertaken via Community Job Project (CJP)
program. The Complex would also allow for usual 2% of capital
cost allowance for “Public Art” which could be incorporated
into the themed entrances and Landmark orientation node.
Further possibilities exist for a Military Museum.
Strong representation for closing off Exhibition Road / Lion Creek
Road precincts – would allow greater access of facilities on the
site by students during school hours. Could extensively utilise flat
floor facility (indoor sports61 and other functions), and
professional catering facilities to assist in students obtaining
hospitality credentials (currently students attend work
experience in alternate major centres). Upgraded oval(s) would
enable school to utilise for major athletic events – school would
also utilise portable grandstand seating. School is willing to
make their class rooms / lecture theatres / meeting rooms
available for major events subject to availability. Development
of the River Esplanade is also highly desirable to improve
student access – bike / walking tracks advantageous especially
through Victoria Park and across the train bridge.
N/a
N/a
N/a
Ȁ
Tourism
Queensland
61 Could include netball, basketball, indoor soccer, volleyball

ȋȌ
͕͛͘
Jane
Morgan /
Shealagh
Mellee
John
Croaker
Stuart
Lummins,
Bruce Cull
Australian
Brahman
Breeders’
Association Ltd
Leighton
Contractors Pty
Ltd
N/a
N/a
N/a
Hosting World Brahman
Congress 2000 (April
2002).
N/a
Professional Conference Organisers (PCO’s) - < 80 attendees will likely seek Rockhampton as an alternate venue upon
redevelopment. Market likely to respond to upgraded
accommodation requirements (good 4 star accommodation).
With demise of Ansett and US Terrorist damage, access likely to
be a short term problem, however Rockhampton is a
convenient stopover on the way to the Great barrier Reef /
Cairns / Airlie Beach / Whitsundays. Tilt train stopover en route to
Cairns also represents good possibilities. Rockhampton “needs
to be discovered” therefore encouragement must be given to
backpackers who can “reconnaissance” the area.
Redeveloped complex will assist in attracting companies such
as Reed Exhibitions to be based permanently at Rockhampton.
Packaging is vital to assist the development of conferences and
encourage tourists to the region.
Major dinners over four nights require seating for 700 –800
persons in upgraded dining complex fitted with new
commercial kitchen + bar facilities. Live Exporters (100-200 at
peak times) also require premium servicing for refreshments,
meals (light and sit-down). Trade Shows are conducted in the
main ring. Existing toilets and associated facilities are a real
problem at the moment.
Any involvement by them would require an on-selling of any
equity, i.e. must have an exit strategy. Financial packages
available to suit cash flow, but take-out must be guaranteed.
Can provide architectural and other services as part of a total
package for design, build and construct. Offered their services
at no charge to conduct workshop(s) for needs analysis
assisting design, etc.
27
August
2001
16 Oct.
2001
Ȁ
Capricorn
Tourism
(Rockhampton)
͕͝ǡ͖͔͔͛

ȋȌ
͕͙͛
ȋȌ
͕͚͛

Ǥ͕͜͝͝Ȃ͖͔͔͕
ROCKHAMPTON AGRICULTURAL SOCIETY INC. FINANCIAL
STATEMENTS 1998 — 2001
STATEMENTS
SUMMARY
Year
Ended
Year
Ended
31-Aug2001
31-Aug2000
31-Aug-99
30-Aug-98
FOUR
YEAR
AVERAGE
1998-2001
Source: Rockhampton Agricultural Society
Financial Statements
Bar Income
Special Events
Camping & Caravan
Commission
Grant Received
Donations
Electricity Revenue
Entry Fees
Gate Takings
Interest Received
Membership Fees
Rent Received
Site Fees
Sponsorship
Admin, Charges & Levies
59,022
3,639
9,715
14,388
32,890
40,340
9,100
15,649
232,724
0
13,831
46,957
70,275
50,155
27,240
2,319
25,881
46,180
12,463
7,552
0
426
2,727
17,052
204,519
0
17,069
61,908
117,465
27,101
36,818
1,500
92,216
0
14,781
10,820
0
0
3,930
51,184
208,694
0
19,572
89,327
156,212
48,726
11,490
6,749
112,796
0
10,441
10,960
0
0
4,626
21,237
221,316
250
16,099
82,679
144,964
49,105
7,451
2,838
72,479
12,455
11,850
10,930
8,223
10,191
5,096
26,281
216,813
62
16,643
70,218
122,229
43,772
20,750
3,351
Total Income
628,243
578,660
713,700
684,761
651,341
18,620
0
2,653
0
6,337
22,728
9,766
38,674
33,340
0
56,498
32,492
6,300
3,250
1,336
0
27,321
8,438
41,008
35,739
1,000
62,145
30,065
6,300
6,367
0
10,554
34,743
15,927
58,434
33,588
0
59,242
32,569
6,500
6,076
1,937
12,410
47,193
13,172
47,382
32,029
0
71,751
28,437
4,775
4,587
818
7,325
32,996
11,826
46,375
33,674
250
62,409
1,206
4,003
24,005
29,818
6,057
50,056
3,823
0
1,070
924
746
3,247
3,814
19,766
35,460
2,951
56,111
4,755
975
767
1,704
1,504
2,557
0
2,409
15,677
2,851
43,568
8,514
0
0
1,171
267
2,873
0
2,973
16,595
2,499
41,558
8,522
0
0
1,860
20
2,471
1,954
12,288
24,387
3,589
47,823
6,403
244
459
1,415
634
EXPENDITURE
Advertising
Audit Fees
Bank Charges
Borrowing Expenses
Catering
Cleaning
Contract Labour
Depreciation
Electricity
Entertainment - Performers, Acts
& Other Expenses
Fuel & Oil
Gate Keeping
Hire of Plant & Equipment
Insurance
Interest Paid
Judges Expenses
Legal Expenses
Licenses, Fees, Permits
Memberships, Affiliations, Permits
& Licence Fees
͕͝ǡ͖͔͔͛
ȋȌ
͕͛͛

Ǥ͕͜͝͝Ȃ͖͔͔͕
Year
Ended
Year
Ended
31-Aug2001
2,671
7,359
37,748
17,128
12,453
37,920
4,906
3,048
32,938
120
970
500
234
370
24,912
8,974
5,627
5,496
285
0
2,646
112,750
629,377
31-Aug2000
4,400
11,102
34,442
0
26,915
57,306
130
4,860
26,737
240
2,046
188
214
7,390
0
17,224
10,261
10,425
665
2,047
4,062
143,982
714,719
(1,134)
Before Depreciation
Before Interest & Depreciation
STATEMENTS (continued)
SUMMARY
Postage
Prize Money
Promotional Giveaway
Rates
Repairs & Maintenance
Ribbons, Sashes & Badges
Sawdust, Timber & Fodder
Security
Show Staging Expenses
Sign Writing Expenses
Subscriptions & Fees
Special Event Expenses
Computer Expenses
Sponsorship Expenses
Sundry & Miscellaneous Expenses
Superannuation
Telephone
Training
Trophies
Wages
Total Expenditure
31-Aug-99
30-Aug-98
FOUR
YEAR
AVERAGE
1998-2001
4,262
7,228
66,763
5,244
13,974
30,705
6,413
4,049
19,937
18,567
1,264
2,525
16,030
1,288
0
78,826
7,967
10,221
1,263
2,867
5,661
151,876
789,164
4,274
9,242
46,227
9,203
14,215
34,010
7,820
8,278
20,940
23,241
105
2,050
273
4,449
0
91,804
7,213
8,428
2,219
1,966
7,580
160,655
812,110
3,902
8,732
46,295
7,894
16,889
39,985
4,817
5,058
25,138
10,542
1,096
1,316
4,188
3,374
6,228
49,207
7,767
8,642
1,108
1,720
4,987
142,316
736,342
(136,058)
(75,464)
(127,349)
(85,001)
37,540
(95,050)
(17,030)
(79,967)
(38,627)
87,596
(38,940)
26,538
(38,408)
9,197
͕͝ǡ͖͔͔͛
ȋȌ
͕͛͜

Ǥ͕͜͝͝Ȃ͖͔͔͕
BALANCE SHEETS
Year Ended
Year Ended
Year Ended
Year Ended
SUMMARY
31-Aug-2001
31-Aug-2000
31-Aug-99
30-Aug-98
FOUR YEAR
AVERAGE
1998-2001
ACCUMULATED FUNDS
Balance From Previous Year
992,153
Prior Year O/S Cheques
0
Surplus / Deficit from Current Year
(1,134)
Plus Asset Revaluation Reserve
1,068,038
Total Accumulated Funds
2,059,057
Represented by:
CURRENT ASSETS
Petty Cash
56
Cash on Hand
171
Prepaid Expenses
0
Electricity Deposit
320
Cash at Bank
(55,346)
Trade Debtors (incl. provisions)
10,869
Stock on Hand - Bar
3,593
Total Current Assets
(40,338)
Less
CURRENT LIABILITIES
Trade Creditors
49,596
Payroll Liabilities
0
Site fees for next year
705
Bands Held
1,000
Bank Loan
0
GST Collected / Paid
1,977
Receipts in Advance
0
Provision for Long Service Leave
3,728
Provision for Annual Leave
3,612
Total Current Liabilities
60,618
NET CURRENT ASSETS /
(100,956)
(LIABILITIES)
Add
PROPERTY PLANT & EQUIPMENT
Freehold & Leasehold Land
244,156
Buildings Pavilion & Residence
1,971,101
Less Accumulated Depreciation (395,206)
Plant Equipment & Improvements
923,976
Cattle Pavilion
97,877
Total Property Plant &
2,552,013
Equipment
Less
NON-CURRENT LIABILITIES
Bank Loan
392,000
Total Non-Current Liabilities
392,000
NET ASSETS
2,059,057
1,128,168
44
(136,058)
1,068,038
2,060,190
1,203,632
1,323,484
(75,464)
1,068,038
2,196,205
(119,853)
1,068,038
2,271,669
1,161,859
22
(83,127)
1,068,038
2,146,791
60
111
0
20
(72,041)
10,670
2,916
(58,264)
0
110
0
20
33,000
15,427
6,546
55,103
0
1,170
2,851
20
0
29,077
17,098
50,216
29
390
713
95
(23,597)
16,511
7,538
1,679
65,972
3,540
420
1,000
62,000
895
0
3,600
6,000
143,427
(201,691)
70,064
0
0
0
0
0
530
2,400
7,618
80,613
(25,510)
113,342
0
0
0
91,692
0
1,050
5,300
5,355
216,739
(166,522)
74,743
885
281
500
38,423
718
395
3,757
5,646
125,349
(123,670)
335,625
1,971,101
(374,807)
923,701
(260,865)
97,877
(10,751)
2,681,881
353,825
2,023,656
(406,676)
988,474
(305,792)
97,877
(9,648)
2,741,715
353,825
2,023,656
(378,667)
981,517
(276,484)
97,877
(8,531)
2,793,191
321,858
1,997,378
(388,839)
954,417
(280,298)
97,877
(10,193)
2,692,200
420,000
420,000
520,000
520,000
355,000
355,000
421,750
421,750
2,060,190
2,196,205
2,271,669
2,146,781
͕͝ǡ͖͔͔͛
ȋȌ
͕͛͝

ǡ
TOURISM REGIONS IN QUEENSLAND, INCLUDING FITZROY
Source: Australian Bureau of Statistics, Tourist Accommodation Small Area Data
(Queensland) June Quarter 2001, ABS Catalogue No. 8635.3.40.001,
Commonwealth of Australia 1998
͕͝ǡ͖͔͔͛
ȋȌ
͕͔͜

ȂȀ
MAJOR PROJECTS — FITZROY / ROCKHAMPTON REGION
Extracted from: Project Queensland Australia, Issue No. 17 (1997/98), Department of Tourism, Small Business & Industry; Project
Queensland Australia, Issue No. 18 (1998/99), Department of State Development; and Projects Queensland 2001, Department of
State Development, 2001.
͕͝ǡ͖͔͔͛
ȋȌ
͕͕͜

ȋ
Ȍ
LETTERS OF APPROVAL FOR FUNDING THE PROJECT (QLD STATE GOVERNMENT)
͕͝ǡ͖͔͔͛
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Ȍ
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MEDIA RELEASES / NEWSPAPER CLIPPINGS
MEDIA RELEASE
JOHN ANDERSON
DEPUTY PRIME MINISTER
MINISTER FOR TRANSPORT
AND REGIONAL SERVICES
LEADER OF THE NATIONAL PARTY
Support for Rockhampton’s Livestock Showcase Facility
A196/2001
16 October 2001
A Livestock Showcase Facility to provide a state-of-the-art venue for display and
marketing of livestock at Beef Expo 2003 will be assisted by a $3.5 million grant from a reelected Federal Liberal-National Government, the Leader of the National Party and
Deputy Prime Minister, John Anderson, announced today in Rockhampton.
“This facility would be a premier resource in support of Beef 2003 and similar expositions in
Rockhampton,” Mr Anderson said.
“Rockhampton is the beef capital of Australia and the Livestock Showcase Facility will
enhance this reputation.
“I have been told by the President of the Rockhampton District Saleyards Board, Bruce
McCamley, that the current complex at Gracemere is currently the largest stud stock
selling centre in Australia, and perhaps the Southern Hemisphere.”
Mr Anderson said that Gracemere drew national and international investors and visitors to
Rockhampton and Queensland through its consistent records of performance in stud
livestock exchange.
Mr Anderson said that the Board was careful to stress that some saleyards in Queensland
have larger cattle throughput numbers for prime and store cattle than Gracemere, but
did not participate as a significant stud venue.
Beyond the beef expositions, Mr Anderson said that the facility would have an active sales
and rural tourism calendar.
It would promote greater awareness of breeder’s pursuit of excellence, opportunities for
industry education and skill development, high technology communication to national
and international markets, and education centres.
Mr Anderson said that the facility was a project with strong support of the community,
local governments and the Australian Beef Cattle Expositions Association.
“John Lever, the National Party Candidate for Capricornia, has been a strong advocate
of this project.”
Media contacts:
Paul Chamberlin 02 62777680
Robyn Bain (travelling with Mr Anderson) 0408 027839
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MEDIA RELEASE
JOHN ANDERSON
DEPUTY PRIME MINISTER
MINISTER FOR TRANSPORT
AND REGIONAL SERVICES
LEADER OF THE NATIONAL PARTY
Anderson Commits Government to Partnership in Beef 2003
A re-elected National/Liberal Coalition will provide $2.2 m for the popular Beef Expo 2003
and become a Foundation Partner in the event, National Party Leader and Deputy Prime
Minister John Anderson, announced today.
Mr Anderson said the Federal Coalition was a partner with the Australian Beef Cattle
Exposition Association Inc. (ABCEAI) for the very successful Beef 2000.
“Beef 2000 was a magnificent event for Rockhampton, Queensland and the beef industry
and am very pleased to commit a National Coalition Government be a Foundation
Partner for Beef 2003,” Mr Anderson said.
“The Federal funding will assist in promoting the country’s achievements in trade and
export development, technology transfer, communication and information technologies.
It also highlights opportunities for women across the industry and the future of the nation’s
young people in the beef industry as well as associated industries.
“It is a world class event which showcases the beef industry in all its facets in the national
and international arenas.”
The Exposition’s core events will be the exhibition of the best of the national live cattle
industry.
“It is the largest display of stud, prime and store cattle on show in the one location in
Australia,” Mr Anderson said. “The exposition has been conducted every 3 years and Beef
2003 will be the sixth since the first was staged in 1988.
“Through strong local leadership, successive expositions have expanded the scope and
content of the event since first staged. I congratulate the Management Committee and
the Chairman, Mr Graeme Acton, on the vision projected for Beef 2003. It is local, it is
regional, it is national, it is international,” Mr Anderson said.
“It is great for regional Central Queensland tourism. Beef 2000 with over 700 trade fair
exhibits to browse received an award in the Queensland Tourism Awards in the Category –
Major Festivals and Events, Yellow Pages Directions.”
Over the last 12 years the beef expos have developed in a major regional event in Central
Queensland. Beef 2000 saw 44,000 visitors attracted to the exposition resulting in an
economic impact of $13.2 million.
“The National Party candidate for Capricornia, John Lever, was a strong proponent of the
Exposition and lobbied very hard to get this good result for Central Queensland.”
Media contacts:
Robyn Bain 0408 027839
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The Morning Bulletin, Wednesday October 17, 2001
Coalition: $6m for expo
BY KATE WILEY
DEPUTY Prime Minister John Anderson yesterday pledged almost $6 million to the Central
Queensland beef expo project should the Coalition be re-elected to government next month.
An allocation of $3.5 million goes to the redevelopment of the Gracemere Saleyards and another
$2.2 million will boost Beef 2003.
The redevelopment of the Gracemere Saleyards is expected to create a state-of-the-art venue for
the display and marketing of livestock at Beef 2003.
Beyond the beef expositions, Mr Anderson said the facility would have an active sales and rural
tourism calendar. He said the redevelopments would further boost Rockhampton's status in the
Australian beef industry.
"I know Rockhampton proclaims itself to be the beef capital of Australia, and not without good
reason for doing so," he said.
Mr Anderson said the sponsorship would secure the Federal Coalition's position as a major partner
for Beef 2003. It is a world-class event which showcases the beef industry in all its facets in the
national and international arenas. It is the largest display of stud, prime and store cattle on show in
the one location in Australia.”
Rockhampton Mayor Margaret Strelow said the council was disappointed, but grateful for the
funding.
Cr Strelow said the council would continue to seek private sponsorship for the full $18 million
project, which would redevelop the Rockhampton Showgrounds and part of Victoria Park, as well
as the saleyards.
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Stall on expo funds slammed
THE State Government would withdraw their agreed $8 million contribution to Rockhampton and
Gracemere's proposed beef expo development, if the Federal Government did not match the
figure, Member for Rockhampton Robert Schwarten warned yesterday.
"If they're not going to put in $8 million we're not going to put in $8 million, which leaves $2
million and you can't do a project like this with only $2 million," he said.
Mr Schwarten was infuriated at the Federal Government's response to a request for funding, saying
the Federal Co-alition had dumped the State Government's proposal to assist in the state-ofthe-art development.
"If there's no steak there's no gravy," Mr Schwarten said. "We've put $8 million on the table and
they've (the Federal Government) put down nothing."
Mr Schwarten said it was pathetic the two local coalition candidates had not been able to convince
their Canberra leaders of the worth of the beef expo development.
"They have failed where the Labor Member, Kirsten Livermore, has succeeded," he said.
CQ shortchanged, says ALP
CENTRAL Queenslanders have been short-changed by the Federal Coalition, a Labor
heavyweight who was in Rockhampton yesterday said.
Martin Ferguson, Opposition spokesman for regional development, transport and infrastructure,
yesterday joined Member for Capricornia Kirsten Livermore in condemning the Coalition's $3.2
million funding pledge to the Gracemere Saleyards.
Mr Ferguson said Rockhampton had to start working towards Beef 2003 immediately in order for
it to be a success and that the current uncertainty hindered the situation further.
"Kirsten Livermore and the Mayor of Rockhampton have a commitment from the Beattie Labor
Government and Kim Beazley to deliver the full beef expo site and showground," he said.
Ms Livermore said the Labor Party would give $8 million towards the development of the
Gracemere Saleyards and the Rockhampton Showgrounds if they were voted into government in
the forthcoming election.
"Effectively what's happened is that John Anderson has failed to match Labor's commitment to the
Beef Expo redevelopment," Ms Livermore said.
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Courier Mail 10 October 2001.
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The Morning Bulletin, Tuesday November 13, 2001
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STATUS OF LEASE AGREEMENTS IN THE INTERNATIONAL EXHIBITION
COMPLEX PRECINCT
This document is reproduced with the courtesy of Project Services - due
acknowledgement is given
INTERNATIONAL FACILITIES COMPLEX
FUNCTIONAL REQUIREMENTS
Notes from the meeting held at the office of Natural Resources and Mines on 5 October
2001 – 11:00 am to 11:45 am.
Present:
Damien Kennedy
Henry Cope
Natural Resources and Mines
Project Services.
Victoria Park
Victoria Park is designated as a Reserve for Recreation and Botanical Gardens.
Council is trustee of the Reserve under the Land Act with the authority to enter
into Trustee Lease arrangements provided the consent of the Minister is obtained
before Registration. The Reserve extends from Lion Creek Road to the high water
mark of the riverbank. Sir Raymond Huish Drive is not a dedicated road but is part
of the reserve. The Riverbank up to high water mark is unallocated State Land.
The swimming pool land is not part of the Victoria Park Reserve.
The land around the Brothers clubhouse (lot 35), not including the ovals, has been
excised for Recreational Club House purposes with a term lease of 30 years from
1994 to 2024.
The land around the Rockhampton Basketball Associations stadium area (lot 37)
has been excised with a term lease of 30 years from 1994 to 2024.
Both Brothers and the Basketball Assoc. have exclusive rights over the area and
any changes within that area would have to be negotiated.
The following associations have a Trustee Lease issued by the Rockhampton City
Council with expiry dates as shown. Normally this lease would be renegotiated
before the current expiry date.
Rockhampton Tennis Association Incorporated
Victoria Park Gymnastic Trampoline Club Inc.
Rockhampton Contract Bridge Club
Victoria Park Bowling club.
11/11/2006
30/06/2006
30/06/2005
30/06/2010
If redevelopment on the Reserve is consistent with the current use then the
council has the right to improve the area provided discussions have been carried
out and agreed with the Dept of Natural Resources and Mines. This use would
include such upgrades / new facilities as toilets, upgrading underground services
and relocation of activities similar to for instance the Sound Shell. For other
buildings not consistent with current use for instance an administration building,
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the land would have to be excised from the Reserve and issued with tenure,
either Freehold or a Lease.
For temporary use of the Reserve during activities such as Beef Australia, the
activities could occur without notice to either Native title or Natural Resources
provided it is under the direction of the Council.
The total area except for Lot 35 and Lot 37 has a Native Title claim (Claim No. QC
97/21) on the Reserve by the Darumba – Noolan Murray Aboriginal Corporation
for Land + Culture. No investigation has been carried out to determine if this
claim has been extinguished. Before any development on this area, notice must
be given and allow 30 days for any concerns to be raised, but this does not give
them the right to veto any proposal.
On the Showground and school land, Native Title has been extinguished.
Road Closures – for short-term closure of roads, Council has the authority. For
permanent closure of any road application would have to go to the Minister of
Natural Resources and Mines.
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INITIAL CONCEPTS / DEVELOPMENT OF THE PROJECT (FACILITIES
WORKSHOP REPORT EXTRACT, FEBRUARY 2000)
Extracted from: ROCKHAMPTON EXHIBITION COMPLEX (INTERNATIONAL STANDARD
FACILITIES), FACILITIES WORKSHOP REPORT, 10 February 2000
SHARED IDEAS REGARDING THE PRIMARY INTENDED PURPOSE OF THE
PROPOSED DEVELOPMENT.
The primary intended purpose of the proposed development is:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Develop a world class facility for Beef Expo's and other shows and attract
more major events to our region.
Position Rockhampton well to support all sizes of events - and position
better than other cities.
Multi-functional
Meeting the needs of Central Queensland
Upgrading Rockhampton events and infrastructure
Develop a multi-functional complex that is useful to the whole community.
Meet user expectations - service/quality etc.
Meeting the needs of the region
Tell the world “When it comes to beef, we mean business,"
Focus primarily on the International Beef Expo
Understand stakeholder potential contribution, co-ordinated approach
Professional and business like
PRIMARY INTENDED PURPOSE STATEMENT FOR THE PROPOSED
DEVELOPMENT
Develop multi-functional exhibition facilities of a WORLD standard, delivering
expectations of all stakeholders, as well as meeting the requirements of local and
regional communities with a focus on the beef and associated industries.
(The statement should place greater emphasis on the Beef Expo as the key
driver of the facilities investment)
GIVENS/ CONSTRAINTS
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
The improved facilities will take place around the Rockhampton
Showgrounds, Victoria Park and at the Gracemere Sale Yards.
Browne Park?
Beef Expo 2003 will be held in April 2003 in Rockhampton.
Beef Expo is established in Rockhampton and has substantial goodwill and
expertise.
Beef Expo has regional local authority commitment.
The existing Beef Expo facilities need to be improved - are inadequate.
Key stakeholders must have ownership over the facility.
Lack of co-operative between interest groups has previously constrain the
development.
There needs to be a variety of funding sources as there is no obvious
'bucket of money' to fund this development.
This will be a staged redevelopment.
There is time urgency for action.
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ASSUMPTIONS
1.
2.
3.
4.
5.
If the existing facilities are not upgraded Rockhampton will lose Beef Expo.
We should incorporate the use of Rockhampton High School facilities and
redevelop facilities on their site so that they can be used all year round and
not just during Beef Expo.
Commercial cattle activities will take place at Gracemere Saleyards and
most other activities (except community and social activities) will take
place at Rockhampton's Showground and Victoria Park.
Major conferences could be held outside Showground (Capricorn Resort,
Leagues Club etc)
The Rockhampton Showground and Gracemere Saleyards will be the
major venues/ sites for Beef Expos.
WHAT’S IMPORTANT?
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
27.
A facility that the community can be proud of and will use.
Critical - timing and planning.
The new facility is developed with one common goal and individual interest
groups do not have the ability to prejudice the final result resulting in an
open networking between all stakeholders.
Consolidate local authority's commitment and co-operation.
Meets the needs of the Beef Expo.
Consensus and commitment from everyone, including stakeholders and the
community.
Secure funding be made available from federal, state and local
governments as well as the corporate sector.
Make sure the facility is completed by before the next Beef Expo.
Recommendations become reality.
The Beef Expo facilities are to an International Standard.
There is a variety of extra curricula activities to cater for all attendees at
Beef Expo and their friends and family.
Least amount of disruption.
Enhance and blend existing facilities.
Development caters for current and future technologies.
Functional, practical, multipurpose, feasible and realistic.
Development of a standard that will attract other events - multi-functional.
Benefits - ongoing - between Expo's/dollar.
Ongoing success of Beef Expo.
Facility continues to grow and develop.
Employment benefits - flow to whole community, catalyst effect.
Maintaining the image of Rockhampton as the 'Beef Capital'.
Strong local content, benefits to local and regional businesses.
Reinforce/establish Rockhampton as the 'Beef Capital of the World'.
Enhance ongoing, day today beef tourism. (Infrastructure for school and
tourist tours etc.)
Slow the rate of 'centralisation'.
Focus on what is achievable and not casting the net too wide.
Demonstrate the professionalism of the Industry.
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FUNCTIONAL BRIEF FOR BEEF EXPO - OVERVIEW
Item
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
Category
Provide administration services
Provide management services
House cattle
Show cattle and display cattle
Sell cattle
Stage trade fair - indoor
- outdoor
Hold seminars
Hold after seminar functions
Show and display - stud cattle
- commercial cattle
- meat/ carcasses
Show and display horses
Provide amenities - showers, toilets, catering
Accommodate exhibitors
Wash down stud cattle
Spray the cattle (parasite control)
Park cars, livestock transport, members, visitors, spectators, exhibitors
Social Events - Beef Ball
Support associated activities by other groups
- sponsors function, international visitors function
- property auctions
business meetings (sign deals etc),
general business activities (fax, copiers, phone etc)
Rest attendees
Recreation for attendees, friends and families
Provide food
Beef tastings
Provide support facilities for Beef Promotion
- cold rooms, demonstrations, lectures
Support educational tour groups of all ages
Transport
Load livestock
Provide communication facilities
- phone, press, internet
Video conference (for seminar attendees etc.)
Accommodate international visitors
- refreshments, resting, meet and greet
Access banking facilities – ATM, bureau de change
Stage entertainment
- street theatre, bands, opening and closing ceremonies
Provide shade and weather protection
Provide a secure environment
Cater – luxury, fast food
Provide power (and other services i.e. water, sewerage, data)
Roads and paths
Clean and collect rubbish
Transport - within and to complex
Display camp drafting
Media
Bars
Tours
Articulate entry points
Collect admission money
Control access to whole site
Facilitate native language translations etc.
Brief volunteers at an easily identified location
Rest volunteers
A
A
B
B
B
F
E
D
B
B
B
B
C
B
B
B
C
D
D
F
E
E
C/D
D
D
E
C
E
B
B
A
E
D
A
D
C
C
D
C
C
C
C
B
A
D
E/D
C
A
C
D
A
A
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CATEGORIES FOR FUNCTIONAL BRIEF
Group
1
Category
A
Description
Administration/Management (Rick)
2
B
Display cattle/animals/livestock facilities (Graeme)
1
C
Ground services/utilities (Rick)
3
D
Social/entertainment/hospitality (Heather)
3
E
Conference/seminars/education (Heather)
3
F
Display - non animal (Heather)
The 6 categories (above) were divided amongst three groups led by Rick Palmer,
Graeme Acton and Heather Clelland and more detailed briefs of requirements
were developed. Documentation developed during the Course of the Workshop
indicates how this might be achieved62
THE PROBLEM SITUATION (FOCUS ON SHOWGROUND FACILITIES ONLY)
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
Existing facility inadequate for the administration function
Grandstand needs new seating, painting and maintenance
Above ground powerlines need to be replaced with an underground supply
system
Toilets and showers for campers
Water facilities needed throughout
Dog facility - unsightly
Cattle yards - unsightly
Pavilion - OK
Large open span 'building'/shelter required
Toilets substandard
Dairy pavilion - high standard
Other pavilions – maybe acceptable
Stables - need to go (Fence line to bar - all needs to go)
One main public entry required with parking adjacent
New administration ‘building’ central to both areas or more central to
showgrounds area. (The location of this facility needs consideration as most
smaller events will use one area or the other but not both the showgrounds and
the park.)
Fencing needed to control admission
Livestock should all be kept in one part of the grounds - loading issues, safety,
trucks manoeuvring
Bring city and bush together
Display technologies
SCOPE OF WORK TO ADDRESS 'GAPS' AT SHOWGROUNDS
62 Refer Workshop Report for further detail
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Trade Fair
Issues:
One end brand new, balance very old (pavilion) and unfunctional
Suggested Solution(s):
Demolish old part , replace with open span multi use facility with concrete floor
Walter Pierce - demolish
James Lawrence Pavilion dilapidated - demolish and replace
Primac Pavilion - as above
McCamley Meat Hall - as above
Priority
H
L
L
L
MORE DETAIL RE SCOPE OF WORK TO ADDRESS 'GAPS' AT VICTORIA PARK
Tennis Association
Remove and reinstate fencing around 5 courts
Access to court surface from higher road level
Close access road permanently
Widen other access road - to allow 2 way traffic into complex
Retaining wall - concrete between courts and brothers club
Rugby League
Hewish Drive 10' higher - flatten area BUT
Major earthworks - may need to be timed to coincide with infrastructure work
as much of the infrastructure will be in ground
Swimming Pool
Flat areas adjacent swimming pool minor earthworks and services
- may need to be timed to coincide with infrastructure work as much of the
infrastructure will be in ground
H
H
H
H
H
L
L
L
POSSIBLE ROLES FOR OTHER FACILITY 'OWNERS'
HIGH SCHOOL
Performing Arts 250 people
Smaller groups 10 - 100 people
8 small venues
Car parking - small
Catering for outdoor functions
NORTH ROCKHAMPTON HIGH SCHOOL
300 seat capacity (flat floor)
BROWNE PARK/OTHER
Conference facility up to (flat floor) 1500 (proposed?)
Social activities
BROTHERS
Conference/functions/leisure/catering/gaming/fields
650 theatre style
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50 - 150 people in 3 - 4 other areas
Subdividable spaces
New Year - 850 bookings and 200 walk ups
ROD LAVER HALL
Catering/bar (flat floor) 150 - 200 people
SWIMMING POOL
Leisure facilities
CONCLUSIONS AND RECOMMENDATIONS
1.
The group supports the board's redevelopment plans for Gracemere Sale Yards.
2.
The group supports in principle the redevelopment plans for Browne Park to
accommodate 1500 seat conference centre.
3.
The group supports the redevelopment plans for the Rockhampton Showgrounds
and the Victoria Park precinct as per the requirements outlined during the
workshop.
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MAJOR AUSTRALIAN FESTIVALS AND EVENTS 2001-02
Date
Event
Aug 25th
– Sept 9th
Latin, swing and jazz –
AMP Riverjazz
9th
Galston Country
Music Festival
15th –
28th Oct
Our City Our Games:
Views and Voices of
Sydney 2000
22nd,
26th, 29th
23rd
Opera Adelaide
Venue
Details
September 2001
Eagle Street Pier,
Riverfestival is an initiative of the Brisbane City
Brisbane
Council in partnership with Channel Nine and the
Queensland Government.
Fagan Park,
Sydney's only Country Music Festival with
Galston, Sydney
entertainment all day. Market & craft stalls, children’s
fun fair, plenty of food & fully licensed. All the
proceeds go to Charity. www.lisp.com.au/~patdrum
Ground Floor,
Relive the buzz and excitement that gripped the city
Customs House, 31
of Sydney during the 2000 Sydney Olympic Games
Alfred Street,
by visiting a special exhibition of striking black and
Sydney
white images. Open 7 days per week 10am – 5pm.
Entry is free
Parsifal, SA
Kempsey River
Festival
Kempsey Riverside
Park
28th –
29th
Kukerin Tracmach Fair
Kukerin
Showgrounds
(Kukerin is located
350km's SE of Perth)
29th – 1st
Oct
Manly International
Jazz Festival
Manly, Sydney
4th – 7th
V8 Supercars 1000
5th – 14th
6th – 8th
Tasting Australia
Bathurst Cool Climate
Wine Show
MUSOZ Festival
7th
A celebration of the History Of The Macleay River,
featuring family fun and live entertainment. Raft
Races, markets and fairyland fun day. Contact: 1800
642 480 for details
Full competition Rodeo, Country & Western Band to
follow. Vintage Tracmach Fair, Creek-Bed Races, WA
Truck Show and much, much more. Every year
around 4 - 5000 people descend on this tiny
wheatbelt town to be entertained by all the
attractions. There is on-site camping and a newly
renovated caravan park. The pub has some accom.
and plenty of cold beer!
Featuring over 60 free performances from noon until
sundown on four outdoor stages, as well as ticketed
indoor concerts. Leading Australian and international
bands and artists present a diverse range of jazz
styles in the scenic beachside environment of Manly.
www.manly.nsw.gov.au/manlyjazz
October 2001
Bathurst NSW
With an outstanding line-up of V8 Supercars on show
over a full four days, not to mention all the biggest
names in Australian motor sport fighting for
supremacy on debatably the most demanding
circuit in the Shell Championship Series.
www.fai1000.com.au
Adelaide
Bathurst
Bathurst showcases the local wine industry.
Wollongong
12th –
14th
Australian 4WD &
Adventure Show –
ADELAIDE 2001
Ellis park, West
Terrace ADELAIDE
19th – 21st
Getaway Travel Show
Melbourne
Exhibition Centre,
Southbank
Date
21st
Event
Walk for the Cure
Venue
Cities: Adelaide,
The Musoz Challenge is a nation wide music
competition which will be part of the festival in
Wollongong. http://www.musoz.org
The World's biggest 4WD show, on tour. Displays of
4WD vehicles, accessories, caravans, camper trailers,
motor homes, tents and all the adventure gear.
www.4wdshow.com.au
www.iloveholidays.com.au
Details
The Walk for the Cure is Australia's largest Walkathon
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Brisbane, Canberra,
Melbourne, Perth,
Sydney
Sydney
Showground,
Homebush
Hyde Park North,
Sydney
26th –
28th
Getaway Travel Show
27th
(from
midday)
Sydney Food & Wine
Fair 2001
1st – 4th
Telstra Rally Australia
4th
Britfest
9th – 11th
Australian 4WD &
Adventure Show –
PERTH 2001
9th – 18th
The Sunday Times
Margaret River Wine
Region Festival
12th –
Dec 8th
Gershwin Plays Live
12th –
18th
Tennis Masters Cup
Commen
cing 17th
Grounded Youth
Festival
18th
RTA Cycle Sydney
presented by the SunHerald
Sydney
18th –
28th
29th –
Dec 2nd
World Solar
Challenge
Australian 4WD &
Adventure Show –
BRISBANE 2001
Darwin to Adelaide
Date
Event
and raises funds for diabetes research and the
Juvenile Diabetes Foundation. www.jdfa.org.au
www.iloveholidays.com.au
Sydney's leading restaurants and providores join
together and donate their finest products to
generate funds for the AIDS Trust of Australia.
As well as culinary and vine delights there is
entertainment, shows on two stages, lucky dips and
of course fun for the kiddies. To register for a stall
contact Nigel Hannigan. Phone: 9361 0610
November 2001
Langley Park Perth
The 2001 Telstra Rally Australia will attract the world's
and country
leading drivers and rally teams from more than 15
locations
nations. www.eventscorp.com.au
Blacktown
eventdescription: Celebration of British culture. This
Showground, NSW
festival shows all the traditional songs, dances, food,
beverages @ customs of the British people. All
welcome. A family oriented festival.
[email protected]
McCallum Park,
Victoria park, PERTH 4WD vehicles – accessories, caravans, camper
trailers, motorhomes, tents and all the adventure
gear. www.4wdshow.com.au
Margaret River
Ten days of Festival Fun. Fine Margaret River wines,
Wine Region
mouth-watering produce, music, art, street parties
and much more at over 70 venues in the Margaret
River Wine Region. www.mrwinefest.org.au
Adelaide Festival
The world premiere of an exciting concert featuring
Theatre, State
not only the wonderful music of Gershwin, but
Theatre Sydney,
George himself playing his most famous pieces.
Palais Theatre
[email protected]
Melbourne,
Performing Arts
Centre Brisbane
Sydney SuperDome, The world's top eight men's tennis players compete
Homebush
for a share in the US$3.7 million prize money and the
chance to end the year ranked World No. 1.
www.masters-cup.com
The Museum of Fire, eventdescription: youth festival showcasing young
Penrith NSW
original bands with established acts from the
Australian music industry - entire event organised by
young people from the local area.
www.grounded.com.au
Join 5,000 Cyclists travelling from North Sydney to
Parramatta including a unique journey over the
Harbour Bridge! The event is run by Bicycle New
South Wales, and raises funds for the Heart
Foundation. www.bicyclensw.org.au
Brisbane
Convention and
Exhibition Ctre,
Brisbane
4WD vehicles, accessories, caravans, camper trailers,
motorhomes, tents and all the adventure gear.
www.4wdshow.com.au
Venue
Details
͕͝ǡ͖͔͔͛
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͖͔͔͕Ǧ͔͖
30th –
2nd Dec
Karate Goju Kai World
Championships
Perth Entertainment
Centre, Perth
A demonstrative and combat-style international
karate competition. www.eventscorp.com.au
30th – 4th
Dec
Test Cricket - Australia
v New Zealand
WACA Ground, East
Perth, Western
Australia
See the all-conquering Australians, widely regarded
as the best Test cricket team in the world, take on
close neighbours and arch rivals New Zealand in the
traditional form of the game. www.waca.com.au
1st – 26th
Volvo Ocean Race
Sydney Stopover
29th – 6th
Jan
Hyundai Hopman
Cup
29th –
January
10th 2002
Hogs Breath Cafe
Australian Hobie Cat
National Titles
9th – 12th
The Special Event
25th –
17th Feb
The Johnnie Walker
Classic
24th –
27th
Perth International
Arts Festival
4th – 6th
Entech 2002
16th
Posh Picnic
March –
May
Autumn Colours
Program
6th – 14th
RTA Big Ride
April 2002
Manilla to Walcha
Date
12th –
Event
Royal Bathurst Show
Venue
Bathurst
December 2001
Darling Harbour
An exciting festival celebrating the Sydney Stopover
Sydney
of this ocan race classic. The Stopover Village will
feature stimulating interactive displays, topline
entertainment, food and beverage outlets as well as
the opportunity to see the yachts both in and out of
the water. The event is free.
www.waterways.nsw.gov.au/oceanracesydney/inde
x.html
The Burswood
The Hyundai Hopman Cup Tennis Tournament is a
Dome, Perth
unique 'round robin' tournament with nine leading
international teams of one man and one woman
competing. www.eventscorp.com.au
Vincentia Sailing
AUSTRALIAN HOBIE CAT CHAMPIONSHIPS including
Club, Vincentia
the selection series for the Australian Team for the
NSW
next Hobie Worlds. www.aussailing.com.au
January 2002
Phoenix, Arizona,
www.thespecialeventshow.com
USA
Lake Karrinyup Golf
The Jonnie Walker Classic is one of the world's richest
Course
golfing events and most significant in the world and
it is coming to Perth.... www.eventscorp.com.au
Various locations
The world's leading artists in music, theatre, dance,
throuhout the Perth
film and the visual arts. Perth International Arts
metropolitan area
Festival will offer an extraordinarily bold and
ambitious program of events appealing to all ages,
across the range of cultural and economic
backgrounds, in the local, regional, national and
international community. The Festival will be joined
by two sister components, the Festival Fringe and the
Oz Summer School of International Artists.
www.westernaustralia.net
February 2002
Darling Habour
Audio / Visual Tradeshow www.conpub.com.au
Sydney
Gingin, Western
Once again the concert lawn fills with the sweet
Australia
sounds of string music. In the countryside at dusk,
with a sumptuous spread on the lawns.
www.cheriton.com.au/posh.htm
March 2002
Bathurst
The community of Bathurst and the townships in its
surrounding district have united to bring you the
Autumn Colours program - a wonderful mix of
festivals, music, shows, sports, displays and
celebrations. www.bathurstcity.com.au
The 12th running of Australia's premier cycle touring
experience. 1500 cyclists travel for nine days through
rural NSW, raising funds for the MS Society
www.bicyclensw.org.au
Details
Bathurst hosts one of the largest country shows that
͕͝ǡ͖͔͔͛
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͖͔͕

͖͔͔͕Ǧ͔͖
14th
attract participants from all over NSW.
1st – 2nd
"A Taste of Manly"
Food & Wine Festival
13th
FINA Women's Water
Polo World Cup
June 2002
Manly Oceanfront,
Sydney
Featuring the best of Manly's diverse restaurant
sector and leading NSW wineries, combined with
non-stop entertainment from 11.30am to 5pm each
day. One of Sydney's largest food and wine festivals
in a scenic beachside setting.
www.manly.nsw.gov.au/foodandwine
July 2002
The 13th FINA Women's Water Polo World Cup will
present a chance to see Australia's outstanding
women's water polo team compete for the first time
in international competition since their sensational
gold medal win at the Sydney 2000 Olympic Games.
Australia will compete against seven teams including
USA, Canada, Russia and four European teams with
the top three qualifying for the 2003 World
Championships in Barcelona. www.wasct.wa.gov.au
͕͝ǡ͖͔͔͛
ȋȌ
͖͔͖

͖͔͔͕Ǧ͔͖
MAJOR AUSTRALIAN EXHIBITIONS 2001-02
Date
28/08/01
to
30/08/01
30/08/01
to
30/08/01
30/08/01
to
30/11/01
01/09/01
to
01/09/01
04/09/01
to
07/09/01
06/09/01
to
06/11/01
08/09/01
to
12/09/01
09/09/01
to
12/09/01
12/09/01
to
14/09/01
13/09/01
to
15/09/01
14/09/01
to
16/09/01
16/09/01
to
19/09/01
16/09/01
to
18/09/01
16/09/01
to
18/09/01
18/09/01
to
21/09/01
18/09/01
to
21/09/01
18/09/01
to
20/09/01
18/09/01
to
20/09/01
18/09/01
to
Event
ISPCON AUSTRALIA
Type
Exhibition
Organiser
PENTON MEDIA
INC.
Venue
Melbourne
Exhibition Centre
City/Country
Melbourne,
Australia
BIG BOYS TOYS AUSTRALIA
Exhibition
Exhibition
Adelaide
Entertainment
Centre
Sydney Convention
& Exhibition Centre
Adelaide,
Australia
BIG BOYS TOYS
KENDALL
RICHARDSON BIG
BOYS TOYS
BIG BOYS TOYS
M AND E
Exhibition
REED EXHIBITIONS
COMPANIES
AUSTRALIA
Bayswater Power
Station
Muswellbrook,
Australia
INTERACT + IT 2001
MELBOURNE
Exhibition
South Melbourne,
Australia
HAIR EXPO
Exhibition
Melbourne
Exhibition &
Convention Centre
Sydney Convention
& Exhibition Centre
Sydney Gift Trade Fair
Exhibition
5TH ASIA PACIFIC
REAL ESTATE
CONGRESS
COMFIA
Exhibition
Exhibition
IMTA 2001 Annual
Conference & Trade
Show
2001 TIMBER AND
WORKING WITH
WOOD SHOWS
Fine Food Australia
2001
Exhibition
Exhibition
Sydney Exhibition &
Convention Centre
Sydney, Australia
INTERBUILD Brisbane
Exhibition
Brisbane, Australia
Interiors 2001
Exhibition
Elenex Australia 2001
Exhibition
Brisbane
Convention &
Exhibition Centre
Brisbane
Convention &
Exhibition Centre
Sydney Exhibition &
Convention Centre
Automate Australia
2001
Exhibition
Sydney Exhibition &
Convention Centre
Sydney, Australia
Mining & Energy, NSW
Exhibition
Bayswater Power
Station
Muswellbrook,
Australia
AUTOMATE AUSTRALIA
Exhibition
Sydney, Australia
ELENEX AUSTRALIA
Exhibition
Sydney Convention
And Exhibition
Centre
Sydney Convention
And Exhibition
Exhibition
HAIR EXPO
AUSTRALIA
Sydney, Australia
Sydney, Australia
Sydney Exhibition &
Convention Centre
Sydney, Australia
ICMS AUSTRALASIA
PTY LTD
Sydney Convention
Centre
Sydney, Australia
AUSTRALIAN TRADE
EXHIBITIONS PTY
LTD
Sydney Convention
and Exhibition
Centre
Melbourne
Exhibition &
Convention Centre
Sydney, Australia
RIDDELL EXHIBITION
PROMOTIONS
AUSTRALIAN
EXHIBITION
SERVICES PTY. LTD.
AUSTRALIAN
EXHIBITION
South Melbourne,
Australia
Canberra,
Australia
Brisbane, Australia
Sydney, Australia
Melbourne,
Australia
͕͝ǡ͖͔͔͛
ȋȌ
͖͔͗

͖͔͔͕Ǧ͔͖
20/09/01
Date
18/09/01
to
20/09/01
18/09/01
to
20/09/01
18/09/01
to
20/09/01
23/09/01
to
27/09/01
23/09/01
to
27/09/01
30/09/01
to
30/09/01
30/09/01
to
30/11/01
01/10/01
to
01/10/01
03/10/01
to
06/10/01
SERVICES PTY. LTD.
Organiser
REED EXHIBITION
COMPANIES
Centre
Venue
Bayswater Power
Station
Exhibition
Australian
Exhibition Services
AUSTRONICS 2001
Exhibition
Australian
Exhibition Services
ACHEMA VISITS
AUSTRALIA
Exhibition
DECHEMA E.V
Sydney Convention
and Exhibition
Centre
Sydney Convention
and Exhibition
Centre
Venue Unknown
ACHEMA VISITS
AUSTRALIA
Exhibition
DECHEMA E.V
Melbourne
Melbourne,
Australia
Peta Kelly
Photography
Exhibition
Peta Kelly
Photography
49 Waters Road
Naremburn,Sydne
y, Australia
BIG BOYS TOYS
Exhibition
BIG BOYS TOYS
Melbourne
Exhibition Centre
Melbourne,
Australia
Alta Copper 2001
and Alta SX/IX 2001
Exhibition
Stamford Grand
Hotel
Adelaide,
Australia
ROYAL ADELAIDE
WINE SHOW
Exhibition
Royal Showground
And Exhibition
Centre, Wayville
Adelaide,
Australia
04/10/01
to
07/10/01
SOTA SHOW
Exhibition
Melbourne
Exhibition &
Convention Centre
Melbourne,
Australia
05/10/01
to
07/10/01
05/10/01
to
07/10/01
05/10/01
to
07/10/01
05/10/01
to
07/10/01
10/10/01
to
03/11/01
12/10/01
to
21/10/01
16/10/01
to
18/10/01
19/10/01
to
21/10/01
THE INVESTMENT EXPO
Exhibition
South Melbourne,
Australia
FRANCHISING &
BUSINESS
OPPORTUNITIES EXPO
THE INVESTMENT EXPO
Exhibition
Melbourne
Exhibition &
Convention Centre
Melbourne
Exhibition &
Convention Centre
Melbourne
Exhibition &
Convention Centre
Melbourne
Exhibition &
Convention Centre
Various venues
throughout
Melbourne
Sydney Convention
And Exhibition
Centre
Borenore
Event
MINING AND ENERGY
Type
Exhibition
ELECTRIX 2001
Exhibition
FRANCHISING AND
BUSINESS
OPPORTUNITIES EXPO
Melbourne Festival
Exhibition
SMS
Exhibition
Australian National
Field Days
Exhibition
Off-Road 4WD
Recreation Show
Exhibition
Exhibition
ROYAL
AGRICULTURAL
AND
HORTICULTURAL
SOCIETY OF SOUTH
AUSTRALIA INC
AUSTRALIAN
SUMMIT
PROMOTIONS PTY.
LTD.
AUSTRALIAN
EXHIBITION
SERVICES PTY. LTD.
AUSTRALIAN
EXHIBITION
SERVICES PTY. LTD.
Melbourne Festival
EXHIBITIONS AND
TRADE FAIRS PTY.
LTD.
Australian National
Field Days
I. B. EXHIBITIONS
PTY LTD
R N A Exhibition
Grounds
City/Country
MuswellbrookNew South Wales,
Australia
Sydney, Australia
Sydney, Australia
Melbourne,
Australia
South Melbourne,
Australia
Melbourne,
Australia
Melbourne,
Australia
Melbourne,
Australia
Sydney, Australia
Orange, NSW,
Australia
Brisbane, Australia
͕͝ǡ͖͔͔͛
ȋȌ
͖͔͘

͖͔͔͕Ǧ͔͖
Date
19/10/01
to
21/10/01
19/10/01
to
21/10/01
25/10/01
to
26/10/01
25/10/01
to
26/10/01
28/10/01
to
28/10/01
01/11/01
to
01/11/01
02/11/01
to
11/11/01
02/11/01
to
11/11/01
02/11/01
to
04/11/01
04/11/01
to
06/11/01
04/11/01
to
06/11/01
04/11/01
to
06/11/01
08/11/01
to
18/11/01
09/11/01
to
11/11/01
16/11/01
to
25/11/01
16/11/01
to
25/11/01
17/11/01
to
18/11/01
25/11/01
to
Event
Brisbane Fishing &
Tackle Expo/Fishing
Boat Expo
2001 TIMBER AND
WORKING WITH
WOOD SHOWS
Lexpo 2001 - Legal
Technology Expo (An
initiative of the Law
Society of New South
Wales)
LEXPO 2001 OF NEW
SOUTH WALES
Type
Exhibition
Organiser
I. B. EXHIBITIONS
PTY LTD
Venue
R N A Exhibition
Grounds
City/Country
Brisbane, Australia
Exhibition
RIDDELL EXHIBITION
PROMOTIONS
Exhibition
Exhibitor Services
Pty Ltd
Sydney Convention
& Exhibition Centre
(Hall 6)
Sydney, Australia
Exhibition
EXHIBITOR
SERVICES PTY LTD
Sydney, Australia
Peta Kelly
Photography
Exhibition
Peta Kelly
Photography
Sydney Convention
and Exhibition
Centre (Hall 6)
49 Waters Road
Direct Marketing
Conference &
Marketing Exhibition,
Melbourne
Great Southern Land
Exhibition
Melbourne,
Australia
Naremburn,Sydne
y, Australia
Melbourne
Exhibition &
Convention Centre
South Melbourne,
Australia
Exhibition
Big Boys Toys
Sydney Convention
& Exhibition Centre
Sydney, Australia
GREAT SOUTHERN
LAND
Exhibition
Sydney Convention
& Exhibition Centre
Sydney, Australia
New Millennium
Women's Expo
Exhibition
KENDALL
RICHARDSON BIG
BOYS TOYS
I. B. EXHIBITIONS
PTY LTD
Brisbane, Australia
INTERBUILD BRISBANE
Exhibition
BUILDING TRADE AND
HOME RENOVATION
2002
DESIGNBUILD
BRISBANE
Exhibition
BIg Boys Toys
Exhibition
AUSTRALIAN
EXHIBITION
SERVICES PTY. LTD.
Australian
Exhibition Services
Pty Ltd
AUSTRALIAN
EXHIBITION
SERVICES PTY LTD
Big Boys Toys
Exhibition Building R
N A Exhibition
Grounds
Brisbane
Convention &
Exhibition Centre
Brisbane
Convention and
Exhibition Centre
Brisbane
Convention and
Exhibition Centre
Sydney Convention
& Exhibition Centre
BIg Boys Toys
Exhibition
Big Boys Toys
Equitana Asia Pacific
Exhibition
EQUITANA ASIA
PACIFIC
Exhibition
BIG BOYS TOYS AUSTRALIA
Exhibition
Peta Kelly
Photography
Exhibition
Exhibition
APN MILLER
FREEMAN
EXHIBITIONS PTY
LTD
KENDALL
RICHARDSON BIG
BOYS TOYS
Peta Kelly
Photography
Brisbane, Australia
Brisbane, Australia
Brisbane, Australia
Sydney, Australia
Melbourne
Exhibition Centre
Melbourne,
Australia
Melbourne
Exhibition Centre
Melbourne,
Australia
National Equestrian
Centre, Werribee +
Melbourne
Exhibition Centre
Hobart
Entertainment
Centre
49 Waters Road
Melbourne,
Australia
Adelaide,
Australia
Naremburn,Sydne
y, Australia
͕͝ǡ͖͔͔͛
ȋȌ
͖͔͙

͖͔͔͕Ǧ͔͖
25/11/01
Date
30/11/01
to
30/11/01
Event
EQUITANA ASIA
PACIFIC
Type
Exhibition
08/02/02
to
17/02/02
BRISBANE
INTERNATIONAL
MOTOR SHOW
Exhibition
01/03/02
to
11/03/02
IMS
Exhibition
01/03/02
to
11/03/02
IMS
Exhibition
08/03/02
to
08/07/02
09/03/02
to
09/06/02
11/03/02
to
14/03/02
12/03/02
to
13/03/02
24/03/02
to
26/03/02
30/03/02
to
07/04/02
30/03/02
to
07/04/02
04/04/02
to
07/04/02
21/04/02
to
26/04/02
03/05/02
to
03/08/02
AUGUST GIFT AND
HOMEWARES TRADE
FAIR
INTERACT PLUS IT
Exhibition
BIg Boys Toys
Exhibition
GREEN EXPO
Exhibition
Fine Food Brisbane
Exhibition
HIA HOME IDEAS
SHOW
Exhibition
HIA
Exhibition
HERALD SUN SOUND
AND VISION SHOW
Exhibition
XXIX INTERNATIONAL
CONGRESS OF
OPHTHALMOLOGY
IT SYDNEY
Exhibition
Exhibition
AUSTRALIAN
EXHIBITION
SERVICES PTY. LTD.
03/05/02
to
03/08/02
IT SYDNEY
Exhibition
AUSTRALIAN
EXHIBITION
SERVICES PTY. LTD.
09/05/02
to
SYDNEY
INTERNATIONAL
Exhibition
AUSTRALIAN
EXHIBITION
Exhibition
Organiser
APN MILLER
FREEMAN
EXHIBITIONS PTY
LTD
AUSTRALIAN
AUTOMOBILE
DEALERS
ASSOCIATION
(OLD) C/O MOTOR
INDUSTRY EVENTS
PTY. LTD.
VICTORIAN
AUTOMOBILE
CHAMBER OF
COMMERCE
VICTORIAN
AUTOMOBILE
CHAMBER OF
COMMERCE
SOCIETY OF
PETROLEUM
ENGINEERS
AUSTRALIAN
EXHIBITION
SERVICES PTY. LTD.
Big Boys Toys
SOCIETY OF
PETROLEUM
ENGINEERS
AUSTRALIAN TRADE
EXHIBITIONS PTY
LTD
AUSTRALIAN TRADE
EXHIBITIONS PTY
LTD
AUSTRALIAN TRADE
EXHIBITIONS PTY
LTD
ICMS AUSTRALASIA
PTY LTD
Venue
National Equestrian
Centre, Werribee +
Melbourne
Exhibition Centre
Brisbane
Convention &
Exhibition Centre
City/Country
Melbourne,
Australia
Melbourne
Exhibition Centre
Melbourne,
Australia
Melbourne
Exhibition Centre
Melbourne,
Australia
Melbourne
Exhibition and
Convention Centre
Melbourne
Exhibition and
Convention Centre
Sydney Convention
& Exhibition Centre
Melbourne,
Australia
Brisbane, Australia
Melbourne,
Australia
Sydney, Australia
Brisbane
Convention &
Exhibition Centre
Brisbane
Convention &
Exhibition Centre
Melbourne
Exhibition Centre
Brisbane, Australia
Melbourne
Exhibition &
Convention Centre
Melbourne
Exhibition Centre
Melbourne,
Australia
Australian College
of Ophthalmologists
Sydney, Australia
Sydney Convention
and Exhibition
Centre, Darling
Harbour
Sydney Convention
and Exhibition
Centre, Darling
Harbour
Sydney
Showground &
Sydney, Australia
Brisbane, Australia
Melbourne,
Australia
Melbourne,
Australia
Sydney, Australia
Sydney, Australia
͕͝ǡ͖͔͔͛
ȋȌ
͖͔͚

͖͔͔͕Ǧ͔͖
12/05/02
FURNITURE EXHIBITION
SERVICES PTY.LTD
Exhibition Complex
Date
14/05/02
to
16/05/02
15/05/02
to
19/05/02
21/05/02
to
22/05/02
24/05/02
to
26/05/02
30/05/02
to
30/05/02
02/06/02
to
05/06/02
14/06/02
to
16/06/02
14/06/02
to
16/06/02
19/06/02
to
20/06/02
19/06/02
to
20/06/02
20/06/02
to
23/06/02
25/06/02
to
27/06/02
30/06/02
to
30/06/02
30/06/02
to
30/06/02
30/06/02
to
30/06/02
03/07/02
to
04/07/02
04/07/02
to
09/07/02
14/07/02
to
17/07/02
23/07/02
Event
NOW
Type
Exhibition
Organiser
RIDDELL EXHIBITION
PROMOTIONS PTY.
LTD.
RIDDELL EXHIBITION
PROMOTIONS PTY.
LTD.
Venue
Melbourne
Exhibition &
Convention Centre
Sydney Convention
And Exhibition
Centre
Sydney Exhibition &
Convention Centre
City/Country
Melbourne,
Australia
THE
COMMONWEALTH
BANK HOME SHOW
IRRIGATION
AUSTRALIA 2002
Exhibition
FINE FOOD BRISBANE
Exhibition
Sydney Exhibition &
Convention Centre
Sydney, Australia
IT BRISBANE
Exhibition
Brisbane
Entertainment
Centre
Melbourne
Convention and
Exhibition Centre
Brisbane
Convention &
Exhibition Centre
Sydney Convention
And Exhibition
Centre
Melbourne
Exhibition &
Convention Centre
Melbourne
Exhibition &
Convention Centre
Melbourne
Exhibition Centre
Brisbane, Australia
REMODEL AMERICA
Exhibition
BIg Boys Toys
Exhibition
FILEX
Exhibition
APPTEC
Exhibition
WIRELESS COMMS
Exhibition
EXHIBITOR
SERVICES PTY. LTD.
KITCHEN AND
COOKING SHOW
Exhibition
TCF INTERNATIONAL
Exhibition
TCF INTERNATIONAL
Exhibition
FILEX
Exhibition
BIG BOYS TOYS
Exhibition
AUSTRALIAN TRADE
EXHIBITIONS PTY
LTD
AUSTRALIAN
EXHIBITION
SERVICES PTY. LTD.
AUSTRALIAN
EXHIBITION
SERVICES PTY. LTD.
SOCIETY OF
PETROLEUM
ENGINEERS
BIG BOYS TOYS
Melbourne
Exhibition &
Convention Centre
Melbourne
Exhibition and
Convention Centre
Sydney Convention
And Exhibition
Centre
Brisbane
Convention &
Exhibition Centre
Melbourne
Exhibition &
Convention Centre
Melbourne
Exhibition &
Convention Centre
Sydney Convention
And Exhibition
Centre
Mackay
Melbourne,
Australia
MATES AUSTRALIA
Exhibition
BIA PROMOTIONS
LTD.
CLUB MARINE
MELBOURNE BOAT
SHOW
FOODPRO
Exhibition
BIA PROMOTIONS
LTD.
Exhibition
RIDDELL EXHIBITION
PROMOTIONS PTY.
LTD.
QME 2002
Exhibition
Exhibition
AUSTRALIAN
EXHIBITION
SERVICES PTY. LTD.
Australian
Exhibition Services
Pty Ltd
Big Boys Toys
SOCIETY OF
PETROLEUM
ENGINEERS
EXHIBITOR
SERVICES PTY. LTD.
Sydney, Australia
Sydney, Australia
Melbourne,
Australia
Brisbane, Australia
Sydney, Australia
Melbourne,
Australia
Melbourne,
Australia
Melbourne,
Australia
Melbourne,
Australia
Sydney, Australia
Brisbane, Australia
Melbourne,
Australia
Melbourne,
Australia
Sydney, Australia
Mackay, Australia
͕͝ǡ͖͔͔͛
ȋȌ
͖͔͛

͖͔͔͕Ǧ͔͖
to
25/07/02
Showgrounds
͕͝ǡ͖͔͔͛
ȋȌ
͖͔͜

͖͔͔͕Ǧ͖͔͔͖
MAJOR WORLD EXHIBITIONS 2001 - 2002
Date
01/01/98
to
20/02/02
01/01/00
to
01/12/05
01/04/00
to
01/10/01
04/05/00
to
02/05/02
15/08/00
to
14/09/01
16/09/00
to
13/09/01
07/10/00
to
10/10/01
10/10/00
to
24/12/01
25/10/00
to
23/10/01
06/11/00
to
06/11/02
07/11/00
to
05/11/01
08/11/00
to
10/11/01
18/11/00
to
21/11/01
24/11/00
to
26/11/02
28/11/00
to
30/11/01
12/12/00
to
14/12/05
11/01/01
to
14/09/01
12/01/01
to
15/10/01
Event
Copenhagen
International Boat
Show 2002
Americasmart.com
Type
Exhibition
Organiser
Venue
Bella Centre
Copenhagen
City/Country
Copenhagen,
Denmark
Exhibition
Americasmart
Atlanta
Atlanta, United
States
Polyurethanes Virtual
Expo
Exhibition
Online Event
Preview Graphics
2002
Exhibition
Omni Inner Harbor
Hotel Baltimore
Baltimore, United
States
Ceramica 2000
Exhibition
www.exhibitionindia
.com
Ahmedabad,
India
Moda Autumn 2001
Exhibition
Krasnaya Presnya
Expocenter
Moscow, Russia
Materials Handeling
Exhibition
Airport Expo Dubai
Airport Expo Dubai
Dubai, United
Arab Emirates
Myrns
Exhibition
Target
Bahay
Chicago, United
States
The 49th CPI
Exposition 2001
Exhibition
Jacob K. Javits
Convention Center
New York, United
States
UpStart Power Days Munich
Exhibition
Forum Munich Hotel
Munich, Germany
PRODSIB
Exhibition
SIBERIAN FAIR
International
Exhibition Centre
Novosibirsk, Russia
INTERTECH BODENSEE
Exhibition
OLMA MESSEN ST.
GALLEN
Olma Messen St.
Gallen
St. Gall,
Switzerland
International Jewelry
Fair/General
Merchandise
H.C.C. DAGEN
Exhibition
New Orleans,
United States
Exhibition
HOBBY COMPUTER
CLUB
Ernest N. Morial
Convention CenterNew Orleans
Royal Dutch
Jaarbeurs
BTC
Exhibition
BTC - TUSCANY
CONVENTION
BUREAU
Fortezza Da Basso
Florence, Italy
eBusiness
Conference and
Expo
glass & ceramics
2001
Exhibition
Jacob K. Javits
Convention Center
New York, United
States
Exhibition
Intra Links Expo
(India) P. Ltd
bombay Exhibition
Center
mumbai (
bombay), India
THE NEW YORK HOME
TEXTILES SHOW
Exhibition
GEORGE LITTLE
MANAGEMENT
INC
Jacob K. Javits
Convention Center
New York, United
States
Madhusudan
CyberNetic Pvt.
Ltd
Utrecht,
Netherlands
͕͝ǡ͖͔͔͛
ȋȌ
͖͔͝

͖͔͔͕Ǧ͖͔͔͖
Date
26/01/01
to
25/01/02
30/01/01
to
30/09/01
03/03/01
to
31/03/02
04/03/01
to
02/09/01
15/03/01
to
29/01/03
23/03/01
to
31/12/01
Event
GemNJewellery2001
Type
Exhibition
IDEAL LIVING 2001
Exhibition
INTERNATIONAL JOB
FAIR
Exhibition
Milton Stamp Fair
Exhibition
Yogya Computer
Market Center
Exhibition
Application to FULL
B2B shop
membership
Exhibition
09/05/01
to
09/09/01
HONG KONG WATCH
AND CLOCK FAIR
Exhibition
10/05/01
to
12/05/02
FRANKLIN GEM AND
JEWELRY SHOW
Exhibition
14/05/01
to
16/05/03
CHI's 9th Annual
NUCLEIC ACID-BASED
TECHNOLOGIES:
DNA/RNA/PNA
Diagnostics
EXHIBITION ON
SENSING VIA IMAGE
INFORMATION
WCCE
Exhibition
SMARTWORLD 2001
Exhibition
5th Annual Pharmacy
Purchasing
Networking
Conference
IAAPW
Exhibition
Exhibition
BEAUTY AND FITNESS
EXPO 2001
07/06/01
to
09/09/01
29/07/01
to
03/09/01
30/07/01
to
30/10/01
31/07/01
to
31/08/01
31/07/01
to
31/08/01
06/08/01
to
06/10/01
06/08/01
to
06/10/01
24/08/01
to
02/09/01
Date
Organiser
Madhusudan
CyberNetic Pvt.
Ltd
XPO Consultant
Services Pte Ltd
Venue
www.ExhibitionIndia
.com
City/Country
Ahmedabad,
India
Singapore Expo
Singapore
DISCO Inc.
Shinjuku NS Building
Tokyo, Japan
Seniors Activity
Centre
Milton, Canada
MAVINDO
Management
Service
AT Media Net
BDNI Buld Lt II
Jl,Sudirman
Yogyakarta,
Indonesia
Belgrade and Novi
Sad Fair
HONG KONG
TRADE
DEVELOPMENT
COUNCIL
AKS GEM AND
JEWELRY SHOW
PRODUCTIONS
INC.
Hong Kong
Convention and
Exhibition Centre
Belgrade, Novi
Sad and
Yugoslavia,
Yugoslavia
HongKong
North Carolina
Franklin, United
States
JW Marriott on
Pennsylvania Ave.
Washington,
United States
Exhibition
SEIKI TSUSHINSHA
CO LTD
Pacifico Yokohama
Yokohama, Japan
Exhibition
SOCIETY OF
PETROLEUM
ENGINEERS
Reed Exhibitions
Limited
N/A
Copenhagen,
Denmark
Hong Kong
Convention and
Exhibition Centre
Orleans Hotel &
Casino
HongKong
Las Vegas, United
States
MAGICX
Cairo Fair Grounds
Cairo, Egypt
Exhibition
Hong Kong (Asia)
Exhibition Co. Ltd.
HongKong
23RD WEDDING EXPO
2001
Exhibition
Hong Kong (Asia)
Exhibition Co. Ltd.
Caravan Salon
Exhibition
HongKong
Convention and
Exhibition Centre
HongKong
Convention and
Exhibition Centre
Dusseldorf
Fairgrounds
Event
Type
Venue
City/Country
Organiser
HongKong
Dusseldorf,
Germany
͕͝ǡ͖͔͔͛
ȋȌ
͖͕͔

͖͔͔͕Ǧ͖͔͔͖
25/08/01
to
02/09/01
25/08/01
to
02/09/01
IFA 2001
Exhibition
CARAVAN SALON
DUSSELDORF
Exhibition
25/08/01
to
02/09/01
26/08/01
to
31/08/01
26/08/01
to
03/09/01
26/08/01
to
30/08/01
INTERNATIONALE
FUNKAUSSTELLUNG
2001
Ninth International
Symposium on
Microbial Ecology
IIF
Exhibition
Exhibition
IZMIR FAIR
SERVICES
PRODUCE
MARKETING
ASNCONVENTION
AND EXPO
Inspiration 2001
Exhibition
PRODUCE
MARKETING
ASSOCIATION
27/08/01
to
31/08/01
27/08/01
to
30/08/01
27/08/01
to
02/09/01
27/08/01
to
30/08/01
28/08/01
to
01/09/01
28/08/01
to
31/08/01
28/08/01
to
01/09/01
28/08/01
to
31/08/01
28/08/01
to
30/08/01
MESSE
DUESSELDORF
INTERNATIONAL
GMBH
MESSE BERLIN
GMBH
Exhibition
Exhibition
Berlin Exhibition
Grounds
Berlin, Germany
Messegelande
Dusseldorf,
Germany
Exhibition ground
Messe Berlin
Berlin, Germany
Amsterdam RAI
International
Exhibition Center
Kulturpark
Amsterdam,
Netherlands
Izmir, Turkey
Philadelphia
Convention Ctr
Philiadelpha,
United States
Georgia
International
Convention Center
Moscone
Convention Center
College Park,
United States
Lenexpo
St. Petersburg,
Russia
LINUXWORLD
CONFERENCE & EXPO
Exhibition
San Francisco,
United States
RUSSIAN FARMER 2001
Exhibition
MAGIC
INTERNATIONAL
Exhibition
ADVANSTAR
COMMUNICATION
Magic: Las Vegas
Convention Center
Las Vegas, United
States
Postal China 2001 The 2nd China
International Postal
Technology &
Equipment Exhibition
Poznan Fashion Week
Exhibition
Adsale Exhibition
Services Ltd
China International
Exhibition Centre
Beijing, China
Exhibition
Poznan, Poland
POSTAL CHINA 2001
Exhibition
Poznan
International Fair
Center
China International
Exhibition Center
REKLAMA
Exhibition
Poznan, Poland
AIAA Space 2001
Conference and
Exposition
Exhibition
Poznan
International Fair
Center
Albuquerque
Convention Center
Beijing, China
Albuquerque,
United States
͕͝ǡ͖͔͔͛
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͖͕͕

SITE PHOTOGRAPHS
Existing Showground site entrance
The existing Walter Pierce Pavilion
͕͝ǡ͖͔͔͛
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͖͕͖

Grandstand — in need of refurbishment
The Central oval at the Showground
͕͝ǡ͖͔͔͛
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͖͕͗

Cattle Yards at the Showground — in need of upgrade
Existing infrastructure at the showground requires reprofiling with services
provided underground
͕͝ǡ͖͔͔͛
ȋȌ
͖͕͘

Corner of the Showground (Lion Creek and Exhibition Roads). Currently
uninspiring, the area is suitable for a landmark orientation node.
The Dog pavilion — requires relocation
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The information in this section is an alternate concept developed by
the Consultants. Considered to represent an ideal operating
scenario, especially from a marketing point of view, the concept
would be dependant upon available funding, and the willingness of
affected organisations to accept required changes (i.e. location and
nature of proposed facilities).
Reference is made throughout this Section of the Report to the
attached ALTERNATE SCHEMATIC CONCEPT PLAN (GLOBAL
SOLUTIONS 4) to which these comments relate.
For various reasons, these proposals have not been accepted by
Council, but nevertheless have been included for reference
purposes in this Report.
OVERVIEW OF ALTERNATE CONCEPT PLAN
To achieve the required outcome, the Rockhampton City Council sought
additional funding from both the State and Federal Governments. In attracting
this additional funding, the Rockhampton City Council must clearly demonstrate
that the International Exhibition Complex has been created and not just an
upgrade of the existing facilities.
An ideal site - located immediately adjacent to the Fitzroy River and very close to
the CBD of Rockhampton City - has been identified which will utilise existing and
new major facilities. Global Solutions 4 have further revised the concept to
achieve an integrated and clearly identifiable International Exhibition Complex
(Rockhampton).
Please refer to the attached ‘Schematic Concept Plan’.
The Schematic Concept Plan identifies by ‘Precincts’ the existing and new major
facilities together with the overall site which make up the International Exhibition
Complex. This Plan is an adjunct to the existing plans prepared by Project
Services.
When being utilised for major events, the existing and new facilities will be
integrated and co-ordinated to become the clearly identified International
Exhibition Complex.
Naturally, outside major events, the complex will be opened up to allow for
various facilities to operate in an independent manner.
Market research undertaken indicate that these new facilities should include:
1.
Entry Statements
2.
Visual / Orientation Focal Point
͕͝ǡ͖͔͔͛
ȋȌ
͖͕͚

ǣǲǳ
3.
Major flat floor area with multi-purpose facilities (including, importantly,
Convention / Conference Facilities). This facility could also serve as the
International Exhibition Complex headquarters, incorporating the
Administration Centre and Marketing Offices for various exhibition
companies.
4.
Outdoor Entertainment Facility to host large concerts
5.
Certain ancillary Facilities
6.
Multi-code sporting oval capable of hosting large regional, national or
international events
The ‘New Facilities’ are absolutely essential to the creation of the International
Exhibition Complex, both in identification and the provision of adequate facilities
and consist of the following major features:
1.
Primary entry location
•
Themed entrance Statement / Icon
}
}
2.
Secondary entry
•
Themed entrance Statement / Icon
}
}
Two entry statements
3.
Landmark orientation node
•
Themed Statement (tower)
}
Visual / Orientation Focal Point
4.
Multi-Purpose Convention/ Entertainment Facility
•
International Exhibition Complex HQ
•
Convention / Conference Facilities
•
Large Flat floor area
•
Tennis Centre HQ
5.
Outdoor Entertainment Complex
•
River Stage Amphitheatre - concerts
6.
Upgraded AFL / Cricket Facility
7.
Upgraded River Esplanade
The ‘Existing Facilities’ will be upgraded to provide essential support facilities to
the Complex, namely:
Rest and shade areas
Restrooms
Restaurants
Additional display areas
The above notations and attached ‘Schematic Concept Plan’ briefly outlines the
philosophy and structure associated with the creation of the International
Exhibition Complex (Rockhampton) as referred to in the Business Plan.
International Exhibition Complex Multi-Purpose facility
The primary facility in the redesign is the inclusion of an International Exhibition
Complex Multi-Purpose facility. There are at least two possibilities for its location –
either alongside the North Street Public Swimming Pool, or in the Victoria Park
precinct replacing existing structures which comprise buildings associated with
the Rod Laver Tennis Centre.
͕͝ǡ͖͔͔͛
ȋȌ
͖͕͛

ǣǲǳ
The latter is the favoured location with a floor area of 5,760 + square metres
possible. The former location indicates a floor area of 4,760 + square metres
possible. This will allow a flat floor area, depending on design, of at least 2,500
square metres. This may be compared to floor spaces available in the Cairns
Convention Centre as follows:
Halls
Great Hall
Halls A & B
Halls A,B,C or D
Hall 2
Area
(sq.m.)
1,720
860
430
1,470
Rockhampton
2,500 +
(Cairns Convention Centre)
Theatre
Banquet
Classroom
2,220
1,080
500
5,000
1,300
650
300
1,080
730
420
200
630
Exhibition
Booths
100
50
25
80
3,000 +
1,500 +
1,000
150
(Potential, depending on
design)
ALTERNATE CONCEPTUAL BUDGET BASED ON REVISED SCHEMATIC
CONCEPT PLAN
Overview
OVERVIEW OF ALTERNATE MASTER PLAN BUDGET SUMMARY 19-Oct-2001
Waste TPlant; U/G Services; Fencing; Refurb Pavilions,
etc
New Cattle Pavilion
Ancillary Features, Entry Icons, Amenities Buildings
Site works, L'scaping, Re-profiling, demolish /
relocatations
Upgraded AFL / Cricket Oval; Portable G'Stands
Acquisition of Showgrounds
River Stage Amphitheatre
GRAND TOTAL
Stage 1
Stage 2
1,457,400
3,000,000
1,450,300
2,554,700
636,600
652,000
Total
Stages 1 &
2
4,012,100
3,636,600
2,102,300
2,000,000
804,100
1,288,200
0
1,154,100
600,000
2,000,000
1,958,200
1,888,200
0
0
0
600,000
0
10,600,000
1,000,000
800,000
602,100
0
475,000
8,474,500
1,000,000
800,000
602,100
600,000
475,000
19,074,500
͕͝ǡ͖͔͔͛
ȋȌ
͖͕͜

ǣǲǳ
Funding the Alternate Concept
REVISIONS (From Original P.J. Budget / Plans)
Items Revised (+ or -)
Amenities Buildings
New Cattle Pavilion
Items Removed (or to Stage 3)
Total
(100,000)
0
(400,000)
(100,000)
(150,000)
0
(200,000)
(150,000)
(400,000)
(1,207,400)
0
(1,707,400)
(1,701,400)
(2,478,300)
(4,429,700)
(2,908,800)
(2,478,300)
(6,137,100)
1,457,400
2,554,700
4,012,100
250,000
0
0
0
100,000
475,000
450,000
500,000
350,000
475,000
450,000
500,000
0
1,707,400
350,000
4,429,700
350,000
6,137,100
ADDITIONS (Global Solutions 4)
International Exhibition Complex Headquarters Incorp.
Administration, Marketing, Multi-Purpose facility
Entry Statements x 2 + Visual Orientation Focal Point
Upgraded AFL / Cricket Oval
Ancillary Features - Car Parks, Rest & Shade, River
promenade
Portable / Relocatable Grandstands
Total
ALTERNATE MASTER PLAN BUDGET OVERVIEW
Millions
$0
$1
$2
$3
$4
$5
Waste TPlant; U/G Services; Fencing; Refurb Pavilions,
New Cattle Pavilion
Ancillary Features, Entry Icons, Amenities Buildings
Site works, L'scaping, Re-profiling, demolish / relocatatio
Upgraded AFL / Cricket Oval; Portable G'Stands
Stage 1
Aquisition of Showgrounds
Stage 2
HOW THE ALTERNATE CONCEPT MEETS KEY STRATEGIC ISSUES
The above strategy will meet the following requirements:
Meets the following Key Strategic Issues:
͕͝ǡ͖͔͔͛
ȋȌ
͖͕͝

ǣǲǳ
•
•
•
•
•
•
•
Other Needs / Opportunities Met:
It remains consistent with the identified “Business” of the Proposed International
Exhibition Complex, i.e.
•
Multifunction event complex where branding is important
•
Consistent with Rockhampton – “the event driven city”
•
More flexibility as a National exhibition centre in hosting quality local,
regional, national, international events hosting
•
Better able to supports local, regional, national development
•
Better able to support local business development $$$
•
Better able to supporting community development (social capital)
Better Capitalises on the Uniqueness of Rockhampton (Competitive Advantages),
especially:
•
•
•
•
Well branded “beef capital” image
Ability to build on and support the heritage of cultural success in the arts
Better able to support the hosting of rodeos on a regular basis
Supports larger outdoor entertainment events (e.g. concerts) within the
Exhibition Complex precinct (Riverside Amphitheatre)
Also supportive of other Unique Features of Rockhampton (Other Advantages),
e.g. acknowledged as a “Centre for large regional projects”.
͕͝ǡ͖͔͔͛
ȋȌ
͖͖͔

ǣǲǳ
ǡ
͘ǡ͕͝ǦǦ͖͔͔͕
ALTERNATE MASTER PLAN BUDGET SUMMARY, GLOBAL SOLUTIONS 4, 19-OCT2001
INTERNATIONAL EXHIBITION COMPLEX
(ROCKHAMPTON)
Alternate Conceptual Budget Based on Preliminary
Sketch Plan
promenade
New Cattle Pavilion
Amenities Buildings
Demolish Hideaway Bar and Relocate Facilities;
Demolish older section of James Lawrence pavilion;
Demolish Stables; Relocate Dog Pavilion
Site works, Landscaping and Re-profiling to Victoria Park
& Trade Display Area
Waste Treatment Plant; Underground Services; Fencing;
Refurbish Pavilions, Ring Main; Site Survey; Electrical
Upgrade
TOTAL
Plus Acquisition of Showgrounds
GRAND TOTAL
Stage 1
Stage 2
Total
Stages 1 &
2
3,000,000
1,457,400
636,600
2,554,700
3,636,600
4,012,100
250,000
100,000
475,000
450,000
500,000
350,000
475,000
450,000
500,000
0
2,000,000
554,100
0
0
350,000
0
554,100
1,000,000
600,000
350,000
2,000,000
1,108,200
1,000,000
600,000
1,288,200
0
1,288,200
0
1,450,300
602,100
652,000
602,100
2,102,300
10,000,000
8,474,500
18,474,500
600,000
0
600,000
10,600,000
8,474,500
19,074,500
REVISIONS
Items Revised (+ or -)
Amenities Buildings
New Cattle Pavilion
Items Removed (or to Stage 3)
(100,000)
0
(400,000)
(100,000)
(150,000)
0
(200,000)
(150,000)
(400,000)
(1,207,400)
0
(1,701,400)
(2,478,300)
(2,908,800)
(2,478,300)
Total
(1,707,400)
(4,429,700)
(6,137,100)
1,457,400
2,554,700
4,012,100
250,000
0
0
0
100,000
475,000
450,000
500,000
350,000
475,000
450,000
500,000
0
350,000
350,000
ADDITIONS
promenade
͕͝ǡ͖͔͔͛
ȋȌ
͖͖͕

ǣǲǳ
ǡ
͘ǡ͕͝ǦǦ͖͔͔͕
Total
1,707,400
4,429,700
6,137,100
͕͝ǡ͖͔͔͛
ȋȌ
͖͖͖
ǣǲǳ ͖͔͔͕͛ȋ
Ȍ
INTERNAL REPORT TO THE ROCKHAMPTON COUNCIL GENERAL
PURPOSES COMMITTEE 7 NOVEMBER 2001 (RECOMMENDATIONS FOR
THE CONCEPT PLANS FOR THE INTERNATIONAL EXHIBITION COMPLEX)
Report
To:
Chief Executive Officer
Committee: General Purposes Committee
Subject: International Exhibition Complex
Author:
Critical Projects Officer
File Ref: CPO 13
Date:
7 November 2001
Summary
This report canvasses the main recommendations of the concept plans for the
International Exhibition Complex prepared by Project Services and Global Solutions 4.
It contains a summary of the benefits and detriments of each suggestion as well as
recommendations regarding their implementation.
OFFICER'S RECOMMENDATION
THAT the committee recommends to Council that:
1.
Council approve in principle, subject to the funding position becoming clear, the
undertaking of:
a)
site survey
b)
site works and landscaping in the Rockhampton Showgrounds
c)
provision of underground water, power, sewerage and data services in the
Rockhampton Showgrounds
d)
site works and reprofiling of the area in front of and to the east of Brothers
Leagues Club
e)
provision of underground water, power, sewerage and data services in area
in front of and to the east of Brothers Leagues Club and the AFL/cricket
field facing Lion Creek Road
f)
provision of access through the Victoria Park Tennis Courts
g)
demolition of the horse stables
͕͝ǡ͖͔͔͛
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͖͖͗
ǣǲǳ ͖͔͔͕͛ȋ
Ȍ
h)
i)
j)
k)
l)
m)
n)
o)
p)
2.
construction of new cattle/horse pavilion in place of the current commercial
cattle yards
construction of new amenities buildings in the Rockhampton Showgrounds
and Victoria Park
demolition of the old section of the Walter Pierce Pavilion
further investigation to determine the need for a waste treatment plant
refurbishment of the Robert Archer Grandstand
demolition of the Hideaway Bar
refurbishment of the Primac Pavilion and McCamley Meat Hall
development of cattle/horse panels and movable seating
development of a landmark orientation node and entry points
Council continue to investigate ways of developing:
a)
b)
a flat floor building capable of incorporating offices for the exhibition
complex organisation and the Australian Beef Cattle Exposition Association
riverside amphitheatre
Council needs to provide direction on the following issues:
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
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•
•
extent of siteworks and landscaping in the Rockhampton Showgrounds
extent of electrical, water, sewerage and data services in the Rockhampton
Showgrounds and Victoria Park
future of the speedway at the Rockhampton Showgrounds
development of an additional exhibition facilities in Victoria Park
creation of an additional multi-functional sporting area in front of and to the east
of Brothers Leagues Club
access to the reprofiled areas in front of and to the east of Brothers Leagues Club
location of the replacement cattle/horse pavilion and the need for cattle/horse
panels
location of the toilet and shower facilities
replacement of the old section of the Walter Pierce Pavilion
need for an additional water treatment plant
location of the administration/entry centre
refurbishment of the Robert Archer Grandstand
demolition of the Hideaway Bar
prime use of the McCamley Meat Hall and Primac Pavilion
need for movable fencing for Victoria Park
need for movable seating
identification of the precise international exhibition complex
need and location of a flat floor building
need and funding of an amphitheatre in the international exhibition complex
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REPORT
In February 2001 Project Services organised a Value Management Workshop which
resulted in the major stakeholders in the project to redevelop Rockhampton’s exhibition
facilities identifying those elements which they saw as important.
As a result of these deliberations, Project Services prepared a concept plan showing the
scope and location of the proposed redevelopment which focussed on the Rockhampton
Showgrounds, Gracemere Saleyards, Victoria Park and the Rockhampton State High
School. A copy of this concept plan for the Rockhampton precinct is attached to this
report.
On 17 May 2001 Project Services prepared a conceptual budget based on their concept
plan, a copy of which is attached to this report, showing how the project could
theoretically be completed in two stages.
The Rockhampton District Saleyards Board, which is responsible for the management
of the Gracemere Saleyards, arranged for a business plan to be developed for the section
of the international exhibition complex which is situated at the Saleyards.
As a consequence of submissions made by the Board and the proponents of the
international exhibition complex, both the current Federal Government and the Federal
Opposition have agreed to contribute funding of $3.5 million to enable a new sale ring
to be constructed at the Gracemere Saleyards. The Board will contribute the balance of
the funding necessary to complete the Saleyards upgrading.
The current Federal Government and Federal Opposition have also outlined their
commitments to the Rockhampton portion of the international exhibition complex. The
Federal Opposition has agreed to contribute $8 million towards the project, which
includes its commitment for the Gracemere Saleyards. The current Federal Government
has undertaken to provide $2.2 million towards the running of the beef expo in addition
to its Saleyards commitment. There is no doubt the Federal Opposition’s commitment
meets the final requirement set by the State Government for it to contribute $8 million.
It’s unclear to what extent the Federal Government’s undertaking meets the Queensland
Government’s pre-conditions.
On 16 July 2001 Council resolved to accept:
a) Global Solutions 4’s tender to prepare a business plan for the Rockhampton elements
of the international exhibition complex; and
b)
Project Services offer to undertake consultation to determine the best location of
the project’s elements and to complete the project’s initial design.
Project Services staff are presently interviewing all stakeholders with interests in the
Rockhampton Showgrounds, Victoria Park and Rockhampton State High School to reevaluate their concept and determine the best location of the project’s elements before
completing the project’s initial design.
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As part of their brief to prepare a business plan for the complex, Global Solutions 4
needed to develop a marketing plan. As part of this process, Gary Garner and his
partners in the Global Solutions 4 consortium tried to identify the product for which
they were developing the marketing plan.
They formed the view the Project Services’ concept plan developed as a result of
February’s Value Management Workshop was in reality only an improved version of
the existing Rockhampton Showgrounds rather than a new exhibition complex.
Consequently, they decided it was necessary to undertake work outside the scope of
their brief and develop a fresh concept plan for the exhibition complex at no expense to
Council around which they could develop a marketing plan. A copy of the concept plan
prepared by Global Solutions 4 is attached to this report.
Site survey
Project Services included in the conceptual budget an allowance of $26 000 to
undertake a detailed survey of the proposed exhibition complex.
As no detailed plan of the entire Rockhampton precinct of the exhibition complex
exists, this survey is essential before any large scale redevelopment can take place.
Siteworks and landscaping in the Rockhampton Showgrounds
Project Services included in its conceptual budget an allowance of $777 600 for
levelling, landscaping and other siteworks at the Rockhampton Showgrounds.
This includes the removal of the existing commercial cattle yards and levelling nearby
areas which are susceptible to pooling water during times of heavy rain.
The existing commercial cattle yards are unsightly, covered in rust, hard to clean out
and are not of a standard expected to be found at an international exhibition complex.
These yards are the type of improvements to which a leading South American beef
identity was referring when he said Beef 97 looked like a country show rather than a
global exposition.
This work must be completed for Rockhampton to have a suitable venue for Beef
Australia 2003.
Council needs to consider the extent of siteworks and landscaping.
Services in the Rockhampton Showgrounds
Project Services included the following allowances in its conceptual budget:
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Electrical upgrade
Ring main for water supply
Underground services to trade display area
TOTAL
$777 600
122 800
316 500
$1 216 900
The lack of electrical, water, sewerage and data services make the current Rockhampton
Showgrounds impossible to use as a venue for an international standard exposition. For
example, while toilet facilities are insufficient in number and of a poor standard, the
sewerage lines into which additional facilities may be connected, are located in areas
difficult to access along the western and southern boundaries.
There is no doubt the reasonable provision of this basic infrastructure is one of the
necessities for the staging of global exhibitions. It will also make the staging of events
like the Rockhampton Show a good deal easier.
Council needs to consider whether electrical, water, sewerage and data services are
required at the Rockhampton Showgrounds.
Siteworks and reprofiling of Victoria Park
Project Services made an allowance of $500 000 for siteworks and reprofiling work in
Victoria Park. This will enable an AFL/NFL and cricket ground to be developed in the
area in front of and to the east of Brothers Leagues Club.
While this work will involve reprofiling near a 40 year old land fill site, there is no
expectation this will cause undue environmental problems and the fill which will be
removed to level the higher areas may be used to raise the lower areas where much of
the land filling took place.
This work will result in expansion of Brothers Leagues Club field so it can host AFL
and cricket matches. This will augment the existing centre ring at the Rockhampton
Showgrounds which could continue to be used for horse and cattle activities and
speedway.
Brothers Leagues Club has indicated it may be in a position to provide lighting for this
expanded sporting complex.
Council needs to consider whether:
•
the speedway should continue to operate at the Rockhampton Showgrounds
•
a display area should be developed in front of and to the east of Brothers Leagues
Club which may have the potential to complete with other exhibition facilities
•
an additional large multi-functional sporting area should be constructed in front of
and to the east of Brothers Leagues Club
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Underground services in Victoria Park
Project Services made an allowance of $191 400 to include electrical, water, sewerage
and data services in the reprofiled area in front of and to the east of Brothers Leagues
Club and in AFL training area/cricket fields beside Lion Creek Road.
There is no doubt an additional trade fair area is needed for Beef Australia 2003 as the
areas within the Rockhampton Showgrounds were unable to handle the number of trade
displays which sought to be involved in Beef 2000. The demolition of the commercial
cattle yards and horse stables will result in a larger area being available for trade
displays on the Rockhampton Showgrounds, but this may not be sufficient if Beef
Australia 2003 maintains a similar rate of growth as its predecessors.
Either the area in front of Brothers Leagues Club or the AFL/cricket field may be used
to expand the area available for the Beef Australia 2003 trade fair.
Council needs to consider whether electrical, water, sewerage and data services should
be provided in Victoria Park.
Access through the Victoria Park Tennis Courts.
The Rockhampton Tennis Association has been prepared to allow access to the
reprofiled grounds surrounding Brothers Leagues Club through its block of five courts
to the north of the Club on important occasions, such as the triennial beef expos. This
will be provided on the basis that:
a)
b)
c)
d)
e)
f)
g)
h)
removable fencing is provided at either end of the block of courts;
the courts are covered during any event and any damage rectified;
closure of the exit road and widening of the entry road
construction of gradual steps to the first court in the block of five;
construction of a solid retaining wall along the Brothers Leagues Club boundary;
landscaping of the area surrounding Rod Laver Hall;
support from Council for Government assistance to renovate Rod Laver Hall; and
placement of shade sails between the first two blocks of courts.
This route has the advantage of providing direct, line of sight access to the fields in
front of and to the east of the Club from the corner of Exhibition and Lion Creek Roads.
An alternative is to provide access through the RTA’s service passage to the north of
the group of five courts. The disadvantage is this route does not provide as direct
access, nor does it have line of sight.
Direct access through the tennis courts is acceptable to the RTA and it is the most
obvious route.
Council needs to consider how access can be best provided to the reprofiled area in
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front of and to the east of Brothers Leagues Club.
Demolition of horse stables
There is no doubt the horse stables need to be demolished and similar infrastructure
rebuilt in its place. The stables are incompatible with an international standard complex
and justify visitors interpreting Beef Australia as being little more than a country show.
New cattle and horse pavilion
The major issue is what should be built to replace the present horse stables. Project
Services set aside $2.45 million to demolish the existing stables and construct a
replacement. The new pavilion could be a large, open sided building able to cater for
both horses and cattle. It is possible it may also be able to host some uncomplicated
horse activities, such as dressage, and other sporting events under cover.
The building may need different internal fencing for cattle and horses together with
movable seating for sporting events. The movable seating may be able to be used at
sporting events held in the area in front of Brothers Leagues Club.
The difficult issue is to decide the location of the new horse/cattle pavilion. The site
beside Exhibition Road is attractive as it is further away from housing than the other
possibility in the area near the current commercial cattle yards. This can reduce the
noise impact as well as provide a critical mass of new buildings along Exhibition Road
which will emphasise the extent of the redevelopment.
The Australian Beef Cattle Exposition Association, which will stage Beef Australia
2003, has a clear preference for the new cattle/horse to be sited near the present
commercial cattle yards as it is close to the cattle unloading bays and they feel it will be
more easily secured to prevent the escape of cattle.
Council needs to identify what is the best site for the replacement cattle/horse pavilion.
Amenities buildings
Project Services set aside more than $1.3 million to provide additional toilet and shower
facilities. There is an unquestioned need for new amenities as the present facilities at
the Rockhampton Showgrounds are old, unsuitable and hardly of international standard.
Large numbers of people looking after cattle need to be near their stock during the beef
expos and the Rockhampton Show. This group will make major use of these facilities,
as will the growing numbers of visitors at the beef expos and other large activities held
at the complex.
While all the showering facilities can be built on the Rockhampton Showgrounds, toilet
facilities will need to be divided between the Showgrounds and Victoria Park, where
they can be used by those involved in regular sporting and recreational activities.
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Council needs to consider to what extent the toilet and shower facilities need to be
located in the Rockhampton Showgrounds and Victoria Park.
Redevelopment of the Walter Pierce Pavilion
Project Services allocated more than $2.9 million in both project stages to redevelop the
Walter Pierce Pavilion which is in desperate need of repair as the building is of
anything but international standard.
As Project Services saw this building as providing a focus for food, it has been
suggested it should house some professional food preparation areas, food selling areas
and corporate boxes overlooking the Showgrounds centre ring.
With the possible exception of the corporate boxes, there’s little argument about the
need for the upgraded facilities. The contentious issue is the timing and extent of the
renovations.
If this work is not done until the second or a later stage, the old section of this pavilion
should be dismantled and the area developed into an outdoor eating area which would
lack supporting food preparation and selling areas.
Council needs to consider whether the old section of the Walter Pierce Pavilion needs
to be replaced.
Waste treatment plant
Project Services set aside $324 000 to construct a new water treatment plant to augment
existing pumping capacity. This was principally done to ensure the sewerage facilities
are sufficient to service the expected demand from international exhibition complex
together with greater use of Victoria Park.
If this need is genuine, then there is little argument that this work needs to be
undertaken during the project’s initial two stages.
Council needs to consider whether the additional water treatment plant is required.
Entry/administration building
Project Services allocated $2.478 million in the project’s second stage to build a new
entry/administration building which will face Exhibition Road opposite the
This multi-use building will have a myriad of uses during events such as Beef Australia
2003 when it could be used as administration space, media centre or for volunteers. It
has been positioned near the main entry to the exhibition complex.
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This building can be used for other purposes when it is not required for events such as
the beef expo. One example of such a use is as a basketball court for students at
While this pavilion-style space is required to replace buildings which have been
demolished during the Rockhampton Show and other major regional events, the issue of
its precise position is less clear and it’s possible it may be situated closer to the Lion
Creek Road and Exhibition Road intersection, especially if the new cattle/horse pavilion
is built near the commercial cattle yards.
Council needs to consider the location of the administration/entry centre.
Robert Archer Grandstand
An allocation of $752 100 has been set aside by Project Services to refurbish the Robert
Archer Grandstand which is obviously in a poor state of repair. This facility is another
which would justify the observation that the current Rockhampton Showgrounds is not
of a sufficient standard to be able to stage an international event.
The issue regarding this facility is one of timing and for this reason Project Services has
included it as an element of the project’s second stage. If movable grandstands
developed for the sporting field in front of and to the east of Brothers Leagues Club can
be used at the Rockhampton Showgrounds, this lessens the dependence on this hard to
maintain piece of infrastructure.
While it’s envisaged the grandstand seating will be replaced and the building repainted,
it is likely the grandstand will require further renovation in the not too distant future.
Council needs to consider whether the Robert Archer Grandstand should be refurbished.
Dog Pavilion
Project Services set aside $100 000 to relocate the Dog Pavilion, but it is unclear
whether a move will be necessary.
As with many other areas which have been leased or become the preserve of a
community group, the challenge is to ensure the building is and remains of a standard
which is expected in an international standard exhibition facility.
Hideaway Bar
Project Services set aside $250 000 to allow for the demolition of the Hideaway Bar.
This bar’s facilities are sub-standard and the lack of water and sewerage only allows for
the sale of packaged alcohol products and no food.
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It is possible this facility could be renovated if the new cattle/horse pavilion is
constructed near the commercial cattle yards. Should the cattle/horse pavilion be built
facing into Exhibition Road, then the Hideaway Bar will need to be demolished as new
facility will encroach upon it.
Council needs to consider whether the Hideaway Bar should be demolished.
Primac Pavilion and McCamley Meat Hall
If the Hideaway Bar is demolished, then bar and food facilities could be relocated to the
refurbished McCamley Meat Hall and Primac Pavilion. Project Services allowed $200
000 to achieve this task.
It is many years since the McCamley Meat Hall was used to demonstrate how meat is
prepared and its main use in recent years has been as fashion and food
preparation/selling areas. The building faces west and the afternoon sun shines in the
models' eyes preventing them seeing the walkway’s end.
The Primac Building, which is linked to the McCamley Meat Hall, has poor standard
flooring and roof. Both buildings have areas where exhibitors have been allowed to
build personal permanent displays which militate general use.
Council needs to consider whether the best use of the McCamley Meat Hall and Primac
Pavilion is as a food and drink outlet.
Victoria Park fencing
The Australian Beef Cattle Exposition Association wishes to see demountable fencing
provided for the areas of Victoria Park which are included within the international
exhibition complex as it will reduce the cost of resources which users need to hire.
While this is a reasonable objective and will benefit all complex users, the provision of
such fencing is one of the lower priorities when deciding how to use any funding.
Project Services included an allowance of $47 600 for this item in its conceptual
budget.
Council needs to consider whether movable fencing for Victoria Park should be an
element of the project.
New cattle and horse fences and seating
The use of the new cattle/horse pavilion will pose an interesting challenge as it will
reduce the capital costs substantially if the same movable panels could be used to
accommodate both animals. Likewise, the seating could be part of the movable
modules which are used throughout the complex.
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Project Services has made a substantial allowance of $1 million for this item which is
based on the premise different sorts of movable panels are required for cattle and
horses.
Council needs to consider whether horse/cattle panels and movable seating are required
for the new horse/cattle pavilion.
Rockhampton State High School
It is envisaged being able to include the newly constructed Senior Learning Centre at
the Rockhampton State High School within the proposed international exhibition
complex. This will include not only small, specialist teaching spaces, such as
videoconferencing rooms, but it could also include a shade area and canteen at the rear
which may be used for networking and social functions.
These facilities, which will have a similar look and feel to the redevelopments in other
parts of the international exhibition complex, would be hired by users from the RSHS.
Global Solutions 4
In its concept plan Global Solutions 4 mainly focused on issues outside the
Rockhampton Showgrounds. With the exception of the redevelopment of the Walter
Pierce Pavilion and the construction of the entry/administration building, they have
made no recommendations about work which may be undertaken in the Rockhampton
Showgrounds, although they have adjusted some costs. A copy of their master plan
budget summary is attached to this report.
Global Solutions 4 recommended the renovation of the Walter Pierce Pavilion be
postponed and the entry/administration building be incorporated with a large flat floor
area. This, together with the cost adjustments, would enable the construction of a large
flat floor area, which could include the exhibition complex and Australian Beef Cattle
Exposition Association Inc offices and possibly the Rod Laver Hall.
Landmark orientation node and entry points
The landmark node suggested by Global Solutions 4 in their concept plan is a useful
concept which can visually attract visitors to the international exhibition complex.
They have suggested this could cost $250 000.
Likewise, the two proposed entry points, which may cost $100 000, will enable all
visitors to understand they have entered the international exhibition complex. Both
help to set the tone for the area and establish its boundaries.
Council needs to consider whether the international exhibition complex needs to be
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easily identified.
Flat floor area
There is no doubt about the general usefulness of a large flat floor building which a
capacity of at least 5 760 sqm as suggested by Global Solutions 4. This has been sought
for many years by organisations such as Rockhampton Business & Tourism Information
as being essential if Rockhampton is to enter the trade display/conference market in a
meaningful way.
The principal difficulty is this facility is not essential for the conducting of the beef
expo which have looked at hiring a series of hoeckers to provide such facilities.
An associated issue is one of cost and Global Solutions 4 has suggested this could be
solved by shifting the entry/administration centre to the flat floor area, postponing the
rebuilding of the Walter Pierce Pavilion to a later stage and tightening up some other
costs.
Location is another important issue associated with the development of a large flat floor
area. It is possible this may be included within a redevelopment of the Southside
Swimming Pool, or in the area between Huish Drive and the southern end of the current
Brothers Leagues Club field. One difficulty with the first suggestion is it may not take
place for sometime, while the second location is flood effected.
A third suggestion has been to develop the flat floor area in the triangle which includes
the Rod Laver Hall and the caretaker’s house. In regard to the creation of the
international exhibition complex, this is a central location and near to the landmark
orientation node and the proposed entry point which can be developed from hired
resources. This flat floor area could include space used by the Rockhampton Tennis
Association and replace the Rod Laver Hall. It could also include offices for the body
running the exhibition complex and the Australian Beef Cattle Exposition Association.
Council needs to consider whether there is a need for a flat floor building with a
capacity of at least 5 760 sqm and where it should be located.
AFL/NFL and cricket oval
There is general agreement in both concept plans regarding the need for a large sporting
oval in front of Brothers Leagues Club to cater for AFL and cricket matches.
Spectators could be catered for with grassed mounds and a number of movable
grandstands which could service the whole complex.
Amphitheatre
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Global Solutions 4 has suggested construction of a riverside amphitheatre facing west
and catering for crowds of up to 5 000 people. The extent of the noise issues which
could result from this are unclear, but they would need to be carefully managed and
would most likely require the introduction of an appropriate curfew.
This facility would duplicate the services offered by the Sound Shell on the Bruce
Highway. If the riverside amphitheatre is developed, there would be little need to retain
the Sound Shell which could be sold.
The riverside amphitheatre would not appear to compete with the intimate amphitheatre
built on the Fitzroy River bank between Denham and William Streets. The Riverside
Park amphitheatre is suitable for comparatively small public events for which there is
no charge. The Victoria Park facility would be a good deal larger, contain infrastructure
necessary for concerts attracting up to 5 000 people and be capable of being fenced off
so patrons could be charged.
Global Solutions 4 has suggested this amenity could cost $475 000.
Council needs to consider whether an amphitheatre should be located within the
international exhibition complex and, if so, whether the Sound Shell should be sold to
pay for this development.
River esplanade
Global Solutions 4 suggested the Fitzroy River bank should be upgraded so the
esplanade ran north from the Alexandra Bridge. This work is already being undertaken
by Sunrise Rotary Club of Rockhampton.
Rick Palmer
Critical Projects Officer
RP:rp
L:\org\romark\system\Ordinary\Report\ReportGP\3AintExh.doc
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ORIGINAL MASTER PLAN CONCEPTUAL BUDGET AND PRELIMINARY
SCHEDULING OF CAPITAL WORKS (PROJECT SERVICES)
FINAL REVISED MASTER PLAN CONCEPTUAL BUDGET AND
PRELIMINARY SCHEDULING OF CAPITAL WORKS (INCLUDING
ADJUSTMENTS TO ORIGINAL MASTER PLAN)
CONSTRUCTION SCHEDULE FOR THE CENTRAL QUEENSLAND EVENTS
CENTRE
INTERNATIONAL EXHIBITION COMPLEX (ROCKHAMPTON) — PROJECT
SERVICES CONCEPT PLANS
ALTERNATE SCHEMATIC CONCEPT PLAN (GLOBAL SOLUTIONS 4)
INCCENTRAL
QUEENSLAND EVENTS CENTRE CASH FLOWS - 6 YEAR, MONTHLY
CASH FLOW FORECAST
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