Glenelg Aquatic Services Strategy · Glenelg Aquatic Strategy Final Report 19-03-2014.docx (VIC...
Transcript of Glenelg Aquatic Services Strategy · Glenelg Aquatic Strategy Final Report 19-03-2014.docx (VIC...
Prepared by SGL Consulting Group Australia Pty Ltd
www.sglgroup.net
Glenelg Aquatic Services Strategy Final Report
March 2014
(VIC 63.2011) Volume One – COGG IRFS – Key Findings and Recommendations - 24 July 2013 Commercial in confidence. SGL Group Consulting Pty Ltd www.sglgroup.net
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TABLE OF CONTENTS
1 INTRODUCTION ............................................................................................................................... 1
1.1 PROJECT AIMS ........................................................................................................................ 1
1.2 OBJECTIVES ............................................................................................................................. 1
1.3 STRATEGY STRUCTURE ............................................................................................................. 2
2 CURRENT AQUATIC PROVISION .................................................................................................... 3
2.1 PORTLAND LEISURE AND AQUATIC CENTRE (PLACE) .......................................................... 3
2.2 HEYWOOD OUTDOOR SWIMMING POOL ............................................................................. 4
2.3 CASTERTON OUTDOOR SWIMMING POOL ........................................................................... 5
2.4 MERINO OUTDOOR SWIMMING POOL ................................................................................. 6
3 MARKET RESEARCH AND CONSULTATION .................................................................................... 7
3.1 PARTICIPATION ....................................................................................................................... 7
3.2 FACILITIES ................................................................................................................................ 8
3.3 SERVICES/PROGRAMS ........................................................................................................... 9
3.4 COMBINED MARKET RESEARCH AND CONSULTATION FACILITY IMPROVEMENT
PRIORITIES .......................................................................................................................................... 9
4 TECHNICAL REVIEW ...................................................................................................................... 10
5 COUNCIL REVIEW ......................................................................................................................... 10
6 GLENELG AQUTIC FACILITY RECOMMENDED STRATEGIC DIRECTION ..................................... 12
6.1 PORTLAND LEISURE AND AQUATIC CENTRE (PLACE) STRATEGY....................................... 13
6.2 CASTERTON OUTDOOR SWIMMING POOL STRATEGY ....................................................... 15
6.3 HEYWOOD OUTDOOR SWIMMING POOL STRATEGY ......................................................... 17
6.4 MERINO OUTDOOR SWIMMING POOL STRATEGIC DIRECTION ........................................ 19
6.5 IMPLEMENTATION PLAN ....................................................................................................... 21 DIRECTORY OF TABLES
Table 3.1 Most Popular Swimming Pool Improvements .................................................................... 9 Table 4.1 Technical Audits and Maintenance Report Summary ................................................... 10 Table 6.1 Place Strategic Direction ................................................................................................... 14 Table 6.2 Casterton Strategic Direction ............................................................................................ 16 Table 6.3 Heywood Strategic Direction ............................................................................................ 18 Table 6.4 Merino Strategic Direction ................................................................................................. 20
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1 INTRODUCTION
Glenelg Shire Council wished to develop an Aquatic Services (infrastructure and non-
infrastructure) Strategy to provide the strategic direction for the Glenelg Shire to plan, develop
and operate its aquatic facilities in the future. The Strategy will seek to maximise the usage
and the relevance of the aquatic facilities to the community both now and into the future,
having regard for Council’s capacity to deliver the recommendations of the Strategy.
The Strategy will inform Council on the planning, provision, development, maintenance and
management of aquatic services in the Shire and provide recommendations, strategic
directions and policy outcomes to address the immediate and longer term needs of the
community.
1.1 PROJECT AIMS
The project aims detailed by Council for the Strategy are:
The Glenelg Shire Aquatic Services Strategy will establish justifiable strategic directions
for the planning, provision, development, preservation and management of the
aquatic services in the Shire.
The Aquatic Services Strategy will provide recommendations, strategic directions and
policy outcomes that address immediate and longer term community needs (over the
next 10 years)
As aquatic service provision has changed significantly since the construction of the
Shire municipal swimming facilities, this strategy should consider and explore longer
term visionary outcomes for aquatic services provision within the Shire – 10 – 50 year
objectives/targets.
1.2 OBJECTIVES
In addition to the above project aims the following project objectives have been identified for
consideration as part of the development of the Strategy.
Where are we now?
Where do we want to be?
What are our options?
How will we get there?
How are we going?
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1.3 STRATEGY STRUCTURE
The Strategy has been developed in three parts:
Volume One: Glenelg Aquatic Services Strategy
Volume one provides the agreed Aquatic Services Strategy for the Glenelg Shire including
recommendations for implementation over the next ten to twenty years. An action plan for
each facility is provided and includes:
Recommended Strategy Direction
Indicative capital cost
Capacity to attract external funding
Priority
The priority column within the tables indicates a time line for each recommended
action/output and includes the following key:
Short
Medium
Long
Volume Two – Summary of Future Direction Options
Volume Two provides a summary of the key issues and the identified potential options for the
future development and direction for aquatic services and facilities across the Shire.
Volume Three – Issues and Opportunities Report
Volume Three provides a summary of the extensive market research and consultation
undertaken that directs the key actions and recommendations.
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2 CURRENT AQUATIC PROVISION
Glenelg Shire Council Aquatic facilities currently consist of the following four facilities
Portland Leisure and Aquatic Centre
Heywood Outdoor Pool
Merino Outdoor Pool
Casterton Outdoor Pool
The following provides a brief description of each facility.
2.1 Portland Leisure and Aquatic Centre (Place)
Portland Leisure and Aquatic Centre is located on a section of Henty Park Reserve in Portland.
The facility was originally constructed in 1976 as an outdoor pool. Since that time the facility
has undergone a number of additions and extensions and now includes:
Gymnasium;
Group fitness room
Class 2 Child Care Centre for up to 21 children;
Kiosk
Male/female and disabled change room facilities,
25 metre rectangular indoor pool (6 lanes)
Indoor free form learners pool/Indoor free form toddlers pool;
Indoor sauna/Outdoor spa bath accommodating up to 6 people;
Outdoor 50 metre heated pool (8 lanes);
Outdoor 25m learners pool;
Outdoor water slide feature;
Outdoor toddlers pool;
First Aid Room/Lifeguard Station.
A review of usage of PLACE over the last five years 2008/2009 to 2012/13 has been completed
and is summarised in the graph below.
NB: 2008/2009 represents 9 months of operation only
Figure 1: Portland Leisure and Aquatic Centre
78,145
112,968 118,686
140,596 141,114
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
2008/2009 2009/2010 2010/2011 2011/2012 2012/2013
Total Attendance
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A review of usage over the past four years indicates
The review period includes the years 2009/2010 to 2012/2013 due to 2008/2009
representing a nine-month period only.
Usage of the Centre has continued to increase from a low of 112,968 visits in 2009/2010 to
a high of 141,114 visits in 2012/2013.
This continual growth represents an increase of 28,146 visits over the 4-year period (year 1
not included due to 9 months of data). This figure represents an increase in attendances
of approximately 25% over the past four years.
2.2 Heywood Outdoor Swimming Pool
Built in 1964 the Heywood Outdoor Swimming Pool is located at the corner of Fitzroy Street and
Hunter Street Heywood.
The pool is seasonal facility that operates seven days a week from 1.00 pm with weather
dependent closing times. The facility operates from 1 December to 31 March each year.
Heywood Swimming Pool is an outdoor aquatic facility comprising of the following areas:
50m solar heated outdoor pool
Toddlers pool
Male and female change rooms
Kiosk
First aid room
Office
Car parking
A review of usage of Heywood Pool over the last five years 2008/2009 to 2012/2013 has been
completed and is summarised below.
Figure 2: Heywood Outdoor Swimming Pool Usage
1,628 1,648
817
1,573
1864
0
500
1,000
1,500
2,000
2008/09 2009/10 2010/11 2011/12 2012/13
Attendances
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A review of usage over the past five years indicates
Usage of the Centre has continued to increase from a low of 817 visits in 2010/2011 to a high
of 1,864 visits in 2012/2013.
This continual growth represents an increase of 236 visits over the 5-year period (14.5%).
Heywood is the least utilised of all the aquatic facilities with attendance levels much lower
than expected for a facility of this type with a catchment population of over 1,800.
2.3 Casterton Outdoor Swimming Pool
The Casterton Memorial Swimming Pool, built in 1965, is located on Carmichael Drive,
Casterton.
The pool is a seasonal facility that operates seven days a week from 10.00 am with weather
dependent closing times. The facility operates from 1 December to 31 March each year.
Casterton Swimming Pool is an outdoor aquatic facility comprising of the following areas:
50m solar heated outdoor pool
Toddlers pool
Male and female change rooms
Kiosk/Office
First aid room
Car parking
A review of usage of Casterton Outdoor Pool over the past five years 2008/2009 to 2012/2013
has been completed and is summarised on the following page.
Figure 3: Casterton Outdoor Swimming Pool Usage
5,485
6,787
5,428
9,181
8,247
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000
2008/2009 2009/2010 2010/2011 2011/2012 2012/2013
Total Attendance
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A review of usage over the past five years indicates
Usage of the Centre has increased from 5,485 visits in 2008/2009 to 8,247 visits in 2012/2013.
This represents an increase of 2,762 visits over the 5-year period (50%).
It should be noted that industry trends indicate that weather conditions can have an
impact on attendances during a season of up to 30%.
2.4 Merino Outdoor Swimming Pool
The Merino Outdoor Swimming Pool built in 1961 is located on Mocamboro Road, Merino.
The pool is seasonal facility that operates seven days a week from 1.00pm with weather
dependent closing times. The facility operates from 1 December to 31 March each year.
Merino Swimming Pool is an outdoor aquatic facility comprising of the following areas:
25m outdoor pool
Toddlers pool
Male and female change rooms
Kiosk
First aid room
Office
Car parking
A review of usage of Merino Outdoor Swimming Pool over the last four years 2008/2009 to
2011/12 has been completed and is summarised below.
Figure 4: Merino Outdoor Swimming Pool Usage
A review of usage over the past five years indicates
Usage of the Centre has decreased from 2,683 visits in 2008/2009 to 2,311 visits in
2012/2013.
This represents a decline of 372 visits over the 5-year period (14%). This variation would
reflect the weather conditions over the summer seasons.
2,683 2,349
2,006 2,155 2311
0
500
1,000
1,500
2,000
2,500
3,000
2008/09 2009/10 2010/11 2011/12 2012/13
Attendances
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3 MARKET RESEARCH AND CONSULTATION
An extensive market research and consultation process has been undertaken to assist with
determining the current and future community trends, needs and expectations for aquatic
facilities for the Glenelg Shire. The market research and consultation process included.
A review of previous research and strategies;
A 300 person resident household telephone survey;
An online survey to all schools in the Shire;
An online survey open to all community members and users of the Glenelg pools;
Key stakeholder interviews;
Township focus groups;
Public submissions: and
Benchmarking of other similar facilities in similar areas.
The following provides a summary of the key issues and needs identified through the market
research and consultation:
Sections 1 to 5 provide a large range of information about current and future population,
operational performance of Councils four aquatic and leisure facilities and market research
and consultation findings to assist with identifying current and future facility demands and
priority improvements.
This section provides a summary of key findings as a base for setting the Shire’s future facility
strategy for the aquatic and leisure facilities.
3.1 Participation
The Glenelg Shire population is relatively stable with a current population of approximately
20,700 residents (ABS 2011).
The population and demographic review indicates that Glenelg Shire population will increase
by approximately 5.6% primarily focused around the Portland area with some of the more
traditional farming or production areas and smaller towns predicted to decline or remain
stable.
Based on the resident telephone usage percentages (53%) and current population estimates
(20,700) there are approximately 11,000 people in Glenelg Shire Council area currently using
swimming pools.
The Portland Aquatic and Leisure Centre (73% used) and the Casterton and Merino Outdoor
Swimming Pools (both 8% used) are most used facilities covering 89% of all use of swimming
pools. They Heywood Outdoor Pool is currently the least used facility.
The main reasons that people do not currently use pools (47% of response) are:
• Not interested 31%
• Too busy 27%
• No suitable facilities close by 13%
• Go to the beach 11%
The survey results indicated there is potential growth in swimming pool usage with 14% more
users indicating they would like to make greater use of Aquatic Leisure Facilities in the future.
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The top 10 features residents indicated would encourage them to make greater use of the
swimming pools were:
Longer opening hours 13%
Warm water pool 13%
Gym/weights facilities 11%
Cleaner more hygienic facilities 7%
More variety of activities/programs 6%
Membership packages/discount 4%
More health and fitness classes 4%
Outdoor grassed area 3%
More recreation/leisure pools 2%
Access to spa/sauna 2%
Indoor learn to swim 2%
3.2 Facilities
The following issues were identified in relation to current facilities:
The review of the three Glenelg Shire Outdoor Pools – Heywood, Casterton and Merino
indicates that very little funding or works have been done to these facilities over the
past 5 to 10 years. The Casterton and Merino Pools are highly valued by the local
community and play a vital role as recreational and training facilities during the
summer season.
All of the swimming pool facilities are “tired” and in need of upgrade to meet the
needs of the community they serve and current standards in the provision of aquatic
facilities and services.
PLACE is a highly valued facility with approximately 80% of residents survey
respondents indicating they had visited the pool in the past 12 months. PLACE was
identified by 73% of respondents as the swimming pool they had used the most.
Feedback from the community indicated that there is an issue with the water
temperature at PLACE. Work has recently been undertaken on the plant in an attempt
to resolve this issue.
During peak periods (early mornings and after school hours) the indoor facilities at
PLACE are at capacity, in particular the gym and 25-metre pool.
Many of the facility components at all pools are not accessible for people with a
disability. The Spa at PLACE is not accessible for people with a mobility problem.
The Heywood Community Plan outlined a priority for the development of a
multipurpose indoor centre including a hydrotherapy pool and gymnasium.
Users of the Merino Pool identified the need to provide improved shade, support
amenities and generally update the facility.
The Casterton Pool is highly valued by the community. The facilities are well used for
lap swimming for fitness and fun “cool off” during summer. The facility is also heavily
used by the local swimming club and the local schools.
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There is a need to provide more “fun” at the pools and bring them up to
contemporary standards in terms of leisure facilities and aqua play.
3.3 Services/Programs
The range of programs and services at PLACE are well supported however many of
the programs are at capacity due to the lack of space during peak periods. The
crowed facility is a deterrent for some people wishing to use the facility.
The swimming club coordinate swimming events at PLACE however there is a concern
that the plant is unreliable and may fail resulting in the need to cancel the event.
Residents indicated the need to review the hours of operation at the outdoor pools.
During hot weather periods the pools are often closed by 6.00pm. There is a
temperature policy however it appears that this is not implemented.
Residents of Casterton, Merino and the surrounding area do not have 12-month
access to a pool. The swimming club currently bus members to either Hamilton or Mt
Gambier for pre season training (approximately 50 minutes drive).
Heywood residents make use of PLACE during the winter months however the public
transport system is not regular enough to support access. Improved linkage is required
to support resident’s access to the facilities and services.
There is a need to provide greater access to therapy and rehabilitation programs that
are linked to the community health service. To enable this to occur a warm water
program pool is required.
3.4 Combined Market Research and Consultation Facility Improvement Priorities
The following table highlights the top six future facility improvements from the 4 key
consultation and market research processes (residents telephone survey, User Surveys, Focus
Group and Key Informant interviews.)
Table 3.1
Most Popular Swimming Pool Improvements
Future
Facility
Improveme
nt Priorities
Household Survey User Survey
Focus Groups Key Informants
1 • Longer opening
hours
Improved indoor
pool
Gym needs
expansion
Improved quality of the
facilities
2 • Warm water pools Longer opening
hours
Warm water
/program pools
Access to warm water
pool.
3 • Access to more
gym/weights
facilities
Greater variety of
programs and
activities
Improved leisure
features
Larger gym area
4 • Cleaner more
hygienic facilities
Cleaner more
hygienic facilities
Improved change
rooms
More shade and shelter
outdoors pools.
5 • More variety of
activities/programs
Access to indoor
pool for learn to
swim
More dry program
rooms
Better change facilities
at outdoor pools
6 • Improved
membership
packages.
More shade and
shelter at outdoor
pools.
Consistent water
temperature at
PLACE
Improved accessibility
for people with
disabilities
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4 TECHNICAL REVIEW
Over the past 15 years Council has undertaken a range of technical and facility reviews at the
four aquatic facilities. The purpose of these reviews has been to identify recurrent and capital
maintenance of the facilities and the likely life span of the components. The following
provides a summary of the key reports undertaken:
SWIMMING CENTRE AUDITS 1998 BY DAVID POWICK AND ASSOCIATES: In 1998 David Powick
completed a facility audit on the three outdoor pool facilities detailing the facility
components and the backlog works list required including estimated costs as well as
maintenance items and replacement items. Estimates were provided for over a 10-year
period.
AQUATIC CENTRE AUDIT/STRATEGY REPORT OCT 2001 BY PAUL LACEY AND DAVID POWICK: In
2001 a further report was commissioned by Council which provided the Council a detailed
description and analysis of the aquatic infrastructure and an action plan to ensure that the
facilities remained at a minimum standard for the following 10 years of operation. A table was
presented of items and costs for each centre including backlog works (urgent), maintenance,
replacement, new plant and minor capital works. These items were identified for buildings,
plant, outdoor pools and surrounds and indoor pools and surrounds.
COUNCIL REVIEW: In June 2012 Council Officers presented a report to Council identifying the
necessary priority works required at the four pools.
The following table provides a summary of the cost of works identified in technical and
maintenance reports completed by Council over the past 15 years.
Table 4.1
Technical Audits and Maintenance Report Summary
Pool David Powick
1998
Paul Lacey and David Powick
2001
Council
PLACE N/A $647,850 $8,500
Casterton $127,770 $157,350 & $110,000 additional
facilities
$74,000
Merino $96,620 $148,500 & $110,000 additional
facilities
$5,500
Heywood $117,350 $115,900 & $110,000 additional
facilities
$71,500
Total $341,740 $1,399,600 $159,500
A detailed review of these reports and discussions with Council Officers has indicated that
limited funding has been provided to undertake the identified works and as a result very few
actions from the technical audits and maintenance reports were carried out or completed.
Some minor maintenance has been undertaken on the facilities however, a list of actions
could not be provided.
5 COUNCIL REVIEW
The Issues and Opportunities Report and the Summary of Future Directions Report were
presented to a Council Briefing and then a Council meeting on the 27 August 2013. At the
meeting the following recommendation was adopted:
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1. That Council notes the Aquatic Services Issues and Opportunities paper.
2. That Council approves the development of the Draft Aquatic Services Strategy with a
staged approach to the implementation of the options.
3. That all participants in the consultation process be provided with a copy of the
Summary of Future Direction Options Report and are thanked for their contribution.
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6 GLENELG AQUTIC FACILITY RECOMMENDED STRATEGIC DIRECTION
The market research and consultation process identified that the four aquatic facilities are
highly valued as key community recreation assets by Glenelg residents. The facilities offer a
range of recreation and education based (learn to swim) programs and services that assist
residents to participate in active and healthy lifestyles. The key message received through
the consultation process is that the facilities are “tired” and are in need of an upgrade and
refurbishment to ensure they continue to meet the needs and demands of people of all ages
across the Shire.
The proposed strategy is based on providing a network of integrated and complementary
aquatic facilities and services across the Shire. The future direction for the facilities recognises
the unique characteristics of each facility and the community it serves. The Strategy is also
focused on providing access to quality and affordable aquatic facilities and services “all year
round” to residents.
The identified actions, priorities and timing of the strategy are mindful of the significant capital
cost required to operate and upgrade the facilities in line with the identified community need
and the financial capacity of the Glenelg Shire to undertake the works. A range of potential
external funding opportunities have been identified as options for Council to further consider
as part of a funding strategy.
The first and key recommendation of the strategy is the need to undertake a technical review
of the four aquatic facilities to identify the technical, compliance and maintenance facility
requirements at each. Once actions and priorities have been identified for each facility, a
consolidated and prioritized action list should be developed for all sites to ensure priority
actions are implemented first.
The technical review will identify the key issues, priorities, timing and cost implications across
all facilities. As a base this is recommended as the first priority action of the strategy.
Based on the market research and consultation the following provides the recommended
strategic direction for each of the Glenelg aquatic facilities. The strategies are presented
under the following headings:
Facility strategy
Stage
Description
Indicative capital cost
Capacity to attract external funding
Timing/Priorities
The priority column within the tables indicates a time line for each recommended
action/output and includes the following key:
Short
Medium
Long
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6.1 PORTLAND LEISURE AND AQUATIC CENTRE (PLACE) STRATEGY
The proposed strategy for PLACE is to undertake a refurbishment of the facility to create a
sporting, leisure and aquatic precinct that caters for a range of diverse indoor and outdoor
activities and opportunities using both the adjacent sporting fields and the aquatic facilities.
These trends along with the current usage trends indicate the need to ensure future
improvements that:
Encourages greater family/child entries by adding more leisure water, play and fun
water features and some interactive water. This would include a review of the
outdoor waterslides resulting in the potential upgrade and replacement as a means of
attracting the “young people" market and providing a major attractor to the facility to
expand the facility catchment and adding to the tourism opportunities for the region.
Expanding the dry health and wellness facilities including the gymnasium and
multipurpose program rooms to enable the health and fitness market to continue to
increase and assist with improving the financial viability of the Centre. This may
include the development of health suites for allied health professions such as massage
therapists, physiotherapists and nutritionists to support the primary use of the aquatic
and health and fitness programs.
Develops additional flexible aquatic programming opportunities through the
development of a new-dedicated warm water program pool capable of servicing
both the aquatic education programs and therapy based program needs. This would
include further investigation of the use of the geo thermal water.
Develop additional family/disabled change rooms off the pool deck and separate
school change areas to improve the customer comfort and access to change
facilities.
Development of an outdoor splash water playground with linkages to the internal
leisure water.
Review the current spa facilities to ensure these services are fully accessible to all
residents.
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Table 6.1
Place Strategic Direction
Stage Description Indicative
Capital Cost
Capacity to
Attract External
Funding
Timing / Priorities
Stage One
Undertake a technical
audit of the facility and
implement the priority
actions
Undertake technical review (compliance and maintenance audit) in
accordance with relevant guidelines and standards
Determine actions and priorities as a result of the review
Identify the cost of proposed actions
Implement actions in order of priority subject to funding
Technical Review
$5K
Funding
requirements
unknown
SRV seasonal Pools
funding Program/
RDV’s Local
Government
Infrastructure
Programme
Short
Stage Two – Feasibility
study, business case and
Concept design
development.
Supported by Capital Cost
Estimate developed by a
quantity surveyor
Develop concept plans and a QS for the upgrade and redevelopment of PLACE.
The plans to include the following additions:
Upgraded interactive leisure water – indoor and outdoor.
Replacement of outdoor water slide.
Replace outdoor spa.
Expansion of gym and group fitness room.
Construction of warm water program pool.
Provision of accessible/family change room and school change rooms.
Redevelop staff administration/reception/merchandise areas.
Wellness centre using geo thermal water ( if possible)
This stage should also include the provision of a quantity surveyors report identifying
the indicative capital cost of the proposed development, staging options and a 10
year operational business plan
Feasibility
Investigation and
Concept Plans $25K
- $30K
Potential to attract
Feasibility Funding
from SRV’s Community
Facilities Funding
Program (CFFP) –
Planning (facility
feasibility) category
Short
Stage Three
Development of a Funding
Strategy
Development of a funding and timing strategy based on the agreed concept
plans and cost estimate.
$15K Medium
Stage Four
Detailed Design Phase
Undertake schematic and detailed design planning phase including detailed QS
report and financial operating model
$200K Medium
Stage Five
Construction
Undertake construction of the first stage of the refurbishment project. $8M - $11M Potential to attract
funding from SRV’s
CFFP Better Pools
category
Long term vision
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6.2 CASTERTON OUTDOOR SWIMMING POOL STRATEGY
The Casterton Outdoor Pool attracts the highest number of visits of the three outdoor pools
with approximately 8,200 visits during the 2012/2013 summer season. The facility however is in
need of upgrade to meet the needs of the local Casterton and surrounding areas residents.
Discussions with key stakeholders indicated that the facility is highly valued by residents as a
summer social/ leisure facility and by the local swimming club and schools.
Discussions with the Swimming Club indicated that they are currently busing club members to
the Hamilton Indoor Swimming Pools, as they are unable to access the Casterton Pool for pre
season training, putting members of the club at a competitive disadvantage. The 50 metre
pool at the Casterton facility however is advantageous to the training programs of the club
members.
A number of families are required to travel to Hamilton to access learn to swim programs as
the only classes available at Casterton are the intensive program during January each year.
The local schools also use the pool for swimming sports, learn to swim programs and squad
swimming programs twice a week. The schools see the pool as vital to their physical
education curriculum.
A study was recently undertaken by health care providers into the feasibility of constructing a
hydrotherapy pool in Casterton. The study found that the facility at this stage was not
feasible.
Given the high summer use of the facility and the location of Casterton to the north of the
Shire, the furthest key township from Portland (one and half hours drive) it is recommended
that council upgrade the facility to provide a quality outdoor seasonal pool and consider the
development of a small (25 m x 6 lane) indoor pool in the longer term.
Access to an indoor program pool would enable residents in the Casterton and surrounding
areas 12 month of the year use of an aquatic facility for learn to swim, younger age squad
training and therapeutic based activities. Discussion could be held with the hospital to
consider potential funding and joint use opportunities.
Recommended improvements to the outdoor pool should include:
Upgrade to the reception/entry area
Upgrades to the change areas
Improved shade/shelter
Repaint of the pool shell
Upgrade of the pool concourse
Upgrade of the toddlers pool to include some small interactive leisure features
Provision of new seating, tables and drinking fountains
Upgrade to the plant room and ensure compliance with current standards
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Table 6.2
Casterton Strategic Direction
Stage Description Indicative
Capital Cost
Capacity to
Attract External
Funding
Timing / Priorities
Stage One
Undertake a technical
audit of the facility and
implement the priority
actions
Undertake technical review (compliance and maintenance audit) in
accordance with relevant guidelines and standards
Determine actions and priorities as a result of the review
Identify the cost of proposed actions
Implement actions in order of priority subject to funding
Technical Review
$5K
Funding
requirements
unknown
SRV seasonal Pools
funding Program
RDV’s Local
Government
Infrastructure
Programme
Short
Stage Two –
Upgrade facility to improve
access, amenity and user
comfort.
Refurbished facilities include following additions:
Upgrade reception/entry area.
Upgrade the change rooms.
Improve shade and shelter.
Repaint the pool shell.
Provide wet deck around pool
Upgrade the pool concourse.
Upgrade the toddler’s pool to provide interactive leisure water.
Provide new seating, tables and drinking fountains.
Upgrade front “look” of building
$200k - $250K
SRV’s CFFP – Seasonal
Pools category.
RDV’s LGIP
Short
Stage Three
Feasibility Study and
business case including
Concept plans for indoor
program pool
Develop concept plans and a quantity surveyors report for the a small indoor
program/warm water pool.
$15K - $20K Potential to attract
Feasibility Funding
from SRV’s Planning
(facility feasibility)
category.
Medium
Stage Four
Development of a Funding
Strategy
Development of a funding and timing strategy based on the agreed concept
plans and cost estimate.
Discuss potential partnership opportunities.
$15K Medium
Stage Five- A
Detailed Design Phase
Undertake schematic and detailed design planning phase including detailed QS
report and financial operating model
$200K Potential to attract
some funding from
SRV’s CFFP – Better
Pools category and
Department of Health
Medium
Stage Five - B
Construction
Undertake construction of the indoor pool. $5M - $7M Long term vision
Glenelg Aquatic Strategy Final Report 19-03-2014.docx (VIC 53.2012) - 19 March 2014 Page 17
6.3 HEYWOOD OUTDOOR SWIMMING POOL STRATEGY
The review of the Heywood Outdoor Pool indicates that it is the least used of the three
outdoor facilities, with just over 1,800 visits in the 2012/2013 season.
The consultation process has identified that the facility is “tired” and in need of significant
works to encourage greater utilisation. The pool is primarily used as a place to “cool off”
during summer months with little use of the 50-metre pool for lap swimming or training. The
Swimming Club that was located at the facility disbanded approximately two years ago due
to lack of interest.
Families wishing to participate in learn to swim programs travel to Portland to access the
indoor heated pools
It is recommended that Council consider creating the Heywood aquatic area as an
“interactive aquatic playground” that could be accessed for 12 months of the year. The
playground would have a unique design to include a range of interactive aquatic and leisure
features including water sprays, large tipping buckets, water cannons and bubblers. During
the winter months the water could be turned off and the areas used as a dry playground.
Such a facility would be an attractor to the Heywood Township, link to the success of the
skateboard park, create sense of community pride and is consistent with the strategies and
action being undertaken by the Advancing Country Towns Program. Consideration could be
given to retaining a small swimming pool for people wishing to swim laps or train.
The proposed facility could be linked and supervised as part of the skate facility located
adjacent to the current swimming pool and a small indoor community centre.
Capital funding upgrades should be made every 3 to 5 years to continue improve to the
water features and play equipment and maintain amenities, spectator facilities and outdoor
relaxation and social surrounds should be continued to ensure the facility continues to be
attractive to visit.
The strategy includes a total refurbishment of the facility to provide an outdoor aqua play
area and community multi purpose space and includes:
Substantial interactive outdoor aqua play/leisure water that links to the success of the
skate park.
Potential to retrofit the existing 50-metre pool to construct a smaller outdoor pool.
Indoor multi purpose program room.
Upgraded change and amenities
Upgraded reception area.
Glenelg Aquatic Strategy Final Report 19-03-2014.docx (VIC 53.2012) - 19 March 2014 Page 18
Table 6.3
Heywood Strategic Direction
Stage Description Indicative
Capital Cost
Capacity to
Attract External
Funding
Timing / Priorities
Stage One
Undertake a technical
audit of the facility and
implement the priority
actions
Undertake technical review (compliance and maintenance audit) in
accordance with relevant guidelines and standards
Determine actions and priorities as a result of the review
Identify the cost of proposed actions
Implement actions in order of priority subject to funding
Technical Review
$5K
Funding
requirements
unknown
SRV seasonal Pools
funding Program
RDV’s Local
Government
Infrastructure
Programme
Short
Stage Two –
Establishment of
community planning group
Establish a community-planning group to work with Council in the development of
an interactive aquatic features master plan and capital cost estimate.
$5k NA Short
Stage Three
Master Plan/ Feasibility
Study
Develop a master plan for the Heywood Pool in collaboration with the Community
Planning Group.
This should include the development of a quantity surveyors report identifying a
capital cost estimate and a staging plan.
$25K - $30K Potential to attract
master plan Funding
from SRV.
Medium
Stage Four - A
Development of a Funding
Strategy
Development of a funding and timing strategy based on the agreed master plan
and staging.
$15K Medium
Stage Four - B
Detailed Design Phase
Undertake schematic and detailed design planning phase including detailed QS
report and financial operating model.
$100K Potential to attract
funding from Better
Pools Funding
Medium
Stage Four C
Construction
Undertake construction of the agreed master plan. $1M - $2M Long term vision
Glenelg Aquatic Strategy Final Report 19-03-2014.docx (VIC 53.2012) - 19 March 2014 Page 19
6.4 MERINO OUTDOOR SWIMMING POOL STRATEGIC DIRECTION
The Merino Pool is well used by the local farming community, schools and the swimming club.
The facility is located in an “idyllic” rural setting. The pool is viewed as the “poor cousin” to
the Casterton Pool and therefore often gets the old equipment i.e. pool blankets. It is
recommended that the facility be retained for these uses and upgraded to meet the needs
of these target groups: This would include:
Upgrades to the change areas
Improved shade/shelter
Repaint of the pool shell
Upgrade of the pool concourse
Upgrade of the toddlers pool to include some small interactive leisure features
Provision of new seating, tables and drinking fountains
Upgrade to the plant room and ensure compliance with current standards
Improve maintenance of the grassed areas both inside the pool and the car park area.
Glenelg Aquatic Strategy Final Report 19-03-2014.docx (VIC 53.2012) - 19 March 2014 Page 20
Table 6.4
Merino Strategic Direction
Stage Description Indicative Capital Cost Capacity to
Attract
External
Funding
Timing / Priorities
Stage One
Undertake a technical audit of the facility and
implement the priority actions
Undertake technical review (compliance
and maintenance audit) in accordance with
relevant guidelines and standards
Determine actions an priorities as a result of
the review
Identify the cost of proposed actions
Implement actions in order of priority subject
to funding
Technical Review
$5K
Funding requirements unknown
SRV seasonal
Pools funding
Program
RDV’s Local
Government
Infrastructure
Programme
Short
Stage Two –
Upgrade facility to improve access, amenity and
user comfort.
Refurbished facilities include the following
Upgrades to the change areas
Improved shade/shelter
Repaint of the pool shell
Upgrade of the pool concourse
Upgrade of the toddlers pool to include
some small interactive leisure features
Provision of new seating, tables and drinking
fountains
Upgrade to the plant room and ensure
compliance with current standards
Improve maintenance of the grassed areas
both inside the pool and the car park area.
$200k - $250K
SRV’s CFFP –
Seasonal Pools
category.
RDV’s LGIP
Short
Glenelg Aquatic Strategy Final Report 19-03-2014.docx (VIC 53.2012) - 19 March 2014 Page 21
6.5 IMPLEMENTATION PLAN
It is recommended that the decision and priority order in which actions are addressed should
be determined by the following criteria:
Priority issues identified by the technical report – i.e. highest risk.
Greatest level of impact – increased participation levels and improved health
outcomes for largest catchment.
Potential to attract external funding
Based on the recommended strategies, actions and priorities the following implementation
plan is recommended:
Priority One: Undertake technical audit of all pools and implement the identified priority
works.
Priority Two: Undertake Stage Two for Portland Leisure and Aquatic Centre – Feasibility
study, business case and concept design development. Supported by capital cost estimate
developed by a quantity surveyor.
Priority Three: Undertake Stage Two – Amenities upgrades at Merino and Casterton.
Priority Four: Commence the planning for stages Two and Three of the Heywood Strategy –
Master Plan/Feasibility Study updated water park and Stage Three of the Casterton Strategy –
Feasibility Study for indoor program pool.