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Glenelg Aquatic Services Strategy Final Report

March 2014

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Glenelg Aquatic Strategy Final Report 19-03-2014.docx (VIC 53.2012) - 19 March 2014 Page i

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

Glenelg Aquatic Strategy Final Report 19-03-2014.docx (VIC 53.2012) - 19 March 2014 Page 1

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?


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.


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


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


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


Casterton Swimming Pool is an outdoor aquatic facility comprising of the following areas:

50m solar heated outdoor pool

Toddlers pool


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



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


Merino Swimming Pool is an outdoor aquatic facility comprising of the following areas:

25m outdoor pool

Toddlers pool


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


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


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.


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.


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


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:


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.


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


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.


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


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


Table 6.2

Casterton Strategic Direction


Capital Cost

Capacity to

Attract External

Funding

Timing / Priorities

Stage One




actions






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


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



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


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.


Table 6.3

Heywood Strategic Direction


Capital Cost

Capacity to

Attract External

Funding

Timing / Priorities

Stage One




actions






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


Strategy

Development of a funding and timing strategy based on the agreed master plan

and staging.

$15K Medium

Stage Four - B



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


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:





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.


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


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





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


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.

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