Corowa Aquatic Centre Business Plan

Corowa Aquatic Centre Business Plan 2022/23 – 2025/26

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Table of Contents Background History ......................................................................................................................................................................................................................... 4 Introduction ..................................................................................................................................................................................................................................... 5 Link to Council’s Vision, Mission & Values ..................................................................................................................................................................................... 6 Our Vision .................................................................................................................................................................................................................................... 6 Our Mission ................................................................................................................................................................................................................................. 6 Council’s Values ........................................................................................................................................................................................................................... 6 Link to the Community Strategic Plan ............................................................................................................................................................................................ 6 Key Strategic Goals for Corowa Aquatic Centre ............................................................................................................................................................................. 8 Priorities .......................................................................................................................................................................................................................................... 8 Overview of the Facility .................................................................................................................................................................................................................. 9 Organisational Chart ..................................................................................................................................................................................................................... 10 Service Profile ................................................................................................................................................................................................................................ 11 Training Requirements .............................................................................................................................................................................................................. 14 SWOT Analysis ............................................................................................................................................................................................................................... 15 Importance of Aquatic Facilities ................................................................................................................................................................................................... 16 Community Needs & Expectations ............................................................................................................................................................................................... 17 Legislative Risk & Safety Context.................................................................................................................................................................................................. 18 Risk Management.......................................................................................................................................................................................................................... 19 Aquatic Industry Trends and Challenges ...................................................................................................................................................................................... 21 Action Plan..................................................................................................................................................................................................................................... 22 Participation Rates ........................................................................................................................................................................................................................ 26 Special Rate Variation (SRV) 10 Year Forecast ............................................................................................................................................................................. 27 Forecast and Long-Term Financial Plan (LTFP) 2023 - 2032 ......................................................................................................................................................... 28 2

Borrowing Costs ............................................................................................................................................................................................................................ 29 Convergence of SRV and LTFP Forecast ........................................................................................................................................................................................ 29 Cost Containment Strategies ........................................................................................................................................................................................................ 30 Fees and Charges ........................................................................................................................................................................................................................... 32 Admissions/Entry ...................................................................................................................................................................................................................... 32 Programs/Services .................................................................................................................................................................................................................... 33 Monitoring and Reporting ............................................................................................................................................................................................................ 35 Review ........................................................................................................................................................................................................................................... 35

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Background History The former Corowa War Memorial Swimming Pool was opened on Wednesday 7th November 1956 and included an outdoor 50m pool, canteen and change rooms. At the time, the schools were given a half-holiday for the occasion and the NSW Governor, Sir John Northcott, cut the ribbon to open the then new pool. However, with the age of the asset posing several safety risks, the pool was closed to the closed on 2019.

Over the last 25 years, there has been a substantial amount of work conducted by Federation Council and the former Corowa Shire Council to pursue the replacement of the former Corowa Swimming Pool. In May 2019, Federation Council made the decision to progress with building a 50-metre outdoor pool, 25 metre indoor pool, indoor reception, administration and café area, amenities and storage areas, and a splash park at the old Corowa Pool site located in the Ball Park Precinct next to the Council Civic Centre.

The tender to construct the new Corowa Aquatic Centre was awarded to Hines Construction in October 2019 and was completed in April 2021. The project cost $10.3M and was funded by Council, alongside significant contributions from the NSW State Government under various grants including Clubs NSW, Stronger Communities and Stronger Country Communities. This asset not just for the community of today, but one that will meet the community's needs for the next 50 years. The facility was officially opened by Mayor Pat Bourke and MP Justin Clancy on 19th April 2021 and the doors to the new facility opened to the public on 26th April 2021.

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Introduction The purpose of this business plan is to develop an effective strategy for driving success and growth of Corowa Aquatic Centre. It outlines Council’s objectives for the facility over the next four-year period for 2022/23 – 2025/26.

The highlights and achievements during the first 12-month operations of the centre (May 2021 - April 2022) include: • • • • • • • • • • • • •

Over 34,331 admissions; Of these admissions, 57% of casual admissions being from Federation LGA (52% of these are from postcode 2646), 41% being from the local region and 2% are from outside the region; 80% of casual admissions being from NSW, 20% from Victoria; A membership base of 170 members; The top three admission types being casual child entry, family memberships entry and casual adult entry; Enrolment of 348 students enrolled in the learn to swim program with an additional 100 students on the waitlist for enrolment; Approximately $4,000 (Inc. GST) of revenue per week of revenue being generated from the learn to swim program (during school terms); In summer, casual admissions generating 2.5 x times more revenue than in winter; There have been 5 birthday parties held at the centre with more expected; Physiotherapy classes are occurring twice a week with 4hrs of physio time in the water per week; Hosting two Ovens & Murray regional swim competitions; Canteen sales are averaging approximately $2,000 (Inc. GST) per month in winter season and $12,000 (Inc. GST) per month in the summer season; and Merchandise sales are averaging approximately $1,500 (Inc. GST) per month in the winter season and $3,800 (Inc. GST) per month in the summer season.

Centre staff have received many positive comments from patrons about how impressed they are with the centre. While this have been a great success for since opening the facility, there are opportunities to refine the business strategy to ensure a cost-effective and affordable facility into the future.

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Link to Council’s Vision, Mission & Values Our Vision The community has a strong vision for the Federation local government area, which includes: “Federation – Creating Opportunities, Celebrating Communities. Federation will be a home to a community rich in spirit, thriving through the opportunities of our unique history, rural landscapes and waterways”.

Our Mission Council has set a clear mission for organisation to bring the Community Strategic Plan to life: “A quality Council with an ongoing focus towards continuous improvement. We are committed to building, celebrating, and supporting strong, sustainable and diverse communities”.

Council’s Values To support Council’s mission, a set of guiding values have been developed to provide clear purpose and direction for the workforce: 1. Accountability – we will plan well and report on our progress. We will ensure fair and transparent decision making and take responsibility for our actions.

2. Collaboration – we support each other as a team and will engage closely with the community.

3. Customer Focus – we will be responsive and accessible to the community. We will be open, respectful, and truthful in our dealings.

4. Embracing Change – we will create our future by being innovative and encouraging new ideas, opportunities, and better ways of doing things.

5. Quality Outcomes - we will strive for excellence and to deliver value for money for the community.

Link to the Community Strategic Plan Under the Integrated Planning & Reporting (IP&R) Framework, Council sets long term vision for its community through the 10-year Community Strategy Plan and outlines how it hopes to achieve this vision through short term goals outlined in the 4-year Delivery Program.

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Under these guiding documents, Corowa Aquatic Centre is a discretionary service under “Social Federation” with a goal of ‘creating a close-knit and welcoming communities where people come together and support each other’.

Performance Measures for Corowa Aquatic Centre include: Key Performance Indicator Visits to swimming pools / Corowa Aquatic Centre per capita

Measure

2022/23

2023/24

2024/25

2025/26

#

2.7

2.8

2.9

3.0

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Key Strategic Goals for Corowa Aquatic Centre Council recognises the benefits such a facility brings to the region and hopes to build on the successes of the first 12 months of operation with its first Business Plan for the facility. This plan will drive growth while balancing affordability for users and cost-effectiveness for the community.

The key strategic goals for the new aquatic centre are: 1.

2.

3.

4.

5.

Optimising the financial performance of the facility.

Growing membership, participation, events, and attendance to the facility.

Providing quality programs and activities for all user groups.

Strengthening the promotion and marketing of the facility.

Providing a safe and well managed facility that everyone can enjoy.

These key strategic goals are consistent with Council’s overarching strategic plans and will assist Federation Council in delivering an aquatic facility in alignment with council’s commitment to achieving social, financial sustainability and environmental outcomes.

Priorities The priorities for the facility are: • • • • •

Regional facility – attracting and benefiting people from across our region High quality, accessible and inclusive – range of contemporary services that encourage healthy and active lifestyles.

Affordable and viable – operated to agreed standards, balancing pricing, community access and Council’s overall financial capacity.

Well maintained and managed – well managed service to maximise the benefits for the community.

Monitoring and review – four-year business plan with annual review of the service including admissions and finances.

The investment Federation Council has made with the new Corowa Aquatic Centre reinforces its commitment to improving the health, well-being, and social interaction of residents by providing infrastructure and services that support good health outcomes.

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Overview of the Facility The Corowa Aquatic Centre is a council run facility that operates year-round with indoor and outdoor swimming pools, including: • •

Heated Indoor Pool (open year-round): o 25m length pool with 3 swimming lanes o Program pool (learn to swim) Outdoor Pool (open in summer season only): o Splash Park o 50m length pool with 8 swimming lanes, including dive platforms

Other amenities at the facility include: • • • • • • • • • •

Male and female change rooms, toilets, and showers; Disabled toilets and change rooms including hoist; Aquatic wheelchairs; First aid room; 2 x plant rooms; Storage room; Café and seating area; Swim shop; Customer service counter; Turnstile entry.

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Organisational Chart

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Service Profile Management Team

Staff Profile

Support roles from across Council

Services Delivered

Resources Profile (no. and details)

• Director Development & Environment • Manager Environment, Facilities & Regulations • Facilities Management Coordinator Current staff levels: Minimum staff levels – winter season: 1 x Duty Officer (fulltime) 1 x Duty Officer 21 x Lifeguards (casual) 12 x Lifeguards 11 x Customer Services Officers (casual) 6 x Customer Service Officers 1 x Aqua Fitness Instructor 1 x Aqua Fitness Instructor (casual) 3 x Learn to Swim Instructors 3 x Learn to Swim Instructors (casual) Minimum staff levels – summer season: 1 x Duty Officer 20 x Lifeguards 8 x Customer Service Officers 1 x Aqua Fitness Instructor 3 x Learn to Swim Instructors • Human Resource • Building Maintenance • Finance • Communications & Marketing • Information Technology • Aquatic recreation • Aqua aerobics • Learn to swim program • Group bookings and lane hire • Canteen • Swim Shop • Memberships and admissions Vehicles: Nil Software: Computers:

Envibe – pool operating system Ento – staff rostering system 1 x reception 11

Customer & Stakeholder Profile

1 x canteen 1 x administration 1 x duty officer 2 x learn to swim tablets Phones: 2 x reception phones 1 x mobile reception Equipment: 2 x water sampling machines 3 x pool cleaners 2 x pool scoops 1 x pressure washer 8 x dividing board covers Canteen equipment – 2 x pie warmers, hotdog warmer, refrigerated counter display unit, ice-cream freezer, 2 x 2 door drink fridges, benchtop deep fryer, large deep fryer, grill, sandwich press Hoist and wheelchairs Software: Envibe pool operating system ($15K p/yr for annual licence/subscription) Ento staff rostering system ($10K p/yr for annual licence/subscription) Hootsuite social media tool ($2K p/yr contribution towards council’s annual licence/subscription) Other: First aid room, bed, partition and first aid supplies 2 x plant rooms, chemicals, toolboxes Lifeguard rescue equipment Customers: Stakeholders: Target Groups: • General public • Ratepayers • Families – splash park/recreation • Recreational users • Council and Councillors • Sporting groups – training / rehabilitation • Holiday makers • Council staff • School groups • Lap swimmers • Surrounding residents/local government areas • Learn to swim students • Parents, children and families • Adults/seniors aqua fitness • Teenagers and adolescents • Physiotherapy / rehabilitation • Learn to swim students & providers their parents • NDIS providers • Physiotherapy clients • Swim clubs • NDIS clients and caregivers • School groups – competitions/carnivals/fun days 12

•

Marketing Tools

Related Legislation Related Strategies / Policies

Sporting groups – training/rehab • Swimming clubs – regular training/competitions • Competitive swimming leagues/groups Website Domain: www.corowaaquaticcentre.com.au Facebook page: www.facebook.com/corowaaquaticcentre/ Email: swim@corowaaquaticcentre.com.au Hootsuite Local Government Act 1993 Office of Local Government - Practice Notice 15 – Water Safety State-wide Mutual – Signs as Remote Supervision - Best Practice Manual Royal Lifesaving Pool Operations Guidelines

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Training Requirements Staff at the centre require the following minimum training: Role Duty Officer

Lifeguards

Learn to Swim Instructors

Aqua Fitness Instructors

Customer Service Officers

Minimum Training & Qualification Requirements Pool Lifeguard Qualification (SISS000111) with annual refresher training NSW Pool Lifeguard Licence Provide Advanced First Aid HLTAID006 Cardio-Pulmonary Resuscitation HLTAID001 NSW Working with Children Check National Police Check NSW Food Safety Supervisor Pool Lifeguard Qualification (SISS000111) with annual refresher training NSW Pool Lifeguard Licence Provide Advanced First Aid HLTAID006 Cardio-Pulmonary Resuscitation HLTAID001 NSW Working with Children Check National Police Check Provide First Aid HLTAID003 Cardio-Pulmonary Resuscitation HLTAID001 NSW Working with Children Check National Police Check AUSTSWIM Teacher of Swimming and Water Safety AUSTSWIM Teacher of Infants and Preschool Provide First Aid HLTAID003 Cardio-Pulmonary Resuscitation HLTAID001 NSW Working with Children Check National Police Check Provide First Aid HLTAID003 Cardio-Pulmonary Resuscitation HLTAID001 NSW Working with Children Check National Police Check Basic Food Handling Certificate

Proposed Future Training Opportunities Aquatic Technical Operator (SISSS00110) Certificate III Sport & Recreation Certificate IV Training & Assessment

AUSTSWIM Teacher of Adults AUSTSWIM Teacher of Aquatics – Access and Inclusion (TAI) AUSTSWIM Teacher of Towards Competitive Stokes (TCS)

Certificate III Fitness

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SWOT Analysis STRENGTHS • • • • • •

New facility Year-round facility Indoor heated pool Accessibility features design Committed staff Risk management procedures

OPPORTUNITIES • • • • • • • • •

Leverage community enthusiasm for the new facility Build membership and patron use over time Deliver new services to the community – adult and NDIS learn to swim Partner with local services to deliver and expand programs at the facility (i.e., physiotherapy, NDIS) Engage local football, netball, rugby and hockey sporting clubs for training and recovery Activities for children and families during holiday periods Partner with accommodation providers to offer discounted entry during holiday periods Consider alternative options for service delivery model Attraction of regional swim competitions, events, and training

WEAKNESSES • • • • • • •

New facility Overhead costs such as utilities, chemicals, staff wages Reliance on current special rate variation to assist with running costs Building information on patronage and admission data Operational challenges with building features High risk nature of facility in terms of injuries and drownings Limited communications and marketing support

THREATS • • • • • • •

Competing pool facilities in the surrounding region Community expectations about how the facility should be managed and operated Concerned ratepayers about the current special rate variation COVID-19 impacts Travel distances within the region Unseasonal weather conditions Current economic climate and financial pressures on families

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Importance of Aquatic Facilities Pools provide a variety of health and lifestyle benefits for the community, including: • • • • • • • •

Health and fitness services allowing people to enjoy the benefits of physical activity.

The provision of a safe and welcoming spaces, supporting social inclusion and a sense of connection for all members of the community.

Opportunities to participate for recreation, competition, or sport.

Community development that contributes to the development of social capital, helping to create links in a community.

Positive impacts on physical and mental wellbeing.

Water safety / education and water confidence programs that can reduce the incidence of drownings in the community.

Fostering community pride.

Providing climate change relief in extreme weather events.

Royal Life Saving Australia’s Report on the Total Annual Benefits of the Aquatic Industry in July 2021 found that the aquatic industry benefits the Australian community and found that the industry: • • •

Is a driver of economic activity throughout Australia, employing the equivalent of 33,600 full time employees and adding $2.8 billion to gross domestic product (GDP); Is a generator of $2.5 billion in health benefits, ranging across a reduction in the burden of disease, improved mental health outcomes, reduced absenteeism, and reduced childhood drowning; and Is a provider of $3.8 billion’s worth of social benefits such as: enhancing an individual’s leisure time or creating increased life satisfaction; by bringing people together; supporting more vulnerable groups; and supporting early learning.

It further found that the aquatic industry supports 33,600 FTE roles across Australia and there are approximately 333M visits to Australia public pools per year. There is social return on investment of $2.18 for every $1 spent on aquatic facility operations in regional Australia and 58% of all aquatic facilities are in regional Australia.

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Community Needs & Expectations Federation local government area is a retirement destination but one of few regional areas with positive population growth. The median age in Federation LGA is 47.9 years old with the NSW median at 38. There is a genuine need for water-based therapy activities to support the wellbeing of the aged population. The Council’s aged population also means there is strong demand for facilities that can service the needs of the disabled and less mobile.

The median equivalised household weekly income in Federation LGA is just $677 compared to the NSW median of $891. This signals the importance of the provision of cost-effective community facilities locally. Corowa Township is located 40 minutes from the Regional Centres of Albury or Wangaratta and many families cannot afford to access swimming pools in these locations.

Furthermore, there are eight Schools in the surrounding area who have reported that their students are below average in respect to their ability to swim. This is a vital concern given Corowa's location on the idyllic but dangerous Murray River. Due to Corowa's proximity to the weir, river currents near Corowa are rapid and not suited to recreational swimming. A safe swimming alternative is an essential reason for the new facility.

Council undertook an online survey throughout August and September of 2016 to determine the community’s needs with respect to the redevelopment of the pool. A total of 729 respondents were contacted to complete the survey and a summary of the findings is as follows: • • •

• •

A total of 74.9% of people had used or visited one of the 10 most popular pools in the region over the past 12 months.

Of the 74.9% respondents who had used or visited a pool in the past 12 months, 89.2% had visited the Corowa Swimming Centre and 75.5% of respondents said that Corowa Swimming Centre was their most used Pool Facility.

The main constraints identified by the 25.1% of respondents who had not visited a pool in the past 12 months included: o Have and use own pool (24.7%) o No Indoor pool close by (21.1%) o Too Old (17.4%) The survey indicated that there was community support for maintaining an outdoor pool as well as adding an indoor recreation/leisure pool and a water slide. Desired improved services included the addition of health and fitness classes, membership packages/discount offers, cleaner/more hygienic facilities and longer opening hours.

Furthermore, 76% of respondents were supportive of the idea to develop a new 50-metre outdoor facility instead of a 25-metre facility even though it would result in an increase in Council rates.

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Legislative Risk & Safety Context Local governments have a responsibility under the Local Government Act 1993 to ensure all water safety functions, including the operation of public swimming pools are carried out safely and effectively to minimise risks of injury or death.

The NSW Office of Local Government (OLG) have developed Practice Note 15 - Water Safety to assist councils to minimise risks associated with swimming pools under their control and to keep people safe while enjoying the water. They strongly encourage councils to base their policies, programs and activities on the Water Safety Framework outlined in the diagram below.

Royal Life Saving Australia (RLSA) have developed several guidelines and information to assist pool managers with regards to aquatic supervision, incident management, emergency management, facility design and asset management. Federation Council is a member of RLSA. State-Wide Mutual have developed guidance material for signs as remote supervision to assist councils, including developing conditions of entry and rules for facilities, such as swimming pools.

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Risk Management Council’s also have a responsibility under the Local Government Act 1993 to ensure all water safety functions, including the operation of public swimming pools are carried out safely and effectively to minimise risks of injury or death. RLSA’s 10 Year Analysis of Drowning in Aquatic Facilities in Australia between 1 July 2005 and 30 June 2015 found that: • • • • • • • • • • •

• •

36 people drowned in public and commercial swimming pools 81% were male and 19% were female 36% occurred in Spring 22% occurred on a Sunday 56% occurred in the afternoon 64% were in major cities 94% of people were not visitors to the facility The most common activity being undertaken prior to drowning was swimming and recreating (83%), while 6% of people fell into the pool People of all skill levels drowned, including non-swimmers (14%), poor swimmers (8%), competent swimmers (22%) and strong swimmers (22%) Deaths mostly occurred in the deep end of the pool (31%), followed by the side of the pool (8%) Key risks included: o lack of active supervision by parents or carers for children o pre-existing medical conditions o drug use o lack of swimming ability and water safety knowledge There were 257 cases of non-fatal drowning in Public and Commercial swimming pools The leading age group for non-fatal drowning was children aged 0-4 years (45%), followed by children aged 5-9 years (21%)

Based on this, RLSA have recommend the following for the aquatic industry: • • •

Promote safe aquatic behaviour through clear safety signage, including the need for adults to actively supervise children and non-swimmers; Reinforce the importance of minimising both fatal and non-fatal drowning incidents in lifeguard training and continued professional development, including scanning techniques and optimal positioning around the pool; and Expand swimming and water safety programs to all ages within the local community.

A comprehensive risk plan for the facility will be developed in accordance with Council’s Risk management Framework.

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A summary of identified hazards at the facility include: Identified Hazards Financial management Marketing, promotions, and reputation Accessibility and inclusion Injuries and drownings Lifeguarding Pools / bodies of water Pool maintenance Site security and cash handling Child safety Unacceptable and risky behaviours

Risk Rating High High Moderate High High High - Extreme High - Extreme High High High – Extreme

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Aquatic Industry Trends and Challenges Community expectations in regards to recreation, and how leisure time is used, is changing. This is driven by several factors.

Sport and recreation trends include: • • • • • • • • • • • • • •

A gradual ageing of the population.

Flexibility in the times when people want to recreate.

Increased variety in leisure options.

Constraints to leisure participation.

Changing employment structures, trading, and work hours.

Aquatic areas usually require financial subsidy whilst health and fitness usually profitable.

Different people want different activities.

Provision of high standards and quality of facilities and services.

Desire for activities to be affordable.

Recognition of strong links between physical activity and health.

Expectations of equity and access.

Technology developments and impacts.

More sustainable and eco-friendly infrastructure.

Desire for both indoor and outdoor spaces.

Challenges for Providers: • • • • • • • •

Consumer expectations – looking for facilities with a low cost to participate and long operating hours.

Changing population demographics.

Competition for participants.

High cost of aquatic areas due to labour and services costs.

Need to operate commercial activities to help subsidise aquatic area costs.

Maintaining and developing new facilities.

Well-trained personnel – volunteers and paid staff.

Keeping ‘pace’ with technology development.

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Action Plan Key Strategies and Actions

Measure of Success

Priority

Year of Implementation 2022/23 2023/24 2024/25 2025/26

Responsibility

1.0 Optimise the financial performance of the facility 1.1 Minimise the impact on council’s overall budget performance.

1.2 Implement sustainable pricing and fee structures.

1.3 Review and reduce energy use.

Achieve income and expenditure targets set.

Fees and charges adjusted accordingly.

Energy audit undertaken by September 2022.

1.4 Seek grant funding to implement Grant opportunities identified recommended actions from the energy audit. and applications made.

1.5 Review and refine opening hours to create Opening hours adjusted where service efficiencies. required.

1.6 Continue to review and refine resourcing Rosters regularly reviewed and requirements. amended where possible.

1.7 Continue to provide direct debit payment Direct debit service retained for service. memberships and learn to swim.

2.0 Grow membership, participation, and attendance at the facility

1

x

x

x

x

1

x

x

x

x

1

x

1

x

x

1

x

x

1

x

x

x

x

2

x

x

x

x

1.3 Continue to provide incentives and discounts for members.

Discounted prices provided to members for learn to swim, aqua aerobics, café, and merchandise.

Admission data reviewed & monitored monthly.

Increase the number of memberships by 15%.

Increase paid lane hire by 10%.

2

x

x

x

x

Manger Environment, Facilities & Regulations

1

x

x

x

x

2

x

x

x

x

2

x

x

x

x

Manger Environment, Facilities & Regulations Manger Environment, Facilities & Regulations Duty Officer

Minimum 6 birthday parties held per year.

3

x

x

x

x

Duty Officer

2.1 Continue to establish baseline admissions data and seasonal trends.

2.2 Convert casual admissions into memberships.

2.4 Provide lane hire and bookings for a range of user groups at the centre.

2.5 Provide children birthday parties at the centre.

Manger Environment, Facilities & Regulations Manger Environment, Facilities & Regulations Facility Management Coordinator Manger Environment, Facilities & Regulations Manger Environment, Facilities & Regulations Manger Environment, Facilities & Regulations Manger Environment, Facilities & Regulations

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2.6 Host regional swim competitions, events, and training sessions at the centre.

2.7 Establish holiday opening hours for peak periods 2.8 Expand services (i.e., youth discos, inflatables, movie nights).

At least two events per year.

3

x

x

x

x

Duty Officer

Opening hours adjusted

1

x

x

x

x

Options considered and report provided to Council for consideration.

3.0 Provide quality programs and activities targeting a variety of user groups.

3

x

Manger Environment, Facilities & Regulations Manger Environment, Facilities & Regulations

3.1 Continue to increase weekly learn to swim program enrolments.

3.2 Deliver a summer intensive learn to swim program at the centre.

Achieve 450 enrolments for school term program.

Minimum 50 students participate in the intensive program per annum.

Weekly classes delivered with a minimum of 60% attendance rate.

At least one provider engaged to deliver service on a weekly basis.

2

x

x

x

x

Duty Officer

3

x

x

x

x

Duty Officer

2

x

x

x

x

Duty Officer

2

x

x

x

x

Manger Environment, Facilities & Regulations

Minimum 300 of carer admissions per year.

Average $12,000 sales per month in summer and $2,000 sales per month in winter Average $3,800 sales per month in summer and $1,500 sales per month in winter.

Customer survey undertaken for the aqua aerobics and learn to swim programs.

2

x

x

x

x

Duty Officer

2

x

x

x

x

Duty Officer

2

x

x

x

x

Duty Officer

2

x

Registration maintained

1

x

3.3 Continue to deliver aqua aerobics classes at the centre.

3.4 Continue partner with local providers to deliver rehabilitation / physiotherapy at the centre.

3.5 Support NDIS and caregivers to utilise the centre.

3.6 Provide canteen operations.

3.7 Provide a swim shop with merchandise.

3.8 Seek feedback from users about programs and services delivered at the centre.

3.9 Maintain participation in the First Lap voucher program

x

x

x

x

Manger Environment, Facilities & Regulations Manager Communications & Engagement Manger Environment, Facilities & Regulations 23

4.0 Sign up to additional eligible voucher programs.

Successful sign up to the Active Kids program.

1

4.1 Explore grants opportunities to deliver specialised and targeted programs

Grant opportunities identified and applications made.

2

x

Manger Environment, Facilities & Regulations

Classes implemented in schedule

2

x

Manger Environment, Facilities & Regulations

4.2 Expand learn to swim program to incorporate adult & NDIS classes

x

Manger Environment, Facilities & Regulations

4.0 Strengthen the promotion and marketing of the facility to all user groups.

4.1 Continue to promote the brand 4.2 Acquire further photography assets.

4.3 Develop a Communication Strategy & Marketing Plan 4.3 Continue to maintain the centre’s website.

4.4 Continue to provide an active and engaging Facebook page.

4.5 Develop an Instagram page.

4.5 Undertake targeted paid campaigns on Facebook to increase reach.

4.5 Publish regular newsletters for subscribers.

4.6 Deliver marketing campaigns to increase attendance and participation.

Examples include: - Sport team discount group booking - Accommodation providers promotion

Brand awareness and promotion continues.

Photo shoot undertaken. Assets acquired.

Strategy and Plan developed and implemented.

Website information kept up to date.

Minimum of 4,500 page views per month.

Reach 1,600 followers/subscribers.

Instagram page launched

3

x

x

x

x

2

x

2

x

3

x

x

x

x

3

x

x

x

x

At least two paid campaigns per year.

Newsletter published monthly.

3

x

x

x

x

3

x

x

x

x

Minimum of 3 x campaigns delivered each year.

2

x

x

x

x

x

Manager Communications & Engagement Manager Communications & Engagement Manager Communications & Engagement Manager Communications & Engagement

Manager Communications & Engagement Manager Communications & Engagement Manager Communications & Engagement Manager Communications & Engagement Manger Environment, Facilities & Regulations Manager Communications & Engagement 24

- Bring a Friend Aqua Aerobics promotion - Come & Try promotion 5.0 Provide a safe and well managed facility that everyone can enjoy.

5.1 Review and update the risk plan and implement controls to effectively manage hazards at the centre.

5.2 Review and update lifeguard risk assessment and supervision plan.

5.3 Review and update standard operating procedures.

5.4 Recurrent maintenance plans are established and adequately resourced.

5.5 Continue to deliver staff inductions, training and exercises.

5.6 Maintain adequate staffing levels.

5.7 Implement agreement/lease with swim club 5.8 Regular review and reporting of the business activities.

5.9 Investigate and consider alternative service delivery models and options.

Reviewed annually.

1

x

x

x

x

Manger Environment, Facilities & Regulations

Reviewed annually.

1

x

x

x

x

Reviewed annually.

1

x

x

x

x

Weekly pool servicing.

Annual pool maintenance.

Minimum 2 x training exercise held each year.

Staff numbers meet minimum requirements as per GSPO Agreement/lease implemented

1

x

x

x

x

1

x

x

x

x

1

x

x

x

x

Facility Management Coordinator Facility Management Coordinator Facility Management Coordinator Facility Management Coordinator Manger Environment, Facilities & Regulations Manger Environment, Facilities & Regulations

Annual report provided to Council.

Report provided by June 2023

2

x

x

2

3

x

x

x x

Manger Environment, Facilities & Regulations

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Participation Rates The forecast participation rates for this Business Plan include: Activity # Casual Entries

First 12 Months Operations 34,331

Year 1 Business Plan 2022-23 36,000

Year 2 Business Plan 2023-24 38,000

Year 3 Business Plan 2024-25 40,000

Year 4 Business Plan 2025-26 42,000

# Weekly Passes

18

50

60

70

80

# Winter Passes

66

70

75

80

85

# Summer Passes

7

25

40

48

60

# Memberships

170

195

225

258

297

# Learn to Swim Enrolments

348

400

440

460

480

# Lane Hire Hrs - Paid

125

140

155

162

170

1,713

1,885

2,160

2,260

2,375

49%

60%

65%

70%

75%

2.6

2.7

2.8

2.9

3.0

# Lane Hire Hrs – Schools, Community & Sporting Groups Aqua Aerobics Participation Rate # Visits to the facility per capita

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Special Rate Variation (SRV) 10 Year Forecast For the submission of Special Rate Variation application in February 2021, Council forecasted that the Corowa Aquatic Centre will cost a 10 years average of $1,218,092 per annum to operate. Consultation process to determine the fees and charges was undertook, particularly in relation to how much the operating cost would be subsidised by ratepayers.

At its meeting in February 2021, Council made a resolution to adopt an 8% general rate increase which consist of 6% special rate variation in addition of 2% rate peg at that time. This accessible pricing model forecasted that 47% of the operating cost will be funded through user fees ($578,092) and remaining 53% mostly through special rate variation ($640,000). Federation Council was successful in its application to IPART and the one-year permanent increase was implemented on from July 2021. $’000 Year Income Expenses: Employee, Servicing & Maintenance Costs Borrowing Cost Depreciation & Amortisation Total expenses Nett Loss Pool operating cost funded by: User Ratepayers

Year 1 2021-22

Year 2 2022-23

Year 3 2023-24

Year 4 2024-25

Year 5 2025-26

Year 6 2026-27

Year 7 2027-28

Year 8 2028-29

Year 9 2029-30

Year 10 2030-31

10 years total

$516

$529

$542

$556

$570

$584

$598

$613

$629

$644

$5,781

$881

$899

$917

$936

$955

$974

$994

$1,015

$1,036

$1056

$9,663

$59 $203 $1,143

$57 $203 $1,159

$55 $203 $1,175

$53 $203 $1,192

$50 $203 $1,208

$48 $203 $1,225

$46 $203 $1,243

$43 $203 $1,261

$40 $203 $1,279

$37 $203 $1,296

$488 $2,030 $12,181

-$627

-$630

-$633

-$636

-$638

-$641

-$645

-$648

-$650

-$652

-$6,400

50% 50%

Average 47% 53%

45% 55%

46% 54%

46% 54%

47% 53%

47% 53%

48% 52%

48% 52%

49% 51%

49% 51%

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User 47%

Rates 53%

Forecast and Long-Term Financial Plan (LTFP) 2023 - 2032 The first-year budget performance highlights that the operation of the Corowa Aquatic Centre will have an impact on Council’s Long Term Financial Plan (LTFP) financial sustainability indicators. Income for 2021-22 is forecasted to be much lower than anticipated and expenses to exceed the 10 years SRV average by $371,000, this will result in ratepayers contributing 78% of the operating cost for this year.

It is recognised that the first year of operations has been challenging with impacts from a milder summer season impacting on admission rates, the COVID19 pandemic resulting in closures, delays to service delivery and reduced attendance rates as well as reduced visitors and tourists in the region over the peak holiday period. There has also been less membership uptake than predicted and increased costs for supplies such as pool chemicals. Council is hopeful the centre will overcome these impacts and challenges through the implementation of this Business Plan. $’000 Year Income Expenses: Employee, Servicing & Maintenance Costs Borrowing Cost Depreciation & Amortisation Total expenses Nett Loss Pool operating cost funded by: User Ratepayers

Forecast 2021-22 $350

202223

202324

202425

202526

202627

202728

202829

202930

203031

203132

10 years total

$450

$550

$578

$606

$637

$669

$702

$737

$774

$813

$6,515

$1,274

$1,090 $1,102 $1,115 $1,128 $1,141 $1,154 $1,167 $1,181 $1,195 $1,209

$11,482

$32 $283 $1,589 -$1,239

$31 $29 $28 $27 $25 $24 $22 $21 $19 $17 $283 $283 $283 $283 $283 $283 $283 $283 $283 $283 $1,404 $1,414 $1,426 $1,438 $1,449 $1,461 $1,472 $1,485 $1,497 $1,509 -$954 -$864 -$849 -$831 -$812 -$792 -$770 -$747 -$723 -$697

$242 $2,830 $14,554 -$8,040

22% 78%

32% 68%

39% 61%

40% 60%

42% 58%

44% 56%

46% 54%

48% 52%

50% 50%

52% 48%

54% 46%

Average 45% 55%

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User 45%

Rates 55%

Borrowing Costs Expenses for the aquatic centre includes payment of interest on a 20-year loan for $1.5m that was taken up at the end of January 2021. The committed cash flow to service the loan repayment is $92,909 per annum until financial year 2041.

Principal Interest Repayment

FY21 $14,977 $8,250 $23,227

FY22 $60,737 $32,172 $92,909

FY23 $62,084 $30,824 $92,909

FY24 $63,462 $29,447 $92,909

FY25 $64,869 $28,040 $92,909

FY26 $66,308 $26,601 $92,909

FY27 $67,779 $25,130 $92,909

FY28 $69,283 $23,626 $92,909

FY29 $70,819 $22,089 $92,909

Principal Interest Repayment

FY33 $77,315 $15,594 $92,909

FY34 $79,030 $13,878 $92,909

FY34 $80,783 $12,125 $92,909

FY36 $82,575 $10,333 $92,909

FY37 $84,407 $8,502 $92,909

FY38 $86,279 $6,629 $92,909

FY39 $88,193 $4,716 $92,909

FY40 $90,150 $2,759 $92,909

FY41 $68,922 $760 $69,682

FY30 $72,390 $20,518 $92,909

FY31 $73,996 $18,913 $92,909

FY32 $75,638 $17,271 $92,909

Convergence of SRV and LTFP Forecast Council will be driving the financial forecast for the aquatic centre to meet the target set in the SRV application approved by IPART in 2021 by generating more income and closely managing expenses. Based on the current LTFP 2023-2032 forecast, the centre aims to reach the originally planned split between users (47%) and ratepayers (53%) by the 2028-29 financial year.

Planned with SRV Current LTFP

User Ratepayer User Ratepayer

2021-22*

2022-23

2023-24

2024-25

2025-26

2026-27

2027-28

2028-29

2029-30

2030-31

2032-32**

Average

45% 55% 22% 78%

46% 54% 32% 68%

46% 54% 39% 61%

47% 53% 40% 60%

47% 53% 42% 58%

48% 52% 44% 56%

48% 52% 46% 54%

49% 51% 48% 52%

49% 51% 50% 50%

50% 50% 52% 48%

47% 53% 54% 46%

47% 53% 45% 55%

*LTFP for 2021-22 % is represented by latest forecast **SRV % for 2032-32 is represented of 10 years average

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Cost Containment Strategies Council will be looking to drive down costs and increase revenue to reduce the impact on Council’s Long Term Financial Plan (LTFP) financial sustainability indicators.

Cost containment strategies that will be considered closely: • • • • • • •

Where feasible, investing in energy efficiency initiatives to reduce utility costs; Monitoring and refining operating hours to minimise periods of downtime; Applying annual increases to fees and charges; Undertaking a service review to ascertain the most appropriate service delivery model in the long-term; Continue to refine roster and resourcing requirements; Monitoring and reviewing existing services to ensure they provide a net profit; Seeking grant funding opportunities to offset costs.

Strategies to increase revenue include: • •

Providing discounts and incentives for members; Converting the high casual admissions to memberships 30

• • • • • •

Attracting regional swim events and competitions Implementing holiday opening hours Growing the learn to swim program, including holiday intensive programs, adult and NDIS classes Participating in NSW government voucher programs (i.e., First Lap and Active Kids); Developing a Communications & Engagement Strategy and Marketing Plan; Capitalising on the peak summer season, including partnerships with local accommodation providers.

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Fees and Charges Admissions/Entry Casual Entry Rates

Adult Child Concession Family Additional Child Spectator Special Casual Entry Rates for Lane Hire Student Entry with School Group Adult Entry with Sporting Club Child Entry with Sporting Club Weekly Passes Adult Child Concession Family Additional Child Winter Passes Adult Child Concession Family Additional Child Summer Passes Adult Child

First Year Operations 2021-22 $6.50 $5.00 $5.00 $18.50 $3.00 $3.00

Year 1 Business Plan 2022-23 $7.00 $5.50 $5.50 $19.50 $3.20 $3.20

Proposed Year 2 Business Plan 2023-24 $7.20 $5.60 $5.60 $20.00 $3.30 $3.30

Proposed Year 3 Business Plan 2024-25 $7.40 $5.80 $5.80 $20.50 $3.40 $3.40

Proposed Year 4 Business Plan 2025-26 $7.60 $5.90 $5.90 $21.00 $3.50 $3.50

-

$4.00 $5.00 $4.00

$4.20 $5.20 $4.20

$4.30 $5.30 $4.30

$4.40 $5.40 $4.40

$45.00 $33.00 $33.00 $126.00 $10.00

$47.50 $35.00 $35.00 $133.00 $10.50

$48.00 $36.00 $36.00 $137.00 $10.80

$49.00 $37.00 $37.00 $141.00 $11.10

$50.00 $38.00 $38.00 $145.00 $11.40

$215.00 $165.00 $165.00 $320.00 $50.00

$226.00 $174.00 $174.00 $336.00 $53.00

$232.00 $179.00 $179.00 $346.00 $54.00

$238.00 $184.00 $184.00 $356.00 $55.00

$245.00 $189.00 $189.00 $366.00 $57.00

$393.00 $303.00

$413.00 $320.00

$425.00 $329.00

$437.00 $338.00

$450.00 $348.00 32

Concession Family Additional Child Yearly Membership Adult Child Concession Family Additional Child Lane Hire Commercial User

$303.00 $590.00 $80.00

$320.00 $620.00 $85.00

$329.00 $638.00 $87.00

$338.00 $657.00 $89.00

$348.00 $676.00 $91.00

$500.00 $385.00 $385.00 $750.00 $120.00

$525.00 $405.00 $405.00 $780.00 $126.00

$540.00 $417.00 $417.00 $803.00 $129.00

$556.00 $429.00 $429.00 $827.00 $132.00

$572.00 $441.00 $441.00 $851.00 $135.00

$25.00 per hour

$27.00 per hour

$28.00 per hour

$29.00 per hour

$30.00 per hour

Programs/Services Service

Learn to Swim Weekly – Non-Member Learn to Swim Weekly – Member Learn to Swim Intensive Program – NonMember Learn to Swim Intensive Program – Member Aqua Fitness – Non-Member Aqua Fitness – Member Aqua Fitness – Concession Birthday Parties up to 10 Children Birthday Parties up to 15 Children Birthday Parties up to 20 Children

First Year 2021-22

Year 1 Business Plan 2022-23

$17.00 $14.50 $125.00

Proposed Year 2 Business Plan 2023-24 $17.50 $14.90 $137.00

Proposed Year 3 Business Plan 2024-25 $18.00 $15.30 $150.00

Proposed Year 4 Business Plan 2025-26 $18.50 $15.80 $165.00

$16.00 $14.00 $120.00 $100.00

$105.00

$115.00

$122.00

$134.00

$16.00 $10.00 $12.00 $220.00 $330.00 $440.00

$17.00 $10.50 $12.50 $230.00 $345.00 $460.00

$17.50 $11.00 $12.80 $253.00 $379.00 $506.00

$18.00 $11.30 $13.20 $278.00 $415.00 $556.00

$18.50 $11.70 $14.50 $286.00 $427.00 $572.00 33

To assist in setting the fees and charges for the first year of operations (2021-22), Council undertook a review of fees and charges at similar facilities in the surrounding region. Below is a summary of this comparison.

Location

Facilities Provided

Wangaratta Indoor Aquatic Centre

3 x indoor pools Indoor hydrotherapy pool 50m outdoor pool 25m indoor pool Heated program pool Leisure area with beach & water features Turbo pool 50m outdoor pool 50m outdoor pool Indoor pool Leisure pool Hydrotherapy pool 3 x heated indoor pools Heated spa 50m outdoor heated pool 50m outdoor heated pool Splash pad Toddler pool with splash pad

Oasis Wagga

Aqua Moves Shepparton

Griffith Regional Aquatic Centre

Wodonga Waves

Casual Entry Adult Child $7.00 $6.50

Concession $5.60

Family -

Spectator Free

Yearly Membership Adult Child Concession $650.00 $520.00

Family -

$6.50

$4.50

$4.50

$15.00

$2.00

$545.00

$440.00

$440.00

$900.00

$6.60

$4.30

$4.30

$17.50

$2.00

$780.00

-

-

-

$6.00

$3.00

$4.00

$19.50

$1.50

$920.00

$580.00

$580.00

-

$5.80

$4.80

$4.80

$16.00

$2.80

$553.80

$442.00

$442.00

$691.60

34

Monitoring and Reporting This is a 4-year plan that will be monitored against the key performance indicators on a monthly basis and reported to Council on an annual basis.

Review This business plan will be reviewed and updated will on an annual basis.

35