COROWA REGIONAL SPORT, HEALTH AND WELLBEING COMMUNITY PARTNERS

Corowa Aquatic Centre Regional Concept Plan

Building stronger communities through health and wellbeing

Figure 1: Developing our youth potential

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Contents

Vision ....................................................................................................................................................... 2

Mission .................................................................................................................................................... 2

Executive Summary ................................................................................................................................. 3

Facilities/ Amenities ................................................................................................................................ 4

1. Café bistro ................................................................................................................................... 4

2. Olympic opportunities ................................................................................................................ 5

3. 365 days a year ........................................................................................................................... 6

4. Interactive play ........................................................................................................................... 7

5. Iconic draw-card attractions ....................................................................................................... 8

Benefits ................................................................................................................................................... 9

Regional Community ........................................................................................................................... 9

Employment .................................................................................................................................. 10

Tourism ......................................................................................................................................... 11

Sport .................................................................................................................................................. 12

Case Studies: ................................................................................................................................. 13

Health and Wellbeing ....................................................................................................................... 15

Ongoing financial viability ..................................................................................................................... 16

Building stronger communities ............................................................................................................. 17

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Vision

Provide the Corowa regional area with a unique, vibrant and viable aquatic health facility that meets

both community and tourism needs now and into the future.

Figure 2: A glimpse of the future

Mission Cement an integrated partnership between the community, council, health, tourism and business

sectors to deliver a comprehensive and varied aquatic centre that meets current and future needs

for all.

Figure 3: Olympic identity (Eamon Sullivan)

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Executive Summary

A visionary leader can take an entire community to live its future. A regional leader can redefine the

future prosperity of it population solely by the intention it projects. It is now time for the Corowa

Shire to grab the future with both hands and be the visionary and regional leader it aspires to be.

Quality infrastructure of a regional standard is vital for Corowa to meet this vision “Fit for the

Future”. Ongoing development to the current older demographic disempowers Corowa at a regional

level.

Historically, from the dawn of time watering holes have always been the traditional gathering place

of communities no matter the society. The place to re-engage. The place to exchange ideas. The

place to centre a populous. The place to develop from.

The provision of a vibrant regional standard aquatic health facility will be the stimulus through which

Corowa Shire will redefine its future. A destination of choice. Providing for non-traditional sporting

pathways, enhancing community health and wellbeing though varied activities and events.

A lateral approach to design, integrated with a renewed focus on varied activities with draw-card

attractions, encased within a business model that supports the very ethos of this concept, provides

the foundation for the potential of financial self-sufficiency. Management that focuses on the

potential, not problems, attain success.

A regional aquatic facility will not only meet the collective needs of its community through the

services provided, but be recognised as an employer of choice through the offering of 40 new

sustainable career prospects. Societal retention within the region having flow-on employment

benefits. This signifies economic health a definition of community strength.

A comprehensive and varied aquatic facility is an integral component of a community’s overall

infrastructure, and must be developed in consultation with a broad number of stakeholders.

Corowa Regional Sport, Health and Wellbeing Community Partners (CRSHWCP)

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Facilities/ Amenities Build it and they will come – “They will come for reasons they can’t even

fathom…” (Field of Dreams)

Enhancing the overall experience of patrons within the facility will be integral to the conceptual

identity of the new aquatic centre. To make this a ‘destination of choice’, we propose the following:

1. Café bistro There is currently no other high quality food retailer in this precinct. The creation of the ‘Pump-

House Café’ will act as a community gathering place, a mecca for the pursuit of year-round aquatic

and sporting activities. It will offer an informal and relaxed environment that will cater for all age

groups, residents and visitors alike.

Replacement of Infant/Toddler pool

Refurbishment of the current kiosk and reception area creating a Café Bistro – providing for

indoor/ outdoor snacking and dining

Construction of an adjoined undercover integrated play area

Figure 4: The ‘Pump-House Café’ offering indoor/ outdoor dining

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2. Olympic opportunities A snapshot of facility usage between 31st December 2015 and 1st January 2016 revealed that the

current facility serviced:

1021 swimmers (mostly tourists)

48 annual members

512 spectators

Patronage in excess of 500 swimmers a day cannot be accommodated in a 25m complex. These

numbers can only be adequately serviced in a 50m facility. It is our responsibility to provide a multi-

faceted aquatic centre that successfully accommodates for all aspects of our community.

Additionally it is imperative that our community provides the renewed opportunity for the pursuit of

a myriad of sporting pathways from local to elite level, a basic right of the Australian way of life.

Refurbish or rebuild the 50m Olympic sized pool – construct main pool to industry/

association standards

o Standard pools are 50m in length, with lanes at minimum of 8 lanes at least 2.5m

wide with two spaces of at least 0.2m outside of the first and last lanes (FINA)

This will enable and accommodate sporting pathways at Regional and State levels for the

sports of triathlon, aqua-thon, water polo and, swimming

Figure 5: Standard dimensions for water polo

Figure 6: FINA standards for competition swimming

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3. 365 days a year The provision of aquatic services all year guarantees greater access and patronage. The construction

of a seasonally versatile pool, that can be enclosed and utilised during cooler months and open

during summer, will be more effective in servicing the broad cross section of our community.

Remove the Middle Pool

Construct 25 x 10 metre indoor/ outdoor pool towards current amenity block

Under single roofline but separate to café, play area and pool

Providing for:

o Learn to Swim, hydrotherapy, rehabilitation, lap swimming, water walking/running,

aerobics, squad training and community social engagement

o This inclusion will meet association competition requirements of a warm up cool

down pool, in order to host regional and state level events in the pursuits of

triathlon, water polo, aquathon and swimming.

Figure 7: Lateral solutions

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4. Interactive play The changing nature of aquatic sport and leisure activities indicates the need for accessible

interactive play to be an integral part of the overall aquatic experience. The construction of a

significant splash pad will maximise year round use and attraction.

Construct a vibrant undercover splash pad between café bistro and 25m indoor/ outdoor

pool

Accommodate for all ages

Year round usage

Figure 6: Release your inner child

Figure 9: Year round fun

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5. Iconic draw-card attractions Create an iconic, reinvigorated aquatic facility. Re-engage the community through drawcard

attractions that are visionary and versatile, providing an entertaining point of difference.

Maximise additional income streams supporting the continued financial sustainability and

independence of the asset

An innovative regional facility with added capacity has the ability to redefine the fabric of

our society, providing opportunities for residential growth through flow-on effects

Added capacity creating vital destination of choice

Develop under 65 age group

Figure 10: It’s all about entertainment

Figure 11: Reaching new heights

Figure 13: Gathering at the watering hole

Figure 12: Tree top adventures

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Benefits “We rise by lifting others” (Robert Ingersoll)

Regional Community Quality integrated infrastructure is required to elevate Corowa Shire to the status of a key regional

centre fit for the future. This is integral to strengthening residential and economic growth in rural

communities.

The following table reinforces the need to strategically develop a facility of excellence that caters for

the specific needs of each cohort. The following driving factors in planning patronage are adapted

from the Sunshine Coast Aquatic Plan 2011-2026.

Table 1: Aquatic services per demographic

Corowa Shire 2011 (ABS)

Rutherglen 2011 (ABS) Driving Factors

0 – 4 years: 631 people

0 – 4 years: 140 people

Learn to swim and water appreciation. Leisure, social interaction.

5 – 11 years: 912 people

5 – 14 years: 307 people

Skill development, participation in competition training, cross training, leisure, social interaction, learn to swim, injury prevention and management.

12 – 24 years: 1551 people

15 – 24 years: 248 people

Fitness, leisure, competitive events, cross training, injury prevention and management, rehabilitation, social interaction, family time, leisure, aquatic service career training.

25 – 59 years: 4378 people

25 – 54 years: 856 people

Fitness, physical activity, weight management, prevention of disease and disease management, injury prevention and management, rehabilitation, social interaction, family time, leisure, aquatic service career training.

60+ years: 3521 people

55+ years: 882 people

Fitness, physical activity, weight management, prevention of disease and disease management, injury prevention and management, non- weight bearing activities, rehabilitation, water therapy, Social interaction, family time, leisure.

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Employment

Currently the Corowa Aquatic Centre employs 19 people from the ages of 14 to adult. It is a training

facility in aquatic services:

Pool lifeguard

Swimming instructors

Administration

Management

Hospitality

Pool operations

Figure 14: Professional and vocational careers

The development of this regional aquatic facility will build upon these employment aspects and will

see the aquatic centre become a regional employer of choice, providing:

The sustainable and long term employment of 40 people

Societal retention

Flow-on employment figures

Retained and increased spending within the local economy

A stronger business enterprise resulting in investment growth

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Tourism

Destination NSW revealed that over 1 million domestic visitors came to the Murray Region 2014-

2015. With a total spend of $437 million into the local economy. Spending in Corowa only equates to

$47 million. Through the provision of outstanding infrastructure, the Corowa economy stands to

grasp a greater share of the regional tourist trade.

A preliminary survey of Corowa tourists conducted by CRSHWCP (between 2/1/2016 and 8/1/2016)

revealed:

77% of tourists would increase their pool usage if the current pool was refurbished to

include a fully equipped aquatic facility (50m pool, splash park, heated semi-enclosed pool

and additional aquatic amusements)

91% of tourists believe Corowa’s viability as a tourist destination would improve if the

current pool was refurbished to include a fully equipped aquatic facility (50m pool, splash

park, heated semi-enclosed pool and additional aquatic amusements)

Table 2: Potential for the tourist dollar

Regional NSW Murray Region Albury/Wodonga Corowa

Number of visitors

19.3 million visitors

1.0 million visitors

1.15 million day visitors

123,000 visitors

Money spent in Region

$9.4 billion $437 million $751 million $47 million

Aged 15-29 23.6% 15.2% N/A N/A

Aged 40-49 17.2% N/A N/A N/A

Aged 50-59 18.9% 22.4% N/A N/A

Aged 60-69 N/A 22.5% N/A N/A

From Victoria N/A 58% N/A N/A

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Sport

“It’s just not cricket”

The current diminished standard of the facility removes the future growth of additional aquatic

sports in this region. It is the responsibility of a community to adequately meet all the needs of all of

the community – and not just cater for the traditional sports of football, netball and cricket.

Swimming is the most common sporting activity in Australia with 48.8% of children and 10.1% of

adults regularly participating (Roy Morgan Research, 2015). Corowa region has a population of over

2000 children below the age of 19yrs. Analysis of over 480 student assessments conducted by DN

Aquatics during the school swimming program 2015, reveals that 76% swim below the national

standard for like age.

Quality aquatic services are imperative in all aspects of social inclusion, health, wellbeing and

recreational and professional life (Aust. Institute of Health and Welfare and Australian Institute of

Family Studies, 2013). This notion is further endorsed in the Australian Government ‘Closing the

Gap’ document ‘Supporting Healthy Communities through Sports and Recreation Programs.’

Viable aquatic facilities assure future growth. For example fully equipped facility that meets

minimum standards would see the development of sporting pathways and economic opportunities

in water polo, triathlon, swimming, aquathon.

Water polo

o Local and regional competitions

o Join O&M water polo association

Triathlon

o Tap into the Riverina triathlon series

o Rural regional series

o Initiate women’s regional series

o Junior triathlon (regional, state, national via Triathlon Australia and Triathlon NSW)

o School Sports NSW series

o Challenge and Ironman events in the following:

Sprint distance

Olympic distance

Long course

ITU long course

Ultra distance

Swimming

o Victorian Country Championships

o NSW Speedo Sprint Championships

o School Sports NSW series

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o Proficiency Trials

o All Juniors Heats

o O&M Relay Championships

o O&M Championships

o Invitational Meets

o Masters Games

Aquathons

o Regional series

o State Championships

o Initiate the ‘Corowa Classic’

Case Studies:

1. Victorian Country Championships 2017

Corowa Swimming Club cannot apply to host the Victorian Country Championships due to the

current facility not meeting the minimum competition standards.

The opportunity lost to our regional centre as outlined by the O&M Swimming Association

expression of interest to clubs included:

700 competitors, 700 spectators, 100 officials over 3 days

Minimum $500,000 direct cash spend into local economy

Figure 15: Victorian Country Championships

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2. Triathlon

Triathlon is considered the fastest growing sport in Australasia (Triathlon Australia, 2016).

Corowa Shire currently doesn’t have an adequate facility to support the development of triathlon

clubs at a grassroots level. This results in enormous untapped potential for the region. The Albury

Wodonga Triathlon Club for example, has over 400 members.

3. Opportunities lost

A 25m pool cannot sustain the following annual events, Corowa stands to lose:

The Corowa Triathlon – an iconic regional event (attracting 150 local athletes plus athletes

of an elite international level per year)

Corowa Pennant – annual regional swimming event (attracting minimum 650 patrons)

Associated regional swimming carnivals such as All Juniors Heats (420 patrons)

Corowa High School swimming carnival (350 students per year)

Corowa Public swimming carnival (180 students per year)

Corowa St Mary’s twilight swimming carnival (280 patrons)

The current inflatable amusements

Figure 17: Corowa Pennant – 650 patrons

Figure 16: World class athlete Jesse Featonby supporting sport at grass root level

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Health and Wellbeing

“Health is like money, we never have a true idea of its value until we lose it”

(Josh Billings)

The development of a comprehensive and varied aquatic facility will initiate a strategic and dynamic

response for the prevention and management of health related issues at a regional level. The

Australian Sports Commission nominated swimming as one of the top sports for health intervention

(Participation in Exercise, Recreation and Sport, 2010).

Griffith University provides compelling evidence for the links between swimming, cognitive function,

social cohesion and academic success (‘Early Years Swimming, Adding Capital to Young Australians’,

2013).

People with disabilities deserve the opportunity of access to an inclusive and welcoming facility for

the management of physical and mental health and social wellbeing.

The Centre for Disease Control and Prevention cites the benefits of water-based activity specific to

the management of the following:

Chronic disease

Chronic illness – particularly hydrotherapy for the management of both rheumatoid and

osteo arthritis

Mental illness – including fibromyalgia, anxiety, depression, post-natal depression

Aged care – falls prevention; reduced concussive impact, increases flexibility, core strength

To enhance the ongoing working relationship with Corowa Shire Council required to deliver this

innovative prospect for the Corowa region, we intend to create an integrated partnership with

Corowa Health and Wellbeing Committee, Corowa Drug Action Team and other health and wellbeing

specific organisations.

This proposal will be the stimulus for a cultural shift in our community, to stimulate our youth within

the social framework of a forward thinking and visionary regional centre. Engage young people in

drug and alcohol education including potential participation in the Australian government's new

action plan to tackle ice. This plan includes $24.9m to empower local communities and support local

families with a focus on supporting more than 1200 community sporting clubs (especially in rural,

remote and regional areas) to deliver prevention measures about ice.

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Ongoing financial viability

The financial objectives of the proposal are twofold:

1. A multifaceted facility designed for a wide variety of frameworks has more potential

avenues for funding

2. The operational vision is vibrant and exciting, catering to a range of needs, creating

diverse revenue stream sources, ensuring financial self-sustainability

A heated pool is an integral component of catering for community needs. In addition to the revenue

created through yearly memberships, the facility must provide other attractions, defining it is a

destination of choice for community and tourist patrons. This additional income will assist to sustain

the required staffing and maintenance costs, making a café/food outlet a viable option for 12

months.

In the warmer months, an outdoor facility requires a point of difference to be a drawcard to the

region. It is envisaged that additional outdoor attractions will complement the heated pool and

splash park whilst building on the iconic ambience of the facility.

The current facility already operates close to capacity on key weekends. Any further fiscal prosperity

will be removed at the implementation of a 25m pool. Lateral income streams are produced with the

provision of a 50m competition standard pool to develop strong economic growth through tourism

and key regional events. These events have the potential to feed substantial revenue into other

businesses in the local community.

Initial rough calculations indicate the complex can be financially self-sustaining including ongoing

operational costs. This suggests potential to a commercial operator to lease the facilities under an

appropriate lease from council. The lease would ideally provide an annual financial dividend to

council, which would justify the construction expense.

In terms of construction costs we anticipate:

Financial commitment by Council

External government sourced grants

Private sector investment

Financial input from local and regional business

In kind services from local contractors

We have already canvassed many sources and have received considerable interest. By working

closely with Council we believe a joint council/community presentation strengthens the likelihood of

funding success.

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The effective removal of the pool from the lease of the adjoining Ball Park caravan park would align

the facility as a jewel within the crown of the local sporting precinct.

Building stronger communities

In the development of the Corowa Shire Delivery Program Report 2014 – 2018 community

consultations were undertaken and members of this community stated the following:

“It is important that our community has the opportunity to be involved in decision making

processes”

“We believe that we should focus on attracting young families to our Shire to ensure that

our community is a place with strong social connections and opportunities”

“Our swimming pools are valued within our communities and we would like to continue to

advocate for the ability to upgrade and redevelop our facilities”

“As a community we understand the need for our community vision to be achieved

together, with increased focus on community driven initiatives”

Figure 18: Community