NOOSA AQUATICS CENTRE UPGRADE PLAN AND NOOSA AQUATICS FACILITIES STRATEGIC PLAN · Report

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GENERAL COMMITTEE MEETING                                                            6 OCTOBER 2026


   E. Authorise the Chief Executive Officer to pursue external funding opportunities, partnerships
      and grant programs to support implementation of priority actions identified within the Strategic
      Plan and PIP; and
   F. Authorise the Chief Executive Officer to make minor changes or administrative amendments
      prior to publishing the final document.


REPORT
Background

Across Noosa, aquatic facilities play an important role in supporting community health, wellbeing,
recreation and social connection. They provide accessible spaces for residents of all ages and
abilities to participate in physical activity and community life. This work has been undertaken to
ensure the Noosa Aquatic Centre (NAC) and the broader aquatic network remain safe, inclusive,
sustainable and fit for purpose into the future.

Strategic Context

The Noosa Council Corporate Plan (2023-2028) and the Sport and Active Recreation Plan (2018)
identify healthy active lifestyles, climate-ready assets, financial sustainability and service excellence
as key priorities, with the NAC Upgrade listed as a strategic key action under the Liveability theme.
This Strategic Plan and Facility Upgrade Plan directly support these objectives by providing a clear
pathway for modernising the aquatic network and ensuring the NAC remains a compliant, fit-for-
purpose, accessible and financially sustainable regional facility.

While the existing aquatic facility network continues to meet the needs of the Noosa community, it is
timely for Council to plan for the future renewal and enhancement of these assets in response to
ageing infrastructure, evolving accessibility standards and changing community expectations. The
Strategic Plan and Upgrade Plan provide a framework to ensure facilities remain fit for purpose and
continue to meet community needs over the long term

The completed Needs Assessment and Demand Analysis, forms the primary evidence base for the
development of the Strategic Plan and Upgrade Plan. Through detailed facility analysis,
demographic assessment, stakeholder engagement, benchmarking and service demand
forecasting, the assessment established a clear understanding of current and future aquatic
provision requirements across the Shire. The assessment findings have been used to identify
network priorities, guide future investment planning and support the development of a staged and
sustainable approach to aquatic facility renewal, accessibility improvements and service delivery
over the next 20 years.

Community and Demographic Profiling

Noosa's population is changing, with ongoing growth in older age cohorts contributing to increased
demand for facilities that are accessible, safe and easy to navigate. At the same time, community
expectations continue to evolve, with growing demand for facilities that can accommodate a broad
range of activities, including learn-to-swim programs, rehabilitation and recovery, aquatic exercise,
squad training and high-performance swimming.

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GENERAL COMMITTEE MEETING                                                            6 OCTOBER 2026


These trends highlight the importance of providing facilities that support participation across all ages,
abilities and activity levels.

While the NAC continues to perform strongly and remains a highly valued community asset, parts of
the facility are now over 25 years old and require renewal to meet contemporary expectations and
service standards.

The facility is a highly valued community hub that attracts strong usage, yet parts of the centre were
built in an era before universal design or modern expectations around privacy, accessibility, shade
and amenity. As a result, the community is looking for improvements such as more shade, inclusive
amenities, increased gym and program space, better storage, and safer circulation through busy
areas, with a better functioning entry, on-site bike storage and a safer carpark.

There is a clear aquatics network structure in the Shire, and the NAC is the premier regional facility,
while school-based pools provide important local access to supplement and support hinterland
communities, as do the growing number of household pools. With limited population growth forecast
across the Shire, the most efficient and sustainable approach is to renew and enhance existing
aquatic facilities rather than develop new ones. Future investment should focus on ensuring these
facilities continue to meet the needs of a diverse and changing community

Community Priorities

Community feedback across all engagement has been clear and consistent, with people wanting the
facility to address the areas for improvement and remain fit for purpose with modern and accessible
functionality.

Council has a key leadership role in the provision of aquatic services. Council’s Corporate Plan calls
for healthy, active lifestyles, future-ready assets and climate-resilient infrastructure. The Strategic
Plan and Upgrade Plan turn those commitments into action through a staged, well-sequenced
approach that supports continued day-to-day facility operations, integrates universal design and
sustainability, and positioning the organisation to pursue external funding in the years ahead to
achieve significant legacy outcomes.

The Strategic Plan sets the vision and priorities for the whole network, while the Upgrade Plan and
PIP set out the practical steps and timing at the NAC, ensuring every visit becomes easier, safer and
more welcoming for the people who rely on these facilities the most.

Key Findings

1) Network role and access

   •   The NAC remains the Shire’s primary regional aquatic facility with Department of Education
       (DoE) pools at Tewantin, Cooroy and Pomona providing local supplementary access (outside
       school hours). Almost all residents in the Shire live within a 15-minute drive of a public or
       publicly accessible pool.

   •   Current assets pre-date universal design standards and renewal is required to meet
       accessibility, safety and contemporary amenity expectations.

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GENERAL COMMITTEE MEETING                                                           6 OCTOBER 2026


2) Demand, utilisation and trends

   •   NAC utilisation is high at peak periods, constraining flexible programming and community
       access. Broader trends show strong demand for flexible lane space, aqua fitness and
       learn-to-swim year-round.

   •   Demographic change (ageing population; rising prevalence of disability and limited mobility)
       points to increased demand for wellness and rehabilitation, and for universal design across
       all upgrades, inclusive of potential warm-water therapy.

3) NAC Upgrade Plan highlights (built form & operations)

   •   Critical works: Renew NAC pool filtration systems (with provision for pool cooling).

   •   Accessibility & amenities: After design finalisation, deliver compliant, gender-inclusive, family
       and PWD amenities, undertake site-wide equitable-access upgrades inclusive of a new 25M
       amenities block.

   •   Shade, seating, safety: Expand shade across pool decks; provide covered spectator
       seating/grandstand for the 50m pool, establish a new lifeguard office with enhanced
       sightlines.

   •   Program & wellness capacity: Enlarge gym with 24-hour access; add program rooms and a
       wellness hub; upgrade water play elements; increase storage for clubs and lifeguards.

   •   Site circulation & access: Reconfigure car park (including PWD bays, bus set-down,
       after-hours access to a gym/MP room offering), provide secure bike storage (Bikeep-style),
       improve wayfinding, and coordinate with active transport strategies.

   •   Sustainability: Pursue solar PV replacements/expansions (including potential shaded solar
       canopies over parking) and consider batteries once loads are verified; landscape with
       endemic species.

   •   Future options: Investigate a movable bulkhead for the 50m pool to increase flexibility for
       squads, water polo and community use, with a feasibility study as a final project to look at a
       warm-water pool for rehab/allied health.

4) Governance, partnerships and data

   •   Adopt a consistent network data framework (utilisation, customer satisfaction, financial and
       environmental metrics) and five-year strategy review cycle.

   •   Continue tripartite MOUs with DoE/lessees; refine Council operational and financial support
       settings to sustain community access, align programming across NAC and school pools to
       relieve peak pressure.

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GENERAL COMMITTEE MEETING                                                           6 OCTOBER 2026



Link to Corporate Plan
Theme No. 2 - Liveability
Objective 2.7 - Fund and deliver sustainable assets and facilities and associated services responding
to the changing needs of the community and the challenges and opportunities of the future.

Theme No.4 – Future
Objective 4.6 - Prepare and plan for the Olympics and Paralympics 2032 to leverage the
opportunities for our community leading up to 2032 and ensuring there is a legacy benefit beyond

Theme No.5 - Excellence
Objective 5.1 - Improve the customer experience to prioritise customers’ needs and outcomes
throughout the entire customer journey
Objective 5.9 - Ensure that all residents located throughout the Shire, both hinterland and coastal
areas, have equitable access to the provision of quality assets, facilities and services.




Previous Council Consideration
NIL


Finance
The staged delivery approach outlined in the Upgrade Plan enables investment to be prioritised over
time, aligned with external funding opportunities and integrated into future budget and capital works
planning. The Noosa Aquatic Centre continues to perform strongly, achieving controllable cost
recovery breakeven outcomes over the past two financial years, with the proposed upgrades
intended to support its long-term sustainability, functionality and resilience.

Importantly, endorsement of the Noosa Aquatic Facilities Strategic Plan and Noosa Aquatic Centre
Upgrade Plan does not commit Council to funding future capital works. Individual projects will be
progressively scoped, assessed and considered through future Annual Budget, Capital Works
Program and Long-Term Financial Planning processes, with delivery subject to feasibility
assessments, detailed design, approvals, funding availability and separate Council consideration.

The Needs Assessment and Strategic Plan identified that DoE community pools continue to play an
important role in providing local aquatic access and that existing support arrangements may require
review to reflect contemporary operating conditions. As part of implementing the Strategic Plan,
Council will continue to review these arrangements, with additional operational funding to be
considered through future budget processes.

A preliminary strategic level cost benefit assessment (CBA) undertaken during preparation of the
Strategic Plan identified positive economic and social returns associated with increased
participation, improved accessibility, enhanced community health and wellbeing outcomes, and the
long-term renewal of aquatic infrastructure. While the direct financial returns to Council do not offset
the full cost of the proposed upgrades, the analysis indicates that the broader community benefits
are substantial and that project viability improves significantly where external funding contributions
can be secured. Overall, the findings support the strategic value of investing in aquatic infrastructure
as a means of delivering long-term community, economic and wellbeing outcomes.
While the CBA provides a strategic assessment of the proposed upgrades, it does not replace
project-specific feasibility and financial analysis. As projects progress, further planning, design and
costing work will be undertaken to inform future investment decisions. The CBA will also support
future grant and funding applications, with Council continuing to pursue external funding and

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GENERAL COMMITTEE MEETING                                                          6 OCTOBER 2026


partnership opportunities to reduce the financial impact on the organisation wherever possible.



Risk & Opportunities
Risks
   •    Cost escalation and funding uncertainty: Construction costs and grant funding availability
        may impact the timing and delivery of future projects.
   •    Project delivery timing: Future project implementation will be dependent on Council budget
        allocations, Long Term Financial Planning and external funding opportunities.
   •    Operational disruption: Upgrade works may affect facility operations and user access during
        construction.
   •    Strategic delivery risk: Delayed implementation may impact Council's ability to achieve
        outcomes identified in the Corporate Plan.
   •    Accessibility and inclusion: Delaying accessibility improvements may prolong barriers
        experienced by older people, families and people living with disability.
   •    Asset condition and compliance: Deferring renewal works may increase future maintenance,
        renewal and compliance risks.
   •    Reputational risk: Failure to progress identified priorities may affect community confidence in
        Council's commitment to maintaining contemporary aquatic facilities.
   •    Community pool viability: The sustainability of DoE community pools remains important to
        maintaining equitable aquatic access across the Shire.
Opportunities
   •    External funding opportunities: An endorsed Strategic Plan and Prioritised Implementation
        Plan positions Council to pursue State, Federal, partnership and potential Brisbane 2032
        legacy funding opportunities.
   •    Investment-ready projects: Establishes a pipeline of prioritised projects, improving Council's
        competitiveness for future grant and funding programs.
   •    Regional events and visitation: Future facility improvements may enhance Noosa's ability to
        attract regional and state aquatic carnivals, training camps and events.
   •    Health, wellbeing and inclusion: Improved accessibility, wellness spaces and future aquatic
        facility enhancements will support active ageing, rehabilitation and broader community
        participation.
   •    Reduced maintenance costs and future liabilities: Proactive renewal of ageing infrastructure
        will improve asset reliability and help manage long-term maintenance and renewal costs.
   •    Environmental and operational benefits: Sustainability initiatives, modernised infrastructure
        and operational efficiencies may reduce operating costs, improve resilience and enhance
        customer experience.
   •    Network-wide benefits: Improved coordination between the NAC and community pools will
        support more efficient facility utilisation and service delivery.
   •    Community outcomes: A contemporary and accessible aquatic network will strengthen the
        NAC's role as a key community asset supporting recreation, social connection and
        community wellbeing.

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GENERAL COMMITTEE MEETING                                                       6 OCTOBER 2026



Human Rights
Human Rights Compatibility Statement
In developing this Report, the subject matter has been considered in accordance with the
requirements of the Queensland Human Rights Act 2019. It is considered that the subject matter
does not conflict with any human rights and supports a human rights approach to decision making
by Council. Council representatives will endeavour to act and make decisions under this report in a
manner that is compatible with human rights. This report should be read in conjunction with
Council’s Human Rights Policy.




Consultation
External Consultation - Community & Stakeholder
The Noosa Aquatic Facilities Strategic Plan and Noosa Aquatic Centre Upgrade Plan have been
informed by a comprehensive consultation program undertaken through both the Needs Assessment
and Demand Analysis process and the subsequent Strategic Plan development process. The Needs
Assessment established the evidence base for the Strategic Plan through facility analysis,
demographic assessment, stakeholder engagement, industry benchmarking and service demand
forecasting. The findings were subsequently used to inform strategic directions, priorities and
recommended improvements across the aquatic network.

Consultation undertaken during the project included:
   •   Community open days and customer engagement activities at the Noosa Aquatic Centre.
   •   Councillor workshops and internal staff consultation.
   •   Noosa Swim Club.
   •   Noosa Masters Swimming Club.
   •   Noosa Water Polo Association.
   •   Noosa Tri Club.
   •   Noosa Boardriders Club.
   •   Noosa Beach Surf Life Saving Club.
   •   Sunshine Beach Surf Life Saving Club.
   •   Swimming Queensland.
   •   Diving Queensland.
   •   Sunshine Butterflies Swim and Recreation Club.
   •   Tewantin State School Pool lessee.is this the same as last dot point
   •   Noosa District State High School (Cooroy).
   •   St Thomas More Primary School.
   •   Sunshine Beach State School.
   •   Sunshine Beach State High School.
   •   Noosa Hospital.
   •   Department of Education representatives and community pool operators at Tewantin, Cooroy
       and Pomona.

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GENERAL COMMITTEE MEETING                                                             6 OCTOBER 2026


Internal Consultation
Departments consulted:
     Office of the CEO, Mayor &             Community Services               Corporate Services
             Councillors
 x    Mayor & Councillors             x   Director                        Director
      Chief Executive Officer             Community Connection        x   Financial Services
      Executive Officers              x   Sport & Active Lifestyles       Revenue Services
 x    Community Engagement                Arts & Culture                  ICT
      Governance                          Customer Experience         x   Procurement

                                                                          People & Culture
      Strategy & Environment              Development & Regulation        Infrastructure Services
      Director                            Director                    x   Director
      Strategy & Sustainability           Development Assessment          Civil and Asset operations
      Economic Development        &                                       Infrastructure Planning, Design
                                          Local Laws                  x
      Destination Management                                              and Delivery
 x    Environmental Services              Environmental Health            Waste
      Innovation & Digital Hub            Building & Plumbing         x   Building & Facilities
      Commercial Property                 Property / Permits              Disaster Management

                                                                          Fleet