FAQs

The Draft Aquatic Facilities Strategy is a 15-year plan that sets the proposed direction for how Council will maintain, upgrade and invest in its four aquatic facilities. The Strategy is based on technical assessments, community engagement, demand modelling, and current and future population needs. It provides a clear framework to guide decisions about infrastructure, services, programs, management models and key operational considerations.

Several factors make long-term planning essential:

• Ageing infrastructure – Some facilities require modernisation to remain safe, accessible and fit-for-purpose.
• Population growth – The LGA will grow by more than 11,000 residents by 2041, particularly in central Coffs and Woolgoolga.
• Changing expectations – Modern aquatic centres are more than pools; they include wellness facilities, warm-water programs, family play areas and flexible community spaces.
• Equity – Residents across the LGA should be able to access quality, inclusive and nearby aquatic facilities.
• Financial sustainability – Planning helps prioritise investment and ensure facilities can be operated efficiently.

The Draft Strategy was prepared through a comprehensive process that included detailed research, stakeholder engagement, and analysis of existing facilities. Key inputs encompassed demographic analysis, review of operational data, asset condition assessment, access and distribution mapping, user group workshops, state sport organisation consultations, and industry body engagements.

The strategy covers the four Council-owned aquatic sites:

• Coffs Harbour War Memorial Pool
• Woolgoolga Pool
• Sawtell Pool
• Orara Valley Community Pool (Nana Glen)

While the provision of commercial pools, school-owned pools, and private learn-to-swim facilities in the LGA have helped inform the draft, the strategic directions provided only relate to City infrastructure and services. Other related facilities such as ocean baths are not included within scope of this project.

These assets fall outside the City's aquatic network. They each require different planning processes, approvals and operating models and are addressed under other strategies or separate projects.

The key directions and changes proposed include developing the Coffs Harbour War Memorial Pool as a regional-level aquatic centre, redeveloping Woolgoolga Pool as a district-level facility, maintaining Sawtell Pool as a local-level facility until the regional facility is established, and retaining Orara Valley Community Pool as a local-level facility. 

Following the redevelopment of Coffs Harbour War Memorial Pool as a regional-level facility, Sawtell Pool is proposed to be redeveloped as a destination water play facility. 

The draft also emphasises the importance of inclusive design, sustainable operations, and the integration of complementary services, like gyms or saunas.

The draft strategy proposes developing this facility into a modern regional-level aquatic centre. Key features could include:

• An expanded mix of aquatic spaces, including a new warm-water program pool and a movable boom/wall for the existing outdoor 50m pool.
• Contemporary health and fitness facilities (e.g., gym and multi-use program rooms)
• Wellness facilities (spa/steam/sauna)
• Adventure or leisure water features
• Improved accessibility
• Enhanced amenities and change spaces
• Ancillary services
• Improved entry design

Because of site constraints, the draft recommends a detailed site options assessment, including consideration of alternative sites south of the CBD. No decision has been made; this will be informed by future analysis and community input.

Woolgoolga Pool is recommended for redevelopment as a district-level facility, meaning:

• A wider range of aquatic program offerings
• Potential for year-round components (e.g. indoor program pool)
• Better support for learn-to-swim and rehabilitation services
• Improved change rooms, accessibility and amenity
• The potential to add-on complementary community facilities (e.g., youth, wellness, multipurpose spaces)

The site has strong street frontage and proximity to the beach, caravan park, and town centre, making it well placed for expanded community use.

The draft strategy recommends:

• Short-term: Sawtell Pool continues as a local-level pool with seasonal operation.
• Long-term: Following the development of a new regional-level aquatic centre at Coffs Harbour, Sawtell Pool transitions to a destination water-play facility, which would be:
  • Zero-depth water play (no lifeguards required)
  • Family-oriented
  • Free to access
  • Seasonal (high-use summer asset)

Sawtell Pool and Coffs Harbour War Memorial Pool are in relatively close proximity to each other, and research has shown that there is a significant population catchment overlap (over 17,000 residents) between both facilities. 

Additionally, Sawtell Pool visitations are relatively low compared to other seasonal pools, with a proportion of visitations occurring from holiday park users. A destination water play is expected to attract more utilisation from locals and tourists alike. 

Furthermore, the operation of two pools in such close proximity to each other is not considered financially sustainable. The proposed shift to a destination water play facility would avoid duplication with the proposed regional facility in Coffs Harbour and focus investment where it delivers the most benefit for the region as a whole.

This also is in line with the lower population growth forecast for Sawtell, and the higher population growth projected for the City centre.

Orara Valley Community Pool in Nana Glen is a newer facility and in generally good condition. The strategy recommends it remain a local-level facility with minor enhancements, including:

• Improved heating (electric heat pumps)
• An accessible pool chair lift
• Continued external management through a lease
• Ongoing asset maintenance

This recognises the smaller catchment size and lower population growth forecast for the area.

A network-wide approach is important because it ensures equitable access to aquatic facilities across the City, optimises resource allocation, and enhances the overall user experience. This approach helps avoid duplication of facilities, supports sustainable service delivery, and aligns with community expectations and the City's resources.

The proposed infrastructure staging includes redevelopment of Woolgoolga Pool between years 4 and 8, development of Coffs Harbour War Memorial Pool between years 8 and 12, and redevelopment of Sawtell Pool as a destination water-play facility between years 13 and 15.

Woolgoolga Pool has been identified as the first priority as there is currently no year-round aquatic access within a reasonable drive time for northern beaches residents. In addition, there is strong population growth projected in this area, and the existing site provides limited aquatic opportunities to accommodate the growth.

Implementation is subject to the availability of funding. 

The prioritisation of major projects is based on factors such as population growth forecasts, existing facility conditions, community needs, and strategic alignment with the City's planning framework. The order of prioritisation aims to address the most critical needs first, ensure equitable access, and optimise the use of available resources.

The draft strategy recommends:

• Continuing Council’s internal management of the Coffs Harbour, Woolgoolga and Sawtell pools
• Expanding staff roles and structure to increase service standards
• Continuing external lease management for Orara Valley Community Pool

This reflects modern industry practice, where integrated internal management can improve consistency, safety, customer experience and alignment with community outcomes.

Operating hours will be reviewed as part of detailed design and programming for each upgraded facility. The draft strategy highlights community desire for adjustments to operating hours to improve flexibility and access for all users. Any changes will be considered through future planning stages and consultation.

Yes. The draft strategy identifies opportunities for:

• Warm-water rehabilitation programs
• Enhanced learn-to-swim offerings
• Wellness-based programs (gentle exercise, aqua yoga, etc.)
• Expanded health and fitness programming
• Water-play and family activities
• Better support for aquatic sport clubs and events

The draft strategy does not set entry fees. Fees are determined annually through the City’s budget process. Any future pricing decisions would consider affordability, operational costs, and community expectations.

There are no immediate closures proposed under the draft strategy.

• Sawtell Pool would only transition to a water-play facility after the new regional aquatic centre is delivered.
• If a new regional facility is built at a different site, the future of the current Coffs Harbour War Memorial Pool site would be determined through separate planning and community consultation.

Major capital projects of this scale typically require a mix of:

• Council budgets and long-term financial planning
• State and Federal government grants
• Philanthropic or partnership opportunities
• Developer contributions, where applicable

The draft strategy provides high-level indicative costs but not final costings. Detailed concept designs and cost plans will be developed as part of the project planning and design stages for:

• Regional aquatic centre (Coffs Harbour)
• District-level facility (Woolgoolga)
• Water-play facility (Sawtell)

These designs will undergo community consultation before Council makes its final decisions.

The draft strategy does not propose any rate increases. Funding decisions will be made through future Council budgeting processes. Any investment would be carefully staged to match funding opportunities and long-term financial planning.

Construction will not begin immediately. After the strategy is finalised, the City must complete detailed planning work, including site assessments, master plans, concept designs and funding applications. These steps take time and depend on the availability of external funding. As a result, any major construction is expected to occur over several years, once planning and resourcing are in place.

If redevelopment proceeds, construction periods would be communicated well in advance. The City typically aims to minimise disruption by:

• Staging works outside peak seasons
• Providing alternative access where possible
• Liaising closely with user groups and schools

Early engagement included:

• Workshops with pool user groups
• Direct engagement with sporting organisations
• Intercept surveys at aquatic facilities and other locations in the LGA
• Engagement with industry bodies
• Consultation with key stakeholders such as user groups of our pools, schools and industry bodies, such as Royal Life Saving.

Feedback highlighted the need for:

• More inclusive facilities
• Warm-water programs
• Improved accessibility
• Longer opening hours
• Better value for money
• Modern and more diversified aquatic experiences.

During the consultation period, Council has asked City staff to provide a workshop for Councillors to consider the investment and funding options for all pools with consideration given to increasing investment at Sawtell Pool. 

Council has also resolved to collectively still consider the concept of a 50-metre pool in the West Woolgoolga area and in turn consider converting the current Woolgoolga Pool site into park and recreational facilities and thus expanding the Woolgoolga Beach foreshore area for recreational purposes.

Input from Councillors will be considered along with public feedback when the strategy is finalised for consideration by Council.

City staff will review all feedback received during the exhibition period and use it to refine the strategy where needed. A revised version will then be presented to Council for consideration. If adopted, the City will begin preparing the next stages of planning, design and funding to support future upgrades to the aquatic network.

The strategy will be implemented on a priority basis subject to funding availability over a 15-year timeframe, with biannual reviews to measure progress. Financial resourcing will be critical, and ongoing partnerships and collaboration with internal and external stakeholders will be essential to ensure successful implementation.

The City will review its progress every two years to track implementation of the strategy. This includes assessing completed actions, improvements to facilities and feedback from users. These regular reviews help ensure the strategy stays on track and continues to respond to community needs.