PlacentiaFeasibilityStudyMainJune19-09

PLACENTIA

Swimming Pool Feasibility Study

June 11th, 2009

Placentia Lions Club Swimming Pool Feasibility Study

BCB Consulting June, 2009

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NOTICE TO THE READER

This report, and the information herein, is intended for the exclusive use of the Placentia Lions Club and its partners. The contents of this report include confidential and proprietary information that is intended for internal use only. It is not for publication or distribution. The information in this report, including assumptions, conclusions and projections, are based on information supplied by the Town of Placentia, as well as, from various agencies and other sources including consultation with the Steering Committee. The projections and conclusions contained in this report are to some extent based on unverified information, opinions and/or assumptions about future events and conditions. It is likely that the actual results may vary from those anticipated and/or projected.



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Table of Contents 1.0 Introduction....5

1.1 Purpose 1.2 Parameters 1.3 Overview

2.0 Town of Placentia...........7

2.1 History 2.2 Location 2.3 Demographics 2.4 Climatic Considerations

3.0 Site Analysis.................13

3.1 Selection Criteria 3.2 Site Location

4.0 Infrastructure Concept.......16

4.1 Comparative Analysis 4.2 Pool Design Analysis 4.3 Pool Enclosures 4.4 Related Facilities 4.5 Capital Cost Summary

5.0 Market Analysis........21 5.1 Customer Profile

5.2 The Product 5.3 Production (Operations) 5.4 Product Pricing

5.5 Promotion 5.6 Competition 5.7 Regulatory Considerations



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6.0 Operating Projections...................25

6.1 Operating Schedule 6.2 Revenue Projections 6.3 Expenditures Projections

7.0 Organizational Overview...28

7.1 Organizational Structure 7.2 Staffing Requirements 7.3 Other Considerations

8.0 Funding Options............31 9.0 Feasibility Summary..............................................................32 10.0 Conclusion.............................................................................33

APPENDIX Appendix A Terms of Reference Appendix B Community Comments Appendix C Site Location - Photos Appendix D Site Plan Appendix E Concept Plan Appendix F Retractable Covers - Samples Appendix G Capital Cost Analysis Appendix H Swimming Pool Regulations Appendix I References



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1.0 Introduction

1.1 Purpose The Town of Placentia, its residents, and the various service groups in the community, have long discussed potentially developing and operating an aquatic facility in the area. In the spring of 2009, the Placentia Lions Club, through a terms of reference (Appendix A), requested proposals to develop a framework for the potential development of a Feasibility Study to determine the economic viability of such a facility for the Town. With the development of the Hydromat Plant in Long Harbour, it is anticipated that the Town of Placentia will grow to be poised as an active participant in Newfoundland and Labradors emerging economy. The towns existing recreation and sport infrastructure has hosted sporting and other community events that draw participation throughout the region, and the Province. It can now be extrapolated, that new and/or additional recreational facilities will enhance these events and provide additional opportunities.

A Committee, consisting of Placentia Lions Club members, screened the proposals and BCB Consulting,of Gander, was engaged to complete the study. An initial meeting was held between the consultant and the committee to outline the study objectives, project parameters and tentative meeting schedule to evaluate progress. During the study period, the committee met four times with the consultant to provide input and feedback throughout the development process, and enhance ensuring that the the final feasibility study fulfilled its objectives.

1.2 Parameters

This feasibility study is comprised of four major areas of analysis: the development of projected demand, estimated usage, potential sites for a pool, and finances. As part of the study, the consultant, in conjunction with the committee, requested comments from the local residents (Appendix B) to determine the level of interest for such a facility.

While it was felt that the Town, or other interested parties, would not be directly involved in this study, the Consultant held a number of meetings with the Town`s CAO to gather various information deemed useful to the process.

The committee instructed the consultant to investigate all options for the development of the aquatic facility taking into such considerations: the utilization of present amenities in the community, seasonal verses summer usage, an enclosed facility due to climatic conditions, and finally developing a facility that would not entail a significant increase in the overall municipal budget.



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From the onset of the study, the members of the committee made it very clear that no predetermined decision had been made concerning whether or not to build a swimming pool. They committed to utilizing the results of this study to assist in the decision making process. Upon completion of the study, the results would be presented to the Municipal Town Council highlighting both findings and recommendations. This document provides the results of the analysis and public input.

1.3 Overview

In 2006, the Government of Newfoundland and Labrador committed to developing a Recreation and Sport Strategy to look at the opportunities and directions to guide and support recreation and sport throughout the province. As part of fulfilling this commitment, government established a number of important objectives:

- Investment in community recreation programs and infrastructure - Development of opportunities to participate in organized sport and promote connections between communities and sport - Integration of physical education and physical activity with a broader health promotion and disease prevention program for all ages - Sponsoring of summer and winter multi-sport games

Increased participation in physical activities through collaboration Championing of key recreation and sport infrastructure programs

The 2000 Physical Activity Monitor of the Canadian Fitness and Lifestyle Research Institute, provides a profile of participation in physical activity in Newfoundland and Labrador. According to this study, as many as 65% of provincial residents were insufficiently active for optimal health benefits.

However, physical inactivity has declined significantly since the early 1980s, going from 86% in 1981 to 65% in 2000. The most popular activities for adults over 18 years of age are walking for exercise (81%), gardening or yard work (73%), home exercise (58%), and social dancing (54%). Activity participation trends influence the demand for facilities and services. In terms of aquatic participation, activities such as Red Cross and other swimming lesson programs remain stable, while there has been an increase in therapeutic activities (all ages, male & female), fitness activities (adults, male & female), and recreational swimming programs (all ages, male & female). The most popular aquatic facilities are those that provide multiple tanks accommodating a range of aquatic experiences. Very often these will include a leisure pool with a waterslide or other leisure amenities, plus a traditional 25m pool that accommodates competitive activities, fitness swims, and a wide range



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of instructional programming. Therapeutic pools with warmer water, shallow depth entry, handrails and ramps/lifts can accommodate therapeutic for older adults and people with disabilities, as well as, parent and tot users, or very young swimmers.

2.0 Town of Placentia

2.1 History Placentia is rich in history. Due to its well-sheltered port and stone-covered beaches apt for drying fish, Placentia became a natural place for early settlement. Placentia is known to be the ancient French capital of Newfoundland and hence, Placentia has been an internationally renowned location since the 1500s. Since Placentia was situated on the southwest coast of the Avalon peninsula in Placentia Bay, it was a key position for keeping communication between France and the New World open in times of war. As well, because of its proximity to the English capital of St. John's, it was an excellent site for keeping an eye and a handle on the enemy English population. As early as the 16th century, Basque Fishermen and European explorers were quick to recognize the incredible potential that lay within Placentia's sheltered shores. In addition to being one of Newfoundland's best beaches for drying fish, the steep hills and narrow harbour entrance made Placentia a valuable military port. French and English settlers waged war for centuries over this prime piece of New World real estate, each vying for its share of the thriving fishery strategic location. In 1662, France had established the first permanent colony in what they called "Plaisance" or "the pleasant place". In 1713, the English had won ownership, launching an era of booming trade and transportation. And in 1941, yet another chapter was written in the community's history, with the construction of the nearby U.S. Armed Forces Bases at Argentia. Today, many historical landmarks and sites remain which showcase Placentia's rich and colourful history such as the Castle Hill National Historic Site, The Placentia Courthouse, St. Luke's Anglican Church and Cemetery, The O'Reilly House Museum, and The Ambrose Shea Bridge. It is well accepted that Placentia's greatest potential lies within its strong sense of community. It is a safe, friendly and comfortable place to live, work, and raise a family. This now modern day town, its people and their lifestyle, relay little of the town's French heritage. Instead, the spirit and soul of the community are more deeply connected with its Irish-English roots. The "small town" atmosphere is refreshing. Every day along the mile-long Placentia boardwalk, friends and



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neighbours meet and chat on their daily walk. The sea air is healthy and clean. The crime rate is virtually non-existent. The level of services is superior. Placentia is well developed within the medical and educational sectors. The Placentia Health Care Facility was opened in 1996 and is an efficient and up-to-date facility. There are 10 acute care beds, 101 full-time employees and four physicians. The facility also houses the Lions Manor Nursing Home, which has 75 beds and 40 residential units. Placentia has a high school, two primary/elementary schools, College of the North Atlantic - Placentia Campus, as well as several private training institutes. These schools are well-known for their athletic programs, and there are other recreational activities. Placentia residents are also a key asset to the community as they devote much time and energy to numerous volunteer organizations, including the Royal Canadian Legion, the Knights of Columbus, Lions Clubs, Star of the Sea, Freshwater Community Club, Dunville's Anglican Church, Women and the Women's Institute, whose origins date back to the South Coast Tidal Wave of 1929. Placentia also has a lot to offer outdoor enthusiasts of all ages. In the community or nearby, there are local areas for bird-watching, fishing, hiking, kayaking parks and playgrounds. There is also a boardwalk from the youth center to the local ATV Association. The original area known as Placentia has since amalgamated and now the Town of Placentia consists of the former municipalities of Placentia, Jerseyside, Freshwater, Dunville and the unincorporated area of Argentia. From an economic standpoint, businesses have always been drawn to Placentia. Some have been a part of the community for decades or other just more recently. Whatever the case, many entrepreneurs and businesses see Placentia having a bright future filled with potential. The climate for new business in Placentia is very enticing. There are countless opportunities in all sectors of business and industry from transportation, retail, manufacturing, supply and distribution. Perhaps one of Placentia's greatest advantages and one of its most promising sources of opportunity is its industrial area in Argentia. For over 50 years, Argentia was the headquarters for the U.S. Armed Forces Northwest Atlantic Operations. In 1941, the port became internationally recognized as the site of a meeting between Sir Winston Churchill and Franklin D. Roosevelt to discuss the Atlantic Charter. The Base went on to play pivotal roles in WWII and the Cold War. Although it closed in 1994, the US Navy left behind a well-developed infrastructure and a well-trained workforce. Today, plans are underway to construct a hydrometallurgical facility in Argentia



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by Voisey's Bay Nickel Company. The Voisey's Bay Hydromet Facility will bring unprecedented economic benefits to the Placentia area. In addition to the jobs generated by the Complex itself, there will also be a need for support services and opportunities for spin-off industries. The Voisey's Bay Nickel Processing Facility is a significant milestone in the community's journey towards economic excellence. The future for the Town of Placentia is bright; the potential for business and industry, unlimited. 2.2 Location Stretched across a forested coastal area, Placentia is located on the Avalon Peninsula of the province of Newfoundland and Labrador, on Canada's East coast. Placentia is approximately 100 km southwest of St. John's, this maintains the areas allure as a strategic location for business while remaining one of the most picturesque communities in Newfoundland and Labrador. Placentia is stretched across a coastal forested area and also provides a well-sheltered port. There is also a large expanse of stone-covered beach. Placentia can be accessed by the Argentia Access Road off the Trans Canada Highway (TCH), by the Colinet Road, which connects the TCH via Salmonier Line. Today, Placentia is remains a strategic location for business, courtesy of its proximity to shipping and transportation routes. The Argentia industrial area and the local Golf ferry links Newfoundland to mainland Canada. 2.3 Demographics From a demographics perspective, not only the town of Placentia was considered to be the target population. Almost the entire Zone 18 (refer to Table # 01 for a breakdown of towns according to sub-division) could be considered as potential users of the proposed facility. Accordingly, the total population, as noted below, is 7759. Considering a basic assumption that considers any person under the age of 70 as the target market, then the marketable population totals 6839 according to the analysis depicted in Table # 02.



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Table # 01 Zone 18-According to Subdivision

Table # 02 Breakdown of Target Market

Further consideration must be given to the disposable incomes of the identified residents the area. Statistics were available that identified both the average family incomes as well as the average individual incomes of all those aged 15 and older. As illustrated below, both figured were averaged to assist in determining the financial stability of the region to support such a facility. Overall, the average income per person was estimated at $28,638 as shown in Table # 03.

Location Total Population Target Population Branch 309 274 Point Lance 119 114 Colinet 165 150 Placentia 3,898 3,378 Long Harbour 211 191 Fox Harbour 314 284 St. Brides 386 326 Admirals Beach 185 160 Sub B 478 433 Sub C 185 165 Total 6,250 5,475

Sub B Little Barasway Point Verde Argentia Ship Harbour

Sub C Great Barasway Ship Cove Angels Cove Patricks Cove Cuslett



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Table # 03 Breakdown of Income by Locality

Based on these observations, basic economic formulas, and the assumption that the residents within the region will support and utilize the facility, the demographics data can support a regulation size outdoor swimming facility containing standard services and amenities. This structure is envisioned to also have a retractable cover to allow usage during inclement weather and to allow the extension of the operating season. 2.4 Climatic Considerations Newfoundland is home to a fascinating array of climates and weather with elevations ranging from sea level to above 800m. Of all Canadian locations, NL is the foggiest, snowiest, wettest, windiest, and cloudiest place nationally. With coastal NL surrounded by the Atlantic Ocean, it is subject to the year round modifying influences of the encircling cold waters. The open sea keeps summer temperatures low. The marine climate means, generally, the conditions are more dynamic with ample precipitation, high humidity, lower visibility, more cloud cover, less sunshine, and stronger winds. Until late May, night time averages are under 4oC, and in many locations there is a 90% probability of frost on any night until the first week of June. Overall, the Newfoundland summer is short and cool. The glacial Labrador Current holds July average temperatures around 14oC, with summer sunny days raising afternoon highs in the low twenties. This is warm enough to be comfortable and yet cool enough to permit vigorous activity.

Location Family Income Single Income Average IncomeMount-Carmel $34,882 $19,014 $26,948Branch $48,410 $16,017 $32,214Point Lance * *Collinett * *Placentia $44,245 $18,050 $31,148Long Harbour * *Fox Harbour $36,961 $19,231 $28,096St. Brides $43,436 $16,661 $30,049Admiral's Beach * *Sub X $40,415 * $20,208Sub W $44,797 $18,885 $31,841Sub C * *Sub B $37,298 $19,905 $28,602

Overall Average $28,638/ person



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Yearly precipitation totals normally exceed 1000mm, with three-quarters of the total precipitation falling as rain. As well, NL is not noted for its sunshine. The total number of hours of bright sunshine is usually less than 1600 hours annually, below the Canadian average of about 2000 hours. NL is also known to be to foggiest in the world, especially around the coastal locations of the Avalon Peninsula. The fogs, sometimes known as sea smoke, are most frequent in the spring and early summer. Town around the Argentia area often host fog about 200 days a year. These fogs are often accompanied by strong winds. This fog is frequently so dense and widespread that the winds have little clearing effect. The resulting conditions can be hazardous and at best very unpleasant. Even with these gloomy statistics, NL natives are proud of their climate, calling it character-building and even invigorating. Both residents, business, and governments alike make allocations for Newfoundland's varied climatic conditions and use innovative approaches to implement initiatives to allow the participation in climate affected activities that residents of all other Canadian locations can enjoy. Although the climate in Newfoundland is, at best, challenging when attempting to implement seasonal outdoor activities, when analyzing the tables below ( Table # 04 & 05) comparing some climatic conditions of various location around the province, it becomes obvious that the Placentia region falls below average and hence, host an even harsher climate that Newfoundland as a whole. That being said, it is even more significant to take additional steps to utilize innovation and technology to overcome these climatic barriers to allow the residents of Zone 18 access to an aquatics facility that will allow both outdoor enjoyment during those days when mother nature brings sun and warmth, but as well allows consistent usage during periods of inclement weather that is the norm in this region.

Table # 04

Selected Newfoundland Towns Geographic Comparisons

Town Latitude Longitude Elevation (m)Colinet 27.4

Long Harbour 8.4Port Au Basques 39.7

Corner Brook 4.6Grand Falls 60

47o13.200'N 57o33.000'W47o25.200'N 53o49.200W47o34.200'N 59o9.000'W48o57.000'N 57o57.000'W48o55.800'N 55o40.200'W



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Table # 05 Selected Newfoundland Town Climatic Comparisons

Ultimately, climate is a very significant component when addressing the feasibility of an aquatics facility in the Placentia region. Their climatic conditions are less than ideal and hence, the traditional outdoor concept will result in lost revenues due to inclement weather with continued fixed operating costs. This significant weakness can be addressed by simply creating an indoor facility, or more appropriately by utilizing a retractable structure that will allow both enjoyment of the beautiful outdoors during intermittent periods of pleasant summer conditions but also allow utilization of the facility during times of inclement weather and also, more significantly, allow the extension of the operating season beyond Newfoundland short summer season and, in the long run, increase revenue generation.

3.0 Site Analysis

The existing features of a potential pool site and the sites context, will greatly influence the opportunities for its development. When evaluating potential sites, the consultant, in partnership with the committee, and the Town`s CAO, identified a number of sites and weighed opportunities and constraints for each site, to identify the most appropriate and viable location.

3.1 Selection Criteria

While this study did not require a detailed geotechnical analysis of the potential sites, the following areas of concern were taken into consideration in recommending that the area in front of the arena (see Appendix C for photos of selected site) would be the most advantageous property to house the proposed facility. These considerations included:

- Acreage, dimensions, and boundaries

The land should be relatively level, having less than a five percent change in elevation. The site must be able to comfortably accommodate the proposed pool and all the auxillary facilities (i.e. parking and vehicular

Town Avg Total Rainfall (mm) % Degree Days >15May June July Aug May June July Aug May June July AugColinet 6.4 10.2 14.4 15.2 94.1 124 97.3 123.6 0 1.3 21.5 35.2

Long Harbour 6.8 10.8 14.9 15.9 89.9 112 93.5 102.4 0.2 1.6 31.5 48Port Au Basques 5.2 9.5 13.7 15 124.2 114.1 115.3 114.1 0 0.5 8.8 25.1

Corner Brook 7.7 13.1 17.3 16.9 72.2 83.9 91 98.6 1.4 23.8 85.6 76.8Grand Falls 7.9 13 17.3 16.1 70.9 83.4 83.9 102.7 3.3 26.8 92.3 74.1Springdale 6.4 11.8 16.5 15.7 79.4 95.7 74 98.2 2.3 21.1 80.5 61.5

Daily Avg Temp (oC)



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access). An attempt to squeeze development onto a site that has a minimal amount of developable space results in excessive earth movement that can become expensive. Excessive earthwork is also insensitive to the natural features of the site.

Exposure Consideration must be given to the sites exposure to possibly negative influences. If the site sits in the middle of a large commercial development, with no vegetation within or around the site, this exposure may have a negative effect on a new pool. Similarly, a site without trees surrounded by an non-vegetated area will be submitted to greater exposure to wind.

Hydric soil

The analysis of existing site soils may reveal soils with hydric inclusions. Hydric soils are one indication of wetland areas. If a proper wetland survey results in identification of wetland areas, these areas should be avoided.

Zoning Requirements

The municipal zoning requirements for each potential site must also be considered. Depending on how a site is zoned, recreation development may be allowed, prohibited, or limited in some way.

Mining Activity (past or

present) It is crucial to determine if either potential pool site was mined in the past because this may affect the stability of the site soils and limit the type or extent of earthwork that can be completed.

Watershed Boundaries-

Flood Plains Looking at watershed boundaries takes into consideration how a potential site may impact water quality in the area. Any existing rivers and creeks, and their floodplains, must be acknowledged as sensitive site features.

Weather/Climate

It is also important to evaluate how the existing features of a site may result in different microclimates after it is developed. Desirable microclimates (e.g. sunny areas) may be enhanced by the design of the proposed improvements. Undesirable microclimates (e.g. very shady areas) will influence the site layout. If the site is in a deep valley and surrounded by heavily wooded slopes, the entire site is likely to be heavily shaded and is not likely to be an ideal location for a pool.



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Utility Analysis

Existing rights of way must be considered as this affects site access. Access to utilities and a buffer between utilities and proposed recreation facilities are required.

- Existing development on/adjacent to the site

Proposed site development should be sensitive to the scenic views from properties adjacent to the site.

Parks and Open Space

A new community pool will be part of the larger recreation system for the surrounding area. In choosing the location for a pool, and the associated facilities, it must be considered how the proposed location relates to other facilities and services in the area. This may present opportunities to create connections between the recreation sites to increase accessibility.

Pedestrian-Traffic patterns

and vehicular access Although, most people will drive to a pool, consideration has to be given for the creation of safe pedestrian access to the site. Additionally, safe pedestrian access within the site is critical to development of a successful pool. Within the site, a potential location must be able to accommodate the flow of traffic associated with the peak number of pool users. Additionally, identifying the vehicular access route to the site entrance is also important. It is preferred that the site is not far from a well-traveled roadway. As well, this route must be clearly marked, and an easily navigable route will promote frequent use by residents.

3.2 Site Location The consultant, in consultation with the committee and the Town`s CAO, evaluated four potential sites within the municipal boundary. Cognizant of the various requirements for the site selection as outlined in 3.1, it was determined that the most viable option would be to locate the facility adjacent to the Community Arena on the south side (Appendix D - Siteplan) and is located at the Global Positioning Coordinates of Latitude 47o 14' 15N and Longitude 53o 58' 11W. This location has a number of significant advantages. The property is presently owned by the Town of Placentia and has the appropriate zoning requirements. The area is fully accessible with an adequate parking area. There is adequate land to develop the facility with various services are on site including water and sewer



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with an amble electrical supply. The site is fairly level which will reduce the cost of site work and it is in close proximately to the downtown core. The only major concern with the site would be the requirement to remove and relocate the water and sewer mains that run through the property. This will require some added costs but these will not adversely effect the overall development.

4.0 Infrastructure Concept

The swimming pool and all its amenities are intended to encourage active participation in a wide variety of swimming opportunities. The overall effect of the design of a swimming pool should be to provide a balance of space for both active and passive pursuits. It should also be designed to allow for many different kinds of activities to coexist in a safe and friendly environment.

Swimming pools are an attractive recreational pursuit for a wide variety of interests. Competitive swimming, family activities, sun bathing, cooling off, splashing with friends, and exercising are just a few of the many reasons why people use a community pool.

The swimming pool style needs to match the character of the community. Does the community want the traditional rectangular or L shaped pool that tries to balance competitive swimming with recreational swimming? Is a competitive fifty-meter pool a better match for the community? Or does the new leisure style swimming pool best match the communitys needs? Finally, and probably the most significant question, is what can the community afford? Especially due to the fact that public swimming facilities do not generate the necessary revenues to offset its operating costs. 4.1 Comparative Analysis Determining the economic viability of an aquatic facility encompasses a host of analysis and evaluation of various types of infrastructure. During this process the Steering Committee directed the consultant to investigate the comparetive cost of the operations of aquatic facilities with either a fully enclosed building, an open facility, or one with a retractable cover. Table # 06 below outlines the costs associated with the operation of an open concept facility verses a fully enclosed facility and highlights the incremental costs comparison of the costs of the two (2 types of facilities).



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Table # 06

Comparative Facility Analysis

Expenditures Open Facility Enclosed Facility Comparison Salaries & Wages 29500 30700 -1200 Heating - Tanks 8000 14000 -8000 Electrical 2000 3000 1000 Chemicals 3500 3200 -300 Supplies 1000 2100 -1100 Maintenance/Repair 3000 14600 -11600 Office Supplies 500 1200 -700 Insurance 2300 2300 0 Registration 1000 1500 -500 Licenses 300 300 0 Training 1000 0 -1000 Expenditures 52500 72000 -24400

In reviewing this cost comparisons, it should be noted that the most significant difference in the overall expenditures would be in the area of facility repair and maintenance. It must also be highlighted that in this comparison, traditional heating systems are used for the inclosed facility while it is proposed to use geoththermal energy for the open facility, hence the drastic difference in cost. In essence, geothermal heat will reduce normal costs by approximately 45%.

4.2 Pool Design Analysis

Determining the most viable aquatic facility design will be the key to future success of the operation. A swimming pool facility generally has a life expectancy of thirty (30) to forty (40) years and in planning this facility one most take into consideration the various trends and requirements. There are a number of design options including:

4.2.1 Attached to Arena

There has been some discussion regarding the potential attachment of the new facility to the south side of the existing arena and thereby accessing some of the amenities and services presently offered at the existing venue. There was also some discussion on the usage of the current electrical system and tapping into the grid to use the electricity at the arena.



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While this concept has some merit, it should be noted that any new facility will be required to have its own electrical service and also, the arena has meetings rooms and other amenities there would be sugnificient concern in regards to security. While the new facility could be attached to the present arena it would still be considered a stand alone facility and require separation walls which will require additional costs. In reviewing the present floor plan for the arena, it is apparent that major modifications will be required to accommodate the new facility. These modifications will not enhance the operation of the arena and in some cases could be a detriment. Furthermore, the use of the arenas canteen service is not recommended for a swimming pool facility. While it would be an added service, food and beverage do not coincide with trying to keep a swimming facility clean, safe and sanitary. This service should be provided by an outside vender or left to outside local businesses.

4.2.2 Separate Enclosed Facility

A enclosed separate aquatic facility would have a number of positive advantages including the ability to operate during inclement weather, extend the operating season, provide a consistent climatic environment and ensure lessons and other activities remain on schedule. However despite the best efforts to utilize this type of facility to its full extent, the normal monthly operating deficit is approximately $12,000 to $15,000.00 per month. There will also be additional annual, monthly and weekly maintenance programs that will have to be addressed and this would further increase the deficit. Although the cost of development is not considered a concern at this point, it should be noted that a closed swimming facility will cost in the range of $350.00 per square foot for construction, and hence, the estimated cost to construct this type of facility would be approximately $3 million dollars.

4.2.3 Outdoor Open Air Facility

Ideally, the development and operation of an open air facility would be the most cost effective, efficient and attractive type of facility. This type of facility would attract residents of the catchment area during warm summer days and such activities as general swimming (which generates the most revenue) could reach full capacity. However, during periods of poor weather the opposite would be true and, most, if not all, programs would experience a major decline, thus a reduction in participation and in some cases registration for various programs. One of the objectives of this development is to provide a program that could



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be utilized over a four month period from May to the end of August. The programming schedule would include opportunities for school programs, weekend special activities, swim lessons, aquatic fitness and general swimming. While an open air facility would be very attractive there would be no doubt that due to weather conditions experienced in the region, it is estimated that approximately 25% of the operating days would be negatively affected in terms of program implementation and participation, and thus result in a reduction in revenues. One should note that for an open air facility that is not suitable for use, and, enhance closed due to poor weather, is a day of lost revenues that cannot be made up during the season.

4.2.4 Stand Alone Facility with Retractable Cover

The development of an open air aquatic facility with a retractable or removable cover would be the most appropriate and advantageous type of facility (Appendix E Concept Plan). This concept would ensure that the facility could be fully utilized during an extended season and would have the opportunity to open based on the need and demand of the users. The Placentia region experiences less then ideal climate conditions for an open air facility however, the use of a removable cover would allow the facility to avail of good weather conditions and enhance its ability to attract patrons on good days and retain them during inclement weather. This type of operation would also ensure that programs and activities remain on schedule with little interruption, and thus, continuously generating revenues.

4.2 Enclosures There are a host of manufacturers of retractable or dome covers for use in an aquatic facility operation (Appendix F outlines a number of choices). All are per-engineered and per-fabricated to meet the specific needs of the facility. These covers range from greenhouse style to glass enclosures with openings and domes that can be retraced aitomatically or removed within a day. Depending on the type of cover the cost would averaged at approximately $0.5 million including installation. 4.3 Related Facilities Based on the public input received and the consultants analysis, a new swimming pool would be supported by a majority of the municipality's and area residents. As with any type of facility it must be centrally located, with reasonable admission fees, and is designed to meet their needs.



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Such a pool should have a main tank consisting of 25m by 6 lanes or approximately 15,000 square feet in size with the shallow end leading from the change room area and to final depth of eight feet. The main tank can accommodate a host of aquatic activities including scuba diving courses, canoe-kayak courses and water safety programs. There would also be a zero-depth entry wading pool with a small flume or other water features for tots. Both tanks would be interconnected and fully accessible.

The deck area would include starting blocks for competitive swimming and anchors that would be installed to allow for a one meter diving board if this program was to be introduced. There would be a bleacher area for the general public to view the programs in a separate safe area away from bathers.

A large flume slide and small water slide would be installed to allow for additional aquatic activity but would be located as to not interfere with other aquatic activities such as lessons, competitive swimming and special events. The optimum location for the pool would be on the south side of the arena running south to north with the main building on the south side. Enhance, the area around the pool should have several shaded structures, an extended concrete deck with lounge and deck chairs and umbrella tables.

. The main building would house public washrooms, a foyer area, an equipment

storage room, as well as, an all purpose room to host lesson classes, birthday parties, exercise classes and special events. There would be a separate entrance with a universal shower to the deck for bathers and a separate entrance for the general public to the viewing area.

The structure must also include a separate swimming pool operations area that would house the filtration and water treatments systems, heating systems, electrical room and chemical storage area. The total facility would have to be designed and engineered by a registered company under the guidelines of the National building Code, Swimming Pool Regulations and other such requirements. 4.4 Capital Cost Summary

The arctitechual firm of AE Consulting of St. John's was commissioned to investigate the capital costs and the design of the concept plan for this facility. The capital cost report ( Appendix G) estimated that the cost to construct the recommended aquatic facility would be approximately $1.6 million dollars. This does not include the cost of a retractable cover, nor the use of goethernal energy. The additional cost to include the geothermal heating system is estimated at $300,000.00



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5.0 Market Analysis

5.1 Customer Profile It is projected that this development will provide programs to individuals ranging in age from zero to 69 years that reside in the community of Placentia, as well as, residents of communities in the catchment area. The total catchment area would include all of the communities in economic zone 18 (refer to Tables # 01 & 02). This will include families, independent seniors, single individuals, and persons with physical disabilities who require accessibility and potential therapeutic resources. 5.2 The Product This aquatic facility will offer such programs as the registered Adult and Tot Program, Red Cross Water Safety Program, Adult Fitness Programs, General Swimming, Adult Swimming, Bronze Cross, Bronze Medallion and National Lifeguard. It is anticipated that, as the facility progresses and develops, members of the community's volunteer base will create a local swim team to utilize the facility to a greater extent, thus generating increased usage and revenue from pool rentals.

5.3 Operations In developing the swimming pool schedule, consideration must to be given to revenue maximization. This will ensure that the pool is maximized to its full potential with minimal down time with the flexibility to increase programs based on demand. There would be a standard schedule from Monday to Friday with weekends utilized for special activities and general swimming activities. A seperate schedule must be adopted for the months of May and June that would include both school and residential activities. The potential schedule is outlined in Table # 07 below.



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Table # 07

School Pool Schedule

Time Monday Tuesday Wednesday Thursday Friday Sat Sun8-11A.M. Maintenance Maintenance Maintenance Maintenance Maintenance 1 P.M. School

Lessons School Lessons

School Lessons

School Lessons

School Lessons

S E

2 P.M. School Lessons

School Lessons

School Lessons

School Lessons

School Lessons

P V

3 P.M. Adult Fitness

Adult Fitness

Adult Fitness

Adult Fitness

Adult Fitness

E E

4 P.M. Swim Lessons

Swim Lessons

Swim Lessons

Swim Lessons

Swim Lessons

C N

5 P.M. Closed Closed Closed Closed Closed I T 6 P.M. Public Swim Public Swim Public Swim Public Swim Public Swim A S 7 P.M. Adult Swim Adult Swim Adult Swim Adult Swim Adult Swim L 8 P.M. Rental Rental Rental Rental Rental



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Table # 08

Summer Pool Schedule

Time Monday Tuesday Wednesday Thursday Friday Sat Sun 6-9A.M. Maintenance Maintenance Maintenance Maintenance Maintenance 9 A.M Lessons Lessons Lessons Lessons Lessons 10 A.M. Lessons Lessons Lessons Lessons Lessons 11 A.M. Lessons Lessons Lessons Lessons Lessons Noon 1 P.M. Mom & Tot

Lessons Mom & Tot

Lessons Mom & Tot

Lessons Mom & Tot

Lessons Mom & Tot

Lessons Public Swim

Public Swim

2 P.M. Public Swim

Public Swim

Public Swim Public Swim Public Swim

3 P.M. Adult Fitness

Adult Fitness

Adult Fitness

Adult Fitness

Adult Fitness

Family Swim

Public Swim

4 P.M. Public Swim

Public Swim

Public Swim Public Swim Public Swim

5 P.M. 6 P.M. Public

Swim Family Swim

Public Swim Family Swim

Public Swim

7 P.M. Adult Swim

Adult Swim Adult Swim Adult Swim Adult Swim

8 P.M. Rental Rental Rental Rental Rental

On Saturdays and Sundays, the facility would host a number of special weekend long programs such as scuba diving, canoeing, National Lifeguard, Bronze Cross-Medallion and introduce new programs to the residents. These weekends would also be taken up with swim team clinics and, eventually, regional or provincial competitions.

5.4 Product Pricing To determine the price for admission to various activities and programs an assessment of pricing for similar activities, in other related aquatic facilities, was implemented. An analysis of the present economic position of the region was also reviewed to determine a price point that would be both affordable and provide the optimum opportunity for revenue generation and participation.



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Table # 09 outlines the anticipated fee structure:

Table # 09 Projected Fee Structure

Activity Lessons Season Pass General Swim Rentals

Tot $25.00 $2.00 Parent & Tot $60.00 $3.00

Student $30.00 $40.00 $2.00 Adult $60.00 $50.00 $4.00

Fitness $3.50 Bronze Cross $60.00

Bronze Medallion $60.00 Instructors Class $100.00

Family $70.00 $50.00 Pool Rentals $50.00

Senior $50.00 $45.00 $3.50 $40.00

All lesson programs would have one instructor per ten participants and operate in 45 minute blocks for continuous two week sessions. It should be noted that in the previous table, adult would mean any individual 19 years of age, student refers to an individual attending school on a full-time basis. Family will consist of a minimum of three members and seniors would be defined as individuals over the age of 55. Rentals fees should be based on the number of participants and should be increased if additional staff is required to hold a function.

5.5 Promotion The build it and they will come philosophy is largely a myth, however, in the initial stages of operation, the facility will become a beehive of activity. It is during this initial period that the facility must be heavily promoted and the volunteer base secured to assist with the development of additional programs and activities. Utilization of local media such the local newspaper would be a significient marketing tool used in conjunction with the development of a website, production and distribution of an annual pool schedule, that outlines rates and fees, as well as utilizing the local community channel will all assist in promoting this new facility. New and additional programs will keep the interest of the general public and a focus should be placed on hosting regional or provincial competitions that will provide increased exposure. 5.6 Competition



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In reviewing the potential competitive impact of this type of facility, it should be noted that there are no similar types of infrastructure within the region. The closest community that would offer these types of programs would be in the City of St. John`s or the Town of Carbonear. Presently, many residents of the region avail of these locations, however, because of distance, time and cost not all residents have the equal opportunity to participate in these activities. 5.7 Regulatory Considerations It will be the responsibility of the proponent and its representatives to ensure compliance with codes and standards; federal, provincial or municipal legislation or by-laws and that the designs, detailed drawing and working drawings have been correctly formulated and duly registered. The proponent will also be responsible for ensuring that the project conforms to latest editions of such codes, standards and other regulations that may be applicable to this specific initiative. This would include the National Building Code of Canada, National Plumbing Code of Canada, National Fire Code of Canada, Canadian Electrical Code, The Buildings Accessibility Act, The Canadian Environment Assessment Act and the Public Swimming Pools Regulations (Appendix H).

The proponent will be further responsible for determining and complying with the requirements of all authorities having jurisdiction in such areas as The Workplace Health, Safety and Compensation Act and The Occupational Health and Safety Act. Technical Professionals Design, inspection and testing must be completed in accordance with applicable legislation regulating professional practice, competent industry practices and any written agreements between professional associations.

6.0 Operating Projections

6.1 Operating Schedule

It must be noted that the new facility would be operated to accommodate its use during the spring school year and lead into the operation of the facility for the duration of the summer months. Therefore, it is projected that the facility would be operated from May 1st to Labour Day weekend. This would provide an approximate an eighteen week (18) week season, on average.

During the first eight weeks of the season, it is projected that three staff including the Pool Manager, would operate the facility on a limited basis, onl;y offering



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school aquatic programs, general swimming, family swimming fitness program and pool rentals.

6.2 Revenue Projections

Community swimming pools are always looking for new and unique ways of funding their facilities. Special programming and fundraising events should play an important role in the overall revenue program of a community swimming pool. There are few programs or outside funding sources that can substantially increase revenues for a municipal swimming pool. Rather, a balanced business approach offers the best opportunity to provide sufficient revenues and maintain reasonable expenses. Table # 10 outlines the projected revenues for the first three (3) years of operation.

Table # 10

Revenue Projections

Source Year I Year II Year III Mom & Tot Program 1250 1500 1500 Swim Lessons 6000 6000 6000 Adult Lessons 2000 2000 2000 Aquatic Fitness 1000 1000 1000 Bronze Cross/Madellion 600 600 600 Instructors Program 500 500 500 Adult Swimming 800 1000 1200 General Swimming 4000 4200 4500 Family Swimming 300 300 300 Season Passes 2000 2200 2400 Competitive Swim Team 0 0 3000 Private Rentals 900 1200 1500 Special Events 3000 3500 4000 School Lessons 5000 5000 5000 School Programs 1000 1000 1000 Estimated Revenues 28300 29000 34500

Although these revenue projections outlined are based on the average usage of similar facilities, Table # 11 provides a detailed summary of the anticipated usage for a new facility during the initial year. It will be responsibility of management to create programs and activities that will attract and increase patronage over the long term.



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Table # 11 Year 1 Revenue Projection Breakdown

Revenue Source Fees Proj. Annual Use Revenues Average Use Tot Lessons @25.00 20 participates $500.00 5 / session Parent/Tot Season Pass @60.00 10 participates $600.00 NA Parent/ Tot Swimming @3.00 50 participates $150.00 5 / week Swimming Lessons @30.00 200 participates $6000.00 10 / session Adult Lessons @60.00 34 participates $2040.00 4 / session Aquaric Fitness @4.00 250 participates $1000.00 25 / session Bronze Cross @60.00 5 participates $300.00 5 / class Bronze Madellion @60.00 5 participates $300.00 5 / class Instructors Certification @100.00 5 participates $600.00 5 / class Adult Swimming @4.00 200 participates $800.00 10 / session General Swimming @2.00 2000 participates $4000.00 40 / session Family Swimming @5.00 60 participates $300.00 2 / session Season Passes - Student @40.00 20 Passes $800.00 NA - Adult @50.00 10 Passes $500.00 NA - Family @70.00 10 Passes $700.00 NA Private Rentals @50.00 18 Rentals $900.00 2 rentals / wk Special Events @500.00 6 Events $3000.00 1 bi-weekly School Lessons @30.00 125 participates $5000.00 30 / session School Programs @50.00 20 Rentals $1000.00 3 / week

6.3 Expenditure Projections

The following operating budget takes into account typical business management principals. We have made our projections based on conservative estimates of revenue and reasonable estimates of expenses. The budget is subjective and dependent upon operational and management decisions made by the Town.Table # 12 outlines penditure projections.



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Table # 12

Expenditure Projections

Source Year I Year II Year III Salaries & Wages 29500 30000 30500 Heating - Tanks 6000 6300 6600 Electrical 4000 4200 4400 Chemicals 5000 5250 5500 Supplies 1000 1100 1200 Maintenance & Repair 3000 3500 4000 Office Supplies 500 500 500 Insurance 2300 2415 2530 Red Cross Registration 1000 1000 1000 Licenses 300 300 300 Training 1000 1000 1000 Estimated Expenditures 53600 55565 57530

Net Surplus (Deficit) -25300 -26565 -23030 Notes to Expenditures:

- The Manager would be at a rate of $12 per hr - Maintenance Staff at 4 hrs per day - Two staff for 18 weeks - Three staff at 10 weeks

7.0 Organizational Overview 7.1 Organizational Structure

Based upon the review of the organizational structure of other similar facilities, it appears that there are a number of approaches as to who would be responsible for the maintenance, management and operation of the facility. While in some communities, there are Recreation Commissions, others have become the responsibility of the local Town Council, and one is privately owned. Research and consultation indicates that to provide the standard level of service and care Town Council should manage this infrastructure. Table # 13 outlines the



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proposed organizational structure:

Table # 13 Organization Structure

7.2 Staffing Requirements Under the direction of the Facilities Manager, the Aquatics Manager will be responsible for all aspects of the day-to-day operations of the facility including staff supervision, general maintenance and repairs. This will be a full-time working position.

It is projected that five (5) lifeguard-Instructors would be required to ensure the facility has the qualified staff in place to effectively operate the facility. At least two (2) of these staff should have their National Lifeguard Certification.

To ensure the facility is maintained in a safe, clean and sanitary condition, a part-time maintenance staff will be required to work Monday to Friday from 6:00 A.M. To 10:00 A.M. This individual could then be utilized in other areas of the Town`s operations. This individual must obtain a Swimming Pool Operators Certification.Table # 14 outlines how the aquatic facility would will function in



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relationship to the present organizational structure of the Town.

Table # 14 Aquatics Structure

7.3 Other Considerations

There are a number of considerations related to the staffing requirements for this type of facility.

The maintenance staff person should be a full-time employee of the Town and

should obtain the National Swimming Operator Certification. This way the Town will have a trained staff member to deal with all of the start-up, operational and shutdown procedures to reduce the risk of poor maintenance.

As Placentia will have to develop the human resources required to operate the

facility, the Town should begin a program to train local individuals to eventually assume these positions.

The Town should designate an employee to complete the Swimming Pool

Operator' Certificate Program, thereby having some expertise and knowledge to draw upon in the future.

Once the facility becomes operational, a Junior Lifeguard Program should be

implemented to develop human resources for future staffing requirements. Staff will need to encourage and support volunteer activities at the facility to

assist in developing new programs.



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8.0 Funding Options There are a number of potential funding avenues available including:

- Private Investment The Placentia Lions Club has acknowledged the fact that in order to implement this initiative it will be required to generate revenues to invest into the infrastructure.

- Department of Municipal Affairs This Department offers financial assistance in the form of grants and loans to municipalities for the operation of the community and to improve, upgrade, or develop new infrastructure.

- Department of Innovation, Trade & Rural Development (ITRD)

The Department offers a Market Development Program in the form of a non-repayable grant. The grant is a 50% contribution to maximum of $25,000 and must be matched in funding from the applicant.

The Regional/Sectoral Diversification Fund (RSDF) provides financial support for the development and implementation of economic initiatives towards sector and regional priorities by way of non-repayable contributions to eligible organizations. As a non-profit entity, the Town of Placentia might be eligible for this program.

- Canada - NL Municipal Rural Infrastructure Fund (MRIF) The Municipal Rural Infrastructure Fund (MRIF) Federal/Provincial/

Municipal cost shared program, which will invest $84,000,000 over the next four years in municipal and rural infrastructure projects. These projects will focus on the renewal, expansion and new construction of community infrastructure.

- Service Canada (SC)

This Department administers a number of programs that could be availed of for the development of this operation such as: Job Creation Partnership, Targeted Wage Subsidy Program, Graduate Program and Local Labour Market Partnership Program. A Summer Student Program can also be accessed annually to provide funding to hire seasonal staff for short periods of time.

- Human Resources, Labour and Employment (HRLE)

This department has a number of programs available to new and expanding businesses. These programs include NL Works and Graduate Program that could be availed of depending on the circumstance and the



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clientele. - ecoEnergy Renewable Initiative

Using geothermal energy to heat buildings and water not only helps businesses lower costs, but it reduces the amount of harmful emissions produced. The ecoENERGY for Renewable Heat program is a four-year, $36 million investment by the Federal Department of Natural Resources. Other energy programs are administered through the National Federation of Municipals.

- Town of Placentia They could also investigate Corporate Contributions from local corpto acquire, but are available.

9.0 Feasibility Summary

The primary issue addressed in the study was determining whether usage potential was available within Zone 18 to support an aquatic facility. To make this determination, the consultant reviewed information collected through an inventory of existing swimming pools in set regions of the province and analyzed the demographics of the region taking into consideration the total anticipated catchment area and the new development at Long Harbour. Based on the analysis, it has been determined that the Town of Placentia could support a seasonal aquatic facility constrainted by the following recommendations:

Recommendation 1: The Town of Placentia should take the lead role in securing the funding to development this initiative. Recommendation 2: The Town of Placentia should create a Steering Committee comprising representatives of the Town, Lions Clubs and other key stakeholders to be responsible for the development of this initiative.

Recommendation 3: The Steering Committee would be divested with the responsibility to raise funds, develop applications for funding and ensure the initiative remains a priority in the Town`s five year capital works program. Recommendation 4: The Town, through the Steering Committee ,must undertake the development of a detailed business plan to be presented to various funding agencies to secure funding for the implementation of this initiative.

Recommendation 5: Funding should be secured in the form of grants to enable the development to proceed without any remaining debt servicing to the Town.



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Recommendation 6: The Steering Committee must obtain the services of an engineering and architectural design firm on a retainer bases to assist with the development of the business plan and facility detailed design.

Recommendation 7: An alternative heating system should be utilized to reduce or eliminate the use of fossil fuels. The use of alternative energy will reduce the operating costs substantially. Recommendation 8: The aquatic facility should be designed as an open air facility with a retractable cover.

10.0 Conclusion

The implementation of this initiative will have a tremendous positive impact, not only in the community, but to enhance the entire region of the province. The development of this initiative would bring increased membership to each component of the operation, attract new opportunities in the tourism and convention sectors and retain Corner Brook as a four-season destination region. The Town of Placentia has the human resources, expertise and knowledge in project management, in conjunction with the Placentia Lions Club, to undertake this initiative. Both organizations have a stable financial base to build upon and, through the utilization of their resources, can make the facility a viable operation.

While this development will require increased responsibility and obligation for the Town Councilors and senior staff, there are numerous opportunities and benefits associated with this initiative to benefit all parties involved. Hence, the volunteers involved at the present will also have to take on additional responsibilities and obligations to make this venture a success. In conclusion, with the creation of a strong and formal partnership between the Town of Placentia, and the Placentia Lions Club, along the development of a first class aquatic facility to service the Region is achievable.

PlacentiaFeasibilityStudyMainJune19-09

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