Final Report

District of Vanderhoof

Community Aquatic Facility Feasibility Study

Professional Environmental Recreation Consultants Ltd.

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Table of Contents EXECUTIVE SUMMARY i 1. INTRODUCTION 1 2. METHODOLOGY 2

2.1 Meetings with the Client 2 2.2 Background Materials 2 2.3 Public / Stakeholder Input 2 2.4 Demographic Information 3 2.5 Trends in Aquatic Facility Design 5 2.6 Economics of Aquatic Facilities 7 2.7 Location 8 2.8 Capital and Operating Costs 9

3. PROPOSED FACILITY 10

3.1 Suggested Amenities 10 3.2 Proposed Facility & Capital Costs 11 3.3 Operating Costs 13 3.4 Program Assumptions 17 3.4.1 Hours of operation 17 3.4.2 Staffing Requirements 17 3.4.3 Insurance 18 3.4.4 Staff Training 18 3.4.5 Communication (postage, courier, telephone, computer) 18 3.4.6 Advertising / promotion 18 3.4.7 Office and program supplies 18 3.4.8 Utilities 19 3.4.9 Maintenance (chemicals, supplies) 19 3.5 Revenue 19 3.5.1 Swim programs and activities 19 3.5.2 Aquatic Centre revenue 20

4. IMPACT ON TAXATION 22 5. FUND RAISING 25

6. REFERENDUM TIME LINE 27

LIST OF FIGURES

1. Population Change (1996 - 2006) 4 2. Age Distribution by Percentage in 2006 Census 4 3. 2009 Operating Costs-Selected 4-6 lane Aquatic Centres 16 4. Projected Operating Revenue 20 5. Projected Operating Budget 21 6. Impact on Taxation – Proposal Option One 22

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7. Impact on taxation – Proposal Option Two 22 8. Impact on taxation - Summary 24 9. Referendum / Communication Plan 28 APPENDIX A. Concept drawings for option one and two

B. Capital costs estimates for option one and two C. Notes from public / stakeholder Interviews D. Preliminary overview schedule

EXECUTIVE SUMMARY

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IN THE SPRING OF 2010, THE DISTRICT OF VANDERHOOF retained the services of Professional Environmental Recreation Consultants Ltd. (PERC) to prepare a Community Aquatic Facility Feasibility Study related to the possible construction and operation of an indoor aquatic centre in the community. The study was completed over a six month period, and involved a number of key steps, including the following:

• Meetings with the District, Recreation Department staff and local groups • A review of background materials and demographic information • Research related to trends in aquatic facility design and use • An investigation into the location of an aquatic facility in the immediate area • A review of the economics of aquatic facilities • The development of information related to capital and operating costs, and their

impact on local taxpayers • The preparation and presentation of a draft and final report

The consultants developed a number of options including a leisure pool which contains three 20 metre lanes, and a four lane 25 metre pool with a separate leisure pool. Capital costs are also provided to add two more lanes to the four lane option and to add a gymnasium with multipurpose spaces to the four lane pool option. Capital cost estimates are approximately $6.9 million dollars to build a leisure pool which includes three 20 metre lanes. Even with a Federal / Provincial Infrastructure Grant of $2 million the annual cost of borrowing (over 20 years) would increase a property owner’s municipal portion of their taxes by 13.2% per year. Capital cost estimates are approximately $10.2 million dollars to build the four lane 25 metre pool facility. Even with a Federal / Provincial Infrastructure Grant of $2 million the annual cost of borrowing (over 20years) would increase a property owner’s municipal portion of their taxes by 21.8% per year. Operating costs have been estimated at approximately $480,000 per year for option one and two. Although option one is a slightly smaller facility it would also have less opportunity to generate revenue and therefore the operating cost would be virtually the same. The cost of operating the facility would further increase a property owner’s municipal portion of their taxes by another 15.7%. From the consultants’ perspective, these increases would be unacceptable to local taxpayers. With this in mind, the consultants also looked at the cost of building and operating a facility of this type on a cooperative basis, involving the District of Vanderhoof, the District of Fort St. James, the District of Fraser Lake, and Electoral Area F. While the location of the facility would be a major consideration, the project would certainly make the cost more manageable, with the cost sharing breakdown $25,000 for Fort St. James, $25,000 for Fraser Lake, $25,000 for Electoral Area C, $25,000 for Electoral Area D and $100,000 for Electoral Area F being $280,000 for Vanderhoof.

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Despite the many benefits associated with aquatic facilities, it is the consultants’ conclusion that the District of Vanderhoof should delay consideration of the construction and operation of an indoor aquatic facility, and initiate discussions with the District of Fort St. James, the District of Fraser Lake, and Electoral Areas C, D and F regarding a partnership that would lead to the construction of this type of facility, with capital and operating costs being shared on the basis of assessment. A referendum, in which Vanderhoof voters would be asked if they would approve the borrowing of funds to construct an aquatic facility, could be considered, but it is a relatively expensive means of determining whether or not the community would support the facility. Another consideration, which would be less expensive, would be to conduct a statistically reliable survey of local residents, in which the public is asked for their opinion regarding the need for an aquatic centre in the area, the amenities that such a facility might include, and the level of support for tax increases associated with the construction and operation of this type of facility.

1. INTRODUCTION

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IN MARCH OF 2010, THE DISTRICT OF VANDERHOOF retained the services of Professional Environmental Recreation Consultants Ltd. to prepare a Community Aquatic Facility Feasibility Study. Since there has been interest in the District of Vanderhoof area for a swimming pool for some time in order to meet the needs of area residents, the District retained the consultants to develop a process to determine whether or not a project of this magnitude was realistic. The consultants were requested to review previous documents and concepts for a swimming pool and to present a report and recommendations to the District of Vanderhoof Council that would be attractive to the community and financially viable. The project was initiated in March of 2010, and involved PERC and two other firms that have extensive experience with the design and construction of aquatic facilities. These included Bruce Carscadden Architect Inc. and Venture Pacific Construction Management Ltd. The three organizations have worked together on several aquatic and recreation projects in the past. It is the consultants’ understanding that the draft document will be reviewed by the Project Steering Commiittee, and that the committee will provide comments and suggestions regarding the draft, following which, revisions will be made to the document. The final report will then be printed, and it is suggested that the consultants present the report, in person, to Vanderhoof officials.

2. METHODOLOGY

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THE DISTRICT OF VANDERHOOF RETAINED THE SERVICES of Professional Environmental Recreation Consultants Ltd. (PERC) in the spring of 2010 to prepare a feasibility study to assist the District in determining if the construction and operation of a swimming pool was a realistic possibility. The following specific steps were undertaken in the completion of the report. 2.1 MEETINGS WITH THE CLIENT Immediately following the award of the contract, meetings were conducted with the District of Vanderhoof, Council and District staff. The purpose of the meetings was primarily to review the proposed methodology, and also to initiate the collection of information related to facility and programming requirements. In addition to the project timeline, the following specific topics were addressed:

• Availability of background information and demographics

• Design and programming trends in aquatics

• Capital and operating costs

• Preparation and presentation of one or more concepts

• Potential fund raising projects

• Presentation of the final report

Meetings were held to meet with stakeholders and members of the public to discuss their vision of what a Community Aquatic Facility in Vanderhoof should include in terms of facilities and the kinds of programs that should be offered. 2.2 BACKGROUND MATERIALS The consultants reviewed a number of background documents and previous planning studies. These included:

• District of Vanderhoof Pool Questionnaire results • District of Vanderhoof Community Recreation Leisure Guide • Bulkley-Nechako Regional District demographic material • Property tax impact information

2.3 PUBLIC / STAKEHOLDER INPUT The consultants met with the following individuals and groups;

• District of Vanderhoof senior staff • Parks and Recreation staff • School District #91 Secretary Treasurer and Board Chair • St. John’s Hospital representatives

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• Elks Club • RCMP Staff Sergeant and two Corporals • District of Vanderhoof Council and Regional Directors from Fort St. James and

Electoral Area F • Arena ice users • Vanderhoof Chamber of Commerce • Vanderhoof pool committee • General Manager and Owner of Nechako Lumber, L&M Lumber and Premium Pellet • Groups of interested residents

The consultants also met with a number of members of the community and received completed questionnaires from a number of organizations and residents. Please refer to Appendix C for all of the responses that were received during meetings with public groups and other agencies. The issues that were mentioned most often during these meetings are summarized below.

• Strong support for an aquatic centre. • The aquatic facility should include a 4 to 6 lane 25 metre swimming pool, a

separate leisure pool, sauna, steam room, hot tub, a fitness room and a multipurpose room, viewing area and concession service.

• Programming should include swimming lessons, advanced aquatic instruction such as lifesaving, length swimming sessions, general public swimming sessions, rentals to accommodate a swim club, synchronized swimming club and other appropriate rental groups.

• Provide natural light, toys in the leisure pool (i.e.; lazy river, sprays), most up to date disinfection system, deck space and zero depth entry into leisure pool.

• The vast majority of people would like an aquatic centre to be located in conjunction with the Arena.

• Several residents currently use local private resident pools for children’s swimming lessons. Others drive to pools in other communities including Prince George and Houston.

• The community arena is well used, operating at near capacity during the ice season. It should be noted that all of the people the consultants communicated with indicated that they had very good working relationships with the Vanderhoof recreation staff. 2.4 DEMOGRAPHIC INFORMATION PERC consulted Stats Canada to obtain information regarding the 2006 Census. The consultants were also assisted by the Regional District of Buckley-Nechako and confirmed that there were 12,822 people living in the area including Vanderhoof, Fort St. James, Fraser Lake, Electoral Area B, Electoral Area C and Electoral Area F in 2006. This figure represents a decrease of 12.9% from the 2001 Census.

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FIGURE ONE POPULATION CHANGE (1996 – 2006)

AREA 2006 % Change

2001 % Change

1996

Vanderhoof 4,064 -8.02 4,390 -0.25 4,401 Fort St. James 1,355 -42.21 1,927 -6.18 2,046 Fraser Lake 1,113 -13.93 1,268 -5.99 1,344 Electoral Area C Electoral Area D Electoral Area F Total Service Area Regional District

1,355 1,798 3,317

12,822

38,889

-24.58 4.62

-7.87 -12.09

-9.36

1,688 1,715 3,384

14,372

42,635

-1.07 -4.72 -0.15 -2.16

-1.55

1,706 1,796 3,389

14,682

43,297

BC 4,113,487 5.3 3,907,738 4.9 3,724,500 The information presented in FIGURE ONE suggests that Vanderhoof has experienced a decrease in population over the last 3 Canada Census reports. Fort St. James and Fraser Lake have seen more significant decline over the last 3 Canada Census reports. During the same period, Electoral Area C and F have experienced decreases in population while Electoral Area D, an increase in population between the 2001 and 2006 Canada Census reports. The total service area defined by the areas listed in FIGURE ONE has declined in population during the last two Canada Census reports by 12.09% and has a 2006 population of 12, 822. FIGURE TWO AGE DISTRIBUTION BY PERCENTAGE IN 2006 CENSUS

AREA 0-14 15-24 25-44 45-64 65+ Vanderhoof 24.3 12.6 27.7 24.1 11.3 Fort St. James 22.8 9.4 29.0 27.9 10.9 Fraser Lake 21.4 13.4 27.7 26.3 11.2 BC 16.5 13.1 27.4 28.4 14.6

As indicated in FIGURE TWO, the proportion of children 14 and under in the defined service area is very similar, and higher than the Province. The 25-44 age group is larger in Vanderhoof than Fort St. James and Fraser Lake and similar to the Province, while the 45-64 group is smaller in Vanderhoof than Fort St. James, Fraser Lake and the Province which are all very similar. The 65 and over group is similar to the 3 district municipalities but smaller than the Province.

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2.5 TRENDS IN AQUATIC FACILITY DESIGN The population of the community, as well as trends in pool use, the frequency of use by patrons and the types of aquatic activities offered to the public will influence the size, make-up and configuration of an Aquatic Centre in Vanderhoof. In most communities in British Columbia and in other parts of Canada, pool use seems to be increasing, with more people making use of aquatic facilities more often. At the present time, approximately 5 to 7 swims per resident can be anticipated each year. Some communities report as many as 10 to 12 swims per year on a per capita basis. This figure will vary, of course, depending on the ability of staff to offer creative and enjoyable programming opportunities, the accessibility of the facility to the greatest number of people, and the cost of using the facility. Due to the increasing aging of our population and shifts in demographics, the most successful aquatic centres include a variety of amenities that are designed to attract all ages and levels of ability, with an increasing emphasis on wellness, fitness and the therapeutic benefits of aquatic activities. Discussions with architects, planners and aquatic managers, as well as with Parks and Recreation managers in other communities suggest the following trends.

• There is continued interest in leisure pools and interactive play apparatus. Lazy rivers in particular are popular among all age groups as well as water arches, bubble pits, tots pools and sprinklers.

• Water slides also remain popular however; they are expensive to install and to operate. In some cases these features are accommodated in the design of the facility and added at a later date.

• Almost all indoor pools in British Columbia have either 4 or 6 lane 25 metre pools that can be used for swim training, swimming for fitness and swimming lessons. The combination of lanes and leisure components is vital to the overall success of an aquatic program.

• In order to attract youth, it is suggested that a number of games be incorporated into the facility such as water basketball and volleyball, screens or walls that can be used for the projection of movies and either rope swings or pulleys. The latter of these are intended to replace diving boards.

• One of the most popular activities, particularly for adults, is swimming for fitness or taking part in aquatic fitness programs, physiotherapy, aerobics activities and weight training. It is important to note that a depth of approximately 4 feet or less is appropriate for water aerobics and aqua fit classes and 5 feet or more is needed for deep water aerobics.

• There is continued interest in a variety of pools and water temperatures within a single facility. The most popular pools will have one temperature for the main tank (the coolest water), another for the leisure pool/tots pool and another for the hot tub which is primarily used by adults and teens. This combination addresses the needs of various age and interest groups in the community.

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• There is increasing interest in accessibility for all age groups and for people with a disability. Interests include but are not limited to well-located lockers and railings, increased and well located parking, contrasting colours to assist those with visual impairments in moving about the facility and ease of access to the pool either with modern lifts or zero depth entries.

• Privacy in dressing rooms has been a concern for many years and steps have been taken in many pools to accommodate the needs of families and elderly patrons as well as those with a disability. The newest pools have included an increasing number of private change rooms within a larger area that includes lockers for personal belongings.

• There is continuing interest in flexibility in terms of programming that allows people the opportunity to engage in lap swimming throughout the a good portion of the day even while other activities such as swimming lessons and aerobics classes are taking place.

• Interest in competitive swimming is common in most communities and staff should work closely with community interests to ensure that time is available, at reasonable cost, to ensure that this type of activity can occur in the facility, in some cases while other activities are taking place. Most swim clubs will be desirous of hosting a swim meet once a year in which competitors from other communities will also take part.

• There is increasing interest in ensuring that new aquatic facilities include as much natural light as possible as well as access to an outdoor deck area. This type of feature makes the facility more attractive than the previous generation of indoor pools which tended to avoid the use of natural light.

• In recent years more attention has been directed toward minimizing impacts on the environment in the design of all aquatic facilities and where possible taking advantage of heat exchange opportunities from adjacent facilities such as arenas. This is a trend that will continue into the future.

• There is steady interest in amenities that cater to young children (i.e. child minding space). This provides parents with an opportunity to participate in an activity in the pool, while their children are being cared for in another part of the facility.

• Partnerships with local organizations and businesses are critical to the success of aquatic facilities. The middle of the day, in particular, is typically a quiet time. With this in mind local schools should be encouraged to use the pool during these times, as well as seniors, and parents with pre-school youngsters. In addition, strong relationships with business and industry will result in greater use, particularly in the area of rehabilitation. Space for physiotherapists is common in many facilities.

• An aquatic centre can be a gathering place for social interaction. As such, the facility should provide ample space for spectators and those coming to the facility to wait for other family members and friends. Some type of food service – even concession machines – should be available.

• Space for staff and the storage of equipment continues to be a critical concern.

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• The design of aquatic facilities must address the ability of lifeguards to observe the entire facility. It is increasingly important to involve guarding staff in discussions related to facility design.

2.6 THE ECONOMICS OF AQUATIC FACILITIES There are several factors that are important to understand in the operation of a public aquatic facility.

• Swimming pools have a relatively high fixed cost of operation. If there is only one person in the pool it costs almost as much to operate per hour as if there are 30 patrons in the pool. And, the costs per year to operate at full capacity are only slightly higher than the costs to operate at half capacity.

• Operating revenues vary directly with use. Twice as much pool use typically creates close to twice as much revenue.

• The result of these two phenomena is that as each additional user comes through the door, she or he adds more revenue than cost to the pool’s operation. And, a pool operating at almost full capacity is much more efficient than a pool operating at less than full capacity. Its recovery rate (the proportion of operating costs recovered from users) will be higher and the net subsidy will be lower. The bottom line is that the financial goal of public pools should be to operate as close to full capacity as is reasonably possible.

• An additional factor in pool operating dynamics is the depth of the water. It has been estimated that 80% of pool patrons will use “shallow” water (5 ft. or less), compared to 20% who will use “deeper” water (5 ft. or more). Deep water has less capacity because people cannot stand-up in the water and therefore, need more room to move about. For water that is less than 1.5 metres deep, pool capacity is calculated at 1 sq.m. of water surface area per person, while water more than 1.5 metres deep is calculated at 2.7 sq.m. per person. Less capacity translates to less use. Less use translates to less operating revenue per square metre of water surface area. Deep water also costs more to maintain, because of the high cost of energy necessary to heat, filter and disinfect the water, and this cost varies with the volume of the water treated. Deeper water, for diving boards, requires higher ceiling height and higher volumes of air above the water line, as the air also needs to be treated. These factors make deep water less financially efficient than shallow water pools.

• A critical consideration in the design and operation of aquatic facilities is related to the number of lifeguards and instructors necessary to ensure the safety of patrons. Lifeguarding costs have to be carefully calculated, based on design, as well as programming requirements.

• The cost of utilities is an extremely important consideration, particularly in northern communities. The cost of light, heat and water is second only to the cost of staff in terms of a year round aquatic facility. Every step should be taken to ensure proper design and construction, and consultations with BC Hydro,

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communities with experience in operating pools, and other experts is strongly encouraged.

• The use of quality construction materials and ongoing maintenance are both major considerations. In order to save money during construction, it is tempting to substitute one type of material for another. If the quality of material is similar, there will likely be no problem. But if the quality has the potential to impact the overall operation of the facility in a negative manner, it should obviously be avoided. Similarly, in terms of maintenance, a well-developed maintenance management program should be developed and strictly adhered to. Aquatic facilities are too sensitive in terms of water chemistry and potential water damage, to ignore the importance of these issues.

• In terms of revenue, it may be tempting to establish admission fees that are seen by the public as being too high. If so, the result will be less than optimal participation in programs and events, and less annual revenue. It is wise to consider the fees established in other communities, and to develop reasonable policies in terms of recovery rates. In preparing an operating budget for a new aquatic facility, it will be important to consider the cost of operating indoor pools in other similar communities. While no two communities are alike, it is likely that those operating a new facility can learn from the experiences of others. Of equal importance, however, is the development of an operating budget specific to the design of the Vanderhoof facility, and to the needs of the community.

2.7 LOCATION The consultants visited and discussed possible sites for the proposed swimming pool with municipal staff. Several sites were suggested but two were deemed worth serious consideration and are adjacent to the arena and on municipal land near the golf course and airport. The arena site was clearly the most favoured location due to its proximity to the downtown core. It also offered the advantages of shared operational opportunities for maximum efficiencies and service to the public. The airport location is well above the flood plain and also allows for future growth should that become necessary. Pools depend on regular use and convenience for walk-in traffic is a factor in that regard, and should be considered as decisions are made regarding pool construction and operating budgets. School use of public swimming pools generally comes from the elementary schools, and the arena site provides close proximity to the schools. If students are able to walk to the pool the cost of bus transportation is eliminated and opportunity to use the facility is increased. Parking would be well accommodated at either site with the arena site possibly having overflow parking across Stewart Street.

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2.8 CAPITAL AND OPERATING COSTS One of the major concerns to be addressed in all feasibility studies is the capital cost and its impact on local taxpayers. It was determined, therefore, that the study should consider the overall size of the facility, in relation to the District’s population, and consider proposals that would be somewhat less expensive, while still meeting the needs and interests of Vanderhoof and area residents. This information is presented in the following Chapter. It should be noted that indoor swimming pools are generally the most expensive public facilities to operate. Regardless of the number of grants that may be available for construction, or the size of donations that may be made, the Municipality is likely to be left with a significant subsidy that will be added to the tax bill of homeowners and the business community.

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THE CONSULTANTS AGREE WITH MANY VANDERHOOF RESIDENTS that there is a desire and need for an indoor aquatic centre in the community. While a 6 - 8 lane 25 metre facility, including a number of leisure components, is common in many communities, several have recently opted for smaller facilities. It is the consultants’ opinion that a smaller facility will meet the needs of local residents for at least 20 to 30 years, and result in reduced capital and operating costs. 3.1 SUGGESTED AMENITIES Realistically, an indoor pool in Vanderhoof and the surrounding area could include the following amenities:

• A four or six lane 25 metre pool which can be used for fitness swimming, swimming lessons, aquatic exercise classes, recreational swimming and competitive swimming. The pool depth should range from approximately 4 ft. to 8 ft. in order to accommodate higher levels of Red Cross and Lifesaving Society lessons.

• A therapy / leisure pool with warmer water than the lane tank, that can be used for swimming lessons (particularly for younger children), for recreational swimming and play, as well as physiotherapy and rehabilitation. This will be the most popular amenity in the facility, and should include ramp access, and vary in depth from approximately 1 to 4 ft.

• Deck space should be provided for portable bleachers for approximately 200 spectators.

• A hot tub that will be designed to accommodate 12 to 15 people, and include conversation areas, as well as easy access.

• A sauna and / or steam room for relaxation and therapy. (It should be noted that in most communities there is equal interest in these amenities.)

• A fitness studio / multi-purpose room for aerobic exercise and weight training, and for dry-land training, meetings and child minding. An office to accommodate a physiotherapist should also be considered.

• Male and female dressing rooms, as well as separate change rooms for families and individuals with a disability.

• The lobby and viewing area should include comfortable seating, some type of food / beverage service (vending), and easy viewing into the pool areas.

• Office space and reception area designed to accommodate aquatic staff and volunteers, as well as first aid.

• Storage and mechanical rooms for aquatic programs as well as maintenance supplies and equipment.

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3.2 PROPOSED FACILITY Two pool options have been suggested. The two pool options have some flexibility in final design depending on a capital budget that is acceptable to the community. Each option is intended to be built in conjunction with the current arena with a common entry and reception area. The options concepts are shown in Appendix A of this report along with the capital costs involved with each option in Appendix B. Capital costs are also shown for construction of a pool with a gymnasium and multipurpose facility adjoining the aquatic centre. Option One includes a leisure pool with three 20 metre lanes included in the structure with a number of typical leisure pool features and toys. The program summary is listed below. Public Spaces (1,000 square feet)

• Public washrooms • Lobby, viewing and entry

Aquatic Spaces (5,000 square feet)

• Leisure pool (2,600 square feet) • Hot pool • Steam room or sauna • On deck viewing

Activity Spaces (900 square feet)

• Multipurpose Change Rooms (500 square feet)

• Men’s change room • Women’s change room • Universal change room

Administration and Control (500 square feet)

• Administration • Lifeguard room and first aid

Service and Support Spaces (800 square feet)

• Mechanical spaces on two levels • Pool storage • Janitorial office and closets

Please refer to Appendix A for a concept drawing of Option One. Capital Costs for option one would be $6,939,750 in 2010 dollars for a facility approximately 11, 000 square feet in size. For a detail budget breakdown please refer to Appendix B. Option Two includes a four lane 25 metre swimming pool with a separate leisure pool. The leisure pool in this option would have a separate mechanical system allowing the

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water temperature to be kept at a different temperature than in the main pool. The program summary is listed below. Public Spaces (1,000 square feet)

• Public Washrooms • Lobby, viewing and entry

Aquatic Spaces (7,000 square feet)

• Four lane lap pool (2,400 square feet) • Leisure pool (1,500 square feet) • Hot pool (150 square feet) • Steam room or sauna (150 square feet) • On deck viewing

Activity Spaces (4,800 square feet)

• One fitness space (1,800 square feet) • Three multipurpose rooms (3 @ 800 square feet each)

Change Rooms (2,600 square feet)

• Men’s change room • Women’s change room • Universal change room

Administration and Control (500 square feet)

• Administration • Lifeguard room and first aid

Service and Support Spaces (800 square feet)

• Mechanical spaces on two levels • Pool storage • Janitorial office and closets

Please refer to Appendix A for a concept drawing of Option Two. Capital Costs for the second option would be $10,167,375 in 2010 dollars for a facility approximately 15, 000 square feet in size. For a detail budget breakdown please refer to appendix B. If a high school size gymnasium were to be added to option two the capital cost would increase to $12,760,875. For a detail budget breakdown please refer to appendix B. If two lanes were added to option two the capital cost would increase to $11,193,375. If a high school gymnasium and two lanes were added to option two the cost would increase to $13,786,875. For a detail budget breakdown please refer to appendix B.

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3.3 OPERATING BUDGET The consultants selected 6 aquatic facilities located in small communities in B.C. as a basis for determining approximate operating costs for the proposed Vanderhoof Aquatic Centre. The 6 pools are slightly different from each other and a brief description of each is included below. MacKENZIE RECREATION CENTRE Population – 5,452 Completion date: 1985 Construction cost: Unknown Separate 6 lane 25 metre pool, small tot pool, hot tub and sauna. The pool is part of a larger complex that includes a library, arena, and meeting rooms. In 2000 a weight room, multipurpose room, family change room and change room renovations were added. HOUSTON LEISURE FACILITY Population – 3,600 Completion Date: 2006 Construction cost: $6.4 million Separate 4 lane 25 metre pool and leisure pool Special Features:

• Servery • Social lounge • Multipurpose space • Leisure pool water play features • Lazy river • Swirl pool • Steam room • Family change room • Pool side viewing area • Spectator seating • Future water slide

KIMBERLEY AQUATIC CENTRE Population – 6,500 Completion Date: 2006 Construction Cost: $4.4 million (estimate – final costs not available) Separate 5 lane lap pool and leisure pool Special Features:

• 1 metre diving board • Lazy river • Leisure pool water play features • Hot tub • Steam room • Integral tots pool • Ramped entry

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• Family change rooms • Pool side viewing terrace • Multi-purpose room

NICOLA VALLEY AQUATIC CENTRE-MERRITT Population – 7,600 Completion Date: 1993 Construction Cost: $2.8 million Separate 6 lane 25 metre pool and leisure pool Special Features:

• 1 metre diving board • Family change rooms • Sauna • Swirl pool • Tot’s pool • Lazy river • Leisure pool water play features • Poolside viewing terrace • Fitness room

REVELSTOKE AQUATIC CENTRE Population – 7,700 Completion Date: 2005 Construction Cost: $6.5 million Separate 6 lane 25 metre pool and leisure pool Special Features:

• Water slide • Water cave • Climbing wall • Tots pool • Swirl pool • Sauna • Steam room • Family change room • Pool side viewing terrace • Snack bar • Lazy river • Leisure pool water play features • Multi-purpose area

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FERNIE AQUATIC CENTRE Population – 4,700 Completion Date: 1997 Construction Cost: $5.3 million Separate 6 lane 25 metre pool and leisure pool Special Features:

• Water slide • 25 person hot tub • Steam room • 1 metre diving board • 15 metre leisure pool, with zero depth entry • Whirl pool • 150’ water slide • Multi-purpose meeting room • Male, female and family dressing rooms • Play features • Concession and sales capacity

The annual cost of operating the proposed facility is outlined in FIGURE FIVE on page 22 by comparing the operating budgets for the 6 aquatic facilities described above. These costs are based on a 48 week operation (4 week maintenance shutdown), and a weekly operation that would vary from season to season of approximately 85 hours. (It should be noted that hours of operation vary from one community to another, from as low as 70 – 75 hours to as high as 100 hours per week.) In some smaller communities hours of operation are reduced even further than suggested above in an effort to decrease operating costs. Staffing cost savings can be realized by reducing operating hours, however, some operating costs such as pool water chemistry and circulation must be maintained at all times. It should be noted that fewer hours of operation also result in less opportunity to generate revenue. Careful thought would be required to determine the operating hours that would produce the greatest revenue generation opportunities relative to operating costs. The consultants also reviewed the pool operation in the District of Sparwood which has a leisure pool with three 20 metre lanes included within the leisure pool. The pool was opened in 1990 with the idea that a separate 25 metre lap pool could be added at a later date. The combination pool that they chose has been very positive for the community and there are no plans to build the additional pool. In terms of operating budget subsidy, it appears there is very little difference between the Sparwood experience and the other 6 pools that the consultants reviewed. The savings that Sparwood are experiencing are more likely the result of the pool being part of a larger recreation complex.

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FIGURE THREE 2009 OPERATING COSTS – SELECTED 4-6 LANE AQUATIC CENTRES

McKENZIE

HOUSTON

KIMBERLEY

MERRITT

REVELSTOKE

FERNIE

REVENUE Admissions 77,107 144,000 167,000 151,000 230,000 126,295 Programs 13,941 32,000 41,390 33,500 40,000 29,000 Merchandise 6,499 8,700 9,204 19,000 21,000 29,090 Rentals 2,179 7,000 15,531 16,000 17,400 18,898 Donations 0 $0 75,000 0 0 0

TOTAL 99,726 191,700 308,125 219,500 308,400 203,283 EXPENSES Personnel 594,174 439,700 488,000 487,990 455,000 403,624 Insurance 16,100 14,250 22,432 11,500 14,000 18,430 Training 944 4,000 6,500 10,815 5,000 4,000 Postage 500 n/a 550 300 1,500 100 Telephone 6,000 6,500 4,800 8,500 n/a 6,000 Promotion Snow

2,000 n/a

n/a n/a

1,500 1,500

3,000 n/a

5,000 n/a

1,000 n/a

Supplies 16,244 14,900 24,259 51,400 22,500 35,610 Utilities 99,025 108,942 131,877 87,000 170,000 130,290 Maintenance 57,993 44,000 86,874 121,130 123,500 55,311 Contingency 0 0 0 0 0 0

TOTAL 792,880 932,292 768,292 781,785 796,500 654,365 NET SUBSIDY 693,154 440,592 460,167 562,285 488,100 451,082

NOTE: In the MacKenzie example the underlined expenses are a calculated share of the larger complex costs. The average revenue for 2009 for the six aquatic facilities compared is $221,789. The average expenditure for the six facilities budgeted for 2009 is $787,686 resulting in an average subsidy requirement of $515,897. It is the opinion of the consultants that the Houston example is the most relevant to the Vanderhoof situation and those numbers should be considered in the tax impact calculations. Option One described above is a slightly smaller facility than the other option included in the report. It is also slightly smaller than the six facilities included in Figure Three. It should be noted, however, that operating costs can also be affected by the number of operating hours, and of course, by the number of hours the facility is open to the public each day. In Gold River, for example, the pool was recently operating for approximately 40 hours per week, versus the usual 100. It should be noted that Kimberley’s operating budget anticipates receiving approximately $75,000 annually from the profits of the City’s municipal golf course. (Please note: The Kimberley pool was opened to the public in early 2007.)

PROPOSED FACILITY

17

3.4 PROGRAM ASSUMPTIONS 3.4.1 HOURS OF OPERATION The pool will be open to the public 48 weeks of the year. It will likely be closed for four weeks for annual maintenance and initially on 5 of the 10 Statutory Holidays. Pool closures very a great deal across the Province and it is suggested that this topic be reviewed with other Aquatic Managers. The pool schedule will include approximately 90 hours of programming each week that it is open. This is somewhat less than many pools however, in the consultant’s opinion it is better to open for fewer hours when the facility is first opened, with additional programming being introduced as the need arises. Eliminating programs and hours of operation once the facility has been opened to the public has proven to be difficult in many communities. A weekly outline of the pool’s operating hours is presented below.

• Monday, Wednesday, Friday 6:30 am to 9:00 pm • Tuesday, Thursday, Saturday 8:00 am to 9:00 pm • Sunday 1:00 pm to 5:00 pm

With the vast majority of new pools, it is not uncommon to see changes in the program, particularly during the first year or so of operation, as staff and decision makers determine the specific needs and interests of the community. Based on 48 weeks of operation and 90 hours per week, the pool would be open to the public 4,320 hours in the first year of operation. This is an average of 12 hours per day. 3.4.2 STAFFING REQUIREMENTS The consultants have reviewed several salary and wage schedules for aquatic positions and have focused on those related to small pool operations. The following average hourly rates for the positions that will be are shown below:

• 1 full time Pool Manager $ 29 /hour

• 1 full time Assistant Pool Supervisor $ 20/hour

• 1 full time Head Lifegurad/Instructor $ 18/hour

• Lifeguards – part time $18/hour

• Instructors – part time $18/hour

• 1 full time Clerk/Cashier $15/hour

• 2 part time Cashiers $12/hour

• 2 full time Maintenance Staff $25/hour It should be noted that the approximate number of hours to be worked by part-time staff is as follows (Instructors – 1,000 hours; Lifeguards – 5,000 hours; Cashiers – 4,500 hours)

PROPOSED FACILITY

18

3.4.3 INSURANCE Annual insurance costs vary from one pool to another. The estimate of $16,000 in the full year of operation is an average of costs in a number of similar sized pools, including Houston, Fernie, Kimberley, Merritt, MacKenzie and Revelstoke.

3.4.4 STAFF TRAINING Aquatic staff requires regular training, some of which will be handled internally through the Pool Manager and other senior staff and some of which will be off-site. It is also suggested that at least one of the Manager/Supervisor staff attend the annual Aquatic Conference (Ripple Effects) sponsored by the BC Recreation and Parks Association. There has been $3,000 allocated for training. 3.4.5 COMMUNICATION (POSTAGE, COURIER, TELEPHONE, COMPUTER) Annual postage and courier costs are estimated at $8,000. While aquatic facilities are typically very popular, there will be occasions when information should be sent to local residents regarding seasonal changes, new initiatives and other program adjustments. 3.4.6 ADVERTISING / PROMOTION The pool should publish regular (weekly) information in the local newspaper and distribute three seasonal brochures including all recreation activities to all residents in the area. These will typically be several pages long and include information regarding programs, special events, new initiatives and the like. $6,000 has been allocated for this purpose. 3.4.7 OFFICE AND PROGRAM SUPPLIES Aquatic facilities require a great deal of office and program supplies including typical office supplies as well as lesson badges and report cards, water toys, kick boards, pull bouys and other items that make public sessions more interesting and exciting as well as equipment used for teaching. The budgeted figure ($15,000) is based on the Houston experience. 3.4.8 UTILITIES In order to potentially reduce costs and assuming that the pool is built at the same site as the arena there should be some type of relationship between the facilities and the operational staff. In making this suggestion it is assumed that there will be a number of potential efficiencies that could be achieved through cooperative efforts. Several communities have taken advantage of improving technology such as geo-thermal systems and heat recovery from existing ice plant equipment to reduce energy costs. Solar heating of domestic water is another opportunity for reducing operating costs through energy conservation. Based on the utility costs in the aquatic facilities reviewed by the consultants and using the average of the 6 facilities a budget figure of about $120,000 is suggested.

3.4.9 MAINTENANCE (CHEMICALS, SUPPLIES) There are a number of chemicals required in the regular operation of a public swimming pool in order to maintain the standards set by the Provincial Swimming Pool Act. These chemicals are used for pool water treatment and cleaning of all the public areas associated with the operation of a public swimming pool. The consultant’s figure of $27,500 is based on the average of the experience of pools reviesed.

PROPOSED FACILITY

19

3.5 REVENUE Revenue will be generated primarily through various aquatic activities including recreational swimming, swimming lessons, sport training practices and events, rehabilitation and therapy, fitness swimming, community events and leadership training. Other sources of revenue include concession operations, locker rentals and the sale of aquatic products. It is suggested that the pool concession be limited to basic snack products and supplemented with some vending machines. 3.5.1 SWIM PROGRAMS AND ACTIVITIES In most pools the types of pool use can be categorized under 6 headings including;

• Recreation: The motive is simply to play or swim.

• Sport / Training: The motive is to participate in training or in a competitive event.

• Fitness: The motive is to swim for fitness or to take part in a water-based

fitness class

• Skill Development: The motive is to learn to swim, to improve one’s ability to swim or to take part in an aquatic-related activity such as canoe or kayak instruction.

• Therapy/Rehabilitation: The motive is to take part in some type of

rehabilitation program that is organized or sponsored by the local recreation department, pool management or by another agency.

• Special Events: The motive is to participate in a swim meet or other

competition or to participate in a birthday party or other special event.

PROPOSED FACILITY

20

3.5.2 AQUATIC CENTRE REVENUE

FIGURE FOUR PROJECTED OPERATING REVENUE

TYPE OF ADMISSION NO. OF COST SWIMS REVENUE General Admissions (recreation, fitness, rehab, & events)

32,500 $3/ swim $97,500

Swimming Lessons 7,200 900 registrants

$40/ lesson set $36,000

Special Events 3,350 $3/ swim $10,050 Rentals 230 hours $30/ hour $6,900 Lockers $7,000 Merchandise/Concession $8,000 TOTAL REVENUE $165,450

Please note: The consultant’s have estimated that the total number of swims could be in the range of 45,000 to 55,000 and have chosen the more conservative number of 47,500 for the initial budget estimates.

Admissions and lesson fees and charges vary across the province and include drop-in rates, monthly rates and annual rates. These rates typically vary depending on age, with drop-in rates ranging from approximately $1.00 per visit for young children to $5 or $6 for adults. Annual passes range from approximately $100 for infants to $350 for adults and as much as $700 for families. The consultants have used an average figure of $3.00 per person to estimate the total general admission revenue in the first year of operation - $3 x 32,500 swimmers = $97,500. It is anticipated that an additional $8,000 (net) will be generated from the sale of merchandise and a small concession service. Merchandise would include aquatic products such as goggles, lesson materials, skate laces, hockey tape and the like. Locker rentals are estimated to generate approximately $7,000.

PROPOSED FACILITY

21

FIGURE FIVE PROJECTED OPERATING BUDGET

ACCOUNT AMOUNT

REVENUE Admissions (Public Swimming, Rehabilitation, Fitness) Swimming Lessons Special Events Rentals Merchandise / Concession (Net) Locker Rentals TOTAL REVENUE EXPENDITURES Personnel Insurance Training Communications (Postage, Courier, Telephone, Computer) Advertising / Promotion Office & Program Supplies / Equipment Utilities Maintenance (Chemicals, Supplies) TOTAL EXPENDITURES NET COST RECOVERY RATE

$97,500 $36,000 $10,000

$6,900 $8,000 $7,000

$165,400

$450,000 $16,000

$3,000 $8,000 $6,000

$15,000 $120,000

$27,500

$645,500

$480,000

25%

4. IMPACT ON TAXATION

22

THE DISTRICT OF VANDERHOOF DIRECTOR OF FINANCE provided borrowing and tax implication information to the consultants in order to demonstrate the tax impact on property owners. This information is summarized in FIGURE SIX, based on a capital cost of $6,939,750 for Option One, and FIGURE SEVEN based on a capital cost of $10,167,375 for Option Two. FIGURE SIX TAXATION IMPACT – PROPOSED LEISURE POOL INCLUDING 3 LANES (OPTION ONE)

Cost of Construction $6,939,750

Capital Funding Federal / Provincial Infrastructure Grant $2,000,000

Municipal Funding Borrowing $4,939,750

Amount to Borrow $4,939,750 Assuming the District was successful in obtaining a $2,000,000 Federal Provincial Infrastructure Grant, Option One would require borrowing $4,939,750 over a period of 20 years at 4.81%. The annual cost for borrowing $4,939,750 would be $403,488 per year or an increase on the MUNICIPAL portion of a property owner’s tax bill of approximately 13.2% over current 2010 taxes for a 20 year loan. FIGURE SEVEN TAXATION IMPACT – PROPOSED 4 LANE POOL WITH SEPARATE LEISURE POOL (OPTION TWO)

Cost of Construction $10,167,375

Capital Funding Federal / Provincial Infrastructure Grant $2,000,000

Municipal Funding Borrowing $8,167,375

Amount to Borrow $8,167,375 If two lanes were added to option two above bringing the number of lanes to 6 the cost would increase from $10,167,375 to $11,193,375. If a high school sized gymnasium were to be added to option two above the capital cost would increase from $10,167,375 to $12,760,875.

IMPACT ON TAXATION

23

If both, 2 more lanes and a high school sized gymnasium were added to option two above the cost would increase from $10,167,375 to $13,786,875. Assuming the District was successful in obtaining a $2,000,000 Federal Provincial Infrastructure Grant, Option Two would require borrowing $8,167,375 over a period of 20 years at 4.81%. The annual cost for borrowing $8,167,375 would be $667,126 per year or an increase on the MUNICIPAL portion of a property owner’s tax bill of approximately 21.8% over current 2010 taxes for a 20 year loan. It is important to note that there is no guarantee that a $2,000,000 million grant will be available. Many communities, large and small, have successfully applied for this type of funding; however, the District is encouraged to contact the Province of BC or the local MLA to initiate the application process. The District should be aware that the Federal Provincial Infrastructure Grants differ from grants that were available in the past, in that a maximum of $2,000,000 million is available for a facility of this type. Previous grants that were available on the basis of equal sharing between local government, the Province and the Federal government are no longer available. It should also be noted that the borrowing information presented on pages 23 and 24 is based on current interest rates and the District’s current financial position. It is also important to know that these tax increases are applied to the Municipal portion of a property owner’s taxes only. The annual operating cost of an aquatic centre has been discussed and analyzed in Chapter Three of the report. The analysis indicates that the average annual net operating cost for an aquatic centre similar to the options proposed for Vanderhoof would be approximately $480,000. There would be very little difference in the annual net operating cost between option one and option two. Although option two is a larger facility that would require a slightly larger net operating budget it would also have more opportunity to generate revenue. The annual increase on the MUNICIPAL portion of a property owner’s tax bill for the annual operating cost of an aquatic centre in Vanderhoof would be approximately 15.7% over current 2010 taxes for Option One and Two. This tax increase would be in addition to the capital cost tax increase shown above. FIGURE EIGHT includes capital cost and annual operating cost for each of the two options represented as a percentage increase over the 2010 municipal portion of a property owner’s tax bill.

IMPACT ON TAXATION

24

FIGURE EIGHT TAXATION IMPACT SUMMARY Capital Cost

Increase Annual Operating

Cost Increase Total Cost Increase

Option One 13.2% 15.7% 28.9% Option Two 21.8% 15.7% 37.5% The consultants were asked to include in the report the amount of money that could be borrowed for an annual increase of 10% and 12%. The District of Vandferhoof Director of Financial Services provided the information indicating that a 10% increase in the municipal portion of a property owner’s tax bill would provide $305,640 while a 12% increase in the municipal portion of a property owner’s tax bill would provide $366,768. It is the consultant’s opinion that without a grant from senior levels of government, and without operating support from adjacent communities (Fort St. James, Fraser Lake and Electoral Area F), it would be a significant financial burden for the District to finance the construction of an indoor aquatic centre. This in not to suggest that the community should not pursue an aquatic facility at this time, but it does suggest that careful consideration would be critical prior to moving forward. If a decision is made to proceed with a pool, it is suggested that the smallest of the options would meet the majority of the community’s needs for an extended period of time. A REGIONAL APPROACH by Vanderhoof, Fort St. James, Fraser Lake and Electoral Area F to the construction and operation of an aquatic centre would be cost shared based on population between the four jurisdictions. The cost sharing breakdown would be as follows: Vanderhoof 42.04% Fort St. James 14.01% Fraser Lake 11.51% Area F 32.44% The Regional approach to the project would certainly make the cost more manageable for each community. The four jurisdictions would have to agree to a location based on a process that would consider operating costs, revenue generation opportunities, accessibility to the most people and the proximity of other amenities.

5. FUND RAISING

25

THE CONSULTANTS ARE AWARE OF COMMUNITY fund raising efforts in several communities that have been implemented in an effort to generate support for a community swimming pool. Any funds raised through these efforts will obviously reduce the amount of borrowing, and decrease the impact on the various levels of taxation. Fundraising opportunities include:

• Corporate Donations: Includes discussions with major industry, correspondence to the local business community, and a review of features or options to recognize contributions.

• Employee Deductions: A number of local businesses and employees have agreed to hourly deductions, with a specific amount of money per hour designated for the facility. In some cases, the business itself will match the employees’ contribution.

• Grant Applications: All grant opportunities should be researched and those that are applicable should be applied for.

• Smaller Opportunities: Special events, raffles and the like should also be considered, primarily from a “promotion” perspective.

• Sale of facility naming rights: An example in this regard is to seek a donation of $50,000 to $100,000 per year for five years, for the naming of the facility. At the end of the five year period, the District could approach the same donor, or others, regarding continuation of the program.

• On a somewhat smaller scale, donations could be sought for the naming rights to individual features in the facility. Specific dollar amounts could be established for the following items.

• Landscaping • Multi-Purpose Room • Fitness Centre • Fitness Equipment • Change room Lockers, Benches, Cubicles • Family Change Rooms • Directional Signs • Sauna • Steam Room • Whirl Pool • Underwater Lighting • Play Apparatus in the Leisure Pool • Lane Ropes and Starting Blocks • Sound Equipment • Major Maintenance Equipment

The District of Hope was able to generate $300,000 in funds from the sale of items similar to those mentioned above.

FUND RAISING

26

• Donations from smaller businesses, families and individuals should also be encouraged. Funds could be used for the items listed above, or for the general cost of constructing the facility. Most communities have established a “recognition wall” for varying types of donations, and have categorized them, based on the amount of donation. For example, donations in excess of a specific amount might be designated as “Platinum”, while smaller donations might be classified as “Gold”, “Silver” or “Bronze”. Along the same line, fundraisers might wish to consider “pledges”. These are obviously donations, but they are most frequently in the form of promises, and as a result, tend to require additional administrative time in terms of follow-up conversations. An occasional problem occurs when someone who has made a pledge moves away from the community and no longer has a desire to make a donation.

• Although advertising might be considered on an annual basis, and contribute to operating expenses, it may be useful to implement a program whereby ads are placed at strategic locations in the facility. Companies could also be encouraged to contribute toward the cost of public swimming sessions or special events.

• In terms of special events, the fund raising committee might be interested in sponsoring a major activity in the community. This could be done on a single occasion, or depending on its success, conducted annually, perhaps during some other annual activity.

The possible participation of First Nations within the study area should also be considered. In this regard, it may be possible to obtain funds that could be applied toward the construction of the facility, or an annual amount that could be applied toward the cost of operations. Regardless of the type of contribution, it is critical that donors be recognized. This can take many forms, but most important, must include a charitable receipt, and recognition in the local press, as well as in the facility itself. In addition, a “celebration” should be scheduled at the time the referendum is approved, and / or when the facility is completed and open to the public.

6. REFERENDUM TIME LINE

27

THE CONSULTANTS HAVE PREPARED A referendum timeline / communication plan leading up to a selected referendum date. The sequences of tasks that must be completed shown below have lead to successful referendums in other communities in recent years. There is specific legislation included in the Local Government Act which should be reviewed to ensure the correct process is followed and all timelines are accurately maintained. Local Governments conduct Referendums according to the Local Government Act Part 4 – Other Voting- Section 157. Referendum is used by local governments to obtain the assent of the electors to a particular bylaw or issue, either because this method of assent is required or because this method is preferred by the local government.

The Community Charter also authorizes council to seek community opinion on a question they believe affects the municipality. Voting is one process that may be used to obtain an opinion. Council may authorize seeking community opinion either by resolution or by bylaw. The question should be established in this resolution or bylaw. Section 162(2) of the Local Government Act stipulates the timeline of when voting day must be depending on the situation. Generally it is not more than 80 days after the day the bylaw receives third reading and / or Ministry approval if required. If the referendum is being used to seek community opinion on a question that doesn’t require mandatory elector approval in accordance to the Local Government Act, then the Chief Election Officer can set the date. Notice of referendum must be published in a newspaper at least 6 but not more than 30 days before general voting day. FIGURE NINE, on the following page, shows an example of a typical timeline leading into a referendum.

REFERENDUM TIME LINE

28

FIGURE NINE REFERENDUM/COMMUNICATION PLAN 10 weeks Prepare draft plan and list required materials 9 weeks Steering Committee approval of plan and budget 8 weeks Meet with potential users about referendum support 7 weeks Meet with Council and staff for progress update 6 weeks Promotional materials printed Display boards prepared Media information sent out Put information of the website 5 weeks Information and presentations to services clubs

Presentation boards and brochures available and on display at the Municipal Hall and Arena Banners up at Municipal Hall and Arena Notice to vote* on referendum day (must be at least 6 and no more than 30 days before voting day).

4 weeks Full flyer out with local newspaper with covering letter inviting Residents to open houses Full page advertisement in local newspaper with information about the Open houses Information and presentations to key community organizations First open house on Saturday of this week 3 weeks Second open house on Tuesday of this week Third open house on Saturday of this week Half page advertisement in local newspaper 2 weeks Half page advertisement in the local newspaper First advanced poll* takes place 1 week Vote YES flyer in the local newspaper Half page advertisement in the local newspaper Second advanced poll* takes place Voting Day Voting Day *STATUTORY REQUIREMENTS FOR NOTICE OF VOTE AND ADVANCE POLLS

APPENDIX A

29

APPENDIX A Concept drawings for Option One

APPENDIX A

30

Appendix A Concept drawing for Option Two

APPENDIX B

31

Appendix B Capital Cost detail for Option One, Two and Three OPTION ONE - Modest sized facility that includes a larger leisure pool and a small multipurpose space.

BUDGET Quantity Unit Rate $ 3,780,000 Aquatic / "Wet" Space 8,400 ft2 450 $ 840,000 Multipurpose / "Dry" Space 2,400 ft2 350 $ 250,000 Site Development Allowance 1 lsum $ 4,870,000 Sub Total $ 194,800 Contractor Overhead / Profit 4% $ 1,022,700 Design Fees / Soft Costs 21% $ 6,087,500 Sub Total $ 243,500 Escalation Allowance 4% $ 608,750 Contingencies 10%

$ 6,939,750 TOTAL PROJECT BUDGET

OPTION TWO - Modest sized facility that includes separate leisure and lap pools.

BUDGET Quantity Unit Rate $ 4,680,000 Aquatic / "Wet" Space 10,400 ft2 450 $ 2,205,000 Multipurpose / "Dry" Space 6,300 ft2 350 $ 250,000 Site Development Allowance 1 lsum $ 7,135,000 Sub Total $ 285,400 Contractor Overhead / Profit 4% $ 1,498,350 Design Fees / Soft Costs 21% $ 8,918,750 Sub Total $ 356,750 Escalation Allowance 4% $ 891,875 Contingencies 10%

$10,167,375 TOTAL PROJECT BUDGET

APPENDIX B

32

OPTION TWO(a) - Add High School Gymnasium.

BUDGET Quantity Unit Rate $ 4,680,000 Aquatic / "Wet" Space 10,400 ft2 450 $ 4,025,000 Multipurpose / "Dry" Space 11,500 ft2 350 $ 250,000 Site Development Allowance 1 lsum $ 8,955,000 Sub Total $ 358,200 Contractor Overhead / Profit 4% $ 1,880,550 Design Fees / Soft Costs 21% $ 11,193,750 Sub Total $ 447,750 Escalation Allowance 4% $ 1,119,375 Contingencies 10%

$12,760,875 TOTAL PROJECT BUDGET

OPTION TWO(b) - Add additional Swim Lanes (x2).

BUDGET Quantity Unit Rate $ 5,400,000 Aquatic / "Wet" Space 12,000 ft2 450 $ 2,205,000 Multipurpose / "Dry" Space 6,300 ft2 350 $ 250,000 Site Development Allowance 1 lsum $ 7,855,000 Sub Total $ 314,200 Contractor Overhead / Profit 4% $ 1,649,550 Design Fees / Soft Costs 21% $ 9,818,750 Sub Total $ 392,750 Escalation Allowance 4% $ 981,875 Contingencies 10%

$11,193,375 TOTAL PROJECT BUDGET

APPENDIX B

33

OPTION TWO(c) - Add Junior Gymnasium and additional Swim Lanes (x2).

BUDGET Quantity Unit Rate $ 5,400,000 Aquatic / "Wet" Space 12,000 ft2 450 $ 4,025,000 Multipurpose / "Dry" Space 11,500 ft2 350 $ 250,000 Site Development Allowance 1 lsum $ 9,675,000 Sub Total $ 387,000 Contractor Overhead / Profit 4% $ 2,031,750 Design Fees / Soft Costs 21% $ 12,093,750 Sub Total $ 483,750 Escalation Allowance 4% $ 1,209,375 Contingencies 10%

$13,786,875 TOTAL PROJECT BUDGET

APPENDIX C

34

APPENDIX C Comments from Public / Stakeholder interviews

DISTRICT OF VANDERHOOF COMMUNITY AQUATIC FACILITY

AQUATIC CENTRE FEASIBILITY STUDY Focus Group Meeting Notes

Vanderhoof Senior Staff Tom Clement Deputy Administrator Joe Ukryn Administrator Treasurer Paul Hascarl Public Works Superintendent Jim Hurtado Fire Chief Ashley Kuznak Recreation Director

1. Electoral Area C, D, & F to be used for total population for user statistic calculations. 2. Tom will provide me with a copy of the Pool Committee Report. 3. There have been 3 previous attempts, 2 with referendums that were unsuccessful. 4. Council is currently not all supportive of the pool movement. 5. The preferred site is connected to the arena. There are some concerns regarding the 200 year

flood plain issue and the road that separates the arena for additional land that would be required for parking.

6. A 4 to 6 lane 25 metre pool with a separate adequately sized leisure pool. 7. Appropriate change rooms. 8. Fitness studio including weight training equipment. 9. A community facility including a gymnasium and large and small multi-purpose rooms.

School District #91 Sterling Olson Superintendent Rosalie Nichiporuk Chair person-Board of Education

1. Sterling will email me the school district enrollment projections. 2. Pool Committee survey report indicates support. 3. Location of a pool besides the Arena option; include the Victoria Road side of NVSS, behind the

Curling Rink. 4. SD #91 would discuss possible partnerships on land use. 5. As Vanderhoof population grows the need for a pool will grow. 6. A pool would help SD #91 to attract and retain staff. 7. Support 25 metre pool with separate leisure pool and fitness studio with weight training equipment. 8. Currently have a joint use agreement with the Arena and would envision that extending to include

the pool.

General Public Group 1. The group would support the concept that includes a 25 metre pool with a separate leisure pool

and fitness studio with weight training equipment. A hot tub, sauna and steam room should also be included.

APPENDIX D

35

2. Would like to see an indoor walking track included in a facility. 3. Would envision the traditional pool programs as well as activities such as kayak, scuba, water polo,

spring board diving (1 metre), underwater hockey and birthdays. School swimming lessons programs and aquafit should also be included.

4. Must have the support of Fort St. James, Fraser Lake and Electoral Areas C, D and F. 5. The arena site was the preferred with the suggestion of Riverside Park. The airport site is too far

away for the necessary walk in traffic. 6. Swimming programs are critical for children with all the natural water areas around Vanderhoof. 7. Implement as much energy efficiency as possible such as geothermal. 8. The inclusion of a gymnasium and multi-purpose spaces would be advantageous as school and

churches are only available on a one off basis. 9. The group agrees that the benefit of recreation in the community is well worth an investment in

facilities.

St. John’s Hospital 1. The well designed full service aquatic facility with a 6 lane 25 metre pool, leisure pool and fitness

studio with weight training equipment. Revelstoke and MacKenzie are good examples. 2. The pool should be located in conjunction with the arena and the road dividing the available land

should be relocated. 3. Traditional aquatic programs with an emphasis on elementary school children to make them safe

around all the natural water areas. 4. Include lots of windows to allow the natural light in. 5. The trail around Riverside Park should be paved for wheel chairs, roller blades and skate boards

during the summer and cross country skiing in the winter. 6. A Sport Court would be well used by youth looking to play pickup games such ball hockey and

basketball. 7. Must ensure that the sub regional area is supportive and willing to contribute through taxes.

Elks Club 1. Realize the benefits to the community as a whole. 2. Supportive of the pool if it is affordable. 3. The MacKenzie and Cranbrook facilities are good examples that have be visited. 4. The pool should be connected to the arena. The airport property is too far away from town for

seniors without transportation to walk to. 5. Programs should be developed to include all ages and abilities. 6. Fees and charges must ensure access to all residents.

RCMP Dave Beach Staff Sergeant Tony Hanson Corporal Darin Underhill Corporal

APPENDIX D

36

1. The RCMP detachment is having difficulty recruiting and retaining staff as a result of Vanderhoof’s

lack of community facilities that families expect, most importantly recreation facilities, an aquatic in particular.

2. Crime is an issue in the district and it is difficult to work through an overcrowded court system while at the same time trying to maintain good well trained staff.

3. Recreation facilities would also keep fringe young people in particular busy and interested in constructive activity and out of the system.

4. Suggestion to pursue the mine in Fraser Lake for financial help as they have the same staff recruitment and retention issues.

5. Perhaps there are large companies in Vanderhoof who may contribute to facilities. 6. Their priority list for recreation facilities in order includes; aquatic centre, multi-purpose spaces,

fitness studio with weight equipment. 7. There is a desperate need for child care in the community and space for this service to be

provided. 8. An aquatic facility is important to ensure the children in the area are taught to swim for their safety

with all the natural water around. 9. The ideal location for an aquatic centre is connected to the arena and its proximity to residents.

They do not feel that the road between the facilities and the proposed parking area is a problem with a proper controlled cross walk and considering the traffic volume on the road.

10. The Curling Rink is considering installing a concrete floor to provide indoor dry floor space for April through September each year.

Vanderhoof Council

1. Agree with the comments by the focus groups regarding facility design and program inclusions. 2. Agree with the focus groups choice of the arena as the preferred site. 3. Major issue for Council is getting enough area outside the Vanderhoof boundary to partner in the

capital and operating cost. 4. Ensure that budget is adequate to operate and maintain the facility appropriately.

Arena Ice Users

1. Aquatic centre should be connected to the arena. 2. The aquatic centre is the first priority followed by the gymnasium complex. 3. Agree with the layout and amenities of the pool as described from information gathered from prior

meetings 4. Agree with the programs described resulting from prior meetings. 5. Likely use by hockey organizations for weight training and dry land activities.

APPENDIX D

37

6. Concern for tax implications. 7. Design pool to be able to add amenities later such as a wave pool.

Chamber of Commerce

1. Would like to make sure that our report is clear regarding the cost involved and what the community gets for the money.

2. Ensure that the capital and operating cost sections of the report present a clear and easily understood picture for the average resident.

3. Agree with the presented design and program suggestions resulting for the previous focus group meetings.

Pool Committee

1. Questioned whether the train track running about 75 metres south to the proposed building site would create any problem.

2. Request to include a list of possible funding sources. 3. Are happy with the results of the focus group meetings presented regarding pool design, program

and location. 4. Discussed the issue of surrounding communities and electoral areas and their participation

financially in the pool capital and operation.

Larson and Manojlovic Company

1. There is no corporate money available at this time to contribute to such a project. 2. The company provides financial support to all kids’ sports and activities when asked. 3. Sponsor low income children to ensure they can participate. 4. The company does not need community amenities to attract employees. 5. All of their capital is being invested in technology and efficiencies in their infrastructure. 6. Keeping their 200 employees working is their main contribution to the community. 7. They donated all the wood for the construction of a new senior’s housing project. 8. Suggested the area communities join together to host a major games that would bring

Facility money from senior levels of government.

APPENDIX D

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APPENDIX D Preliminary overview schedule

APPENDIX D

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