request for proposal (rfp)

Transcription

THE CORPORATION OF THE TOWN OF BRACEBRIDGE
REQUEST FOR PROPOSAL (RFP)
FOR
A FEASIBLITY STUDY/CONCEPT DESIGN AND ORDER OF
MAGNITUDE COSTING FOR TOWN OF BRACEBRIDGE
ARENA/RECREATION/LIBRARY COMPLEX
Reference No. 2016-TOB-RFP-009
RFP Issue Date:
Thursday, July 7, 2016
RFP Closing Date and Time:
Submissions must be received by 2:00 p.m. local
time on Monday, August 22, 2016.
RFP Closing Location:
Town of Bracebridge Recreation Department
110 Clearbrook Trail
Bracebridge, Ontario P1L 0A3
Contact:
Cindy O’Regan
Director of Recreation
[email protected]
Notice:
Late submissions will not be accepted
The Town appreciates all proposal responses; however, only short-listed or successful candidates
will be contacted.
The Corporation of the Town of Bracebridge
Request For Proposal 2016-TOB-RFP-009
Feasibility Study/Concept Design and Order of Magnitude Costing for the
Town of Bracebridge Arena/Recreation/Library Complex
TERMS OF REFERENCE
1.
INTRODUCTION AND PROJECT BACKGROUND
1.1
The Town of Bracebridge is preparing long-term plans in regard to two key municipal
facilities – the Bracebridge Memorial Arena and the Bracebridge Public Library.
1.2
The Town is planning for the replacement of the existing Bracebridge Memorial Arena
with a single pad arena. At the same time, to meet existing and future recreation needs,
an indoor field house, outdoor soccer field, playground and second ice pad are being
considered as part of this project.
1.3
An Arena Facility Working Group, comprised of Mayor G. Smith and several members of
Town Council, was formed in 2010 to consult with community user groups and develop a
preliminary feasibility plan for the Complex for consideration by Town Council.
1.4
The Working Group’s report entitled “2014 Preliminary Feasibility Plan Arena/Recreation
Complex” attached as Appendix “A” was endorsed by Town Council on October 15,
2014. It provides a series of recommendations and conclusions for the Arena/Recreation
Complex including: draft space requirements; servicing standards; additional facilities;
space for expansion; location; potential sites; etc.
1.5
Pinestone Engineering Ltd. was retained by the Town in March, 2015 to prepare a Site
Feasibility Plan to ensure the site being considered was suitable for the development.
The consultant’s report, which will be available to the Successful Respondent, includes
the following information: existing site conditions; a proposed development and draft
conceptual site plan; preliminary geological investigation; preliminary natural environment
evaluation; transportation review; sanitary sewer servicing; water distribution and
servicing; utility servicing; hydrology; storm water management plan; and site
development cost estimate (internal and external).
1.6
The site is approximately 8.9 hectares (ha). Of the 8.9 ha, approximately 4.0 ha are
designated environment protection lands and are not developable. The developable land
is approximately 4.9 ha.
1.7
The Town of Bracebridge is also planning for an expansion of the existing Bracebridge
Public Library.
1.8
On April 5, 2011, Bracebridge Town Council formed a Library Facility Working Group to
make recommendations related to possible expansion of the current, or construction of a
new Library for the Town of Bracebridge.
1.9
The primary goal of the Library Facility Working Group was to gather information, develop
recommendations and ensure that General Committee and Council and the Bracebridge
Public Library Board are able to make informed decisions regarding the library facility for
the Town.
1.10
The Library Facility Working Group discussed many issues regarding the potential
expansion of the Bracebridge Public Library; completed an assessment of current
operations, collections, service requirements, technology requirements; gathered input
from the community and staff through surveys and focus groups; and completed an
assessment of trends associated with library development and utilization in Ontario.
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2.
1.11
The Bracebridge Public Library Facility Working Group presented their report, entitled the
“2012 Library Needs Assessment”, to the Library Board and Town Council at a special
joint meeting held on February 21, 2013.
1.12
The Facility Group recommended a public library that is 20,000 gross sq. ft. in size for the
Town of Bracebridge. The Library Facility Working Group indicated that a facility of that
size would meet the community’s library needs for the foreseeable future.
1.13
The Facility Working Group also indicated that a larger library is consistent with the
“Purpose” and “Principles” of the Library as set out by the Library Board which described
the Library as a civic institution that provides free and equal access to materials, services
and programs, also requires space to provide a needed, essential social hub for
members of our community to meet, learn and simply “be”.
1.14
On February 21, 2013, Town Council’s General Committee adopted Motion 13-GC-048 to
receive the 2012 Library Needs Assessment report. That motion was ratified by Town
Council on March 6, 2013. The Library Board also adopted a Resolution to receive the
2012 Library Needs Assessment Report on February 21, 2013. (A copy of the Library
Needs Assessment Report is attached as Appendix “B”.)
1.15
The Needs Assessment Report confirmed the necessity for the community to plan for the
potential future expansion of the Town’s library facility.
1.16
On June 27, 2012, Town staff were authorized to retain the services of CS&P Architects
to review, analyze and provide design options and recommendations with respect to the
integration of the existing Library building and the property/building located at 98
Manitoba Street (current housing the Bracebridge Post Office).
1.17
As reported in Staff Report AF016-13, it was the conclusion of CS&P Architects that the
site does indeed have significant merit for purchase and potential use for expansion of
the Bracebridge Public Library. (A copy of the Bracebridge Library-98 Manitoba Street
Feasibility Study by CS&P Architects is attached as Appendix “C”.)
1.18
Notwithstanding the option to expand the Library at its existing location in downtown
Bracebridge, on July 6, 2016 Town Council authorized staff to include the potential colocation of the Bracebridge Public Library with the Arena/Recreation Complex.
1.19
Bracebridge Town Council wants to ensure all feasible options are considered in regards
to the provision of suitable space for the Bracebridge Public Library, want to examine the
potential co-location of the Bracebridge Public Library with the Arena/Recreation
Complex.
1.20
The Town of Bracebridge is issuing this Request for Proposal for Consulting Services for
Feasibility Study/Concept Design and Order of Magnitude Costing for an
Arena/Recreation/Library Complex.
PROJECT OBJECTIVES
2.1.
It is expected that once complete, the Feasibility Study/Concept Design and Order of
Magnitude Costing would assist the Town in making sound decisions related to the
Town’s most significant pending capital projects in the following ways:
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2.1.1.
3.
Provides an Arena/Recreation/Library Complex Concept Plan that:
•
Utilizes the selected site in the most efficient/effective way possible;
•
Reflects the nature of the community and surroundings;
•
Reflects the space needs of residents and user groups;
•
Provides a vision for the Complex;
•
Ensures the spaces interact efficiently and effectively; and
•
Recognizes the possible need to phase the project;
2.1.2.
Proposes how the existing auditorium space in the Bracebridge Sportsplex can
be repurposed so it does not duplicate the future multipurpose room planned for
the Arena/Recreation/Library Complex; and
2.1.3.
Provides an Order of Magnitude Costing, that when paired with the Site
Development Cost Estimate, provides Bracebridge Town Council with a total
project budget.
SCOPE OF WORK AND DELIVERABLES:
At a minimum the scope of work and deliverables will include:
3.1.
A review of:
3.1.1.
The 2014 Preliminary Feasibility Plan Arena/Recreation Complex attached as
Appendix “A”;
3.1.2.
The Site Feasibility Plan – Arena/Recreation Complex prepared by Pinestone
Engineering Ltd. dated August 11, 2015 (to be provided to the Successful
Respondent);
3.1.3.
The Bracebridge Public Library Facility Working Group’s report entitled the “2012
Library Needs Assessment” attached as Appendix “B”;
3.1.4.
The October 22, 2012 Bracebridge Library 98 Manitoba Street Feasibility Study,
prepared by CS&P Architects, attached as Appendix “C”; and
3.1.5.
Any other statistical materials, studies or community information that is available.
3.2.
Consultation with Town Council, Bracebridge Public Library Board, Town staff and
Library staff to solidify the Arena/Recreation/Library Complex space program including
opportunities to share spaces and amenities.
3.3.
Prepare and present a recommended Space Program.
3.4.
Prepare 2 or 3 Planning Options for site orientation and building configuration for
presentation to stakeholder groups and further discussion.
3.5.
For the selected Planning Option, prepare a 3-dimensional massing including layout of
interior programmed spaces.
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4.
3.6.
Prepare Final Site and Building Plans.
3.7.
Prepare Renderings for exterior and interior.
3.8.
Prepare a Phasing Strategy for the library, field house, soccer field and second arena.
3.9.
Prepare an Order of Magnitude Costing for each of the following components: single pad
arena; library; field house; soccer field; playground; and repurposed Sportsplex
auditorium; and include an overall costing for an Arena/Recreation/Library Complex
which includes these components.
3.10.
Present the Final Site and Building Plans and Order of Magnitude Costing to Bracebridge
Town Council.
REPORTING
4.1.
The Successful Respondent will be required to provide:
4.1.1.
Electronic copies of all draft and final reports in Microsoft Office and PDF files on
a memory stick;
4.1.2.
Maps and plans in hard copy and on a memory stick of all presentations and/or
open houses; and
4.1.3.
Four (4) original bound hard copies of all final reports.
INSTRUCTIONS TO RESPONDENTS
5.
CONTENTS OF PROPOSALS
5.1.
The proposal should include the Respondent’s interpretation of the requirements of the
project, together with a description of the approach planned to facilitate and carry out the
project objectives, scope of work and deliverables. In addition, the proposal should
include:
5.1.1.
A statement of experience and expertise in recreation/library facility planning
particularly as it relates to this project;
5.1.2.
A list of all key personnel to be employed on the project with qualifications,
relevant experience, role and hourly rate;
5.1.3.
Details of any sub-consultants to be employed on the project and the areas they
will be responsible for;
5.1.4.
Examples of three recent (in past five years) projects of a similar nature, with
date and references. The Town may contact any reference listed;
5.1.5.
A project schedule including final report submission date;
5.1.6.
A detailed itemized fee estimate including disbursements;
5.1.7.
Confirmation of insurance coverage;
5.1.8.
Acknowledge receipt of all addenda on the Cover Letter; and
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5.1.9.
5.2.
6.
Completed Respondent’s Declaration form attached as Appendix “D”.
Respondents shall submit four (4) original bound hard copies and one (1) digital copy in
Adobe PDF format on a memory stick of the proposal, in a sealed package, marked with
the Respondents name, title and the Project and RFP reference number.
PROPOSAL SUBMISSION FORMAT
6.1.
Respondents are required to provide a written response for each of the following items.
This information shall be submitted with the balance of the required documents provided
by the Respondent however, it is essential that the document format be contained as one
distinct section and, that it adheres exactly to the numbering, sequence and topics as
those listed below.
6.2.
This will enable the evaluation committee to perform a more effective review of
submissions.
6.3.
Failure to do so may eliminate the proposal from further consideration.
6.4.
The Respondent’s proposal should be as concise as reasonably possible, and include, at
a minimum, a response to each of the following items:
Cover Letter
Company Name and Contact Information
Acknowledge receipt of all addenda
Section 1
Company Overview
Clearly identify the prime firm submitting the proposal. Identify any other firms
that may be involved (sub-contracted) on your behalf and their legal/contractual
relationship with the prime firm along with the expertise and respective projected
costs of their involvement.
Section 2
Project Manager and Support Staff
Provide a resume of the Project Manager and Support Staff that would be directly
involved in the project, indicating experience, credentials and notable
achievements in the area of this work assignment. Evaluation of the Project
Manager and Support Staff will include an assessment of the firms overall ability
to provide adequate resources to this project.
Section 3
Experience on Similar Projects
Respondents shall include at least three (3) references that outline previous
recreation/library facility projects that have been successfully completed by
their firm in the past five (5) years. This shall include the client names, contact
name(s) and phone numbers. The Town reserves the right to contact these
references, where appropriate. In the interest of fair and equitable consideration
to all Respondents, please do not list the Town of Bracebridge as a reference for
this section.
Note that each reference is not to exceed one 8.5”x11” page in length and one
picture.
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Section 4
Project Understanding and Work Plan
Respondents are to confirm their understanding of the Scope of Work and clearly
define how they would go about achieving same, noting the sequence and timing
of all project phases.
Section 5
Schedule of Work
Respondents shall indicate when work would commence (pending tentative
notification of award by September 9, 2016) and approximately how long it would
take to complete the assignment. Meeting dates, other key events and major
project deliverables should be clearly identified on the project schedule.
Section 6
Financial
Provide a detailed accounting of the costs associated with the Feasibility
Study/Concept Design and Order of Magnitude Costing. Include all costs,
including travel and other applicable costs in your Schedule of Fees.
Prices quoted in the proposal shall be in Canadian dollars and include tax,
patent, import duty, foreign exchange, and all other charges. HST must be
shown as a separate item.
Appendices
Respondents are to include any additional information regarding their firm and/or
services that could prove beneficial to the evaluation team in assessing their
proposal.
Respondents must include a completed Respondent’s Declaration form attached as Appendix
“D”.
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7.
PROPOSAL EVALUATION CRITERIA
7.1.
Proposals will be evaluated based on, but not limited to, the following factors:
Evaluation Criterion Factor
Weighting
Experience and Qualifications as evidenced by:
•
Company background and history
•
Sub-consultants experience
•
Client references (three references)
Strength of the proposed Project Team as evidenced by:
•
Appropriateness of proposed management personnel and
technical staff
•
Organizational approach to project management including
workflow, reporting and quality assurance procedures
•
Project Team’s relevant experience with other projects
Ability to successfully complete the project as evidenced by:
•
Understanding of task sequencing and major milestone events
•
Adequacy of resources
•
Ability to complete work on a timely basis and meet deadlines
•
Innovation and thoughtfulness in work approach
8.
25%
25%
25%
Best Value for the Town of Bracebridge:
•
Overall budget
•
Budget breakdown by Phase and Elements
7.2.
25%
The Town reserves the right to have short listed respondents provide a brief presentation,
in person or remotely, to help fully understand the respondents plan to address the scope
of work and deliverables.
QUESTIONS AND ENQUIRIES
Inquiries regarding this RFP are to be directed to Town of Bracebridge Director of Recreation
Cindy O’Regan (or designate) by e-mail to [email protected]. Inquiries must not be
directed to other Town employees (other than designate) or Elected Officials. Directing
inquiries to other than the Recreation Department may result in your proposal submission
being rejected.
9.
PROPOSAL CLOSING
9.1
Proposal submissions must be received by the Town of Bracebridge Recreation
Department, Attn: Director of Recreation, 110 Clearbrook Trail, Bracebridge, Ontario,
P1L 0A3 on or before 2:00 p.m. local time on Monday, August 22, 2016.
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10.
9.2
Proposals received by the Town later than the specified closing time will be returned
unopened to the Respondent.
9.3
The Town is not responsible for submissions that are not properly marked and/or
delivered to any location other than that specified.
9.4
Electronically transmitted submissions (facsimile, e-mail, etc.) will NOT be accepted for
this proposal.
9.5
After the closing time and date all proposals received by the Town become the property
of the Town.
PROPOSAL OPENING
Respondents are advised there will NOT be a public opening for this RFP. Submissions
received, by the date and time of the closing, will be opened at the Recreation Department
Offices commencing at 2:05 p.m. local time on Monday, August 22, 2016. The names of the
Respondents will be recorded by the Director of Recreation, or designate, with an elected official
present. Proposals will be reviewed and evaluated at a later time. The proposals will be
evaluated on the basis of the criteria established in this document and not necessarily solely on
the lowest price.
11.
12.
PROPOSAL WITHDRAWAL OR QUALIFICATION
11.1
A Respondent who has already submitted a proposal may submit a further proposal at
any time up to the official closing time. The last proposal received shall supersede and
invalidate all proposals previously submitted by that Respondent.
11.2
A Respondent may withdraw or qualify his proposal at any time up to the official closing
time by submitting a letter bearing his signature and seal as in his proposal to the Town.
Such a submission must be received in sufficient time to be marked before 2:00 p.m. on
the date for closing of proposals. The Respondent shall show his name and the proposal
number on the envelope containing such letter. No telephone calls, e-mails or facsimiles
will be considered.
11.3
No Respondent may withdraw their proposal for a period of 90 days after the actual date
of closing.
PROPOSAL AWARD PROCEDURES
Unless stated otherwise the following procedures will apply:
12.1
The Town will notify the Successful Respondent of the award within sixty (60) calendar
days of the Proposal Closing.
12.2
Notice of Acceptance of Proposal will be by telephone and by written notice.
12.3
Immediately after acceptance of the proposal by the Town, the Successful Respondent
shall provide the Town with any required documents within fifteen (15) calendar days of
the date of notification of award.
12.4
Following receipt of the documents, the Successful Respondent will receive written
authority, in the form of a Service Agreement, to proceed with the work. A draft
Agreement is attached as Appendix “E”.
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12.5
13.
14.
15.
The Successful Respondent will be required to attend a Project Initiation Meeting with the
Town and prepare minutes of the meeting.
INFORMAL OR UNBALANCED PROPOSALS AND DESCREPANCIES
13.1.
All entries shall be clear and legible and made in ink. Entries or changes made in pencil
shall, unless otherwise decided by the Town, be declared invalid or informal.
13.2.
Proposals which are incomplete, conditional, illegible or obscure, or that contain additions
not called for, reservations, erasures, alterations (unless properly and clearly made and
initialed by the Respondent’s signing officer), or irregularities of any kind, may be rejected
as informal. Alterations may be made providing they are legible and initialed by the
Respondents signing officer.
13.3.
In the event of a discrepancy, the lowest of any amount submitted shall be taken as
correct.
13.4.
Proposals that contain prices which appear to be so adversely unbalanced as likely to
affect the interests of the Town, may be rejected.
ERRORS AND OMISSIONS
14.1
The Town shall not be held liable for any errors or omissions in any part of this document.
While the Town has used considerable efforts to ensure an accurate representation of
information, the information is supplied solely as a guideline for Respondents. The
information is not guaranteed or warranted to be accurate by the Town, nor is it
necessarily comprehensive or exhaustive. Nothing in the document is intended to relieve
the Respondents from forming their own opinions and conclusions with respect to the
matters addressed in the RFP.
14.2
Should a Respondent find omissions from, or discrepancies in, any of the RFP
documents or should the Respondent be in doubt as to the meaning of any part of such
documents, the Respondent shall notify the designated contact without delay and no later
than Tuesday, July 26, 2016; 2:00 p.m. local time. If the designated contact considers
that a correction, explanation or interpretation is necessary or desirable, an addendum
notice will be issued.
14.3
No oral explanation or interpretation will modify any of the requirements or provisions of
the proposal documents.
ACCEPTANCE OR REJECTION OF PROPOSAL
15.1.
The acceptance of a proposal will be contingent upon, and not necessarily limited to, an
acceptable record of ability, experience, and previous performance.
15.2.
The Town reserves the right to reject any or all proposals and to waive formalities as the
interests of the Town may require without stating reasons therefore.
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15.3.
No proposal shall be accepted from or awarded to any individual, partnership or
corporation that is in tax arrears with the Town of Bracebridge, or that may be deemed
irresponsible or unreliable to the Town. Notwithstanding and without restricting the
generality of the statement immediately above, the Town shall not be required to award
and accept a proposal or recall the proposals at a later date:
15.3.1. When only one (1) proposal has been received as a result of the proposal call;
15.3.2. Where the lowest responsive and responsible Respondent’s
substantially exceeds the estimated cost of the goods or service;
proposal
15.3.3. Where the proposal documents do not state a definite, or are based on an
unreasonable delivery/work schedule;
15.3.4. When all proposals received fail to comply with the specifications or proposal
terms and conditions; or
15.3.5. Where a change in the scope of work or specifications are required.
16.
15.4.
The Town shall not be responsible for any liabilities, costs, expenses, loss or damage
incurred, sustained or suffered by any Respondent by reason of the acceptance or the
non-acceptance by the Town of any proposal or by reason of any delay in the acceptance
of a proposal except as provided in the proposal document.
15.5.
Proposals received after the official closing time will not be considered during the
selection process and will be returned unopened to the respective Respondent.
15.6.
Each proposal shall be open for acceptance by the Town for a period of sixty (60)
calendar days following the date of closing.
15.7.
The acceptance of any proposal will be contingent on approval and authorization to
proceed by Bracebridge Town Council.
REQUIREMENTS AT TIME OF EXECUTION
16.1.
Subject to an award of the agreement, the Successful Respondent is required to submit
the following documentation in a form satisfactory to the Town for execution within ten
(10) working days after being notified to do so in writing:
16.1.1. Insurance Documents;
16.1.2. Clearance Certificate from the Workplace Safety and Insurance Board;
16.1.3. Safety Policies and Procedures and related documentation; and
16.1.4. Non-Disclosure Agreement.
16.2.
If the Successful Respondent for any reason, defaults or fails in any matter or thing
referred to under "Requirements at Time of Execution", the Town reserves the right to
accept any other proposal submission, advertise for new proposals or carry out the work
in any way as the Town may, at its sole discretion, deem best.
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17.
ADDENDA
If required by the Town, addenda will be posted on the Town of Bracebridge website
(www.bracebridge.ca – under the Tenders and RFPs Section). It is the Respondent’s
responsibility to ensure all addenda have been received. It is the sole responsibility of the
Respondent to make sure that they are in receipt of all addenda prior to the closing date
and acknowledge receipt of the addenda on their Cover Letter.
18.
GOVERNING LAWS
This RFP and any subsequent agreements resulting from this RFP shall be governed by and
interpreted in accordance with the Town's Purchasing policy and the laws of the Province of
Ontario.
19.
VERIFICATION OF INFORMATION
The Town shall have the right to:
20.
19.1.
Verify any Respondents statement or claim by whatever means the Town deems
appropriate, including contacting persons in addition to those offered as references; and/
or
19.2.
Access the Respondent’s premises where any part of the work is to be carried out to
confirm Proposal information quality of processes and to obtain assurance of viability;
and/or
19.3.
The Respondent shall co-operate in the verification of information and is deemed to
consent to the Town verifying such information.
PATENT, COPYRIGHT, OR OTHER PROPRIETARY RIGHTS
In accordance with the Municipal Freedom of Information and Protection of Privacy Act,
Respondents are reminded to clearly identify in their proposal material, any specific scientific,
technical, commercial, proprietary, intellectual or similar confidential information, the disclosure of
which could cause them injury or damage.
21.
HEALTH AND SAFETY
The Successful Respondent shall provide the Town, prior to commencement of work, with a
written copy of the Health and Safety Policy for their firm along with Health and Safety
procedure(s) relevant to the work to be performed where applicable. If the firm does not have
written procedures relevant to the work, then the firm will be expected to abide by the Town's
safety procedures in accordance with the Occupational Health and Safety Act (Re: Duties of
Employers).
22.
WORKPLACE SAFETY AND INSURANCE BOARD
The Successful Respondent shall provide the Town with a copy of the Workplace Safety and
Insurance Board’s Clearance Certificate (or Independent Operator Certificate, as applicable)
indicating the Respondent’s good standing with the Board at any time when requested by the
Town.
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23.
INSURANCE
The Successful Respondent at his sole cost and expense shall insure its activities in connection
with the work under this Agreement and obtain, keep in force, and maintain insurance as follows:
23.1.
Comprehensive General Liability Insurance including but not limited to bodily injury
including death, personal injury, property damage including loss of use thereof, broad
form contractual liability, Towns and contractors' protective, products and completed
operations, non-owned automotive liability and contain a cross liability, severability of
insured clause in an amount of not less than two-million dollars ($2,000,000.00) applying
to all claims on a per occurrence basis. The policy shall include the Town as additionally
insured in respect of all operations performed by or on behalf of the Successful
Respondent.
23.2.
Professional Liability (Errors and Omissions) Insurance in the amount of five-hundred
thousand dollars ($500,000) per claim and one-million dollars ($1,000,000) in aggregate.
Such insurance shall provide coverage for all errors and omissions made by the
professional in the rendering of, or failure to render, professional services in connection
with the work under this Agreement. Upon completion of the work under this Agreement
the policy shall remain in force for twelve (12) months. The insurance shall not have a
retroactive date less than prior to the placement of this policy or coinciding with the
effective date of this Agreement. If a retroactive date should apply to this policy,
confirmation that the retroactive date is not in effect after the commencement of work
under this Agreement must be included in the certificate of insurance.
23.3.
Prior to commencement of any work associated with this Agreement and upon the
placement, renewal, amendment, or extension of all or any part of the insurance, the
Successful Respondent shall promptly provide the Town with confirmation of coverage
and, if required, a certified true copy(s) of the policy(s) certified by an authorized
representative of the insurer together with copies of any amending endorsements
applicable to any work associated with this Agreement.
23.4.
All policies shall be endorsed to provide 30 days advance notice to the Town of any
modification, change, or cancellation.
23.5.
All policies shall include a provision that the coverage will be primary and will not
participate with nor be excess over any valid and collectible insurance or program of selfinsurance carried or maintained by the Town.
23.6.
All policies shall be with insurers licensed to underwrite insurance in the Province of
Ontario.
23.7.
If the Successful Respondent fails to maintain insurance as required by the Agreement,
the Town shall have the right at their sole discretion to: terminate the Agreement; provide
the Successful Respondent with 2 business days to provide confirmation that coverage is
in effect; or, provide and maintain such insurance and give evidence to the Successful
Respondent and the Successful Respondent shall pay the cost thereof to the Town on
demand or the Town may deduct the cost from the amount which is due to or may
become due to the Successful Respondent.
23.8.
All applicable deductibles under the above required insurance policies are at the sole
expense of the Successful Respondent.
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23.9.
It is expected by the Town that the Certificate(s) of Insurance will provide confirmation
that all insurance requirements as stated under Section 23 have been met.
23.10. If applicable and based upon the operations of any sub-contractor, Section 23 shall apply
in the same manner to any sub-contractor as it would to the Successful Respondent.
Further, it is the Successful Respondent’s obligation to ensure that any sub-contractor is
aware of these obligations. The Successful Respondent shall provide to the Town
confirmation of the sub-contractor’s insurance.
24.
25.
REGULATION COMPLIANCE AND LEGISLATION
24.1.
All work provided must be in accordance with all laws and regulations pertaining to the
work. The laws of the Province of Ontario shall govern this proposal and any subsequent
agreement resulting from this proposal.
24.2.
The Successful Respondent shall ensure all services and products provided in respect to
this proposal are in accordance with, and under authorization of all applicable authorities,
Municipal, Provincial and Federal legislation.
COMPLIANCE WITH THE ACCESSIBILITY FOR ONTARIANS WITH DISABILITIES ACT, 2005
The Successful Respondent will ensure that all its employees, agents, volunteers, or others for
whom the Successful Respondent is legally responsible receive training regarding the provision
of the goods and services contemplated herein to persons with disabilities in accordance with
Section 6 of Ontario Regulation 429/07 (the "Regulation") made under the Accessibility for
Ontarians with Disabilities Act, 2005, as amended the "Act"). The Successful Respondent will
ensure that such training includes, without limitation, a review of the purposes of the Act and the
requirements of the Regulation, as well as instruction regarding all matters set out in Section 6 of
the Regulation. The Successful Respondent will submit to the Town, as required from time to
time, documentation describing its customer service training policies, practices and procedures,
and a summary of its training program, together with a record of the dates on which training was
provided and a list of the employees, agents volunteers or others who received such training. The
Town reserves the right to require the Successful Respondent to amend its training policies to
meet the requirements of the Act and the Regulation.
26.
FREEDOM OF INFORMATION
All written proposals received by the Town become a public record. Once the Town accepts a
proposal, all information contained in the proposal is available to the public, including personal
information.
Questions about collection of personal information and the Municipal Freedom of Information and
Protection of Privacy Act, 1989, R.S.O. 1990, Chapter M.56, as amended, shall be directed to:
Director of Corporate Services/Clerk
Town of Bracebridge
1000 Taylor Court, Bracebridge, ON, P1L 1R6
Telephone: (705) 645-5264 ext. 243
The Director of Corporate Services/Clerk has been designated by the Town of Bracebridge to
carry out the responsibilities of the Act.
14 of 29
27.
CONFIDENTIALITY
The Successful Respondent shall keep confidential any information provided by the Town or any
oral information conveyed to the Successful Respondent by the Town. The Successful
Respondent shall not discuss any aspects or results of the study with anyone other than the
Town.
28.
INDEMNIFICATION
The Successful Respondent, its officers, agents or employees and if applicable all subcontractors shall at all times indemnify and save harmless the Town from and against any and all
manner of claims, demands, losses, costs, charges, actions and other proceedings whatsoever
made or brought against, suffered by, or imposed on the Town in respect of any loss, damage or
injury to any person or property directly or indirectly arising out of, resulting from, or sustained, as
a result of this Agreement, provision of services or any operations connected therewith caused by
or resulting from the negligent or wilful acts or omissions of the Successful Respondent, its
officers, agents or employees or if applicable its sub-contractors.
29.
CONFLICT OF INTEREST
Respondents must ensure that they are not in a position that may be perceived as a conflict of
interest.
30.
31.
CANCELLATION
30.1.
The Town reserves the right to cancel this Request for Proposals at any time and for any
reason, and will not be responsible for any loss, damage, cost or expense incurred or
suffered by any Respondent as a result of that cancellation.
30.2.
The Town reserve the right to cancel the Agreement, at its sole and absolute discretion,
with 30 days written notice to the Successful Respondent, and the Successful
Respondent will have no rights or claims against the Town. The Successful Respondent
will be entitled to be paid for all authorized work and expenses to termination date.
Cancellation would not, in any manner whatsoever, limit the Towns’ right to bring action
against the Successful Respondent for damages for breach of contract.
SUBCONSULTANTS
The Respondent is fully responsible to the Town for the acts and omissions of sub-consultants
and/or persons directly or indirectly engaged by the Respondent in respect to this work. Subconsultants will be required to abide by all the requirements of the proposal document as though
the primary Successful Respondent (Insurance, WSIB, Health and Safety Policy, etc.). The
Respondent agrees to bind every sub-consultant by the terms of the proposal documents as far
as it is applicable to their work.
32.
RESPONDENTS EXPENSES
Respondents are solely responsible for their own expenses in preparing a proposal and for
subsequent negotiations with individual participants in the Town, if any. If the Town elects to
reject all proposals, the Town will not be liable to any Respondent for any claims, whether for
costs or damages incurred by the Respondent in preparing the proposal, loss of anticipated profit
in connection with any final Contract, or any other matter whatsoever.
15 of 29
33.
34.
LEGAL CLAIMS AND DAMAGES
33.1.
The Respondent shall indemnify and hold harmless the Town, its officers and employees
from and against any and all liabilities, claims, demands, loss, cost, damages, actions,
suits or other proceedings by whomsoever made, directly or indirectly arising out of the
project attributable to bodily injury, sickness, disease or death or to damage to or
destruction of tangible property caused by any acts or omissions of the Respondent, it’s
officers, agents, servants, employees, customers, invitees or licensees, or occurring in or
on the premises or any part thereof and, as a result of activities under this proposal.
33.2.
A Respondent, by submitting a proposal, agrees that it will not claim damages, by any
means, in respect to any matter relating to the RFP, the bidding and evaluation process
or any subsequent procurement process, if any, resulting from the RFP.
ACCURACY OF INFORMATION
The Town makes no representation or warranty, either expressed or implied, with respect to the
accuracy or completeness of any information contained in or referred to in the proposal.
35.
SOLICITATION
If any director, officer, employee, agent or other representative of a Respondent makes any
representation or solicitation to any Mayor, Councillor, officer or employee of the Town with
respect to the proposal, whether before or after the submission of the proposal, the Town shall be
entitled to reject the proposal.
36.
PUBLICITY
All publicity relating to this project is subject to the approval of the Town and no mention of the
project in advertising or articles in any publication will be permitted unless authorized in advance,
in writing by the Town. Publicity or advertising implying endorsement of a product by the Town
will not be permitted.
16 of 29
APPENDIX “A”
2014 Preliminary Feasibility Plan – Arena/Recreation Complex
17 of 29
The Corporation of the
Town of Bracebridge
2014 Preliminary Feasibility Plan
Arena/Recreation Complex
Prepared by
Facility Working Group:
•
•
•
•
•
Mayor G. Smith, Chair
Councillor/Deputy Mayor, R. Maloney
Councillor, L. Giaschi-Pacini
Councillor, G. Tryon
Councillor, M. Quemby
Reviewed by General Committee – October 7, 2014
Approved by Council – October 15, 2014
Preliminary Feasibility Plan – Arena/Recreation Complex
October 7, 2014
Table of Contents
Table of Contents .......................................................................................................................................... 1
Chapter 1 - Introduction ................................................................................................................................ 4
Purpose ..................................................................................................................................................... 4
Introduction ................................................................................................................................................ 4
Vision ......................................................................................................................................................... 4
Promotion of Active and Healthy Lifestyles ............................................................................................... 5
Chapter 2 - Community Profile ...................................................................................................................... 6
Community Profile ..................................................................................................................................... 6
Market Area ............................................................................................................................................... 7
Growth Projections .................................................................................................................................... 7
Chapter 3 - Bracebridge Memorial Arena Building Condition ....................................................................... 9
Overview .................................................................................................................................................... 9
Building Condition and Structural Analysis................................................................................................ 9
Life Safety Inspection Report .................................................................................................................. 10
Current Building Components ................................................................................................................. 10
Chapter 4 - Current Arena Use and Operations ......................................................................................... 12
Town Coordinated Programs................................................................................................................... 12
Current User Groups and Use ................................................................................................................. 13
Youth Groups ....................................................................................................................................... 13
Junior A Hockey ................................................................................................................................... 13
Adult Groups ........................................................................................................................................ 13
Summer Use ........................................................................................................................................ 13
Bracebridge Memorial Arena Historical Hours of Use ............................................................................. 14
Operating Budget .................................................................................................................................... 14
Bracebridge Memorial Arena Historical Rental Revenue ........................................................................ 14
Chapter 5 - Future Needs and Community Consultation ............................................................................ 15
Arena ....................................................................................................................................................... 15
Ice ........................................................................................................................................................ 15
Dry Floor .............................................................................................................................................. 15
2012 Bracebridge Arena Community Survey .......................................................................................... 15
2014 Arena Facility User Group Consultation ......................................................................................... 16
Multipurpose Room with Kitchen ............................................................................................................. 18
Fieldhouse ............................................................................................................................................... 18
Gymnasium ............................................................................................................................................. 19
Potential Partners .................................................................................................................................... 19
Chapter 6 - Facility Service Standards and Secondary Facilities ............................................................... 20
Page 1.
October 7, 2014
Facility Service Standards ....................................................................................................................... 20
Arenas .................................................................................................................................................. 20
Gymnasiums ........................................................................................................................................ 21
Fieldhouse ........................................................................................................................................... 21
Multipurpose Space ............................................................................................................................. 21
Secondary Facilities ............................................................................................................................. 21
Second Arena ...................................................................................................................................... 21
Fieldhouse ........................................................................................................................................... 21
Outdoor Soccer Field ........................................................................................................................... 21
Chapter 7 - Preliminary Planning ................................................................................................................ 22
Preliminary Planning ................................................................................................................................ 22
Primary Site Requirements and Considerations .................................................................................. 22
Sites Reviewed .................................................................................................................................... 22
Sites Considered for Further Evaluation .............................................................................................. 23
Preliminary Draft Space Program ............................................................................................................ 23
Chapter 8 - Facility Operating Costs ........................................................................................................... 24
Facility Operating Costs .......................................................................................................................... 24
Single Spectator Arena with Multipurpose Space ............................................................................... 24
Second Arena ...................................................................................................................................... 24
Fieldhouse ........................................................................................................................................... 24
Outdoor Soccer Field - Grass .............................................................................................................. 24
Outdoor Soccer Field – Artificial Turf ................................................................................................... 25
Chapter 9 - Governance and Potential Partnerships .................................................................................. 26
Governance and Management Alternatives ............................................................................................ 26
Potential Partnerships ............................................................................................................................. 27
Chapter 10 - Facilities in the Market Area................................................................................................... 29
Arena Facilities ........................................................................................................................................ 29
Fieldhouse Facilities ................................................................................................................................ 29
Chapter 11 - Funding Considerations ......................................................................................................... 30
Potential for Revenue .............................................................................................................................. 30
Chapter 12 - Preliminary Conclusions ........................................................................................................ 31
Chapter 13 - Recommendations ................................................................................................................. 32
Chapter 14 - Implementation Strategy ........................................................................................................ 34
Preliminary Implementation Strategy ...................................................................................................... 34
Step 1 - Feasibility Study/Concept Design .......................................................................................... 34
Step 2 (a) - Finalize Scope of Project .................................................................................................. 34
Step 2 (b) - Funding ............................................................................................................................. 34
Step 3 - Project Design ........................................................................................................................ 35
Step 4 - Project Construction ............................................................................................................... 35
Page 2.
October 7, 2014
Step 5 - Open Arena/Recreation Complex .......................................................................................... 35
Step 6 - Decommission existing Bracebridge Memorial Arena ........................................................... 35
Chapter 15 - Appendices ............................................................................................................................ 36
Appendix “A” ............................................................................................................................................ 36
Arena Bow String Truss Inspection 2012 ................................................................................................ 36
Appendix “B” ............................................................................................................................................ 36
Arena Structural Inspection Report 2011 ................................................................................................ 36
Appendix “C” ............................................................................................................................................ 36
Life Safety Inspection Report .................................................................................................................. 36
Appendix “D” ............................................................................................................................................ 36
2012 Bracebridge Arena Community Survey .......................................................................................... 36
Appendix “E” ............................................................................................................................................ 36
2014 Facility User Group Feedback Form .............................................................................................. 36
Appendix “F” ............................................................................................................................................ 36
Arena Design Suggestions ...................................................................................................................... 36
Appendix “G” ........................................................................................................................................... 36
Location Map of Potential Arena Sites .................................................................................................... 36
Appendix “H” ............................................................................................................................................ 36
Draft Preliminary Space Program ............................................................................................................ 36
Appendix “I” ............................................................................................................................................. 36
Arena Facility Inventory ........................................................................................................................... 36
Page 3.
October 7, 2014
Chapter 1 - Introduction
Purpose
The purpose of the Preliminary Feasibility Plan is to:
Confirm the need to replace the existing Bracebridge Memorial Arena with a new arena; to
develop a preliminary space program; and to determine what additional facilities, if any, should be
considered during the planning and development stages.
Introduction
The Bracebridge Memorial Arena is 67 years old and is nearing the end of its useful life. The facility, built
in 1947, is not energy efficient, does not have a regulation size ice surface, is not accessible in all areas
of the building and requires major updating and repairs.
The Life Safety Study completed in 2009 dealt with critical building and electrical work that were facing
imminent failure. Some functional issues such as narrow bench seating, ill-equipped team rooms,
extremely poor ventilation and several accessibility issues were not addressed or could not be completed.
If the Bracebridge Memorial Arena was to be used long-term, the dressing rooms, concession, auditorium
and kitchen would require major upgrading to meet current standards. In addition to these cosmetic
repairs, many infrastructure deficiencies would need to be attended to including correcting settlement
issues, painting of steel trusses, addition of insulation to assist with heating and cooling, modifications to
the stairs and railings in the seating area and the exterior landings would need to be replaced. This major
rehabilitation work would need to be completed in the next few years and would be very costly. Much of
the work would require building permits and this would trigger the need to bring the facility up to present
day building code which would prove to be costly.
Vision
The Town’s Vision for this project is to:
Replace and possibly expand the existing Bracebridge Memorial Arena with a new
arena/recreation complex which supports active and healthy lifestyles for residents.
A new arena/recreation complex would be purposefully designed to ensure the facility is appropriate for
current programs and services, adaptable for future growth of programs and services, attends to gaps in
community programs and services, is affordable to construct, operate and maintain and is accessible to
all residents, geographically, physically and financially.
The Town’s Primary Objective for this project is to:
Create an arena/recreation complex to support local sport groups and community programs and
activities.
The Town’s Secondary Objective for this project is to:
Create an arena/recreation complex that will contribute to the economic health and vitality of the
Town through a venue that is able to support sport tourism, ongoing spectator events and
entertainment events.
Page 4.
October 7, 2014
Promotion of Active and Healthy Lifestyles
Increasingly, recreation’s primary purpose is to provide opportunity and support for individuals and
families to achieve an active and healthy lifestyle (sport for life).
Due to the Town’s aging demographic composition there will be an increasing demand for programs and
services that serve the active adults, older adults and seniors. However, based on the need and return
on investment, children and youth remain an important focus. As a recognized Youth Friendly
Community, the Town of Bracebridge actively supports and provides opportunities for the growth and
development of youth through play.
Page 5.
October 7, 2014
Chapter 2 - Community Profile
Community Profile
Bracebridge is known as “The Heart of Muskoka” due to its location in the center of Muskoka and is the
seat of District government. The Town of Bracebridge is located 2 hours north of Toronto along Highway
11, a 4-lane highway connected directly to the 400 series of highways. Bracebridge is situated centrally
within the District of Muskoka.
The 2011 population of Bracebridge was 15,414 according to Statistics Canada. Bracebridge has
historically been a community with urban and rural areas that cater to people who wish to live in a small
community or in a rural environment close to basic urban services. It offers its citizens a strong
construction, hospitality, tourism and professional services sector along with diversified social,
recreational and cultural resources.
Municipality
Type
Total Private Dwellings
Total Population 1
2006
2011
# change
% change
2006
2011
# change
% change
Bracebridge
T
8,073
8,519
446
5.52
14,879
15,414
535
3.60
Georgian Bay
TP
4,519
4,354
(165)
-3.65
2,340
2,124
(216)
-9.23
Gravenhurst
T
7,666
7,888
222
2.89
11,018
11,703
685
6.22
Huntsville
T
9,691
10,084
393
4.05
18,280
19,056
776
4.25
Lake of Bays
TP
4,338
4,471
133
3.06
3,570
3,284
(286)
-8.01
Muskoka Lakes
TP
9,211
9,361
150
1.63
6,467
6,324
(143)
-2.21
District of Muskoka
D
43,498
44,677
1,179
2.71
56,554
57,905
1,351
2.39
Generally, Statistics Canada reports that Bracebridge has an additional seasonal population of
approximately 7,000. The seasonal population should be included as we plan for a new arena and
recreation facilities. Based on our increased summer use, it is obvious that this group of Bracebridge
taxpayers are part of the Town’s recreation constituency.
From a community perspective, many changes are underway in the local economy including the loss of
manufacturing jobs and the need to adapt to a changing tourism industry. Many recent initiatives have
resulted in a positive outlook for Bracebridge such as the expansions of the Muskoka Campuses of
Nipissing University and Georgian College. The Town worked closely with Nipissing University on the
construction of a new 52-bed residence complex at its Muskoka campus which was opened for use
during the summer of 2011.
During 2011, the Town started the process of proactively planning for other key community infrastructure
such as a new central Fire Station, a new Public Library and a new Arena. In 2011, the Council approved
the purchase of land on Taylor Road for the new central Fire Station.
1
Statistics Canada, June, 2012 (As up-dated and confirmed October, 2012)
Page 6.
October 7, 2014
Market Area
The major draw for the Bracebridge Memorial Arena is from within the boundaries of the Town of
Bracebridge (see map below).
Growth Projections
By 2041 the permanent population of Bracebridge is estimated to be 23,100 and the District of Muskoka
2
expected to grow to 84,000 residents.
Between 2001 and 2011 the median age of the permanent population in Bracebridge increased from 41.1
to 47.2 confirming that Bracebridge is getting older.
According to the Trillium Lakelands District School Board the population in Bracebridge schools is
expected to drop by almost 3% from 2014 to 2018. This percentage includes the following schools:
Bracebridge Public School, Glen Orchard, Macaulay Public School, Monck Public School, Muskoka Falls
Public School, Watt Public School and Bracebridge and Muskoka Lakes Secondary School.
2
The District Municipality of Muskoka Growth Strategy 2013 Phase 2 Update, January 10, 2014.
Page 7.
October 7, 2014
While population projections for students age 0 to19 years at Bracebridge schools is expected to slightly
decline through to 2018, Watson and Associates Economists Ltd. in their report, The District Municipality
of Muskoka Growth Strategy 2013 Phase 1 and Phase 2 Update, January 10, 2014, are predicting growth
in the District of Muskoka up to the year 2041.
Year
0 – 19 yrs.
Projected growth
2006
2026
2036
2041
21.4%
18 %
17.5%
16.7%
The highest percentage of growth for permanent residents within the District of Muskoka is seniors 55 to
74 years of age. This projection, based on the scenario projected by Watson and Associates Economists
Ltd, is outlined below.
Year
55 – 74 yrs.
Projected growth
2006
2026
2036
2041
24.4%
31.3%
26.8%
25%
It is also projected that Bracebridge will continue to attract a large portion of the population for the District
of Muskoka over the next 30 years. According to Watson and Associates Economists Ltd., an increase of
7,000 people is anticipated between 2011 and 2041. The population of Bracebridge is projected to
increase to 31,200 permanent and seasonal residents by 2041 with a permanent base of 23,100.
More detailed information on demographic growth can be found in the District Municipality of Muskoka
Growth Strategy 2013 Phase 1 and 2 Update by Watson and Associates Economist Ltd. January 10,
2014.
Page 8.
October 7, 2014
Chapter 3 - Bracebridge Memorial Arena Building Condition
Overview
The Bracebridge Memorial Arena officially opened February 1, 1949 and is now 67 years old. The arena
was built as a memorial for the 45 men, from the surrounding area, who lost their lives in World War Two.
The arena was built to house 1,500 spectators seated and 1,000 standing. The majority of the
construction was completed with volunteer labour, people returning from the war. The cost to build the
Bracebridge Memorial Arena was $280,000. A two story lobby addition was constructed in March 1977
and is now 37 years old.
Building Condition and Structural Analysis
Numerous structural inspections have been conducted over the years. The most recent structural
inspection of the Bracebridge Memorial Arena was completed in June 2011. In summary the inspection
concluded:
“The buildings structure is in generally fair to good condition; however there are some
areas that are showing signs of stress and should be closely monitored. The build quality
of the original concrete work is substandard and moisture issues, along with numerous
freeze-thaw cycles, have taken their toll on the concrete in some areas.
The permanent deformation in many of the roof truss web members suggests that the
trusses should have a full structural analysis carried out on them to verify their adequacy
to meet the current loading requirements of the Ontario Building Code.
At this time it was recommended that the arena be re-inspected in five (5) years.”
A structural analysis of the bowstring trusses and investigation of the south west corner of the
Bracebridge Memorial Arena was completed in May 2012. In summary the analysis concluded:
“The top and bottom chords of bowstring trusses are up to 11.5% overstressed according
to the latest version of the Ontario Building Code. The web members, which were the
concern due to the deformation, are within the acceptable stress levels outlined in the
code. Reinforcement of the trusses is not required because the trusses have been
“grandfathered” by the Building Code and significant modifications have not been made
that would cause the roof to meet the current structural requirements.
The cracking observed in the south end of the addition appears to be caused by
settlement in the soil supporting the footings and floor slab. The cracking is not the result
of overstressing of any structural components and is not a concern for structural failure at
this time. It is recommended that the area be monitored to determine the rate of
settlement and minor repairs should be made to prevent water infiltration and tripping
hazards.” If the settlement is found to be progressing at an unacceptable rate it will
become necessary to consider methods to correct the problem. Both methods are very
costly and are not considered to be warranted at this time.”
Page 9.
October 7, 2014
All the recommended maintenance work from the past two inspections, with the exception of the items
listed below, has been completed.
Required and recommended work to be completed prior to 2021 includes:
Item
Financial Impact
•
Correct settlement issues.
> $1,500,000
•
Painting of steel trusses.
> $ 100,000
•
Improvements to steps and railings in viewing gallery.
> $1,000,000
•
Additional insulation and or an enhanced dehumidification
system to prevent paint blistering and efflorescence on the
south block.
> $1,000,000
•
Exterior stair landings need to be replaced with open grating.
> $ 250,000
Note: The costing associated with the required work, as outlined above, does not include costs
that may be incurred due to building code compliance requirements which are caused by the
work being undertaken.
Full copies of these reports are attached as:
Appendix “A”- Arena Bow String Truss Inspection 2012.
Appendix “B” - Arena Structural Inspection 2011.
Life Safety Inspection Report
A Life Safety Inspection Report was completed by Totten Sims Hubicki Associates in 1984. Another Life
Safety Study was completed in 2008 / 2009 by Duncan Ross Architect. There were numerous
renovations done as a result of this study. Concrete repairs throughout the building and electrical work
required to operate fire doors were two of the largest components of this work.
A full copy of the Life Safety Inspection report is attached as Appendix “C”. This report contains a copy of
the Totten Sims Hubicki report. All the required work was completed.
Note: The Structural Inspections and Life Safety Inspections did not take into consideration the
updating and upgrading of dressing rooms, lobby, meeting room, concession, auditorium and
kitchen.
Current Building Components
The Bracebridge Memorial Arena and Multipurpose Room is 22,800 square feet and currently contains
the following components:
•
Ice pad/dry pad 79 feet by 175 feet
•
Refrigeration plant 110 horsepower
•
Workshop/ice re-surfacing machine storage area
Page 10.
October 7, 2014
•
Seating capacity of 1,250
•
Change rooms, seven in total:
o
#1 to #4 team change rooms
o
#5 female change room (make-shift change room)
o
#6 referees change room
o
#7 junior hockey club change room with separate entrance
•
Lobby with washrooms
•
Ticket booth
•
Music booth
•
Pro Shop
•
Office and staff room
•
Elevator
•
Concession/snack bar
•
Meeting room with separate entrance and washroom
•
Multipurpose room with separate entrance:
o
Bar
o
Kitchen
o
Washrooms
Page 11.
October 7, 2014
Chapter 4 - Current Arena Use and Operations
Town Coordinated Programs
The Town operates numerous skating programs throughout the ice season. Below is a synopsis of each
of these programs.
Public Skating
Is offered on Saturdays and Sundays as well as PA Days, Christmas and March
Break vacations. Public skating is offered as a general admission activity. There
are exceptions when corporate sponsors will pay for the ice during these periods
and patrons are admitted free of charge.
The other exception is during
tournament weekends when public skating is cancelled during the normal time
frame. When this occurs, the tournament organizer pays for ice from 4:00 pm to
6:00 pm on Sunday and patrons are admitted free of charge. Ice usage for public
skating is 2 hours with the last 20 minutes set aside for a flood.
Adult Leisure Skate
Is offered twice through the week on Tuesday and Friday mornings. This is an
adult only general admission program. The time slot is 90 minutes on Tuesday
and 60 minutes on Friday.
Skate Your Heart
Out
Is offered on Thursday mornings and is an instructor led learn-to-skate program
for adults. This is a program where participants must pre-register for the program.
The time slot for this program is 75 minutes.
Adult Shinny
Hockey
Is offered twice a week on Tuesday mornings and Saturday evenings. This is for
those 16 years of age and older and is a general admission program. The time
slot for this program is 90 minutes.
55+ Shinny Hockey
Is offered three times through the week on Monday, Wednesday and Friday
mornings and offers pick up hockey for all participants. This is a program where
participants must be at least 55 years of age and must pre-register for the
program. The time slots are 90 minutes each day.
Adult Figure Skate
Is offered on Friday afternoons. This is an open session for adult figure skaters.
The time slot for this program is 90 minutes and this is a general admission
program.
Preschool Skate
Is offered twice per week on Wednesday and Thursday mornings. These sessions
are 60 minutes long and are offered free of charge.
In the summer months the arena is used for ball hockey for children, youth and adults as well as for
private rentals.
The multipurpose room is used throughout the year for programs, tournaments and private rentals for
dances and other events.
Page 12.
October 7, 2014
Current User Groups and Use
Youth Groups
a)
South Muskoka Minor Hockey Association (SMMHA) plays in Bracebridge and Gravenhurst
arenas. SMMHA was formed in 2012 when the Bracebridge Minor Hockey Association and the
Gravenhurst Minor Hockey Association amalgamated. SMMHA currently rents 35.5 hours of ice
time per week in a typical week. SMMHA also hosts many tournaments throughout the season.
The 2012/2013 registration for minor hockey was 385 players and for 2013/2014 was 370.
b)
Bracebridge Skating Club skates at the Bracebridge Memorial Arena. The club offers skating
programs from beginner up to competitive. The club currently rents 12.75 hours of ice time per
week in a typical week. The club also hosts special events such as skating carnivals and
competitions. The 2012/2013 registration was 138 skaters and for 2013/2014 was 120 skaters.
c)
Trillium Lakelands District School Board area schools offer students various programs at the
arena, from electives for learn to skate to competitive hockey teams. The schools ice time use
varies week to week however can include up to 8 hours of ice time per week.
Junior A Hockey
Junior A Hockey began operating in 2012 and uses Bracebridge as their home arena. The club rents 7.5
hours of ice time per week for games and practices.
Adult Groups
Numerous adult users rent ice; usually these groups rent 1 hour per week for a total of 8 hours of ice time
per week. The exception is the men’s recreational league which rents 3 hours of ice time per week.
These users include:
•
Rink Rats Hockey
•
Arctic Cats Hockey
•
Ice Bandits Hockey
•
Muskoka Transport Spare Tires Hockey
•
Whitewater Women’s Hockey
•
Bracebridge Men’s Recreational Hockey League
Summer Use
The Town has operated summer ice since the late 1990’s and initially had a good uptake for its use.
During the earlier years of summer ice there was a market to operate the arena for the entire summer due
to the number of businesses offering skating schools and hockey schools in Bracebridge. Over time, the
market for hockey and skating schools weakened and the Town responded by selling ice time to private
users; one hour at a time. This method of renting ice was not sustainable and the number of weeks of
summer ice was scaled back.
In 2013, the Town offered one week of summer ice. Minor hockey, the skating club, the Junior A hockey
club and other private users rented ice during this week.
Page 13.
October 7, 2014
In 2014, the Town extended summer ice by two weeks to accommodate a Hockey School. Minor hockey,
the Junior A hockey club and other private users also rented ice during this time.
Dry floor time is used for ball hockey for children, youth and adults as well as for rentals for special
events.
Bracebridge Memorial Arena Historical Hours of Use
Group
2010
2011
2012
2013
2014
Ice
•
•
•
•
•
•
•
•
•
Minor Hockey
Figure Skating
Schools
Junior “A”
Adult/Private Groups
Programs
Summer Ice Contracts
Summer Ice Casual
Summer Ice Programs
Total Ice
1,295
434
89
0
516
514
43
7
15
1,260
433
89
0
469
570
0
9
12
1,153
428
52
106
371
528
24
5
0
979
415
25
196
303
540
0
13
0
987
394
36
125
331
536
83
16
0
2,913
2,842
2,667
2,471
2,508
227
6
132
6
63
52
5
45
89
28
233
138
115
50
117
Dry Floor
•
•
Rentals
Programs
Total Dry Floor
Operating Budget
The 2013 operating budget for the Bracebridge Memorial Arena was $567,200 in expenses and $275,700
in revenues for a net cost to operate of $291,500. Utilities account for 27% of total expenses.
For 2014 the operating budget for the Bracebridge Memorial Arena is $552,100 in expenses and
$240,500 in revenues for a net cost to operate of $311,600. Utilities account for 28% of total expenses.
Bracebridge Memorial Arena Historical Rental Revenue
User Group
2010
2011
2012
2013
2014
Figure Skating
$34,098
$34,197
$33,908
$35,165
$35,229
Minor Hockey
$105,701
$106,633
$98,994
$86,188
$92,217
Other Ice Rentals
$75,404
$61,158
$65,615
$68,515
$69,130
Dry Floor Rentals
3
$4,649
$4,571
$357
$2,938
3
$11,364
Huntsville Arena was closed for this summer and their users rented at Bracebridge Memorial Arena
Page 14.
October 7, 2014
Chapter 5 - Future Needs and Community Consultation
Arena
Ice
An ice arena typically has 65 hours of prime time ice (Monday to Friday 4:00 p.m. to 11:00 p.m. and
Saturday and Sunday 8:00 a.m. to 11:00 p.m.) and 40 hours of non-prime time hours available per week
for a total of 105 available hours. It is also typical for an arena to have dark time (non-use time) during
non-prime time hours.
In 2014 rental groups occupied an average of 67 hours per week. Programs occupied an average of 17
hours per week. Total usage was approximately 84 hours per week and total dark time was
approximately 21 hours per week.
Based on the information received from present users and anticipated new users, there is a need for an
additional 35 hours per week of prime time ice and no need for additional non-prime time ice; leaving 70
hours of available ice on a second ice surface.
User Group
Future Estimated Need
•
Minor Hockey
12.0 Hours of Prime time Per Week
•
Men’s Hockey
4.5 Hours of Prime Time per Week
•
Women’s Hockey
•
Public Skating
•
New Users
•
Tournaments
26.0 Hours Bimonthly
Dry Floor
At present the dry floor at the arena is not well utilized and it is not anticipated that there will be major
growth in dry floor sports such as ball hockey or lacrosse.
2012 Bracebridge Arena Community Survey
An arena survey was undertaken in 2012, with the following feedback being provided:
•
391 people started to complete the survey and 344 completed the survey. 350 were full time
residents, 4 seasonal and the remaining were other. Of this, 191 were female and 183 were
male. 32 were under the age of 30, 235 were between the ages of 31 and 50 and 108 were over
50.
•
304 people indicated that they or their immediate family members currently used the facility
compared to 68 who did not. Of these, 131 used the facility 1-2 times per week, 110 used 3-4
times a week and 58 used 5 times or more a week.
Page 15.
October 7, 2014
•
120 were hockey players, 17 figure skaters, 183 had children in hockey, 45 had children in figure
skating, 174 used public skating and 41 either watched local teams, attended meetings, refereed,
coached, used the auditorium, played ball hockey, or took clinics or courses.
•
260 people strongly agreed that Bracebridge requires a new arena, 38 agreed, 25 were neutral,
18 disagreed, and 27 strongly disagreed.
•
71 indicated they would like the arena in the urban core, 105 on the outskirts of town, 93 in the
current location and 40 said other.
•
Of the components listed in the survey, the main components that respondents believed are
necessary in a new facility were single pad, double pad, auditorium, larger dressing rooms, and
food services.
A complete copy of the 2012 Bracebridge Arena Community survey is attached as Appendix “D”.
2014 Arena Facility User Group Consultation
The main arena user groups; figure skating, men’s and women’s recreational hockey, the Junior A
Hockey Club and minor hockey have been consulted with in the development of this report. In addition,
these groups were invited to complete a questionnaire regarding the possible construction of a new arena
in Bracebridge. A copy of the 2014 Facility User Group Feedback form is attached as Appendix “E”.
The following feedback was provided:
•
All the organizations, except Junior ‘A’ Hockey and Figure Skating, are projecting growth and
have the need for additional prime time ice.
•
Dry floor space was not presently being used by any of the organizations; however, they did see
some merit in creating summer sport leagues.
•
Most would like the ice rates to stay approximately the same, understanding the need to keep up
with inflation.
•
All would be willing to contribute to a fundraising campaign for capital costs associated with
building of a new arena.
•
That the new arena would require:
o
6 dressing rooms
o
A female dressing room
o
A Junior Team dressing room
o
Office space for sport organizations
o
Storage Areas for sport organizations and programs
o
Ventilated storage areas
o
A NHL sized ice surface
Page 16.
October 7, 2014
•
o
Assessable access between dressing rooms and ice surface
o
A Referee room
o
A Media/music room
o
Meeting/multipurpose space overlooking the ice surface
o
1,000 seats for spectators
o
Available parking
That additional amenities could include:
o
A Mini sticks playing area for youth
o
A large multiuse space with kitchen that could be used for numerous activities and events
especially during hockey tournaments or skating events
o
A Meeting room
o
Climate controlled storage areas for equipment
o
Water filling stations in dressing rooms and hallways
o
Viewing areas that are rink side; both heated and not heated
o
A Hall of Fame
o
A concession or snack bar
o
A Pro-shop
o
Related fitness facilities both indoor and outdoor (fitness studio, basketball courts, tennis
courts, soccer, outdoor rink, winterized fieldhouse)
•
All were optimistic that sport tourism opportunities such as hockey tournaments and figure skating
events would grow as a result of a NHL sized arena.
•
All were in agreement that their league or program would either fold immediately or they would
disappear in a very short time period if the arena was closed and not replaced.
•
All were in agreement that their league or program would be severely impacted if the arena were
closed for a season for major renovation or construction.
There were numerous Arena design suggestions that would be taken into consideration and these are
attached as Appendix “F”.
Page 17.
October 7, 2014
Multipurpose Room with Kitchen
During 2013 there were 52 rentals in the arena multipurpose room. Of these 6 were tournament rentals,
6 were for banquet type rentals and the remainder were meetings and training course rentals.
Fieldhouse
Currently there are 565 youth and 166 adults playing outdoor soccer and it is anticipated that this number
will continue to grow. The Bracebridge Soccer Club, to meet their growing demand, is proposing to build
three new outdoor soccer fields at Gostick Park.
Currently there are 150 youth playing indoor soccer. Due to challenges with indoor facilities (glass
windows) adults and older youth cannot play indoor soccer in the High School Gymnasium.
If Bracebridge had a fieldhouse, there would be the potential to grow indoor youth and adult soccer as
well as other sports such as ultimate frisbee, tennis, bocce, lawn bowling, baseball, batting cage, and flag
football.
It is anticipated that a fieldhouse would have 65 hours of prime time and 40 hours of non-prime time
hours available per week for a total of 105 total available hours. It is also anticipated that a fieldhouse
would have dark time during non-prime hours.
For fall and winter it is estimated that a fieldhouse would be used 78 hours per week:
User
Estimated Usage
•
Bracebridge Soccer Club
40.0 Hours of Prime Time Per Week
•
Ultimate Frisbee
•
Tennis
8.0 Hours of Non-Prime Time Per Week
•
Lawn Bowling
8.0 Hours of Non-Prime Time Per Week
•
Other Recreation Programs
Hours Vary
For spring and summer it is estimated that a fieldhouse would be used 81 hours per week:
User
Estimated Usage
•
Bracebridge Soccer Club
•
Ultimate Frisbee
0.0 Hours
•
Tennis
0.0 Hours
•
Lawn Bowling
•
Other Recreation Programs
Page 18.
October 7, 2014
Gymnasium
High School Gymnasium space is at a premium. If the indoor soccer program moves into a fieldhouse in
the winter, gymnasium space will become available for use by other sport organizations.
Potential Partners
TPA Sports, a sponsor of the Bracebridge Blues Hockey Club, is an athletic training facility. They have
indicated that they are interested in exploring the idea of having approximately 5,000 square feet of
training space in the arena/recreation complex. Their goal is a training centre with a culture and
environment which is committed to athlete development at any age and any level. Whether people are
training for a sport or simply trying to get fit, they provide an environment where people reach their goals
and get results based on individualized needs.
Page 19.
October 7, 2014
Chapter 6 - Facility Service Standards and Secondary Facilities
Facility Service Standards
Each element of a new facility will have separate and distinct service standards to consider.
Arenas
Generally, within recreation master plans (The Town of Oakville, the City of Kingston, The Township of
Centre Wellington and the Town of Caledon) it is suggested that a service standard of one ice pad per
12,000 to 18,000 people or 700- 900 registered participants (people participating in a sport or recreational
activity) be used as a guideline.
In a report completed in 2002, the Ontario Recreation Facilities Association recommended the following
service standards for ice pads:
Number of ice pads
Usage
•
One Artificial Ice Pad per 8,000 people
If residents of the municipality are very active in
ice activities and there is a minor hockey
system for boys and girls, skating club, adult
hockey and senior’s hockey and community
public skating.
•
If residents of the municipality are fairly active
in ice activities and there is a minor hockey
system for boys and girls, skating club, and
adult hockey.
•
If residents of the municipality are somewhat
active in ice activities and there is a minor
hockey system for boys, skating club, and adult
hockey.
At this time, the Provincial average based on a community that is fairly active in ice activities was one
artificial ice rink per 14,582 people.
The key to the number of seats required in an arena is based on the requirements of major tenant(s) and
individual entertainment and sporting events. The past Junior A Hockey Clubs typically had 125 to 300
spectators at a game. The Midget/Bantams have approximately 225. These numbers increase at playoffs,
however, rarely exceeds 800 people. Very few community arenas have more than 1,000 fixed seats and
Junior A and Junior B and Senior A hockey teams generally do not require more than 1,000 seats. At
present we do not have a major dry floor tenant. The Alumni Hockey Games presently has the largest
spectator draw at 900 plus people.
Entertainment and sporting events could include alumni hockey games, concerts, mixed martial arts,
cultural events, amateur sporting events, conventions and meetings. There are currently a number of
large multipurpose sports and entertainment centres located within 100 km of the Town of Bracebridge
that would be competing for our spectator dollars.
Page 20.
October 7, 2014
Gymnasiums
Generally, within recreation master plans, it is suggested that a service level of one municipal gym per
35,000 residents should exist.
Fieldhouse
No information could be located on a suggested service level for fieldhouse space.
A fieldhouse can accommodate multi-sport activities and events, including soccer, lacrosse, bocce,
baseball, lawn bowling, field hockey, ultimate frisbee, and tennis. If the turf is removable the floor space
can be used for tradeshows and other large events.
Multipurpose Space
A Multipurpose space (community hall, kitchen/bar) is required when hosting small to mid-sized
tournaments, sport schools, trade shows and most festivals and events. This space can also be used for
youth programming for siblings of participants involved in on-ice activities as well as other community
programs and activities.
Secondary Facilities
The focus is to ensure the primary facility, a single pad spectator arena with multipurpose space, can be
completed within timeline and budget restrictions and that the secondary facilities, depending on the
facility, be planned for initially and executed when funding is available.
Second Arena
Based on the information received from present users, anticipated new users and program participants,
there is a need for an additional 35 hours of prime time ice and no need for additional non-prime time ice;
leaving 70 hours of ice available on a second arena.
Based on the information received regarding dry floor use, there is no need for additional dry floor time.
Fieldhouse
A fieldhouse would have approximately 65 hours of prime time and 40 hours of non-prime time available
per week (105 in total available hours). Based on information received from potential users the field
house would be used approximately 80 hours per week; leaving 25 hours of available field time.
If the turf is removable or appropriate, the space could be available for large trade shows, concerts,
programs and events.
Presently there are no fieldhouse facilities in the District of Muskoka, making this a unique facility. In the
winter months it would be anticipated that the Town would be attracting and serving the needs of
participants from across the District of Muskoka.
Outdoor Soccer Field
The Bracebridge Soccer Club has referenced the need for new outdoor soccer fields to accommodate
growth in their programs. An outdoor soccer field, adjacent to a fieldhouse, would accommodate the
needs of the Bracebridge Soccer club, allow for program growth and would complement a fieldhouse
facility.
Page 21.
October 7, 2014
Chapter 7 - Preliminary Planning
Preliminary Planning
A number of preliminary planning considerations have been identified.
Primary Site Requirements and Considerations
A number of primary site requirements and considerations were identified through the review process:
•
The need for parking
•
A central location (within three kilometer radius of the Downtown)
•
A single arena would require approximately four acres of land (includes parking/green space)
•
Additional facilities and future growth, depending on structures, would require approximately four
to seven acres
•
Along a reasonable transportation route
•
A fit with the neighbourhood
•
Zoning
•
Site servicing
•
Site challenges and opportunities
Sites Reviewed
A number of sites for a new arena/recreation complex were considered:
1.
Napier Lands
2.
Willen Lands
3.
Smart Centres Lands
4.
Fowler Lands
5.
Hammell Lands
6.
Maple Lane Farms
7.
Dura Lands (now the site of TDCI Bracebridge Inc.)
8.
Royal Muskoka Lands
9.
Alcan Lands (now site of Muskoka Brewery and other activities)
Page 22.
October 7, 2014
In addition to the new sites listed above, the Working Group evaluated the feasibility of re-using the
existing arena site on James Street.
Sites Considered for Further Evaluation
Of the nine new sites considered, three potentially suitable sites were identified for further consideration
and review.
A Location Map of Potential Arena Sites is attached as Appendix “G”.
Preliminary Draft Space Program
All figures are estimates, in draft form, and subject to change.
Information presented does not include costs associated with furnishings/equipment and land acquisition.
Potential revenue streams are outlined in Chapter 8, page 27 of the Preliminary Feasibility Plan.
Facility
Size in Square feet
Preliminary Estimate
Single Pad Arena 1000 seats
40,700
$15,400,000
Secondary Pad Arena 250 seats
29,750
$10,800,000
Multipurpose Community Space
7,100
$ 1,850,000
Fieldhouse (field 42m by 57m)
30,600
$ 6,200,000
Gymnasium
11,100
$ 2,897,100
Outdoor Soccer Field with lights
75 yards by 110 yards
$ 1,000,000
Outdoor Artificial Soccer Field with lights
75 yards by 110 yards
$ 1,700,000
A detailed Preliminary Draft Space Program is attached as Appendix “H”.
Page 23.
October 7, 2014
Chapter 8 - Facility Operating Costs
Facility Operating Costs
Each element of a new facility will have separate and distinct operating costs to consider.
Single Spectator Arena with Multipurpose Space
Expenditures:
Generally the costs associated with operating a new arena will be similar to the existing
arena and community hall. Cost saving measures should be realized in the utilities as
the building will be energy efficient.
Revenues:
It would be anticipated that revenues would increase by 10% due to tournaments,
increased use and attraction of events.
Second Arena
Expenditures:
Generally the cost associated with operating a second arena would be 70% to 80% of the
costs applied to a single pad arena. The savings would be in staffing, ice re-surfacing,
and plant operations.
Revenues:
Based on the predicted use of the second arena, it would be anticipated that the number
of rentals would be 47% lower than the first arena. The result would be a higher
operating deficit on the second arena.
Fieldhouse
Expenditures:
Based on estimated use, assuming 25% of existing staff and one new full-time staff
member, the operating expenditures are anticipated to be $250,000 annually.
Revenues:
Based on estimated use, it would be anticipated that the facility would generate $190,000
to $220,000 annually.
Outdoor Soccer Field - Grass
Expenditures:
Based on estimated use, the operating expenditures are anticipated to be $15,500
annually.
Revenues:
Based on estimated use, it would be anticipated that the facility would generate $7,000
annually.
Page 24.
October 7, 2014
Outdoor Soccer Field – Artificial Turf
Expenditures:
Based on estimated use and an extended season of two months, the operating
expenditures are anticipated to be $20,000 annually. This includes, but is not limited to,
regular sweeping and rolling of the artificial turf carpet, painting lines, carpet repairs,
water for cooling and cleaning, chemical treatment for bacteria and mold.
Specialized equipment (sweeper, sprayer, roller, line painter) is required to maintain the
artificial turf carpet and is estimated at an initial cost of $60,000.
The life expectancy of an artificial turf carpet is eight to ten years and the cost to replace
the artificial turf carpet is estimated at up to $500,000. Approximately $56,000 would
need to be annually placed into a special reserve fund for the artificial turf carpet
replacement.
Revenue:
Based on estimated use and an extended season of 2 months, it would be anticipated
that the facility would generate $30,000 annually. This revenue should be used to
supplement the artificial turf carpet replacement reserve fund.
Page 25.
October 7, 2014
Chapter 9 - Governance and Potential Partnerships
Governance and Management Alternatives
CannonDesign, in a report prepared for the City of Quesnel in 2006, summarized some of the
opportunities and challenges associated with different models for constructing and operating an arena.
The information is outlined below.
Development
Consideration
Public Owned &
Operated
Public Owned &
Contracted
Management
Arm’s Length
Governance &
Contracted
Management
Public-Private
Partnership
• Elected Officials
High Access
High Access
Med. Access
High Access
• Recreation Staff
High Access
Low Access
Med. Access
Low Access
• General Public
High Access
Med. Access
High Access
Low Access
• Access to
Information
Med. Access
Low Access
Med. Access
Low Access
• Ability to Raise
Capital
Low Risk
Low Risk
Medium Risk
Varies, High Risk
• Borrowing and
Credit
Low Risk
Low Risk
Higher Risk
Varies, High Risk
• Records
Management
High Priority
High Priority
High Priority
High Priority
• Liability
Med. Priority
Med. Priority
High Priority
High Priority
• Quality of Building
High Priority
N/A
High Priority
Lowest Cost
• Energy Efficient
Design
Med. Priority
Operational Savings
High Priority
Value Engineered
Qualifications Driven
N/A
Qualifications Driven
Price Driven
Med. Priority
N/A
Med. Priority
Med. Priority
High Standards
Med. Standards
Med. Standards
Low Standards
Constituent
Involvement
Finances
Construction
• Tendering &
Construction
• Meeting Milestones
Operations
• Maintenance
Standards
Page 26.
October 7, 2014
Development
Consideration
Public Owned &
Operated
Public Owned &
Contracted
Management
Arm’s Length
Governance &
Contracted
Management
Public-Private
Partnership
• Attention to
Lifecycle
Low Priority
Low Priority
High Priority
Low Priority
Optimum Level
Economical Level
Economical Level
Economical Level
High Priority
Med. Priority
High Priority
Med. Priority
Passive
Aggressive
Aggressive
Aggressive
Diverse
Demand Driven
Demand Driven
Profitability Driven
Scheduling
Budget Driven
Maximized
Pricing
Policy Driven
• Staffing Levels
• Risk Management
Programming
• Marketing
Program Offerings
Construction Savings
Baseline
Not Applicable
Minor Savings
Up To 1/5 Reduction,
Less Profit
Net Operating
Savings
Baseline
Less Profit
Less Profit
Less Profit
Pricing
Baseline
Market Rates - 25%
Higher
Higher Than Market 50% Higher
Premium Market - 50100% Higher
Potential Partnerships
A request for proposal could be initiated to identify organizations or companies that are interested in
being part of or attached to the arena/recreation complex.
The building site would need to be large enough to accommodate the space requirements of these
potential partners.
Potential private partners could include, but are not limited to:
•
Total Performance Athletics Sports;
•
Restaurant;
•
Medical Services such as Physical Therapy, Injury Rehabilitation;
•
Sport Organizations; and
•
Hotel.
Page 27.
October 7, 2014
Potential not for profit partners could include, but are not limited to:
•
Minor Hockey;
•
Figure Skating;
•
Soccer;
•
Tennis Club;
•
Lawn Bowling Club;
•
Lacrosse;
•
Schools; and
•
Other sporting organizations.
Page 28.
October 7, 2014
Chapter 10 - Facilities in the Market Area
Arena Facilities
A comprehensive inventory of 13 area arenas and building components is attached as Appendix “I”.
Although it is difficult to compare one arena to another, the inventory does suggest that the majority of
arenas share some similarities while acclaiming uniqueness.
Most notable similarities in the information gathered includes:
•
The majority of neighbouring municipalities have an arena
•
They are open seven days a week in the winter
•
It is local residents using the arena
•
They all have general admission skating programs
•
They all rent ice to user groups
•
They are municipally-operated and programmed
•
The majority of the small municipalities have a single pad arena
Most notable uniqueness in the information gathered includes:
•
The size of the arena pads vary
•
The seating capacity varies
•
Not all arenas use the same definition of prime-time and non-prime time
•
Not all the arenas have a Junior A Hockey team
•
The viewing areas in each arena differ in configuration
Fieldhouse Facilities
There are no fieldhouse facilities presently operating in the District of Muskoka.
Page 29.
October 7, 2014
Chapter 11 - Funding Considerations
Potential for Revenue
•
Sale of the Bracebridge Memorial Arena property and adjacent Town owned property
•
Development Charge Revenues
•
Recreation Reserve
•
Provincial and Federal Grants
•
Grants from other organizations
•
Debt financing
•
Community fundraising
•
Private sector participation
•
Savings from energy efficiencies and operating costs
Page 30.
October 7, 2014
Chapter 12 - Preliminary Conclusions
The primary conclusions of the Facility Working Group in regard to the development of a new
arena/recreation complex for the Town of Bracebridge are as follows:
1.
Functionally, there is a need to replace the existing arena and multipurpose space due to
infrastructure and accessibility challenges.
2.
Civically, there is a need for an arena in Bracebridge as an arena creates a sense of civic pride,
is a community gathering place and is a draw for new residents.
3.
Operationally, there is a need for an arena and multipurpose space to meet the needs of existing
users, general public programming, non-users and a place for community events and
celebrations.
4.
With an NHL size ice surface and fieldhouse, there are increased opportunities for sport tourism,
community and cultural events, and economic development initiatives.
5.
At this time, Bracebridge does not have the population or the immediate growth to support the
development of two ice surfaces unless a potential sport tourism partner is found. The need or
want is for additional prime time ice.
6.
The Town of Bracebridge fits within the Provincial average of one arena per 14,500 people.
7.
The seating capacity requirements for the arena are between 800 and 1,000 seats with standing
and viewing room.
8.
There is the need to optimize the use of the arena dry floor.
9.
The costs to operate a single arena and multipurpose space would be similar, if not slightly less,
than the cost to operate the existing arena and multipurpose space.
10.
Soccer is a growing sport and with a fieldhouse facility there is the potential to grow indoor youth
and adult soccer as well as other sports such as ultimate frisbee, tennis, and lawn bowling.
11.
Gymnasium space is at a premium. If soccer moves into a fieldhouse in the winter, gymnasium
space will be available for use by other sport organizations.
12.
The cost to operate any additional facilities will require additional operating dollars. It will be
expected that rental and program revenues will partially offset operational expenditures.
13.
Arena users are interested in fundraising capital dollars for the replacement of the existing arena.
14.
The Bracebridge Soccer Club is interested in fundraising capital dollars to construct a fieldhouse
and outdoor soccer field. With such a facility the Bracebridge Soccer Club would not need to
expand the fields at Gostick Park.
15.
Both the Muskoka Lawn Bowling Club and the Bracebridge Tennis Club have expressed an
interest in participating in a fundraising campaign for a fieldhouse.
16.
There are both opportunities and risks associated with public private partnerships and these need
to be weighed against the opportunities and risk associated with a municipal operation.
Page 31.
October 7, 2014
Chapter 13 - Recommendations
After detailed consideration, the recommendations of the Facility Working Group in regard to the
development of a new arena/recreation complex for the Town of Bracebridge are as follows:
1.
That, in the near future the existing Bracebridge Memorial Arena be replaced with an
arena/recreation complex which features the following major components:
a.
1,000 seats;
b.
NHL ice surface;
c.
Multipurpose space with kitchen;
d.
Meeting room;
e.
Offices and staff room;
f.
Storage;
g.
Food Services area;
h.
Lobby;
i.
Pro-shop;
j.
Heated viewing area (could be combined with multipurpose space or lobby);
k.
Sports Hall of Fame area;
l.
Ample change rooms including a Female change room; and
m.
Ample parking.
2.
That when planning for the new arena/recreation complex, the Town ensure the site is large
enough to accommodate future indoor and outdoor recreation facilities.
3.
That, in the arena/recreation complex site plan and design phase, the Town plan for an arena,
fieldhouse, outdoor soccer field, playground, future second arena and other possible recreation
amenities.
4.
That the Town construct the additional facilities and recreation amenities when required and
when funding is secured (initially or in future years).
5.
That the Town ensure the arena/recreation complex is designed to be unique, highly functional,
energy efficient and reflective of the character of the Town of Bracebridge.
6.
That the Town issue a request for proposals to potential partners who may be interested in
developing and constructing spaces which complement and form part of the arena/recreation
complex.
Page 32.
October 7, 2014
7.
That the Town build the new arena/recreation complex within a three kilometer radius of the
Downtown.
8.
That the Town ensure that potential user groups contribute, through fundraising, to the capital
construction of the arena/recreation complex.
9.
That the Town assume the management and operating responsibilities for the arena/recreation
complex unless a suitable Public Private Partnership can be realized.
10.
That the Town take into account all costs, including facility overhead costs and potential debt
service charges, when determining rental and program fees for use of the facilities.
Page 33.
October 7, 2014
Chapter 14 - Implementation Strategy
Preliminary Implementation Strategy
This preliminary implementation strategy is offered as a guideline for achieving the project vision. Each
step in the implementation strategy requires endorsement by Town of Bracebridge Council.
Step 1 - Feasibility Study/Concept Design
Initial steps include:
•
Retain a consultant to build on the information and general recommendations in the Preliminary
Feasibility Plan;
•
Solidify the draft space program for the arena, multipurpose space and fieldhouse;
•
Assess the potential sites for specific technical and environmental requirements including any
necessary geotechnical testing; and
•
Assess the potential sites civil engineering requirements (roads, water, and sewer) and
associated costs.
On the most suitable site:
•
Prepare a concept and site plan inclusive of other possible future amenities;
•
Prepare an Order of Magnitude Costing for the arena/multipurpose space, fieldhouse and outdoor
soccer field; and
•
Secure site.
Step 2 (a) - Finalize Scope of Project
Subject to completion of Step 1, the following actions would be undertaken:
•
Identify potential partners;
•
Determine, if required, phasing plan for facilities;
•
Complete operational business plans; and
•
Prepare project time line.
Step 2 (b) - Funding
Concurrent with Step 2 (a), the following actions would be undertaken:
•
Prepare funding strategy; and
•
Commence fundraising.
Page 34.
October 7, 2014
Step 3 - Project Design
Subject to completion of Step 2, the following action will be taken:
•
Tender and award a contract for Architectural services to deliver Project Design and prepare
Contract Documentation.
Step 4 - Project Construction
Subject to completion of Step 3, the following action will be taken:
•
Tender and award a contract for Construction services.
Step 5 - Open Arena/Recreation Complex
Upon completion of construction and after obtaining an occupancy permit the following actions will be
taken:
•
Open the arena/recreation complex to the public; and
•
Celebrate with a Grand Opening.
Step 6 - Decommission existing Bracebridge Memorial Arena
•
Close the Bracebridge Memorial Arena to the public and decommission the existing Bracebridge
Memorial Arena.
Page 35.
October 7, 2014
Chapter 15 – Appendices
Appendix “A”
Arena Bow String Truss Inspection 2012 (Online)
Appendix “B”
Arena Structural Inspection Report 2011 (Online)
Appendix “C”
Life Safety Inspection Report (Online)
Appendix “D”
2012 Bracebridge Arena Community Survey (Online)
Appendix “E”
2014 Facility User Group Feedback Form (Online)
Appendix “F”
Arena Design Suggestions
Appendix “G”
Location Map of Potential Arena Sites
Appendix “H”
Draft Preliminary Space Program
Appendix “I”
Arena Facility Inventory (Online)
Website Link to Appendices “A” to “E” and “I” – CLICK HERE
Page 36.
October 7, 2014
Appendix “A”
Arena Bow String Truss Inspection 2012
For Staff Report RC008-14
October 7, 2014
Appendix “B”
Arena Structural Inspection Report 2011
October 7, 2014
Appendix “C”
Life Safety Inspection Report
October 7, 2014
Appendix “D”
2012 Bracebridge Arena Community Survey
Bracebridge Arena Survey Summary
January 2013
Survey Statistics Report: 87.98% completion rate
Survey timeline: June – August 2012
Completed:
344
Started: 391
Viewed:
817
Question #1 – What is your association to Bracebridge?
Full-time resident:
350
92.59%
Part-time (seasonal)
4
1.06%
Property owner (non-resident) 4
1.06%
Non-resident
15
3.97%
Other
5
1.32%
Total:
378
Question #2 – What is your gender?
Female
191
51.07%
Male
183
48.93%
Total:
374
Question #3 - To what agre group do you belong?
Under 18 years
11
2.93%
19-30 years
21
5.60%
31-40 years
91
24.27%
41-50 years
144
38.40%
51-65 years
87
23.20%
66 and over
21
5.60%
Total:
375
1 Question #4 – What is your family’s approximate annual income?
$40,000 or less
29
7.84%
$40,000 - $65,000
52
14.05%
$65,000 – 90,000
66
17.84%
$90,000 – 115,000
62
16.76%
$115,000 – 140,000
37
10.0%
$140,000 plus
59
15.95%
Prefer not to answer
65
17.57%
Total:
370
Question #5 – Do you or members of your immediate family currently use the facilities available at
the Bracebridge Memorial Arena?
Yes
304
81.72%
No
68
18.28%
Total:
372
Question #6 - How frequently do you and/or members of our family use the facility (in season)?
1-2 times per week
131
43.81%
3-4 times per week
110
36.79%
5 or more times per week
58
19.40%
Total:
299
Question #7 - What activities do you or your family participate in? (select all that apply)
I play hockey
120
20.69%
I figure skate
17
2.93%
My children use the arena - hockey
183
31.55%
My children use the arena – figure skate 45
7.76%
Either I or my family use – public skate 174
30.00%
Other
41
7.07%
Total
580
Other activities that people participate in:
2 Events, watch local teams play, meetings, omha referee, husband plays hockey, coach, meetings,
exhibits, student use, auditorium, shows, spectator, yoga, power skate, ball hockey, quilt in auditorium,
club activities, home shows, goalie clinic. (Some activities repeated a few times).
Question #8 – Please select an answer that best describes your reaction to the following
statement: Bracebridge needs new arena facilities:
Strongly agree
261
70.73%
Agree
38
10.30%
Neutral
25
6.78%
Disagree
18
4.88%
Strongly Disagree
27
7.32%
Question #9 – Please rank in order the components that you believe would be necessary in a new
facility. Rank only those you support and leave the others blank.
Rating of choice
1
Single pad
48
15.84%
25
8.56%
Double pad
217
71.62%
17
5.82%
Auditorium
8
2.64%
27
9.25%
Meeting Room
2
66%
4
1.37%
User group storage
0
0%
14
4.79%
Larger dressing rooms
18
5.94%
132
45.21%
Youth sport group offices
2
0.66%
6
2.05%
Tournament meeting space
0
0%
15
5.14%
Food services
1
.33%
20
6.85%
Weight room/dryland training
2
.66%
12
4.11%
Lounge
3
.99%
9
3.08%
Licensed bar
0
.0%
3
1.03%
Soccer field house
2
.66%
8
2.74%
2
3 Question #10 - What part of Bracebridge do you think is the best location for a new arena?
In the urban core
71
22.98%
On the outskirts of town
105
33.98%
Current location
93
30.10%
Other
40
12.94%
Other: near highschool, near Sportsplex, no remote, near baseball diamonds, doesn’t matter – just build
it, by YIGS, anywhere, location to fit a double pad, no preference, 5 mins. from town would be ideal,
current location with more parking, Clearbrook and Manitoba St, Tayor and Cedar Lane, need good
parking, by Home Depot, close to hotels/restaurants, (repeat of many of these suggestions).
4 The Corporation of the Town of Bracebridge
October 7, 2014
Appendix “E”
2014 Facility User Group Feedback Form
2014 Facility User Group Feedback Form
Sport Group and Partner Feedback
Town of Bracebridge Arena
Date of meeting:
Group/Partner:
Attendees:
The following questions are for discussion with each arena user group and potential partners.
1. What is your projected ice needs in the next 5, 10, + years and how are they different from your current
use?
2. When does your organization require ice/dry floor? Please identify the pattern from a weekly schedule
and include special events and tournaments. When does your season start and finish?
3. What would be the capacity of your group to contribute to the operational costs of a new arena (increased
user fees/decrease minor use subsidy)?
4. Could your organization contribute to the capital costs of building a new arena?
5. Please identify your required needs (not wants) with respect to the facility components of a new arena.
Example: number of dressing rooms, surface size, number of surfaces, number of spectator seats,
offices, storage etc.
6. Please identify your wants (wish list) with respect to the facility components of a new arena. Example:
additional change rooms, dry land training space, increased seating, etc.
7. What space amenities does your organization want included in the development of a new arena?
Example: skate shop, concession, hall, etc.
8. Is your organization interested in bidding on or hosting tournaments, hockey schools, or other sport
tourism opportunities? Do you have the volunteer capacity to host such events?
9. Can you identify potential partners (that could have space in a new arena) that would contribute to the
success of a new arena?
10. If the Town of Bracebridge did not have an arena how would this impact your organization?
October 7, 2014
Appendix “F”
The suggestions as listed below were taken from the 2014 Facility User Group Feedback Form that was
completed by:




South Muskoka Minor Hockey
Bracebridge Figure Skating Club
Adult Ice Users
Junior A Hockey Club
Design Suggestions:
















Program storage for Town and for community groups
Lighting so stands can be illuminated and ice surface can be dimmed.
Show lights.
Beams for skating harness
Music room that has unobstructed view to ice
A removable judge’s stand
Dedicated office space
Dry land training space
Three showers per dressing room
Change rooms on same side as player benches
Meeting room overlooking ice
Seating on one side of ice and benches/penalty benches on the other side
Ventilated storage areas
Cold water stations in dressing rooms to fill water bottles
Communication video screen in lobby
Water filling stations
October 7, 2014
Appendix “G”
Location Map of Potential Arena Sites
October 7, 2014
Appendix “H”
Draft Preliminary Space Program
Preliminary Draft Space Program and Estimated Draft Costing*
Preliminary Draft Space Program - in square feet
First Pad 1000 Seats
Net Area
Components
NHL Ice surface
Player benches, penalty boxes, timer booths
Female Change Room
Team Rooms 6@ 550
Junior team room/storage/offices
Refs locker room
First Aid Room
Storage for Figure Skating and Minor Hockey
Minor Hockey office
Figure skating office
skate sharpening
Circulation (Sports Hall of Fame)
Ice resurfacing and Pit
Mechanical/workshop/refridgeration
store room (arena and programs)
Facility offices
Staff lunch room/lockers
Storage under seating
washrooms
waste holdings
lobby with skate change area
Concession
Ticket booth
music room
mis. Room
Seating
Retail*
media room
Building Systems
17,000
625
400
3300
1200
400
200
400
100
100
150
1500
600
1200
1000
200
250
500
1200
50
1500
500
200
150
1000
4125
200
150
2500
Total Preliminary Draft Square Footage
40,700
Preliminary Estimated Draft Costing
construction @ per square foot
Soft costs (planning, design, permits)
Site costs (grading, site servicing,etc)
design and construction contingency
demolition of existing arena (if required)
10,175,000
2,543,750
1,017,500
1,017,500
600,000
Total Preliminary Estimated Draft Costing
15,353,750
Land purchase
?
Multipurpose Facility
Net area
notes
200 x 85
Second Pad 250 seats
Net Area
notes
4500 Incl.kitchen
300 capacity
notes
Field House
Net Area
notes
Net Area
notes
5500 High Schoo
25,900 42m x 57m
0
17,000
575
400
3300 2 accessible
2 accessible
Gymnasium
1000
Outdoor Soccer Field
Lite
Net Area notes
74300 75x110yds
1500
400
250
0
200
1000
1500
600
350
1000
500
200
500
1000
500
400
400
50
1450
500
150
150
50
500
400
50
1000
1000
100
500
500
150
1000
$250
25%
10%
10%
500
2500
600
1000
7,100
29,725
30,600
11,100
7,431,250
1,857,813
743,125
743,125
$250 4,590,000
25% 918,000
10% 459,000
10% 229,500
$150 1,998,000
20% 499,500
10% 199,800
5% 199,800
10,775,313
6,196,500
2,897,100
?
?
1,278,000
319,500
127,800
127,800
1,853,100
?
$180
25%
10%
10%
?
* Does not include potential revenue that could be realized from the sale of the property that the Bracebridge Memorial Arena is presently situated on.
76400
$180
25%
10%
10%
600,000 Field
200,000 Lights
200,000 Structures
1,000,000
October 7, 2014
Appendix “I”
Arena Facility Inventory
ARENA FACILITY INVENTORY
ARENA/
CONTACT
POPULATION
Bracebridge
Memorial
Arena
15,409
Gravenhurst
Centennial
Centre
11, 640
Huntsville
Summit
Centre
19, 056
Wasaga
NO.
RINKS
ARENA COMPONENTS
Don Campbell
Facility Manager
Recreation
Department
705-645-3037 ext 226
dcampbell
@bracebridge.ca
1
-
Size: 170’ X 85”
Seating: 1200
Sound System
DR: 4 (2 barrier free)
Ref Rooms: 1
Ladies DR: 1
Junior A DR: 1
Score Clock
Deborah Broderick
Manager of
Recreation,
Community Services
and Centennial
Centre Operations
705-687-6774 ex. 24
dbroderick
@gravenhurst.ca
1
-
Size: 190’ X 85’
Seating: 700 (heated)
Removable glass / boards
Sound System
Warm Viewing area
Hall of Fame Viewing area
Auditorium viewing
DR: 7
Ref Rooms: 2
All barrier free
Brian Crozier
Property Manager
705-789-6421 ex
3026
brian.crozier
@huntsville.ca
2
Don Lough – 100’ X 200’
Seating: 1500
Removable glass / boards
Sound System
Upper / Lower warm
viewing
Four sided score clock
with wireless control
DR: 5 (including 2 Junior
Rooms) All barrier free
Sound Atenuation
Concession Booth
servicing both rinks
Jack Bionda – 85’ X 190’
Seating: 1000
Warm Viewing Area
DR: 7
Gerry Reinders
1
-
Size: 185’ X 82’
OTHER FACILITY
COMPONENTS
-
Auditorium with small
kitchen
Meeting Room (8)
Operator Office
Figure Skating Office /
Storage
Pro Shop / Skate
Shapening
Concession
Centennial Centre:
Auditorium (divides in
2) with com kitchen
Concession
Office for 5 staff
Operator Office
Pro Shop
1 meeting room (20)
YMCA:
Lap Pool / Leisure
Pool
Fitness Centre
Gymnasium
Child Minding Room
2 Fitness Studios
Offices X 2, plus
Customer Service
Desk
Summit Centre:
Walking Track around
DL Arena
3 pools
2 Breakout Rooms
Offices
Art Displays
Customer Service
Desk
Oliver’s Coffee
Motivations Fitness
Com. Policing / Bylaw
on site
Skate Sharpening
Active Living Centre:
Catering Kitchen / Bar
2 Auditoriums
3 meeting rooms
2 offices
Auditorium with full
BOOKABLE
HOURS DURING
REG SEASON
MAJORITY OF
USERS
USERS FROM
OTHER
COMMUNITIES
DOUBLE PAD –
DIFFERENCE IN
USE
2012 – 2013
NON-BOOKED
PRIME
2012 – 2013
NON-BOOKED
NON-PRIME
5:30 am – midnight,
7 days / week
Local
-
Gravenhurst
Muskoka
Lakes
n/a
4 – 8 hours / wk
4 – 8 hours / wk
(based on busy
week in peak
season)
8:00 am – 11:00 pm,
7 days / week
Local
Regional
-
Bracebridge
Rama
Orillia
n/a
1 – 3 hours / wk
More than 8
hours / wk
7 days / wk
Local
-
Lake of
Bays
Perry
Rink 1:
August – April
1 – 3 hours / wk
1 – 3 hours / wk
4 – 8 hours / wk
More than 8
Local = Tax Payers
Regional = Non-tax
Payers
-
Rink 2:
Sept – March
Note:
Lacrosse
program in both
rinks in summer
months
7:00 am - midnight
Local
-
Springwater
n/a
ARENA/
CONTACT
POPULATION
Beach –
Wasaga
Stars Arena
17, 537
Muskoka
Lakes –
Port Carling
6, 324
Muskoka
Lakes –
Bala
6, 324
Orillia –
Brian Orser
30, 586
Orillia –
Rotary Place
NO.
RINKS
Parks, Facilities and
Recreation Manager
705-429-3321
parksandfac
@wasagabeach.com
Greig Young
Senior Arena
Manager
705-762-5390
gyoung
@muskokalakes.ca
Greig Young
Senior Arena
Manager
705-762-5390
gyoung
@muskokalakes.ca
Paul Barnetson
Supervisor of
Facilities
705-325-5332 ex 210
PBarnetson
@orillia.ca
1
Paul Barnetson
Supervisor of
2
1
1
ARENA COMPONENTS
-
Skate Sharpening
Sound System
Seating: 250-300
DR: 6
Ref Room: 1
-
Size: 180’ X 80’
Protected bleachers
Sound System
Seating: 150
DR: 6
Warm viewing - from lobby
Size: 180’ X 80’
Protected bleachers
Sound System
Seating: 120
DR: 6
Warm viewing - from lobby
Size: 85’ X 190’
DR: 6
Score Clock
Sound System
-
Sizes: Both 85’ X 200’
DR: 12
OTHER FACILITY
COMPONENTS
kitchen and bar (180)
Washrooms
Fully accessible
facility
On Site: 13 acres
Sports Camp with 6
seasonal cabins (60)
Washrooms/showers
Rec. Hall / kitchen
(100)
Sports Pad (110’ X
115’)
Small sports field
Volleyball area
Playground
Fire-pit, picnic tables
Hiking Trails
Snack Bar
Accessible
washrooms
Meeting Room (20)
BOOKABLE
HOURS DURING
REG SEASON
MAJORITY OF
USERS
Local = Tax Payers
Regional = Non-tax
Payers
USERS FROM
OTHER
COMMUNITIES
DOUBLE PAD –
DIFFERENCE IN
USE
2012 – 2013
NON-BOOKED
PRIME
2012 – 2013
NON-BOOKED
NON-PRIME
hours / wk
-
-
Snack Bar
Accessible
washrooms
Meeting Room (20)
Mon – Fri:
4:30 – 10:00 pm
Sat – Sun:
8:00 am – 9:30 pm
Mon – Fri:
4:30 – 10:00 pm
Mon – Thu:
3:00 – 10:30 pm
-
7 days / wk
-
Local
Sat – Sun:
8:00 am – 9:30 pm
Concession
Meeting Rooms X 2
On Site:
Outdoor
Basketball/multi-use
court area
Concession
Multi-purpose room
Local
-
Bracebridge
Gravenhurst
Georgian
Bay
Rama (AAA)
n/a
4 – 8 hours / wk
More than 8
hours / wk
Bracebridge
Gravenhurst
Georgian
Bay
Rama (AAA)
n/a
4 – 8 hours / wk
More than 8
hours / wk
Local
-
Severn
Ramara
OroMedonte
n/a
No available time
More than 8
hours / wk
Local
-
Severn
Ramara
Sept – March:
Both pads open
No available time
More than 8
hours / wk
Fri – Sun:
7:00 am – 11:00 pm
ARENA/
CONTACT
POPULATION
30, 586
NO.
RINKS
Facilities
705-325-5332 ex 210
PBarnetson
@orillia.ca
ARENA COMPONENTS
-
-
Collingwood
– Eddie
Bush Arena
19, 241
Dennis Seymour
Recreation Facilities
Manager
(705) 444-2500 ex
3281
dseymour
@collingwood.ca
1
-
-
Collingwood
– Central
Park Arena
Dennis Seymour
Recreation Facilities
Manager
1
-
Seating: Pad 1: 200
Pad 2: 700
Warm viewing for both
from lobby area, includes
some seating
Sound Systems
Score Clocks
Size: 85’ X 200’
DR: 6
Girls DR: 1
Ref Room: 1
Warm Viewing – hall of
fame room from second
level (not accessible)
Concession – not open
Score Clock from centre
ice
Sound System (old)
Seating: 1600 incl.
standing
Size: 85’ X 200’
DR: 6
Ref Room: 1
OTHER FACILITY
COMPONENTS
with catering kitchen
Tournament Room
(40X100)
Meeting Room
Rock Climbing Wall
Skate Sharpening
Mini-stick play area
Fully accessible?
Outdoor spaces?
Office spaces for
Minor Hockey, Girls
Hockey, Skating and
Facility Staff
Make-shift office for 2
Managers and
Concession
Supervisor
On Site:
2 X ¾ fields
Full size natural field –
lit
Full size turf field - lit
Concession
Office Space – Facility
Manager as of now
Pro Shop – also
facility staff office, has
been tendered out,
facility staff will move
to Manager’s office
Some areas not
accessible, 4 DR’s
have been converted
BOOKABLE
HOURS DURING
REG SEASON
MAJORITY OF
USERS
Local = Tax Payers
Regional = Non-tax
Payers
USERS FROM
OTHER
COMMUNITIES
DOUBLE PAD –
DIFFERENCE IN
USE
-
full hours
-
-
Concession - lease
Office Space – Facility
Manager, facility staff,
OroMedonte
2012 – 2013
NON-BOOKED
PRIME
2012 – 2013
NON-BOOKED
NON-PRIME
No available time
More than 8
hours / wk
n/a
n/a
April – May:
1 pad open
½ May – June:
Both pads closed
July – Aug:
1 pad open
7 days / wk
Local
-
No comment
No comment
Clearview
Wasaga
Beach
Blue
Mountains
No comment
Single Pad,
currently open 12
months / yr
Once new facility
opens (Central
Park), use will be
7 months / yr
Anticipated that
both pads will
operate year-
ARENA/
CONTACT
POPULATION
(opening Oct
2013)
19, 241
NO.
RINKS
(705) 444-2500 ex
3281
dseymour
@collingwood.ca
-
Darrin Potts
Registration and
Permit Coordinator
705-444-2500
dpotts
@collingwood.ca
Midland –
North
Simcoe
16, 572
Whitchurch
– Stouffville
Clippers
Sports
Dave Bressette
NSSRC Operations
Manager
(705) 526-4770; Ext.
3203
dbressette
@midland.ca
Janet Ruhl
Facilities Bookings
Clerk
905-640-1910 ex
ARENA COMPONENTS
2
-
Girls DR: 1
Warm Viewing – upstairs
room
Score Clocks – centre ice
mounted
Sound System
Seating: 250
Size: 200’ X 85’ (both)
Seating: Minor Arena: 250
AB Cent Arena:
700
DR:10 (comment: not
enough- old rooms are
small, includes Junior
room)
Ref Room: 1
Score Clocks
Sound Systems
Warm Viewing – lobby
space for both rinks
Skate Sharpening – lease
2
-
Sizes: 200’ X 100’ (both)
DR: 11
Ref Room: 1
Seating: over 325 for each
OTHER FACILITY
COMPONENTS
one user group office
Multi-purpose room
also overlooking ice,
with small catering
kitchen
Large lobby space
Fully accessible
Pro Shop – lease
On Site:
Outdoor spaces –
outdoor rink 85 X 200
fully refrigerated –
programmed,
permitted
2 baseball diamonds
dog park,
curling club
lawn bowling facility
(lease),
YMCA
Concession – town
run
Gym – 122’ X 94’
Community Hall 120’
X 60’ with serving
kitchen, overlooking
AB Cent. Arena
Fully Accessible,
accept for seating in
old rink, but there
some wheelchair
accessible seating
BOOKABLE
HOURS DURING
REG SEASON
MAJORITY OF
USERS
Local = Tax Payers
Regional = Non-tax
Payers
USERS FROM
OTHER
COMMUNITIES
DOUBLE PAD –
DIFFERENCE IN
USE
2012 – 2013
NON-BOOKED
PRIME
2012 – 2013
NON-BOOKED
NON-PRIME
1 – 3 hours / wk
More than 8
hours / wk
More than 8
hours / wk
More than 8
hours / wk
round
-
6:00 am- midnight, 7
days / wk
Regional
-
Tay
Tiny
Penetang
Rink 1:
July – April
Rink 2:
Aug - April
Manager’s Comment: build
lobby viewing area
elevated for easy viewing
and wheelchairs
-
Small Multi-purpose
room (cap 20)
Meeting Room (cap
12)
7 days / wk
Local
-
Markham
Both open 12
months / year
ARENA/
CONTACT
POPULATION
Complex
37, 628
New
Tecumseth
Recreation
Centre
30, 234
NO.
RINKS
2287
janet.ruhl
@townofws.ca
Cynthia Floyd
Facility Booking Clerk
705-435-4030
cfloyd
@newtecumseth.ca
ARENA COMPONENTS
-
2
-
pad with in-floor heating
Skate Sharpening - lease
Score Clocks
Warm Viewing – from
lobby
Size: 200’ X 85’ (both)
Seating: Pad 1: 800
Pad 2: 150
Space for third pad if
needed
DR: Pad 1: 5
Pad 2: 5
Coaches Room:2 for each
rink
No Skate Sharpening,
space is now fitness studio
Concession
Multi-purpose room is now
Weight Room
OTHER FACILITY
COMPONENTS
-
-
BOOKABLE
HOURS DURING
REG SEASON
MAJORITY OF
USERS
No comment
No comment
Local = Tax Payers
Regional = Non-tax
Payers
USERS FROM
OTHER
COMMUNITIES
DOUBLE PAD –
DIFFERENCE IN
USE
2012 – 2013
NON-BOOKED
PRIME
2012 – 2013
NON-BOOKED
NON-PRIME
No comment
No comment
No comment
No comment
Concession - lease
Also another double
pad older arena in
town
Minor Hockey office
Office space and
lunch room for facility
staff, no admin staff
there
Clerk’s Comments: Need
larger room for birthday
parties, and more storage
Party Room (cap 20)
(converted from
dressing room on
fieldhouse side)
Meeting Room (15)
Hornets Nest Bar &
Grill (275) - overlooks
pads
Fitness Studio (50)
Catering Services
Fieldhouse (indoor
soccer pitch) with 5
dressing rooms, 2
coaches rooms
Walking Track
(perimeter of
fieldhouse – limited
hours)
Fully accessible
Also older single pads
in Beeton and
Tottenham
On site:
Basketball Hoops
outside
APPENDIX “B”
2012 Bracebridge Public Library Needs Assessment Report
18 of 29
BRACEBRIDGE PUBLIC LIBRARY
2012 Library Needs Assessment
Presented to the Bracebridge Public Library Board and the Town of Bracebridge
By the Bracebridge Public Library Facility Working Group
on
February 21, 2013
Accepted by the Bracebridge Public Library Board on ______, 2013
Accepted by Town Council on ______, 2013
Motion 13-GC-___
Bracebridge Public Library
“All who work for the good of public libraries know that we will need some
careful navigation to get them to a safer harbour. But this we must do.
Our links to the past, our bonds with the present, our path to a civilized tomorrow
are all maintained by libraries. They are agencies of the public good.
They allow all of us to be, as the Hebrew saying goes, pilgrims at the gate of a
new city.
They are sources of knowledge and imagination, and they never allow us to forget
that we are always at a threshold, constantly at the verge of creating anew our
civil society.
Whether or not we are able to see it realized in our own lifetimes, all of us, as
individuals and in our communities, are striving for that city – that eternal city of
the good and the beautiful and the true.
And the public library, for me, has always been a lovely part of that vision.”
The Right Honourable Adrienne Clarkson
Regina Public Library - May 16, 2005
Page 1.
1.
TABLE OF CONTENTS
1.
TABLE OF CONTENTS ...................................................................................................................2
2.
INTRODUCTION ..............................................................................................................................4
3.
BACKGROUND ................................................................................................................................4
4.
BRACEBRIDGE LIBRARY TODAY .................................................................................................6
4.1.
The Facility ......................................................................................................................... 6
4.2.
Carnegie Building – Main Floor .......................................................................................... 7
4.3.
1984 Addition to the Main Floor of the Carnegie Building .................................................. 7
4.4.
Carnegie Building – Second Floor ...................................................................................... 7
4.5.
1984 Addition to the Second Floor of the Carnegie Building ............................................. 7
5.
COLLECTIONS ................................................................................................................................8
6.
TECHNOLOGY ................................................................................................................................9
7.
PROGRAMS ...................................................................................................................................10
8.
9.
7.1.
Pre-School Programs ....................................................................................................... 10
7.2.
School-Age Programs ...................................................................................................... 10
7.3.
Adult Programs ................................................................................................................. 11
7.4.
Staff .................................................................................................................................. 12
DEFICIENCIES OF THE CURRENT BRACEBRIDGE PUBLIC LIBRARY ...................................14
8.1.
The Facility ....................................................................................................................... 14
8.2.
Library Exterior ................................................................................................................. 16
8.3.
Library Collections ............................................................................................................ 16
8.4.
Library Technology ........................................................................................................... 17
8.5.
Library Programs .............................................................................................................. 17
8.6.
Staffing.............................................................................................................................. 17
FUTURE NEEDS ............................................................................................................................18
9.1.
Demographics................................................................................................................... 18
9.2.
Trends............................................................................................................................... 19
10.
BEST PRACTICES .........................................................................................................................19
11.
BRACEBRIDGE LIBRARY IN THE FUTURE ................................................................................20
11.1.
Facility............................................................................................................................... 20
11.2.
Collections ........................................................................................................................ 21
11.3.
Technology ....................................................................................................................... 21
11.4.
Programs .......................................................................................................................... 22
11.5.
Staffing.............................................................................................................................. 22
12.
ADDRESSING MISCONCEPTIONS ..............................................................................................23
13.
ECONOMIC IMPACT ANALYSIS ..................................................................................................23
Page 2.
14.
SUMMARY .....................................................................................................................................24
15.
CONCLUSION/ RECOMMENDATIONS ........................................................................................25
16.
MEMBERS OF THE BRACEBRIDGE PUBLIC LIBRARY FACILITY WORKING GROUP: ..........26
17.
ACKNOWLEDGEMENTS:..............................................................................................................26
Appendix “A” .................................................................................................................................. 27
About Town of Bracebridge – Community Community-Based Strategic Plan .............................. 27
Appendix “B” .................................................................................................................................. 31
Work Form for Estimating Space Requirements (Southern Ontario Library Services - SOLS) .... 31
Appendix “C” .................................................................................................................................. 34
Administrators of Rural and Urban Public Libraries of Ontario ..................................................... 34
Guidelines for Rural/Urban Public Library Systems ...................................................................... 34
Bracebridge Public Library Usage 2011 ........................................................................................ 48
Appendix “E” .................................................................................................................................. 49
Bracebridge Public Library 2012 Survey Results .......................................................................... 49
Appendix “F” .................................................................................................................................. 53
Focus Group Feedback ................................................................................................................. 53
Appendix “G”.................................................................................................................................. 57
Comparison Data (Other Libraries) .............................................................................................. 57
Appendix “H” .................................................................................................................................. 58
Article on the Co-Existence of E-Books and Print - Ebooks Outsell Print! Putting Headlines in
Context ............................................................................................................................. 58
Appendix “I” ................................................................................................................................... 60
Bracebridge Public Library – Purpose Statement and Principles.................................................. 60
Appendix “J”................................................................................................................................... 61
Bibliography ................................................................................................................................... 61
Page 3.
2.
INTRODUCTION
As far back as 2002, the Bracebridge Library Board recognized a need for library expansion and directed
library staff to gather data. A needs assessment was conducted at that time, consisting of surveys and
focus groups. Over the following decade, the investigation continued.
On April 5, 2011, Council ratified motion 11-GC-103 regarding the formation of a Library Facility Working
Group. The group coordinated by Library Chief Executive Officer Cathryn Rodney, consists of
Bracebridge Public Library Board Members Arlie Freer, Brian Slocum, Mary Ann Wilk (replacing Pam
Dunlop) and, Councillor Lori-Lynn Giaschi-Pacini. At the request of the Library Board, Town Council
appointed Councillor Steve Clement to serve as an additional Town representative on the Library Facility
Working Group. The Town’s Chief Administrative Officer, John Sisson, has served as a staff resource for
the Working Group.
The primary goal of the Library Facility Working Group is to gather information, develop recommendations
and ensure that General Committee and Council are able to make informed decisions regarding the
library facility for the Town. The Library Facility Working Group has discussed many issues regarding the
potential expansion of the Bracebridge Public Library; completed an assessment of current operations,
collections, service requirements, technology requirements; gathered input from the Bracebridge
community and Library staff through surveys and focus groups; completed an assessment of trends
associated with library development and utilization in Ontario.
While the Library Facility Working Group felt it was premature to attempt a financial assessment of
projected costs, this report to the Library Board and Town Council includes:
•
a description of the Bracebridge Public Library today and in the future;
•
a summary of various “trends” impacting on libraries;
•
an overview of Library “best practices”; and
•
an assessment of the economic impact of the Library on the community.
This report provides new information for consideration by the Bracebridge Public Library Board and Town
Council as they deliberate on the need for a new or expanded Public Library to serve the needs of the
community, now and in the future.
3.
BACKGROUND
As local author Patrick Boyer (Local Library Global Passport) states, “… a library does not exist apart
from its community but is an expression of it… a library binds us together, directly and indirectly,
collectively and individually.”
From the Ancient Library of Alexandria to today, libraries have proven to be an essential component of a
viable and vibrant community. The longevity of the Bracebridge Library is testament to its vital position in
the community. Decades before the establishment of the Carnegie-funded library in 1908, the town saw
the establishment of the Mechanics’ Institute Library in 1874, “even in advance of organizing a fire
brigade to protect their lives and property”. (Local Library Global Passport – P. Boyer). In 1901, the
Town followed the growing trend of “free libraries” and took over financial support of the Bracebridge Free
Library.
Page 4.
While the provision of reading material was the catalyst for the establishment of a local library, over the
past several decades, the library has seen the expansion of its collections to include more than just
books. Not only are changes to collections attracting people, but the public library is being recognized as
a hub of the community. It is a central influence on a community’s culture and the hallmark of a civil
st
society. The 21 century library maintains this role as a physical and virtual entity. Public libraries are
playing an increasingly significant role in the literacies of the 21st century that enable people to select,
assess and use the information that will best meet their needs. As the number of technology devices
increases, libraries will be the guarantor of a free and level field so that no one is left behind from access
and participation. Libraries are no longer the staid public institution quietly dispensing books to those with
the time to read.
“Libraries change over time. Shifts take place in the philosophy behind their architectural design.
Evolution of technology affects the coding and classification of books. Changing social values and new
branches of learning affect acquisitions policies. Like any institution, the library evolves by adapting to its
changing context, more even than surface appearances and terminology might suggest. Although it may
be stable, a good library is dynamic, not static.” (Local Library Global Passport – P. Boyer) It is this
evolution over time that has led the Library Board to present the need for an expansion of the
Bracebridge Public Library.
Much of this report is directed by the Library Board’s recently updated Statement of Purpose:
The Bracebridge Public Library is an essential community hub providing everyone with materials and
experiences that open minds, explore our world, inspire discovery, entertain and foster lifelong learning.
The Bracebridge Public Library is also a vital component in achieving the four Strategic Objectives
outlined in the Town’s Community-Based Strategic Plan called “Convergence.” (See Appendix “A”
attached):
1.
Libraries not only help to encourage knowledge among its residents but also attract the “creative”
thinkers who are vital to the economic growth of a community.
2.
With a varied collection of resources dealing with the environment, green technologies and
construction techniques, the library is in a good position to inspire community involvement in
“greening” initiatives. The construction of a larger library itself can set an example by utilizing
various green initiatives.
3.
Along with health care providers, the library, as a public forum, is able to “promote healthy
lifestyles and wellness for all ages and abilities” in Bracebridge. As a public institution, the library
will provide an accessible environment that encourages people with disabilities to engage in their
community. The Bracebridge Public Library fully supports leadership programs or other programs
that empower and build confidence among the youth. With proposed meeting space in a larger
library, staff will be in a better position to “increase participation by all ages in training, education
and skill enhancement programs”. And as a repository of information whether it is local or global,
the library is a natural environment to encourage public participation in decision-making on
community issues.
4.
The expansion of the library is indeed one of the objectives of the Town and the Library Board.
Being a focal point for the downtown is a priority for the Library Board as well. The Library Board
also takes pride in the library’s invaluable local history collection as a record of the town’s culture
and heritage. With a larger facility, the Board can partner with other local institutions in promoting
the arts.
Page 5.
4.
BRACEBRIDGE LIBRARY TODAY
4.1.
The Facility
The Carnegie library was built in 1908 creating a footprint of 3,500 square feet.
A small addition in 1967 was built to house a stairway and entrance for the new children’s library on the
lower level of the original building. In 1984 a larger addition was built to expand the library for wellneeded space giving the library 8,700 square feet. Only 15 years later in 1999, the library was already
feeling the constraints of its size, leading to discussions of how the available square footage could be
best utilized. The subsequent loss of the only meeting room in 2002 was unfortunate but necessary to
accommodate the growing collection and technological needs.
On the south side adjacent to the library walkway is the Old Station Restaurant and on the north side
adjacent to a public laneway is the Post Office. There is also a municipal parking lot behind the library
building.
Main (Ground) Floor – Bracebridge Public Library
1
Second Floor – Bracebridge Public Library
1
Final construction of the addition and renovations undertaken in 1984 was slightly varied from
original architectural design.
Page 6.
4.2.
Carnegie Building – Main Floor
In 2004, a renovation of the lower Carnegie building resulted in the Robert J. Boyer Reading Room. This
is a popular location with its fireplace and cozy sitting area. The New Materials, Large Print, music CDs,
audiobooks, current magazines and newspapers are also found here. Two public computers are
available. Board meetings are held in the Reading Room and the Friends of the Library “Book Nook” is
located in a small corner of the room.
The staff workroom houses 3 staff work stations, staff printer/fax machine, cutting board, mail station,
paper supplies and courier delivery area. It also provides access to the storage room which houses all
office supplies, computer servers/equipment, electrical/alarm panels, furnace, cleaning supplies, stored
garbage for weekly pickups, donated books and books for sale, materials for mending, shredded paper
cart, and library merchandise.
4.3.
1984 Addition to the Main Floor of the Carnegie Building
The front entrance houses a bin for the exterior book return, stairs leading to second floor, elevator, water
fountain, one public display board, a book display shelf, and access to the window display behind the
public printer. Stair access to and from the second floor is from the small foyer.
Patrons immediately see the Circulation Area with the circulation desk, 2 staff computers, book return
depository, cash register, telephone, 1 staff work station, bins for couriers, 5 shelving carts, 4 doublesided shelving units to hold the DVD/music/Playaway/games collections.
In 2002, the expanding children’s library was moved to the one and only meeting room, where it resides
today as the Patricia M. Boyer Children’s Library. Through the double doors is the children’s library,
which houses 3 public computers, staff workstation, children’s collection and closets for program supplies.
In this area is also found, the supply closet for electrical, furnace and janitorial purposes, 2 public
washrooms, coat hooks and benches, a bulletin board for special programs, community brochure hangers
and a door to the back stairwell which holds chairs and tables for special events.
Other staff areas include the CEO’s office (10’x11’ irr.) with 1 work station, shelving, filing cabinet,
computer, lectern and 2 chairs for guests. Beside that is the staff room (10’x13’) with small table and
chairs, purse-size lockers, telephone, staff mail slots, Health and Safety board and supplies, staff bulletin
board, bar-size refrigerator and kitchen cabinets with a sink. The staff room is also the only space for
staff meetings. At times there could be 13 or more staff seated in the room.
The staff washroom is also the wheelchair accessible washroom. The connecting hall area has a
coat/boot rack for staff.
4.4.
Carnegie Building – Second Floor
This area is the closest to the original architecture, minus a circular staircase descending from the middle
of the floor. Here you will find reference material, the Muskoka Collection, back issues of magazines and
newspapers, government documents, telephone books, microfilm, Nipissing University and Georgian
College collections and a computer for student use, 5 public computers with one printer, 2 microfilm
machines, 2 large study tables and 6 study carrels.
4.5.
1984 Addition to the Second Floor of the Carnegie Building
A small area at the top of the stairs houses the Reference desk as well as 1 public computer for the
internet trainer, 6 file cabinets, 1 map file cabinet, a table for Reader’s Advisory, shelving cart and a chair
for patrons. The elevator also opens to this area.
Page 7.
This part of the library houses 2 public access catalogues, shelving for the adult fiction, non-fiction,
paperbacks, young adult collection, DVD and game collections as well as 5 chairs for the public.
For square footage of all areas see Appendix “B”.
5.
COLLECTIONS
The following chart shows the increase in numbers and varieties of library material since the 1984
addition to the Bracebridge Public Library:
Library 1985
Library 2012
Population - 9,700
Population – 15,414
22,835
40,000
Magazine Titles
58
88
Audio Formats
100
1,489
Large Print
N/A
1,109
Muskoka Collection
192
1,829
Visual Formats/Film
N/A
2,375
Nipissing/Georgian
N/A
1,434
Video Games
N/A
67
Graphic Novels
N/A
205
Friends Book Nook
N/A
300-500
Collections
Books
A major transition occurred around 2002, when the Children’s collections were moved, from what is now
the Reading Room, into the program room, and adult large print and audiobooks were moved downstairs
into the Reading Room - a more convenient location for users who are mostly seniors. The Reading
Room also houses the New Material section and a growing music CD collection.
Audiobook formats continue to change as new technology is developed. Books on Tape have been
weeded over the years to make room for Books on CD. A recent addition to the collection are Playaways,
which are basically the full narration of a book on an MP3 player which can be heard via personal
earbuds or home/car speakers.
Providing a collection of DVDs (which is extremely popular and even more in demand with the closing of
retail outlets) has meant adding wire shelving to the ends of book shelves upstairs and adding metal
shelving downstairs.
While the actual Books on CD are kept on the public shelves, staff have opted to put only “dummy” cases
on the public shelves for the newer, more popular formats of audio-visual material. Unfortunately, the
foyer is not large enough to install security antennae. Double-casing has required more shelving over the
years behind the Circulation desk.
Both the Reference and Government Document collections have been greatly reduced in size due to the
availability of such material on the Internet. However, any space created in this way was quickly used up
by the increasing size of the periodical and academic collections.
Page 8.
The Library Board has maintained a partnership with Nipissing University and Georgian College since
2004 by providing shelf space for their academic collections available to students at the Muskoka
campuses. These collections are also open to all library users and help to expand the Library’s collection
in certain areas. Neither academic institution has expressed a desire to build their own libraries, so it is
expected that these collections will grow as the campuses grow.
Perhaps the library’s most valuable collection is the Muskoka Collection. A substantial amount of this
material is irreplaceable and contains primary source documents and photographs reflecting the heritage
of the Bracebridge community. Much of the collection is housed in locked cabinets. This is the only
collection that will never be weeded, and will continue to grow.
The Children’s collection has many formats that appeal to various ages; board books for babies, picture
books for preschoolers, easy readers for primary grades, novels for all reading levels and of course, a
broad selection of non-fiction for school and personal interest.
Adult fiction and non-fiction account for the bulk of the library’s collection and the most circulation.
Classics and contemporary fiction authors can be found among hardcover and paperback formats. While
there is always an influx of new fiction titles, the non-fiction section often needs the most attention as staff
assess the collection for material that is out-of-date, whether it be medical, scientific, travel or even
handicrafts.
6.
TECHNOLOGY
Those who have not frequented a public library in the past twenty years would be surprised at the amount
of technology used in today’s library. From the automated system that governs the searching,
cataloguing and circulation of material, and stores patron records; to online databases and the latest
electronic formats; to the PCs used by the public and the staff to find and organize pertinent information;
to the Inter-Library Loan system; technology is an integral part of the modern library. It is a rapidly
changing component and the Bracebridge Public Library strives to keep up with these changes.
The following chart shows the increase in technology used in the library since the 1984 addition:
Library 1985
Population - 9,700
Library 2012
Photocopier
1
1
Microform Reader
1
2
Microform Read/Print
N/A
1
Computers Staff
N/A
8
Computers Public
N/A
14
Computer Printers-Staff
N/A
3
Computer Printer-Public
N/A
1
Servers
N/A
2
Large Screen TV
N/A
1
Equipment
Page 9.
Today you will find 10 public computers to access the Internet, one of which was supplied and designated
for Nipissing University students. All libraries support the Freedom of Information legislation and, as
such, only the public computer in the Children’s Department is filtered.
The Library has 3 Public Access Catalogue terminals; 2 in the Adult section and 1 in the Children’s
Department. The remaining computers are used at 6 staff workstations and the 2 terminals to check
material in and out.
A public photocopier is available for self-serve, and a coin-op printer enables printing from 7 public
Internet computers. The Reference staff have a small printer at their workstation on the upper level.
Other staff make use of the printer/scanner/fax machine in the staff workroom. In addition to 2 old
microfilm readers, the library has recently acquired a microfilm reader/scanner which is very popular
among genealogists.
There is a lot of excitement these days about e-books, as there often is with the latest technology. Ebook use started slowly for the Bracebridge library in 2010, but with the popularity of e-readers for
Christmas, an increase in use was seen as the New Year progressed. Reference staff have needed to
jump in and become the “experts” as patrons arrived at the library requiring assistance, many with their
new device still in the box! The library currently subscribes to 2 e-book vendors to offer free downloads.
E-book usage falls within the library’s 25% non-print circulation (of which it comprises 8%).
7.
PROGRAMS
At this time, most of the library’s programs are presented through the Children’s Department. A variety of
age groups are targeted. The following describes the current offerings:
7.1.
Pre-School Programs
One-derful – 30 minute program for active one-year olds and a parent/guardian; stories,
songs and rhymes. Enrollment varies depending on the season.
Tales for Twos – 30 minute program for two year old and parent/grandparent. Staff have
noticed an increase in grandparents at programs; recently up to half of the adults have
been grandparents. Registration required with a waiting list for each session.
Story Hour – 60 minute program for children without parental attendance, though parents
are required to stay in the building. Books, songs and craft for 3-5 year olds. This
program will change as every-day kindergarten commences. Registration is required,
usually with a waiting list for winter sessions.
French Story Hour – 60 minute program for parents and preschool age children. Intended
for the growing number of children attending local French Immersion kindergarten.
7.2.
School-Age Programs
Read to Succeed – One of the most important programs offered to all grade 4 students.
With the cooperation of teachers and principals, classes come to the library and register
for their own library card. An incentive program is run for the entire school year and
emphasis is given to reading for enjoyment as a recreational activity. Some children
have never been to the public library prior to this visit. The program is also very
dependent on the willingness of the teachers to promote the library and its programs. Six
local schools participate including Bracebridge P. S., Monck P. S., Muskoka Falls P. S.,
Macaulay P. S., Mon. Michael O’Leary C. S. and Watt P. S.
Page 10.
After School – A 60 minute program for 6-9 year olds provides theme-based activities,
crafts and games. This is becoming very popular and makes the library a place to spend
time for this age group. Many of the kids return after school on days when the program is
not offered.
Forest of Reading – Ontario Library Association reading program that promotes
Canadian authors and illustrators. Children register, read from a book list and vote for
their favourite book. This program is offered as an at-home program, aside from a
program to announce the winners. Its popularity has decreased over the years, mostly
because it is offered in the schools and is in direct competition with the School Board’s
Battle of the Books. If time permitted, a weekly program similar to a book club would
likely increase awareness and registration.
Specials during holidays – Programs offered when school is out during the school year
for Professional Development days, winter break and March break. These are very busy
programs! For example, during March break 2012 the library offered 5 special programs
(in addition to the 5 regular programs) and had 284 participants.
Summer Programs – During the 10 weeks of summer, an additional 4 or 5 programs are
offered for children 6-13 years old. They usually include 3 theme-based weekly
programs, special guests, a program for “tweens” and a matinee movie.
Readopoly – A very popular reading program that is offered in July and August. It is
based on the game board Monopoly, and children roll dice and move markers around a
game board landing on squares that prompt them to read a certain book (eg. a mystery,
about something that flies, has siblings in it). Its popularity is mostly because of its
flexibility. It only takes a few minutes to play and is offered whenever the library is open. It
is self-paced and adjusts to any reading level. Participants register and receive incentives
th
for reading. 2012 will be the 15 year this program has been offered.
st
rd
Visits from Organizations – Programs are offered each year to the 1 and 3 Bracebridge
Beavers and Scouts, Girl Guides and Sparks. Generally it is an overview of library
services and often involves the requirements for the “Organizations” badge.
Specials – In addition, the library often offers special programs such as a music program
for preschoolers put on by Music for Young Children or First Songs, an education
program about nutrition with assistance from the Culture and Recreation staff, a water
safety program by Culture and Recreation staff, a musical performance or a magic show.
Literacy Programs – Twice a year, the Bracebridge library is involved in Family Literacy
Day and Books for Brunch. Both are held outside of the library in partnership with the
Gravenhurst Public Library, the Literacy Society of South Muskoka, Hands
TheFamilyHelpNetwork.ca and Muskoka Family Focus.
7.3.
Adult Programs
Adult programs are kept at a minimum at this time due to a lack of suitable program
space. Many take place after public library hours. The following describes some of the
programs offered to adults:
Adult Book Club – monthly meeting to discuss genre-based books.
Internet Training – offered 3 days a week for about 3-4 months, one-on-one tutorial.
Page 11.
Internet Workshops – offered a few times while the Internet Trainer is scheduled.
Genealogy Workshops – ability to offer only occasionally although very popular.
Writing Circle – meet monthly with Writer-in-Residence, Melody Richardson.
Memoirs Group – spin off from the Writing Circle, previously met monthly.
Wii for Seniors – new occasional program offered after grant funds enabled purchase of
Wii console, seniors really enjoy this.
Author Visits/Book Releases – most often offered after library hours to ensure
uninterrupted talks.
7.4.
Staff
The Bracebridge Public Library currently operates with 15 staff, 13 of whom are part-time. Only the CEO
and Office Manager are full-time. In 2012, total employee compensation was $528,200. The following is
an organizational chart for the Bracebridge Public Library:
MAYOR
AND MEMBERS OF
TOWN COUNCIL
BRACEBRIDGE PUBLIC
LIBRARY BOARD
Chief Administrative
Officer
Chief Executive Officer/
Chief Librarian
Office Manager/
Library Assistant (FT)
Reference Librarian (PT)
Children and Youth
Services Co-ordinator (PT)
Inter-Library Loans
Co-ordinator (PT)
Library Assistant
Fenbrook Branch (PT)
Library Assistant
Fenbrook Branch (PT)
Circulation Clerk (PT)
Page/Circulation Clerk (PT)
Page/Circulation Clerk (PT)
Page (PT)
Internet Trainer (PT)
TEMP
(CAP Grant Placement)
Page 12.
The following table outlines the typical educational requirement for positions at the Bracebridge Public
Library:
Position
Educational and/or Certification Requirement
Chief Executive Officer/Chief Librarian
Master of Library Science (MLS)
Reference Librarian
Master of Library Science (MLS)
Children and Youth Services Co-ordinator
Library Technician Diploma
Library Assistant (Fenbrook)
Library Technician Diploma
Office Manager/Library Assistant
Grade 12 plus Southern Ontario Library Service
“Excel” Library Certification
Inter-Library Loans Coordinator
Grade 12
Circulation Clerk
Grade 12
Library Page
Grade 12
Internet Trainer
Grade 12
The full-time (FT) Office Manager/Library Assistant answers in-coming calls and may respond to the
queries or direct the calls to the appropriate department, processes library acquisitions, prepares and
submits staff pay sheets and accounts payable/receivable to the Town, tallies daily cash, processes
collection agency accounts, creates the library newsletter and a variety of creative promotional material.
Full-time is considered 35 hours per week.
Three part-time (PT) Reference Librarians provide assistance to the public regarding reading choices,
genealogical research, government information, job skills, business, academic and a variety of hobby and
other non-fiction interests. They are also responsible for the selection of all library material. Over the
years, there has been a noticeable increase in the need to provide technical assistance and instruction
with public computers and mobile devices and the need for Reference staff to troubleshoot software and
equipment issues. This department is currently staffed for a total of 73 hours/week, of which 15 hours are
“off desk” time for cataloguing material and preparing reports, handouts, etc. plus any work which is better
done without interruptions from the public.
The Children’s Department is managed by one Children’s Services Coordinator who maintains the
Children’s collection (ordering/weeding), plans regular and summer programs, provides assistance to the
public regarding fiction selections, academic, and a variety of hobby and other non-fiction interests, as
well as technical assistance with public computers. Community outreach is a vital part of this position
with visits to schools for reading programs and information displays. This department is staffed for 28
hours per week.
The Bracebridge Library Board is in a unique partnership with Correctional Service of Canada (CSC) to
provide library services at the Fenbrook Medium Security Institution for the inmates. Bracebridge Public
Library is the only library in Canada which has a branch in a federal penitentiary. With funding provided
by CSC, two Library Assistants are employed at this branch for a total of 35 hours per week. Staff work
with part-time inmate workers to check material in and out, provide information on a wide variety of topics
to the inmates and/or refer to Reference staff at the main library, and report suspicious activities among
the inmates in the library branch.
Page 13.
The Circulation Desk is serviced by three employees for a total of 58 hours per week. Circulation staff
provide service at the front desk to check material in and out, maintain patron records, accept cash
transactions, process magazines and perform various clerical duties. They are considered front-line
workers who are generally the first people that library patrons see when they enter the library.
The Inter-Library Loan staff member works 26 hours per week and is responsible for acquiring material
from other libraries’ collections, and reciprocating with other libraries for material from our collection. This
staff member has just recently stepped down as the Library’s Health & Safety representative on the
Town’s Joint Health & Safety Committee. This had required additional hours.
The re-shelving of material and keeping the library shelves in order is provided by three Library Pages for
a total 17 hours per week. Some of the Library Pages also provide back-up at the Circulation Desk, as
needed.
The Internet Trainer provides one-on-one computer training and occasional related workshops. This is a
limited service with 210 hours spread over 12 weeks. The Federal government’s Community Access
Program provides additional hours, most recently under the Youth-Initiative program.
Each summer a Student Programmer is hired to conduct prepared summer programs. This position
offers a total of 35 hours/week for 8-10 weeks.
8.
DEFICIENCIES OF THE CURRENT BRACEBRIDGE PUBLIC LIBRARY
8.1.
The Facility
Starting at the front entrance is an area that is often crowded. A couple of strollers or wheelchairs at the
same time cause congestion. There is no room for a security system, there is nowhere to display library
merchandise, and the elevator is not large enough for patrons with electric wheelchairs and carts. The
automatic doors are not user-friendly but would result in an even colder blast of winter air on the
Circulation staff if they were reconfigured.
As just mentioned, the Circulation Area is located too close to the main entrance. The desk does not
meet accessibility standards for service and provides minimal space for patron transactions, particularly
noticeable after a program has ended and during the very busy summer months. The internal book return
bin is too small and difficult to get at; there is not enough space for sorting incoming donations and
courier bins, and not enough space to manoeuvre book carts. Sightlines to other areas of the library are
very limited.
In the Children’s Department, much of the shelving is too high for children to reach and there is no space
left for expansion of the collection, having already been reduced over the years by the addition of audiovisual material and a French language collection. Preparations for programs are often done in the staff
room, as well as clean-up, because the Children’s Department lacks sink facilities. This leaves the room
unattended for even more time than necessary. The absence of a proper program space means that
shelving has to be moved to make room for special events, and any event with more than 20 people
becomes a health and safety concern.
The single public Internet computer is frequently insufficient to meet the demands of children and their
parents, and a dedicated printer is also lacking. Coat hooks and small benches are right outside the
public washrooms leaving little space for people to get through to the washrooms or the children’s
collection. The location of the public washrooms is less than ideal as it lacks privacy for users and
creates unpleasant smells in the Children’s Department. The Mechanical Room which houses one of the
furnaces, the elevator maintenance shaft and cleaner’s basin is small and crowded with little room to
manoeuvre. Because of the below-ground configuration, the accessible ramp takes up additional room.
Page 14.
As mentioned earlier, the Reading Room houses several collections but provides no room for expansion
of all but the audiobook collection. The cozy seating area by the fireplace is very popular but satisfies
only 4 patrons at a time. The public computer has no privacy since it is located right at the entrance to
the Reading Room. The Friends’ Book Nook is a dark secluded area and the sight lines in the entire
room are extremely limited. The large table with 6 chairs is used for the Library Board meetings (3 more
chairs squeezed in), and while these meetings are open to the public, it means that no one can easily
access the collections in the room.
From time to time there has been a need to ask patrons to move to another part of the library when the
occasional adult programs are conducted there, resulting in some unhappy patrons. The Book Club
meets at that table monthly, making the entire audio collection inaccessible, and their lively discussion
creates a fair bit of noise despite best efforts. The lack of a meeting room was noted by many
respondents to the library survey.
The staff workroom does not have enough room for staff to work comfortably without running into each
other, the ceiling is low enough to touch, and incoming calls received by the Office Manager are a
distraction to other staff in the room, as is the noise of the printer which receives fax transmissions and to
which most staff send their print jobs. With no windows, airflow is poor and the only emergency exit is
through a window in the adjacent storage room.
The storage room is unsatisfactory. There is no room to store donated books or discards for sale, small
shelves are inadequate for storing library supplies and janitorial supplies, garbage is smelly and takes up
valuable space, and lighting is very poor. Because it is also the electrical room, the door must be closed
at all times, resulting in poor airflow. Storage is limited because of the electrical panels (Fire Department
has acknowledged that paper and electrical should not be in same room, but they realize the space
limitations.) Computer equipment/servers should be stored in a climate controlled, dust free room.
Presently, there is only one office, that of the CEO. At the moment this room is also storing the library’s
lectern because of lack of safe storage space elsewhere. Shelving space for professional literature is
minimal and the one filing cabinet is full. There is very little space to walk around the desk and the 2
chairs for guests are too close for comfort. The ductwork in this office is connected to the Children’s
Department ductwork, hence some unwanted distractions.
The Staff Room has several limitations. The refrigerator is too small for the number of staff, the
preparation area of the counter is only large enough to hold a dish drainer, microwave and kettle/coffee
maker, and the table is too small for more than 3 or 4 staff to use at one time. Subsequently, some staff
eat at their desks. This room is also used for staff meetings, which makes it very crowded. The
washroom must be shared with the public since it is the only wheelchair accessible washroom. Staff
coats and boots are not able to be kept in a secure location, and in fact, encroach on the hallway to the
accessible washroom. There are not enough lockers for all staff and there is no room to add more.
The upper level of the Carnegie building presents limitations in that there is no room to expand the
Nipissing University and Georgian College collections or add needed study carrels, and work tables are
not private enough. There is nowhere to expand the Muskoka collection or the microfilm holdings. There
is currently a high demand for the public Internet computers, especially during the summer, but no room
to add more.
The Reference/Information Desk is located in a high traffic area at the top of the stairs, which does not
allow much privacy for patron queries. The staff area is tight and storage is limited; more file cabinets are
needed for the vertical file collection. While it is convenient to have a staff desk near the elevator should
assistance be required, being directly adjacent is too close for comfort for all concerned. Sightlines are
limited from the Reference Desk.
Page 15.
It has already been noted that there is no room to expand any of the collections in the upper level of the
1984 addition and, as requested by many survey responses, more sitting areas for the public are needed.
The current Young Adult section is not appealing to teens with its small collection and seating for only 2
people. The teen focus groups indicated this is a big deterrent to their making use of the library. Teens
often socialize or work cooperatively in groups.
The following chart indicates some of the furniture that has been added to the library’s space since the
1984 addition:
Library 1985
Population - 9,700
Library 2012
6
12
Map Cabinet
N/A
1
Staff Desks
3
6
Book Trucks
3
7
Public Tables
2
6
Study Carrels
N/A
6
Staff Lockers
N/A
12 (1'
X1'
)
Child Animal Shelves
N/A
2
Child Benches
N/A
2
23,000
48,500
Furniture
Filing Cabinets
Book Shelves For a Collection
With a Volume Count of:
8.2.
Library Exterior
While the last roof leak seems to be resolved, water leaks have been problematic over the years, at one
time damaging the Muskoka collection. The walkway is uneven and has had to be re-laid several times;
the walkway is slanted and gets extremely slippery in the winter causing a hazard for patrons and staff.
Parking has also been an issue for the library since the lot is used by people shopping downtown, using
the Post Office, attending the Seniors’ Centre or United Church, and by businesses in the area.
8.3.
Library Collections
Although the Bracebridge Public Library currently provides a wide variety of collections, all are limited by
space constraints. It is not possible to add new titles to the existing collections without discarding an
equal number because there is no room. While this may seem like a logical process, it eliminates the
ability to offer a comprehensive collection that includes current material as well as backlists of popular
and classic authors. Library staff are being forced to discard items that still circulate just to make room for
newly purchased materials. Many comments from the library’s community surveys expressed dismay at
the lack of certain authors, incomplete series and small collections. One only has to look at the popularity
of big box stores to see that people prefer variety, and lots of it!
Staff attempts to keep material that still circulates, according to their statistical reports, have resulted in
shelves, in both the children and adult fiction collections, being so tight that books often cannot be put
away in their proper place. Staff are constantly rearranging collections, shelving, equipment, furniture,
etc. in an effort to create space.
Page 16.
The Library is hampered by space in what it can purchase for collections and also in what it can accept in
donations from the public. Many donations of quality items not currently held by the Library have had to
be declined due to lack of space. Several non-profit organizations have offered collections, addressing
specific community needs, which staff have had to turn down as well.
8.4.
Library Technology
In spite of a reported 80% of the population having home computers (1% without Internet) (CBC News
online, May 30, 2011), there is still obviously a need in the community, judging from the use of the
library’s Internet computers. People are frequently turned away due to the limited number of terminals
available. Staff have experienced complaints when they have reserved these computers to run a public,
library-related training session, due to a lack of a computer lab. A proper computer lab/training room with
appropriate wiring, outlets, etc. would also enable staff training, which is currently done in the CEO’s
office. It is the only private space with access to a computer and telephone for webinars and there is only
room for 3 people at best.
8.5.
Library Programs
A lack of programming space is one of the major weaknesses. All of the Children’s programs offered
have limitations due to space. There are restrictions on the numbers who can attend the weekly
storytimes and not enough staff hours to offer additional sessions for those on waiting lists. Parents have
expressed dismay that the lack of a designated program room often results in children who are distracted
by the computers and library material around them. Sometimes exploring is the desired outcome, but
sometimes the undivided attention of participants is also desirable, a point to which many teachers who
bring their class to the library would agree.
While a reasonable effort is made with Children’s programs, the library is unable to offer regular programs
for seniors and other adults that are a part of most libraries, especially in communities the size of
Bracebridge. The occasional offerings are not regular enough to create an expectation among the
community. Unfortunately, it is often necessary to schedule events during hours when the library is
usually closed to the public. Not only does this defeat the marketing idea of bringing people into the
library to see what else it has to offer, but it requires Reference staff or the Children’s Coordinator to
juggle hours to be available to work on the event.
8.6.
Staffing
In 2009, the library experienced a 12% increase in the checkout of material which has not diminished
over the following 2 years. The material that goes out, must come back. Subsequently, all staff, and
Circulation staff in particular, are dealing with increased customer service with little or no backup
available.
According to Ontario Public Library Guidelines, Sixth Edition, For Municipal and County Public Libraries,
“13 transactions per staff hour gives adequate time to deal with circulation and reference work”. Staff are
currently dealing with 19 transactions per staff hour, which puts the library behind by 53 staff hours per
week.
While providing flexibility, the current majority use of part-time staff presents challenges. Continuity is
difficult, as is assigning work that has a relatively short deadline.
All areas of the library are accessible during 58 hours of operation, which means there is a special safety
concern for the Children’s Department which is staffed for only 28 of those hours. Activity in the room is
not easily monitored from the Circulation Desk.
Page 17.
9.
FUTURE NEEDS
9.1.
Demographics
Bracebridge is known as “The Heart of Muskoka” due to its location in the centre of Muskoka and is the
seat of District government. The Town of Bracebridge is located 2 hours north of Toronto along Highway
11, a 4-lane highway connected directly to the 400 series of highways. Bracebridge is situated centrally
within the District of Muskoka.
At the time of the last library expansion in 1984, the population for the Town of Bracebridge was
approximately 9,500. The 2011 population of Bracebridge was 15,414 according to Statistics Canada.
Bracebridge has historically been a community with urban and rural areas that cater to people who wish
to live in a small community or in a rural environment close to basic urban services. It offers its citizens a
strong construction, hospitality, tourism and professional services sector along with diversified social,
recreational and cultural resources.
Municipality
Type
Total Private Dwellings
Total Population 2
2006
2011
# change
% change
2006
2011
# change
% change
Bracebridge
T
8,073
8,519
446
5.52
14,879
15,414
535
3.60
Georgian Bay
TP
4,519
4,354
(165)
-3.65
2,340
2,124
(216)
-9.23
Gravenhurst
T
7,666
7,888
222
2.89
11,018
11,703
685
6.22
Huntsville
T
9,691
10,084
393
4.05
18,280
19,056
776
4.25
Lake of Bays
TP
4,338
4,471
133
3.06
3,570
3,284
(286)
-8.01
Muskoka Lakes
TP
9,211
9,361
150
1.63
6,467
6,324
(143)
-2.21
District of Muskoka
D
43,498
44,677
1,179
2.71
56,554
57,905
1,351
2.39
Generally, Statistics Canada reports that Bracebridge has an additional seasonal population of
approximately 7,000. The seasonal population should not be ignored as we plan for library expansion.
Based on our increased summer use, it is obvious that this group of Bracebridge taxpayers are part of our
library constituency.
From a community perspective, many changes are underway in the local economy including the loss of
manufacturing jobs and the need to adapt to a changing tourism industry. Many recent initiatives have
resulted in a positive outlook for Bracebridge such as the expansions of the Muskoka Campuses of
Nipissing University and Georgian College. The Town worked closely with Nipissing University on the
construction of a new 52-bed residence complex at its Muskoka campus which was opened for use
during the summer of 2011.
During 2011, the Town started the process of proactively planning for other key community infrastructure
such as a new central Fire Station, a new Public Library and a new Arena. In 2011, the Council approved
the purchase of land on Taylor Road for the new central Fire Station.
2
Statistics Canada, June, 2012 (As up-dated and confirmed October, 2012)
Page 18.
9.2.
Trends
On a local level, the Town is beginning to see an influx of retirees from urban centres. The portion of the
Town’s population 65 years of age and older is the most rapidly growing demographic group. These
individuals tend to be well-educated and financially secure. They know the value of their public library
and have expectations based on library services offered in other communities. They are also younger
and more active than most retirees in the past, with a strong sense of life-long learning.
In a Library Journal article on library design, architects encouraged libraries to “build their outside to last
for the long haul – and their insides to morph” (Library Journal June 15, 2012, p.32). Architects should
plan for additional wiring in the future (without the need to tear up the library), with the expectation of
repositioning furniture and the requirements of additional electronic devices. Flexibility is the key, with
mobile furniture and shelving.
Green design is a hot topic these days, as environmentally conscious buildings are not only good for the
community, but provide major cost savings over time for the taxpayers. A solar-ready roof on new
constructions is recommended even if the library can’t afford the panels right away.
Natural lighting is also a current design trend with new libraries. Large expanses of windows have played
a key role in the new Collingwood and Orillia libraries. Carnegie libraries were built with windows up high
that shut out the view, to give a stronger sense of being in the hallowed halls of learning. While these
Carnegie libraries were solidly built, they were constructed according to the sentiments of the time,
without the current sense of flexibility. Large, heavy work tables that seated multiple people are now
being replaced by moveable, modular tables to accommodate users’ needs. There were certainly
individuals with accessibility issues in Carnegie’s day, but they received no consideration in those building
designs.
Libraries are becoming attractive, functional, flexible, barrier-free, high profile public spaces. The outside
environment is equally important with ample parking, accessible walkways, reading gardens and
landscaping that make for an enjoyable destination.
st
One of the latest watchwords for the library of the 21 century is that of the “community living room”. As
such, people want the amenities that remind them of home – comfortable seating, a fireplace, a café, a
place to withdraw, a place for leisure.
Libraries have evolved from being institutions of near silence with areas set aside for noisier activities like
storytime or group meetings, to the acceptance of normal conversation levels as the norm along with
areas designated for quiet. It’s “more about energy and people, less about storage.” (Library Journal
June 15, 2012, p. 34)
10.
BEST PRACTICES
The Guidelines for Rural/Urban Public Library Systems (ARUPLO) (see Appendix “C”) are a
developmental tool for rural/urban and county libraries. The Guidelines are expressed as targets for a
library to provide an appropriate level of service for its community; they have been developed by the
Library Administrators of ARUPLO public libraries based on:
•
their considerable collective expertise;
•
comparative data and research regarding other jurisdictions; and
•
trends and changes in rural/urban Ontario.
Page 19.
The Guidelines are for the overall library system serving a municipality, with selected guidelines for
branch service delivery within the system. These guidelines build on, and are supplementary to, the
Ontario Public Library Guidelines.
Libraries must conform to provisions of the Municipal Act (for example, establishing policies to comply
with the Act’s directive for transparency/accountability aimed at ensuring taxpayers can easily
understand how their municipality operates), the Public Libraries Act, and other relevant legislation and
are accountable to the communities they serve.
Reports on general efficiency and effectiveness of service delivery are annual requirements for all
libraries. However, there is also a need for more specific guidelines and best practices relevant to
rural/urban public libraries in Ontario.
In the 2010 publication, Making the Case for Your Library Building Project, prepared by the Southern
Ontario Library Services, the recommended size for Libraries serving populations of between 15,000 to
35,000 ranges from 19,650 gross sq. ft. to 30,675 gross sq. ft. The final size of the library is based on the
general levels of service to be provided by the library.
It is recognized that larger library facilities have the potential of offering more comprehensive library
services. Libraries that fail to provide the minimum requirements seldom achieve their core service
st
objectives and rarely offer the amenities found in the 21 century library that enhance service to the
community and contribute to community pride.
11.
BRACEBRIDGE LIBRARY IN THE FUTURE
11.1.
Facility
There is no doubt that a larger facility will enable the library to be fully compliant with the Accessibility for
Ontarians with Disabilities Act and will rectify the accessibility issues mentioned in Section 8.1. While the
Built Environment Standards are not yet finalized, the new library will need to include various aspects
such as access ramps, power door operators and tactile signage. Areas of the library will be identifiable
by the use of colour and textural contrasting. The future library will have an elevator that is user-friendly,
supports independence and is accessible for the new mobility devices. The new “accessible” washroom
will be located in a more accessible area of the library than the current one and will be equipped with all
the appropriate amenities and security features.
There will also be widened corridors and increased room to manoeuvre in common spaces. Not only is
this desirable for users of wheelchairs or walkers, but many parents with strollers will appreciate this as
well. What the rest of us may see as overly spacious, may very well decide the frequency of visitations by
those with accessibility concerns. There were many survey responses that lauded the “cozy” atmosphere
of the Bracebridge Library so it will be important to replicate that without sacrificing space. Compliance
with the Act will also ensure a more comfortable environment for the general public.
A large part of the proposed space increase is due to AODA compliance. Southern Ontario Library
Services (SOLS) has upgraded the facility space standard from 0.67 to 1 square foot per capita to reflect
this.
As a public facility, it will be important to comply with the AODA as well as the forecast of a more elderly
demographic. An example of required change is to house collections at more accessible levels.
Naturally, this will require much more space, even for the current collection size.
Accessible service standards will require a lower section at the Circulation Desk for patron registrations
and transactions, which is not attainable due to space restrictions at this time. This will result in the need
for a longer desk than would normally be required, and room in front of the desk for maneuverability.
Page 20.
A designated space will be required to provide a computer station with audible access to the library’s
public access catalogue for those with visual impairments.
The AODA also applies to the library as a workplace. Current staff areas will need to be expanded
considerably to provide an environment that is welcoming to successful applicants with disabilities.
Another welcome addition to the facility will be public lockers, useful for people to stow coats, laptops or
skateboards while using the facility for program or other purposes.
11.2.
Collections
As has happened for many decades, the library collection will continue to evolve. No one knows what the
distant future holds, but it is obvious from the library’s survey comments that the shortcomings of the
current collection need to be addressed as soon as expansion space allows. Library users have asked
for a bigger selection of new and old fiction, more DVDs, and a better teen collection, among the many
requests.
In a larger library, not only will more material be accommodated, but the way in which they are marketed
to the public will also see great improvement. The magazine collection, which is all but invisible, will be
displayed with covers facing their audience, a practice well accepted in all bookstores and drug stores.
Suggested reading displays throughout the library will be important to satisfy those who value their time.
The library has seen audiobooks go from cassette, to CD, to Playaway’s MP3 technology, as well as
downloads to personal electronic devices. As e-books become more popular, there will be an additional
collection of e-readers already loaded with titles in various genres for those who want to venture into the
new technology but are still uncomfortable with the requirements of the downloading process. Comments
about e-books and print books from participants of the focus groups expressed a strong love for the
printed page. It was perhaps most surprising to hear those sentiments from the 2 youth groups, as adults
tend to assume young people are the first to jump on the technology train. As far as the library goes, it is
not an “either/or” situation. E-books are simply another format to encourage literacy. Bracebridge Public
Library’s patrons will expect the Library to continue its practice of embracing all popular formats and
collections, print and non-print.
The Muskoka Collection is the only collection that can never be reduced or “weeded”. It will only grow. It
will also need to accommodate archival material in the absence of a proper archive for Bracebridge or
Muskoka. While it is hoped that as much of the collection as possible will become digitized, original
documents will continue to be highly valued among researchers. More shelves and secured cabinets will
need to be added. As a resource for the community, the public library and its local history collection is
also a natural match for a municipal archive.
As the community grows, the demographics may include more new Canadians requiring a multilingual
collection for adults. One can already see many new cultures settling in Bracebridge. The average age
of the community’s population is also expected to move to a more senior level. As such, there will be an
expected increase in large print and accessible audiobooks.
11.3.
Technology
st
Technology continues to play an important role in the 21 century library. Libraries continue to seek out
and offer new ways to promote literacy, no matter the format. More than 20 years ago when the Internet
was becoming more popular, libraries embraced the technology and started providing public access
computers.
Page 21.
Using the ARUPLO’s current Guidelines, a library serving a population of 23,000 should prepare to have
19 public Internet access computers. It is possible that there will be an increase in laptops, so Library
staff have planned for fewer public PCs than the recommended amount. On the other hand, an
allowance has been made for additional Early Literacy Stations, specified download stations and
designated accessible stations. In addition to public Internet computers and wireless capability, the future
Bracebridge Library will require more electrical outlets at desks and casual seating to allow laptop use.
Public Access Catalogue terminals will be dispersed among the collections for more convenient
searching.
Every functional area will require technical considerations. Within the library, there will be an additional
checkout terminal for staff use and self-checkout stations for the public, a large screen television for
children’s programs, a theft deterrent system at the exits, an ATM (a frequently requested item), a PA
system, an electronic bulletin board and a security buzzer system at public staff workstations. Other
technological equipment will include a Smart Board, audio system and electronic movie screen for
presentations. An exterior electronic bulletin board which is programmable from inside the library will be a
big improvement over the current labour-intensive events sign.
11.4.
Programs
It is reasonable to project an increase in the popularity of children’s programs in a larger Bracebridge
Public Library. A new public facility is exciting for a community and will bring in current user and non-user
alike. The opportunity to promote library programs will reap benefits. While the demographics may
indicate an aging population, current indications show that seniors/retirees are pleased to bring their
grandchildren to enjoy the library experience. As expressed in the 2012 survey responses, the library is
one of the few places where the public, especially families, can have a free outing.
Aside from an improved Teen area, programs for youth will also be offered. Consultations with the
members of the local Youth Advisory Committee to develop appropriate activities and events will be
important. Libraries in such places as London, Ontario are experiencing great success with attracting
teens, using music and the latest electronic games and devices to connect with this demographic. The
library has already been approached by a member of the community to provide gaming workshops.
Many of us have heard of teens texting each other in the same room, and the same can be said for video
games. A popular web series called VGHS (Video Game High School) portrays that very scenario which
could be duplicated in the proposed Board/Conference room. The consensus of the Teen Focus Groups
was “If you build it, we will come!”
The introduction of regular Adult programs will raise the library’s standard of service and reflect another
aspect of what libraries are about today. Many opportunities will be possible, with the addition of meeting
and program space, for the library to participate in the new Town branding as the Learning Capital of
Muskoka.
11.5.
Staffing
As our society becomes more enthralled with technology, it will no doubt be the “human” factor that draws
people to the library. Friendly, one-on-one service does and will play a key role in patron satisfaction, so
it is important that appropriate staffing levels are achieved.
While the move to a full-time Children’s Services Coordinator is necessary at the present time, once
expansion has been completed, an additional part-time position(s) totaling 30 hours per week would allow
coverage of the department for all hours that the library is open, as well as assisting with the presentation
of programs and providing back-up in the event of absences of the Children’s Coordinator.
Page 22.
With the inclusion of an improved Teen area, it will be necessary to add a Teen Services Coordinator. It
would be expected that this would be a part-time position with after-school/evening hours through the
week, and every other Saturday that could coordinate with the Children’s Coordinator for an average of
26 hours per week.
At least one full-time Circulation Clerk is needed to ensure continuity in the department. With the
anticipated use of self-checkout stations, the number of additional staff required should be reduced. It is
anticipated that some additional clerical staff will be required to assist with the expected increase in
processing material and patron transactions. Upon expansion, an estimated 25 hours of additional
circulation staff per week is projected.
It is desirable to ensure one full-time Reference staff member to act as the key contact for that
department and assist the Library CEO with various administrative matters, particularly while the
expansion project progresses. An additional 15 hours per week for other Reference staff would also
provide better back-up than at present, assistance with adult programs, deal with the ever-increasing
web-based services and ease the difficulty in hiring a person with an MLS when offering so few hours.
Additional Library Page hours at present are needed to improve maintenance of the collections. No
additional hours have occurred in spite of the noted increase in circulation over the past 3 years. An extra
4 hours per week before expansion would gradually increase as necessary for this minimum wage
position.
Libraries that expand see a high increase in use, and there is no reason to believe that Bracebridge will
not experience the same. If staff can be brought to recommended levels prior to actual expansion, the
library will function smoothly during this expansion with a minimum of additional staff hours.
Although it is anticipated that some increase in staffing will be required to properly service an expanded
library facility, a detailed staffing plan will be prepared as future planning for an expansion is undertaken.
12.
ADDRESSING MISCONCEPTIONS
Any discussion about library expansion needs to address the misconceptions within some of the current
thoughts and opinions about public libraries and their future.
The concept of a world-wide network called the Internet was introduced in 1982. Over the next 10 years,
the excitement was building around the “world wide web”. Many speculated that libraries would become
irrelevant. Instead libraries embraced the new technology to serve the needs of their users. Since then,
libraries have continued to thrive and increase in usage. According to the Ministry of Tourism, Culture and
Sport’s Annual Library Survey (most recent posted data), the total circulation for all Ontario libraries
showed an increase of 5.8% from 2008 to 2009.
The same scenario is now taking place with the arrival of e-books. Once again the relevancy of libraries
is being questioned. While no one has a crystal ball, feedback from the library’s Focus Groups (including
the teens), and a recent Bracebridge library user survey specifically addressing the status of e-books,
indicated an overwhelming support for print material. It appears safe to say that e-books and print
material will co-exist peacefully for some time to come. The arrival of the new doesn’t mean that we need
to throw out the old.
Libraries are not just about books. They do continue to be about literacy in all its varied forms.
13.
ECONOMIC IMPACT ANALYSIS
A great library creates in the community a sense of civic pride and is a draw for new residents as well. It
is a destination place for individuals, families and visitors. Bracebridge Library annual survey counts
indicate that on average 2,000 people a week visit the library.
Page 23.
The library is a financial saving to individuals and families experiencing tough economic situations. All
library materials and services have a dollar value, the expense of which could otherwise be a financial
burden to many families in our community. Appendix “D” indicates the use of quantifiable materials and
services in 2011 and 2012. In addition to the quantifiable usage of the Library, the Library is regularly
used as a community gathering space.
A report on the circulation of specific subject categories for 2011 indicates that books on medical
sciences and psychology were signed out 1,204 times. “Providing people with accurate information that
is culturally and linguistically appropriate and matches their health literacy skills helps them search for
and use health information and adopt healthy behaviors.” (National Prevention Council) The library’s
support and promotion of these topics contributes to a healthier community, which in turn frees up the
human and physical resources of our local healthcare providers.
The Bracebridge Library contributes to local business and the economy by providing information services
to local business and resources for new business development. The public library also acts as an
essential community service that reflects a vibrant community – a key determinant for industries choosing
to locate in the local area. The heavy use over the summer period indicates the effect on tourism in the
area as well.
Through changing times, people have continued to participate in and esteem their libraries. They remain
an agent and sign of community and social cohesion; an entity that stimulates creativity in the community
and provides exciting public spaces where people can participate and share ideas. Through these means,
the public library will contribute to sustainable prosperity for Ontario and Canada in an increasingly
knowledge-based economy. It will support small business development and the individual learning
required for job readiness in this economy.
14.
SUMMARY
An increase in floor space will enable an increase in shelves and display areas to best present the
library’s varied collections, and satisfy the numerous survey requests for more material in all categories.
Future growth of library materials will also need space.
Staff areas are generally unnoticed by the public, especially when the library’s staff provide a positive
atmosphere, but there is a definite need to improve these areas. Courier shipments from the branch at
the Fenbrook Medium Security Institution are expected to increase in the near future, with a growth in the
inmate population. These shipments coupled with the inter-library loan shipments currently received,
makes suitable processing space vital; current storage creates Health and Safety issues.
Technology is now well-ensconced in the functioning of libraries. It is important to acknowledge that
technology does not just replace all the traditional aspects of library service, so the provision of more
space will be required for such things as self-checkout terminals, anti-theft deterrent systems or Early
Literacy computer stations.
A facility that enables additional programming, especially for adults and teens, will ensure even more
reasons to consider the Bracebridge Public Library as a destination and provide the taxpayers of
Bracebridge with a true library of the 21st century.
Everything the library currently has to offer is presented with a focus on excellent customer service. The
library has enthusiastic staff who develop the collection, answer queries of all kinds, present programs
and often cheer up someone’s day. As noted, it is anticipated that some increase in staffing will be
needed to properly service an expanded library facility. A detailed staffing plan will be prepared as future
planning for an expansion is undertaken.
Page 24.
This document has underlined the many areas of the library that are seriously handicapped due to the
current space limitations. In addition to this, the lack of suitable meeting/program space and the
requirements of the AODA (Accessibility for Ontarians with Disabilities Act) present the need for a major
increase in the square footage of the present library to meet the conditions outlined in this report.
15.
CONCLUSION/ RECOMMENDATIONS
The Facility Working Group has exercised due diligence in this report by:
•
examining current and future Library operations, collections, services, programs, and facilities;
•
reviewing historical and current census data, and considering projections for the future population
and demographics of Bracebridge;
•
examining the present role of the Library and the economic impact of the Library in the
community;
•
reviewing data provided by Library Staff and Southern Ontario Library Services (SOLS);
•
visiting four other libraries;
•
conducting a community survey (See Appendix “E”);
•
holding eight Focus Groups (See Appendix “F”);
•
reviewing comparative date from other libraries (See Appendix “G”); and
•
consulting best practices for libraries and future trends, including the impact of technology (See a
related article attached as Appendix “H”).
The Facility Group recommends a public library that is 20,000 gross sq. ft. in size for the Town of
Bracebridge. The Library Facility Working Group believes that a facility of this size will meet the
community’s library needs for the foreseeable future. The Facility Working Group believes that a larger
library is consistent with the “Purpose” and “Principles” of the Library as set out by the Library Board (See
Appendix “I” attached).
The Facility Group further recommends that an expanded library be located in the downtown core. This
location supports the Town’s Community-Based Strategic Plan recommendation that the library be a focal
point for the downtown area. Members of the public represented by survey responders and attendees at
Focus Groups also support this location. The Library Facility Working Group supports the expansion of
the Town’s Carnegie Library to accommodate future programs and services, if a feasible expansion plan
can be developed.
Page 25.
16.
MEMBERS OF THE BRACEBRIDGE PUBLIC LIBRARY FACILITY WORKING GROUP:
The members of the Library Facility Working Group are:
•
Steve Clement, District Councillor, Bracebridge Council Appointee to Library Facility Working
Group
•
Arlie Freer, Bracebridge Public Library Board Member
•
Lori-Lynn Giaschi-Pacini, District Councillor, Bracebridge Council Appointee to Bracebridge
Public Library Board
•
Brian Slocum, Bracebridge Public Library Board Member
•
Mary Ann Wilk, Bracebridge Public Library Board Member
17.
ACKNOWLEDGEMENTS:
The Library Facility Working Groups thanks the staff of Bracebridge Public Library for preparing the space
analysis document (see Appendix “B”) in which space needs were identified on a component basis. SOLS
(Southern Ontario Library Service) standards were followed. The library staff also compiled a report on
the personal response portion of the survey.
The Facility Working Group also thanks CEO and Chief Librarian Cathryn Rodney for her expertise in
interpreting library goals and supplying the Facility Working Group with up-to-date studies regarding
libraries now and in the future. We express our thanks to John Sisson, CAO for the Town of Bracebridge
for his guidance and assistance during our many meetings.
Additionally, the Working Group thanks former Library Board member Pam Dunlop for her enthusiasm
and valuable contributions to the Group’s work.
Page 26.
Appendix “A”
About Town of Bracebridge – Community Community-Based Strategic Plan
Bracebridge is known as “The Heart of Muskoka” due to its location in the centre of Muskoka.
During 2008, the Town of Bracebridge
undertook a comprehensive communityplanning project called CONVERGENCE.
The community provided input to this
Town-led initiative like no other in recent
memory. Over seven hundred people participated through online and hard copy surveys, website
discussion forums, public open house, focus groups, a Council/staff vision session, telephone answering
machine recording and submission of written briefs.
The CONVERGENCE project led to the development of a new Community-Based Strategic Plan and a
new Community Adjustment Plan for the Town:
1.
The Community-Based Strategic Plan is an overarching plan for Bracebridge, outlining the
Town’s Mission and the Vision of the kind of community Bracebridge wishes to be in future. The
Plan outlines the various strategies, initiatives and tactics it intends to employ in order to achieve
the Town’s Vision.
2.
The Community Adjustment Plan is one of a number of specific sectoral plans that will flow out
of the Community-Based Strategic Plan. It describes a roadmap for the Town and its partners
(private, non-profit, other public sector agencies) illustrating how they can work together to
enhance employment and investment opportunities that will benefit the entire community. The
plan is based on the premise that the community can develop a local vision and goals of what it
wants to become, determine the sectors in which it has the best chance of being successful and
apply resources to achieve them.
The Community-Based Strategic Plan will set the direction for municipal policy in a wide range of areas of
which economic development is one. In contrast, the Community Adjustment Plan is focused on both
attracting new jobs to Bracebridge as well as retaining and enhancing existing employment in the
community.
Based upon the community’s input, the Strategic Plan consists of a number of initiatives grouped into four
main pillars. These are the four cornerstones of:
•
Environmental Sustainability;
•
Economic Sustainability;
•
Social Sustainability; and
•
Cultural Sustainability.
Together, action in these four areas enables the Town to realize its Vision for the kind of community its
citizens want it to be in the future.
Adding to this challenge is the fact that Bracebridge is a community of many different perspectives and
interests – long-time residents and families who have lived in the area for generations, newcomers from
urban centres, seasonal residents and cottagers, local business enterprises, church and community
groups, active retirees and young families. All of these groups have their own unique priorities, distinct
service requirements and cherished hopes for the future.
The Town’s challenge going forward is to find the appropriate balance in addressing the various interests
that are present in the community.
Page 27.
Bracebridge’s Mission
The Mission Statement focuses on Bracebridge’s present state – its reason for being.
The Town’s Mission as developed through the strategic planning process is:
Bracebridge is a progressive and well-planned community
committed to embracing its citizens’ desires for a sustainable town
that is healthy, green, creative and prosperous.
Bracebridge’s Vision
The Vision created for the Town through the CONVERGENCE project is that:
By 2018, the Town of Bracebridge will be recognized by all as a community that aspires to enrich its
social, cultural, economic and natural environments. Success has been achieved through:
V-1.
Increasing the amount of land set aside for preservation and encouraging the “greening” of
residential, commercial and industrial zones.
V-2.
Striking partnerships with community and regional groups that are also striving to improve
community services.
V-3.
Becoming South Muskoka’s centre of health through enhanced recreation, child care, nutrition,
active transportation infrastructure and health care services.
V-4.
Becoming Muskoka’s centre of learning through enhanced library services, larger university and
college presence and collaboration between secondary schools and the community.
V-5.
Preserving the urban area’s small town character by preserving its heritage structures,
establishing urban forests and having a strong mix of retail and service businesses in its
downtown.
V-6.
Improving the ratio of full-time population to seasonal population over the next decade through an
aggressive job creation initiative and the provision of services and amenities that are attractive to
full-time residents.
V-7.
Increasing the non-residential tax base (commercial and industrial) to 15% of the total
assessment through business expansion and attraction.
V-8.
Having a municipal corporation that demonstrates fiscal responsibility and accountability through
long-term land use and capital expenditure plans as well as progressive administrative policies
and procedures that provide an on-going framework for community direction and Town and
investor planning.
Page 28.
Bracebridge’s Strategic Objectives
The Strategic Plan also grounds itself in four Strategic Objectives with related goals. Within the Strategic
Plan, each goal is broken further into specific initiatives that have suggested timeframes attached to
them.
Strategic Objective #1: A Vibrant, Prosperous and Economically Sustainable Community
a.
Continue efforts in business retention and expansion of the existing industry base.
b.
Ensure provision of needed and required infrastructure.
c.
Become involved in selective recruitment for retail and service businesses, especially in the
downtown.
d.
Prioritize the growth of Nipissing University and Georgian College and work with them to identify
job opportunities and placements for graduates.
e.
Attract enterprising people who will in turn create businesses and jobs.
f.
Selectively recruit industries where Bracebridge has a competitive advantage or wishes to
competitively position itself: green manufacturing, construction and others noted in the
Community Adjustment Plan.
g.
Respond to queries and provide relevant economic development information.
Strategic Objective #2: A Green, Mindful and Environmentally Sustainable Community
a.
Take a proactive approach to environmental management and protection.
b.
Further develop the trails system and participation in active transportation.
c.
Improve the ratio of permanent population to seasonal population.
d.
Enhance development planning that emphasizes green technologies and construction
techniques.
e.
Increase community involvement in “greening”, “urban forest” and “clean-up” initiatives.
Strategic Objective #3: An Engaged, Healthy and Socially Sustainable Community
a.
Promote healthy lifestyles and wellness for all ages and abilities.
b.
Improve accessibility for persons with disabilities.
c.
Encourage all levels of government and the private sector to provide accessible and diverse
range of social, health care and housing programs and facilities.
d.
Identify opportunities for voluntary action and encourage, train and recognize volunteers.
e.
Support leadership programs with a focus on youth.
f.
Increase participation by all ages in training, education and skill enhancement programs.
Page 29.
g.
Encourage public input and participation in decision-making on all community issues.
h.
Work with community partners to offer a diversified range of housing.
Strategic Objective #4: A Creative and Culturally Sustainable Community
a.
Continue to develop and respond to the needs of the arts and culture sector in the community by
playing a strong coordinating and leadership role.
b.
Promote Bracebridge as a leading location for the arts in Muskoka.
c.
Develop the School for the Arts (as recommended in the Muskoka Premier Ranked Tourism
Destination Study) in Bracebridge.
d.
Enhance library services through the expansion of the public library facility and making it a focal
point for downtown.
e.
Become active in the national network of Creative City Network of Canada.
Page 30.
Appendix “B”
Work Form for Estimating Space Requirements (Southern Ontario Library Services - SOLS)
Current
Should Have
Sq Ft
Current
Sq Ft
Projected
Quantity
Projected
Sq. Ft.
Projected
Quantity
Projected
Sq. Ft.
Population Growth
for 10-15 years
Current
Quantity
Population Growth
for 20-25 years
42,543
5,318
3,910
60,000
7,500
43,000
5,375
Component
COLLECTIONS
1
Books @ 8 volumes per sq. ft. (Pre AODA
@10 volumes)
2
Books with 1 shelf face out display for every
5 shelves spine out display @ 6.5 volumes
per sq. ft.
0
0
3
Reference books @ 4 volumes per sq. ft.
(Included in No. 1)
0
0
4
Periodicals face out display @ 1 title per sq.
ft.
88
88
4
120
120
100
100
5
Periodicals back issues @ 3 periodical
boxes per sq. ft.
213
71
71
360
120
300
100
6
Non-print materials (audio books, DVD,
games etc.) @ 12 per sq. ft.
3,931
328
278
6,000
500
5,000
417
7
Non-print materials face out display
(videotapes, CD, DVD, audiotapes, games,
etc.) @ 2 per sq. ft.
8
Virtual and digital resources (public access
computer workstations & laptop
workstations)) @ 1 workstation per 45 sq. ft.
10
450
280
20
900
18
810
9
Public Access Catalogue (PAC) standing
station @ 1 PAC per 25 sq. ft.
1
25
25
7
175
7
175
10
PAC sit-down station @ 1 PAC per 35 sq. ft.
2
70
70
5
175
4
140
11
Microfilm Reader/Printer @ 1 per 35 sq. ft.
1
35
35
2
70
2
70
12
Microfilm cabinet (six drawers) @ 1 cabinet
per 10 sq. ft. (Note: one drawer holds up to
64 rolls of 35mm film)
2
20
2
20
13
Microfiche Cabinet @ 1 cabinet per 10 sq. ft.
(Note: one drawer holds up to 12,880 fiche)
14
Newspapers display/storage rack @ 1 unit
(10 - 20 newspapers) per 35 sq. ft.
1
35
21
1
35
1
35
15
Newspapers back issues @ 160 issues per
12 sq. ft.
320
24
24
500
38
500
38
16
Paperbacks @ 1 spinner per 35 sq. ft. (Note:
210 to 420 items per spinner depending on
number of pockets & thickness of
paperbacks) (Incl in No.1)
17
Maps @ 1 map cabinet per 35 sq. ft. (Note:
a five drawer unit holds about 100 maps)
1
35
35
1
35
1
35
18
Collections Subtotal (Lines 1 to 17)
6,478
4,753
0
9,688
0
7,314
Page 31.
Current
Sq Ft
Projected
Quantity
Projected
Quantity
Projected
Sq. Ft.
19
User seating at table@ 1 user space per 30
sq. ft.
24
720
576
30
900
30
900
20
Study carrels @ 1 carrel per 35 sq. ft.
6
210
150
12
420
9
315
21
Lounge/informal seating @ 1 seat per 40 sq.
ft.
14
560
420
30
1,200
25
1,000
22
AV listening viewing station @ 1 per 35 sq.
ft.
3
105
0
0
23
Atlas/dictionary stand @ 1 stand per 35 sq.
ft.
24
Self Checkout Station @ 1 unit per 45 sq. ft.
25
Children’s story area @ 1 child per 10 sq. ft.
26
Children’s craft room w/ craft storage and
sink @ 1 child per 20 sq. ft.
27
Teen space (in addition to collections
housed in this area) @ 1 teen per 30 sq. ft.
28
Component
Projected
Sq. Ft.
Current
Should Have
Sq Ft
Population Growth
for 10-15 years
Current
Quantity
Population Growth
for 20-25 years
PUBLIC SERVICE AREAS
0
0
2
90
2
90
20
200
0
0
20
400
20
400
15
450
15
450
Board or conference room @ 1 user per 25
sq. ft.
20
500
20
500
29
Multi-purpose room (with storage for tables
and chairs, a kitchenette and space for a
presenter) @ 1 user per 15 sq. ft.
80
1,200
80
1,200
30
Computer lab (dedicated) including space for
trainer @ 1 user per 35 sq. ft.
31
Group study room @ 1 room per 165 sq. ft.
(Note: will accommodate up to six users)
1
165
1
165
32
Tutorial room @ 1 room per 50 sq. ft. (Note:
will accommodate tutor and one student)
2
100
2
100
33
Photocopiers @ 1 copier per 50 sq. ft.
1
50
20
2
100
2
100
34
Bulletin boards @ 1 board per 9 sq. ft.
1
9
9
4
36
4
36
35
Pamphlet display unit, free standing @ 20
sq. ft.
36
Display case @ 1 case per 50 sq. ft.
37
Local History Room:
38
Book collection @ 8 volumes per 1 sq. ft
39
Cabinet for photographs, documents, etc.@
1 lateral cabinet per 12 sq. ft.
40
20
2
200
60
108
60
0
0
0
0
1
50
50
2
100
2
100
1,829
229
209
3,000
375
3,000
375
1
12
12
3
36
3
36
Study space @ 1 table with six chairs per
150 sq. ft.
1
150
1
150
41
Staff workspace @ 1 staff workstation per
125 sq. ft.
1
125
1
125
42
Library Café @ 1 user per 15 sq. ft.
20
300
0
0
Page 32.
Current
Should Have
Sq Ft
Current
Sq Ft
Projected
Quantity
Projected
Sq. Ft.
Projected
Quantity
Projected
Sq. Ft.
500
63
63
1,600
200
1,600
200
Component
43
Friends’ Shop:
44
Book collection @ 8 volumes per 1 sq. ft.
45
Population Growth
for 10-15 years
Current
Quantity
Population Growth
for 20-25 years
Volunteer workspace @ 1 volunteer per 65
sq. ft.
1
65
1
65
46
Lockable closet @ 8 sq. ft.
1
8
1
8
47
ATM Machine (4'X 8')
1
32
1
32
48
Public Service Areas Subtotal (Lines 19 to
47)
2,162
1,677
7,257
6,347
STAFF SERVICE AREAS
3
49
Public service counters (e.g., circulation,
reference, etc.) @ 1 staff per 175 sq. ft.
3
525
240
6
1,050
5
875
50
Staff workrooms @ 1 staff per 150 sq. ft.
3
450
304
5
750
3
450
51
Staff offices @ 1 staff per 150 sq. ft. to 250
sq. ft.
1
250
120
3
550
2
400
52
Computer room:
53
Server rack @ 1 rack per 75 sq. ft.
2
150
45
1
75
1
75
54
Network and telecom rack @ 1 rack per 75
sq. ft.
55
Staff work area @ 1 per 150 sq. ft.
56
System printer @ 1 printer per 16 sq. ft.
1
16
57
Staff lounge/break room @ 1 staff per 35 sq.
ft.
5
175
58
Kitchenette @ 1 per 80 sq. ft.
1
80
59
Staff lockers @ 1 staff per 4 sq. ft.
60
Book drop return room - minimum size 4 feet
by 6 feet
1
61
Staff Service Areas Subtotal (Lines 49 to
60)
1,646
839
3,000
2,340
62
Collections Subtotal (Line 18)
6,478
4,753
9,688
7,314
63
Public Service Areas Subtotal (Line 48)
2,162
1,677
7,257
6,347
64
Staff Service Areas Subtotal (Lines 61)
1,646
839
3,000
2,340
65
Assignable Space (for use by public
and/or staff) (Lines 62 to 64)
10,287
7,269
19,945
16,001
66
Non-assignable space (25% of line 65)
(current approx 16%)
2,572
1,431
4,986
4,000
67
TOTAL GROSS SQ. FT. (Lines 65 and 66)
12,858
8,700
24,931
20,001 3
0
130
0
1
150
1
150
1
16
1
16
7
245
6
210
1
80
1
80
15
60
15
60
24
1
24
Recommendation of the Library Facility Working Group.
Page 33.
Appendix “C”
Administrators of Rural and Urban Public Libraries of Ontario
Guidelines for Rural/Urban Public Library Systems
Page 34.
Page 35.
Page 36.
Page 37.
Page 38.
Page 39.
Page 40.
Page 41.
Page 42.
Page 43.
Page 44.
Page 45.
Page 46.
Page 47.
Appendix “D”
Bracebridge Public Library Usage 2011
Library Materials and Services
Adult Books Borrowed
2011 Total Uses
2012 Total Uses
54,053
53,944
1,515
1,502
20,682
22,034
Audiobooks Borrowed
1,756
2,080
Interlibrary Loan Requests
1,539
1,605
eBooks Downloaded
2,428
(Est.) 5,000
Magazines Read
4,052
4,139
Newspapers Read (Not specifically catalogued, use an
average of 2 uses for each issue)
1,840
1,840
24,108
27,345
1,312
1,211
777
709
3,419
3,772
15,256
14,129
Database Searches
4,753
(Est.) 4,000
Reference Assistance
6,633
6,227
YA Books Borrowed
Children’s Books Borrowed
Movies Borrowed
CDs Borrowed
Adult Program Attendance
Children’s Program Attended
Computer Use (per hour)
Page 48.
Appendix “E”
Bracebridge Public Library 2012 Survey Results
Purpose of the Survey
As part of the 2012 Library Needs Assessment conducted by the Library Facility Working Group, a survey
was issued with the following purposes:
•
To give library and non-library users a chance to participate in library observations and planning.
•
To give the Library Board and the Library Facilitation Committee demographic information about
our users not available from Statistics Canada with regard to age, children, access (including
parking) and frequency of use.
•
To determine how various services and materials of the library are being used.
•
To ask participants for an open-ended assessment about materials and services at the present
time.
•
To ask participants to think how a more spacious library would improve the future of library
service in Bracebridge.
•
To offer an opportunity to join a focus group for a more in-depth conversation about library
concerns.
The survey garnered 359 responses as follows:
Questions and Responses:
1.
2.
How important is having a good library to you and to Bracebridge?
85%
Responded Very Important,
11%
Responded Somewhat Important,
4%
Responded Not Very Important.
Which is your age group?
3%
Teens,
13%
Age 20-40,
36%
Age 40-60,
48%
Age 60 +.
Page 49.
3.
4.
How often do you access the library in person?
49%
Daily or Weekly,
33%
Monthly,
12%
Yearly,
6%
Never.
When you are in the library, how do you presently use the library?
Print Related
81%
Select fiction books,
61%
Select non-fiction books,
31%
Select/read magazines/newspapers,
13%
Use Muskoka collection.
Technology Related
28%
Use the public access computers,
23%
Access Wi-Fi with a laptop/computer/electronic device,
8%
Receive computer instruction,
10%
Receive help with e-books.
Library Services
48%
Reserve a book,
25%
Receive help from Reference Librarians,
36%
Make an inter-library loan request.
Facility Use
25%
5.
Have a quiet reading or work space.
I use the telephone to?
73%
Renew items,
33%
Request interlibrary loan items,
31%
Ask a reference question.
Page 50.
6.
7.
8.
I use a computer or mobile device to?
77%
Access the library website,
69%
Check the library catalogue,
50%
Check my account,
45%
Reserve items,
30%
Access eBook downloads,
22%
Access other data bases provided by the library,
21%
Request interlibrary loans,
11%
Ask a reference question.
A public library brings people together.
category?
What ways do you use the library in this
55%
As an adult, to attend special events e.g. author visits, informative talks, Friends of the
Library activities, non-profit group meetings,
35%
Bring pre-school children to programs,
32%
Meet friends,
31%
Bring school age children to programs,
25%
As an adult, to attend regular adult programs e.g. a book group,
17%
As a teenager, the library is a place do homework, research, meet with friends.
How would you describe the present library facility and its services?
These responses were anecdotal and may have been repeated in the other questions’
responses. It is important to note that these responses reflect only a present and personal
understanding of this local library and its functions. They also required more thought and time on
the part of the respondents, hence why 76 respondents skipped the question.
It is pleasing to note that the majority of comments stated the library is great, although these were
expanded upon as kudos to the staff and the service they provide. It was not surprising to see
many comments about the lack of space in general and specific terms.
The majority of respondents commented on the limited space for collections, specific functions
and programs. Many respondents like the atmosphere of the Carnegie section of the library, but
almost as many said the building was “too old”! 19 of the 283 responses to this question chose to
indicate the downtown location was important or at least, handy.
Page 51.
9.
How would a more spacious library better serve the people of Bracebridge?
The survey garnered a lot of great ideas on how the future library can better serve the
community. Some of the most noted comments included the ability to have a larger collection,
meeting rooms and private study areas, a program room for movie nights, concerts, craft classes
and computer courses, a teen space, and a café.
At least 27 of the 234 respondents to this question felt a more spacious library would “provide a
much needed community resource/gathering place” and “would draw in residents, seasonal
residents and visitors”. Many responses stated that the extra space would make the library more
accessible for people with disabilities and seniors.
The expansion of more sitting areas/reading areas or more privacy and quiet space was
requested by some of respondents for this question. Unfortunately, many people made very
similar comments in question #8 and #9, which has made it difficult to arrive at overall
percentages.
A few comments discouraged the need for a larger facility, possibly precipitated by the popularity
of e-books and the “libraries are all about books” scenario (which has not been the case for at
least the past 20 years).
The very large majority of respondents should be commended for their understanding and vision
of what the Bracebridge Library can and should be about. Much of what was declared has been
proposed by staff, so this survey was affirmation that staff know the community and recognize its
needs.
Page 52.
Appendix “F”
Focus Group Feedback
Focus Groups Feedback
As part of the Facility Working Group'
s study, eight focus groups were held in April and May, 2012 with
Library CEO Cathryn Rodney acting as facilitator for each group. The surveys provided quantifiable
information which gave a picture of the respondents’ present use of the Bracebridge Public Library and
their perceptions for the future of the library.
Survey replies are based on personal knowledge and opinion, are anonymous and do not allow for
interaction. In contrast, focus groups provide interaction, afford a venue for questions and, as
discussions proceed, an opportunity to learn. Board members served as recorders for each session. To
establish context for each session, Rodney gave a brief outline of 21st century libraries in contrast to
libraries of the past. For some uniformity in the process, each group addressed these two core questions:
1.
What do you like about the present library?
2.
How would a larger library better serve the Bracebridge community?
The eight groups were:
1.
April 28, 2012: The Friends of the Bracebridge Public Library with six Friends, a Board member
and a library intern in attendance.
2.
May 9, 2012:
3.
May 14, 2012: A group for the public. Two Board members were part of this group of four
people.
4.
May 17, 2012: A morning parent group. Two parents (plus one sleeping baby) and one Board
member were in attendance.
5.
May 18, 2012: A teacher and seventeen St. Dominic'
s students and a Reference Librarian as
recorder constituted this session.
6.
May 24, 2012: Seven seniors and one Board member were in attendance.
7.
May 29, 2012: Three members of the public and two Board members attended.
8.
June 4, 2012:
A parent group with six parents and two Board members attending.
Teen group, mostly members of the Youth Advisory Committee. Seven teens
and one board member attended.
It should be noted that while attendance was not large, it was well within the numbers reported in two
similar studies by other communities. A session for the business community was scheduled and
advertised through a Chamber of Commerce e-blast and the BIA. There was no response either by email or by attendance. A tour of the library after the conclusion of most focus groups was conducted by
Rodney and proved to be very popular and instructive. Many users only visit their favourite sections and
appreciated the opportunity to learn about library service infrastructure.
Page 53.
1.
What do you like about the present library?
Common responses in the groups were directed to:
•
the Manitoba Street location where some but not all can walk to the library
•
the "cosiness" of the library
•
the welcoming and friendly service by the staff
•
parking, available but at times difficult to find.
"Cosiness" was associated with the use of wood and places to allow one to sit and read.
When asked if it would be possible to build a branch library, Rodney explained that this was
usually not an option for communities of less than 50,000. She further explained that the present
site was size-restricted for expansion. One participant said, "I can walk to the library in three
minutes. I am willing for the library to be moved to achieve a better library." Rodney stated
further that the focus at this time is not so much on location but on what the community wants in a
library.
When asked about the present Carnegie portion of the library, Rodney assured participants that it
would remain, as it is a designated heritage building. Participants came up with possible uses:
museum, archive, restaurant, small theatre etc. Many expressed an appreciation for the historic
look the Carnegie portion added to Manitoba Street.
2.
How would a larger library better serve the Bracebridge community?
This question opened up a flood of responses from all the groups on what they would like to see
in a larger library. Rodney explained how 21st century libraries are all about people meeting
people to share interests, knowledge and learning. It is a welcoming space, open to all and fully
accessible. The library is a community hub, and in effect, "the living room of the community".
Identified by participants as ways a larger library would better serve Bracebridge citizens of all
ages were the following under the headings of space, equipment, furnishings, collections,
services and finance.
Space:
•
A meeting room for library purposes such as author lectures, information sessions,
writers'groups, Board meetings etc. was a frequent choice. If schedules permitted,
perhaps non-profit groups might be able to access a meeting space was a suggestion.
•
A larger size for the children'
s section was deemed important. One participant identified
the present size as "tiny" for all the activities that she had observed. Rodney indicated
how difficult it was without a program room to conduct sessions with the room being used
by others at the same time.
•
After the tours, participants expressed surprise and even shock at the cramped
conditions under which the library staff functions and saw better staff spaces as
important.
Page 54.
•
Teenagers and older students identified the lack of study and working space as a
deterrent to using the library. Could there be a small tutorial/study room for 2 or 3 users
and a group work room for 6 to 8 students as well as a specified teen area? One adult
group wanted to see a teen area with attractive seating, bright colours and inviting
materials. "We build for the future through our child and teenage users," said one
participant.
•
There was a realization that new AODA standards would require more space.
•
Both teen groups were very enthusiastic about an expanded library. They stated “If you
build it, we will come.”
Equipment:
•
More computers were a frequently mentioned item. The need for more electrical outlets
for those bringing their laptops was another concern. Because computer training
sessions take over all the computers the need for a separate training/webinar room was
identified.
•
Seniors noted the size of the elevator which is unable to accommodate larger
wheelchairs.
•
Participants commented on the lack of an anti-theft system.
Furnishings:
•
A frequently expressed need was for more reading areas equipped with comfortable
chairs.
•
Teens and older students felt more carrels and smaller tables for group work were
important.
•
The present shelving is a problem. As more than one person remarked, "I have to get
down on my hands and knees to search for material on the bottom shelf." Participants
realized that new AODA requirements would need more space between the shelves to
accommodate walkers and wheelchairs. More shelves would be required when heights
must be lowered and the bottom shelves raised.
Collection:
•
Participants identified deficiencies in the print collection which are all space-related. A
series may be incomplete; classics in many fields which one expects a library to have are
not there; there are not enough copies of books in demand. As Rodney explained, staff
must weed diligently based on library guidelines in order to make space for new
acquisitions.
•
A surprising discovery was made which runs counter to current assumptions that teens
and students no longer read hard covers and paperbacks but read only on electronic
devices. Comments from some teenagers included, "We spend so much time on screens
for lessons, research and personal communication that it is a pleasure to hold and read a
book.”, and “When you finish a book and close it, you have a sense of personal
satisfaction."
Page 55.
•
Focus group participants who use e-books felt that the difficulty in using Overdrive and
the limited selection of library e-books was a problem. One participant commented on
the ease she experienced in obtaining e-books from the Toronto Public Library system
when she lived there. Rodney explained that the Toronto Library system had agreements
in place before publishers set out new policies. Rodney further explained the difficulties
libraries are having with publishers. Some (i.e. Harper/Collins) are attempting to limit the
number of circulations an e-book may have in a library copy. There is no such limit on
circulation when a library purchases a print book for the collection. If the library
purchases an e-book title outright, it is much more expensive than the same title in print.
•
Those with sight problems, particularly some seniors, find large print books easier to
read. These books have more pages because of the increased font size and require
more space to store.
Services:
•
A frequently mentioned item was for some sort of coffee or cafe service which many
libraries are now offering. Teen were especially keen on this.
•
Better washroom facilities was another concern.
Finances:
•
A question which arose in some groups but not in all was how a library building and its
furnishings would be financed.
•
Rodney explained that this could be accomplished through a combination of municipal
debentures, fundraising and government grants. Government grants frequently are
announced on short timelines and projects must be shovel-ready in order to meet
completion requirements.
She mentioned pros and cons of using professional
fundraisers, using the difficulties encountered by Midland Public Library during its building
project as an example.
Library CEO Cathryn Rodney thanked all focus group participants for the valuable insights they offered
and for their support of the Bracebridge Public Library. She once more emphasized that our library is for
all the people of Bracebridge to use and enjoy and is a civic institution in which we take pride.
Page 56.
Appendix “G”
Total Paid Staff (Fte)
Salaries As % of Total
Operating Costs
Total Operating Costs
Staff Training
4
Materials Cost
Provincial Operating
Fund
Local Operating Fund
Local Operating
Support Per Capita
Total Hours of Operation
Municipality
Bracebridge
8,700 sq ft
% of Population That Are
Active Cardholders
Resident Population
Served
Comparison Data (Other Libraries)
41.86
58
37.63
589,001
31,808
77,445
2,716
752,083
66.71
8.73
Collingwood
10,000 sq ft 5
17,503
43.54
64
61.94
1,084,203
32,513
93,362
18,160
1,265,394
81.13
16.23
Huntsville
11,440 sq ft
18,280
36.83
55
35.45
648,076
40,938
100,074
4,437
783,690
64.51
10.24
Pettawawa
12, 000 sq ft
15,898
50.32
53
28.19
448,179
45,008
32,510
4,838
548,249
78.68
9
Port Colburne
23,000 sq ft
18,003
51.59
54
35.05
631,023
38,328
76,583
1,371
729,871
62.58
7.34
Titles Held
Per Capita
Annual
Circulation
Circulation Per
apita
Total Reference
Transactions Per Week
# Of People Using
Computer Workstations
Library Visits
Made In Person
Total Library Visits
Per Capita
Programs Held
Annually
Annual Program
Attendance
Average Attendance
Per Program
Public Access Computer
Workstations
15,652
Bracebridge
4.12
125,612
8.03
167
11
26,050
151,050
10.53
230
3850
17
Collingwood
5.16
218,920
12.51
490
10
10,550
131,200
10.95
428
7244
17
Huntsville
4.26
169,554
9.28
81
19
29,550
107,650
7.76
218
2848
13
Pettawawa
5.15
106,345
6.69
245
15
10,750
70,100
5.03
58
2375
41
Port Colburne
4.75
135,495
7.53
271
13
17,100
75,750
9.34
285
3497
12
Municipality
4
Comparative data taken from the 2009 Annual Survey of Public Libraries - Ministry of Tourism,
Culture & Sport.
5
Collingwood expanded to 30,000 sq ft in 2011 - 3rd floor intended for library use in 15-20 years,
council recently notified that library may need space within 10 years.
Page 57.
Appendix “H”
Article on the Co-Existence of E-Books and Print - Ebooks Outsell Print! Putting Headlines in
Context
Posted by Victoria Strauss for Writer Beware (blog)
Widely-discussed book news this week: Amazon UK's report that ebook sales have outstripped
the sales of all print formats combined.
According to unaudited figures released by [Amazon UK] on Monday, since the start of 2012, for every
100 hardback and paperback book sold on its site, customers downloaded 114 ebooks.
•
This generated many headlines announcing that Ebooks Beat Print!, along with the usual "Print is
dead!" commentary (regretful or jubilant, according to bias). However, Amazon is famous for
reporting statistics without providing the details necessary to fully evaluate them--just as the
media is famous for disseminating a juicy sound bite even if it doesn'
t really represent the actual
news story. Herewith, a bit of context.
•
The figures are unaudited. According to The Guardian, "Amazon has refused to release audited
figures for its digital book sales, something it does for printed books. It told the Guardian that the
company would not discuss future policy on the matter."
•
Lost in many of the headlines: the report comes from Amazon UK, not Amazon overall. I admit
this is kind of a bagatelle, especially since Amazon US reported similar news back in 2011--but
still, accuracy is important. Call me a pedant.
•
I can'
t help wondering how much of a sales bump was provided by the phenomenal popularity of
the tiresomely over-hyped 50 Shades trilogy.
•
Free ebooks were excluded from Amazon'
s calculations, which is good...but how many of the
ebooks were Kindle exclusives, available only at Amazon? Even if it'
s only a small percentage of
the whole, the inclusion of books that can be bought nowhere else would tend to skew the
figures.
•
Amazon has the most popular single ebook reading device (Kindle owned about 40% of the
market as of the end of 2011) and an even more commanding chunk of the ebook market (around
60% right now, according to most sources). Beyond the still-rapidly-growing enthusiasm for
ebooks, these factors certainly contributed to ebook sales dominance at Amazon.
•
Amazon is the world'
s major vendor of ebooks...but it'
s just one of many vendors of print books.
In the USA, for instance, ebooks had become "the single dominant format in adult fiction sales"
by the end of 2011--but as of January 2012, the sale of print formats was still more than triple that
of ebooks across all trade categories.
•
Last but not least, for those who fear that print is dead, or wish it had died some time ago, I came
across an interesting article this week about the Book Industry Study Group'
s ongoing survey of
consumers'attitudes toward ebooks. The latest figures from this survey reveal that print is seeing
gains as ebook consumers diversify their buying habits.
Page 58.
The percentage of e-book consumers who "exclusively or mostly" purchased book content in e-book
format decreased from nearly 70% in August 2011 to 60% in May 2012...During the same period, the
percentage of survey respondents who had no preference for either e-book or print formats, or who
bought some genres in e-book format and others in print, rose from 25% to 34%.
This suggests that, for the moment, we'
re heading toward a hybrid market in which ebooks are just one
more book format for consumers to choose from--not the doom of print, nor a cause célèbre, but simply
another container for text. Of course, we'
re still on the cusp of a paradigm shift, so no one can say what
may happen in the far future. But with that caveat, I think print books and ebooks will co-exist relatively
peaceably for some time to come...Amazon statistics notwithstanding.
Page 59.
Appendix “I”
Bracebridge Public Library – Purpose Statement and Principles
Purpose Statement:
The Bracebridge Public Library is an essential community hub providing everyone with materials and
experiences that open minds, explore our world, inspire discovery, entertain and foster lifelong learning.
Motto: A lifelong passport to discovery.
Principles:
Respect
We respect the privacy, confidentiality, and diversity of all people and practise courtesy to all.
Service
We strive to: provide free and equal access to library materials, programs and services; facilitate inclusion
for all; meet high standards of professionalism and library services.
Learning and Literacy
We support lifelong learning and the achievement of literacy in all its forms.
Intellectual Freedom
We provide access to expressions of knowledge and creativity. We support the Canadian Library
Association'
s position statement on intellectual freedom.
Preserving the Past
We believe it is important in our collections to preserve the human record.
Meeting the Future
We will respond to evolutions in knowledge, technologies and to our changing society.
Collaboration
We will cultivate collaboration with individuals and groups in our local and wider communities.
Accountability
We will act with integrity and practise responsible fiscal management and collection development.
Page 60.
Appendix “J”
Bibliography
Association of American Publishers (online) http://www.publishers.org/press/62/; March 28, 2012
Barron, Daniel D., et al; The Economic Impact of Public Libraries on South Carolina: Executive
Summary;
University of South Carolina, The School of Library and Information Science, 2005.
Boyer, J. Patrick; Local Library Global Passport; Toronto: Blue Butterfly Book Publishing Inc., 2008
(Commissioned by the Bracebridge Public Library Board as a 2008 library centennial project.)
Hubsher, Robert and Karen Watson; Making the Case for Your Library Building Project; Southern
Ontario Library Service, 2010.
Miller, Claire Cain and Julie Bosman; E-Books Outsell Print Books at Amazon; New York Times (online
edition) http://www.nytimes.com/2011/05/20/technology/20amazon.html?_r=1; May 19, 2011.
National Prevention Council; National Prevention Strategy, Washington, DC: U.S. Department of Health
and Human Services, Office of the Surgeon General, 2011.
Newman, Wendy; Third generation public libraries; Report for the Ontario Ministry of Culture, 2008.
Ontario Public Library Guidelines Monitoring and Accreditation Council; Ontario Public Library
Guidelines, 6th edition - For Municipal and County Libraries; Federation of Ontario Public Libraries,
2012.
Schwartz, Meredith; Design for Change: Library Journal, June 15, 2012, p. 32.
Page 61.
APPENDIX “C”
Bracebridge Library 98 Manitoba Street Feasibility Study
19 of 29
‘R..‘
»
:-
Bracehndge
\
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BRACEBRIDGE LIBRARY
98 MANITOBA STREET FEASIBILITY STUDY
Page 1
OCTOBER 22, 2012
,
cu»
TABLE OF CONTENTS
1)
Executive Summary
2)
Drawings
3)
Cost Report
Page 2
EXECUTIVE SUMMARY
LIBRARY FEASIBILITY STUDY FOR 98 MANITOBA STREET, TOWN OF BRACEBRIDGE

The study was intended to analyze, at high level, the viability and potential benefits, from an economic
and functional standpoint, of purchasing 98 Manitoba Street, the Post Office Building, for use as a Library
site. Specifically:
1)
To link it as expansion to the existing, adjacent Library, or
2)
Vacating the existing Library, to acquire it as a new Library site, and either renovate and
expand the Post Office into a transformed Library, or demolish it and build a new Library

The Town of Bracebridge provided various documents on the condition of the existing building and site.
A preliminary review of this material was undertaken by CS&P Architects, which was limited in scope,
relative to the fee for this study, to identify areas requiring further due diligence by the Town in any
Purchase Agreement, because of their potential for on-going or remedial costs.

To determine a base building programme and stated needs for the proposed future Library, the
architects met with members of the Library Board, and with Town and Library staff. They visited, as well,
the existing Library and Post Office buildings and sites.

The architects reviewed the proposed space requirements programme prepared by Library staff, which
was based primarily on an industry standard programme area chart used to determine net floor areas for
the various library components. CS&P Architects determined the ± 24,000 sq. ft. proposed building was
suitable as a test benchmark for this Feasibility Study, given comparable considerations of Library use,
needs, and demographic projections. CS&P Architects required an agreed programmatic area to test
with various building options, and determined that 24,000 gross sq. ft. would reasonably represent the
upper limit of any approved final Library building programme. It therefore was sensible to use this
number as the building programme in assessing the site’s feasibility. If it was determined, through a
subsequent detailed programme assessment, which was not part of CS&P’s work, that a building of a
smaller programme area would meet the future Library’s needs, then the test of a 24,000 gross sq. ft.
library would further reassure the Town of the Post Office site’s capacity for construction of a new
library. It should be noted, some of the floor areas indicated in the Library’s programme spreadsheet
which appeared generous, were purposely lowered by the architects, to allow for the inclusion of larger,
more realistic ‘gross up’ factor, than the one used for the library staff programme. This larger ‘gross up’
factor of anywhere between 35% - 45% would certainly be required in any future building, particularly
Page 3
one involving renovations, and would, we recommend, be prudent to include in any programming
considerations.

Using a consistent building size of ± 24,000 sq. ft., the architects tested a series of five conceptual design
options for the Post Office site which ranged from renovations and additions to the existing building, to
totally new construction, with a demolished Post Office building. Modest variations to the basement
floor areas of the various options account for slight differences in the total gross floor areas. Two of the
options (C & D) included connecting to and incorporating the existing Carnegie building portion of the
Library, as part of the new Library scheme. These options required demolition of the rear portion of the
current Library, replacing it with new construction. The new future Library, may or may not require a
5,000 – 6,000 sq. ft. basement as shown, and costed in these options. This would require further study,
in the actual design phase of the work.

All options were evaluated from a list of criteria which addressed site conditions, pedestrian and
vehicular circulation, accessibility, urban design benefits, Library functionality and organization, and
heritage and civic opportunities.
COSTS

All design options were reviewed, by Turner & Townsend cm2r, quantity surveyors, who provided an
elemental cost analysis of each option from the single line conceptual drawings provided by CS&P
Architects. Their cost analysis was based upon September 2012 current dollars and current market/local
conditions, assuming a normal stipulated sum building process and contract.

The noted exclusions and limitations of the costing scope of work are provided within their report and
need to be accounted for by the Town, in contingencies, when developing a total project cost.

The reports on the existing condition of the building and anticipated renewal costs, highlight potential
areas of concern. Based on a preliminary review of this documentation, the building is in reasonable
condition for its age, and, short of discovering through carefully considered destructive testing, more
serious hazardous substance issues than those initially identified, there does not appear to be any ‘deal
breaking’ issues with the building’s condition, which suffers from normal ‘wear and tear’ of a building of
that age.

The issue of structural loading for library use was analyzed in the existing Post Office building by a
structural engineer, and it was determined that the first and second floor would require structural
reinforcement to accommodate the high shelving used in adult or teen areas. Low shelving for children
Page 4
could be supported by the existing structure, however, this condition obviously imposes restrictions on
the design of the renovations, if no structural reinforcement is anticipated.

The reports on the condition of the site identify areas of potential on-going costs associated with
contamination on site, which we would highlight as areas of concern. Based on the Phase III
Environmental Site Assessment performed by AMEC, additional monitoring on site is required to
determine the location and extent of contamination suggested remediation costs should be factored into
any Purchase and Sale Agreement if remediation is not undertaken by the Owner prior to that time.
These include:

Estimated cost for additional monitoring $ 45,000.
of site contaminants
(p. (iii) Amec Report March 20, 2012)
Estimated cost for plume location
$ 20,000.
(p. 5 Amec Report March 27, 2012)
Estimated remediation cost
$100,000. - $200,000.
(p. 5 Amec Report March 27, 2012)
Ongoing costs for duration
of remediations
$ 50,000. - $100,000./year (p. 5 Amec Report March 27, 2012)
The costs of all five options, as identified in the Turner & Townsend cm2r Report dated August 2012,
despite their very differing site strategies, and amount of new construction vs. renovation/addition,
were within one million dollars (see Executive Summary), which we would consider as, not a substantial
spread. The costs for construction of the Library on a $/sq. ft. basis vary between $288./sq. ft. for using
the Post Office site only with a new building, to $335./sq. ft. to using the Post Office site with a new
building which connects and integrates with, the heritage Carnegie Library. This range of pricing, based
on preliminary conceptual drawings is within the range of what could be normally expected for branch or
municipal library construction of a similar size and scope on a nearby site.
ACCESSIBILITY

One of the most challenging aspects of renovating existing buildings, as well as linking together existing
sites and buildings, is in complying with the essential requirements of universal accessibility outlined by
the Facility Accessibility Design Standards (FADS) required by many municipalities. Both the existing
Library building and the existing Post Office building have significant accessibility challenges which would
need to be addressed in any proposed design of a single new Library or combined renovation, addition
option. All options by CS&P for the Post Office site eliminate the unattractive and uninviting front
entrance ramp to the Post office, but do not address the detail of how the two buildings (Carnegie &
Post Office renovation or new building) would resolve level changes between them, or other accessibility
Page 5
issues, beyond indicating the inclusion of new elevators, or the opportunity to develop ramping within
the renovated or new Library, on the Post Office site. One major benefit of the proposed Library Civic
Square concept illustrated in Options C, D & E, is that any significant grade differential which would
require ramping off a street access, such as at the current Post Office ramps, could be creatively avoided
with a gradually sloping grade to a new courtyard entrance deep into the site.
CONCUSIONS

As stated earlier, the purpose of this Feasibility Study was not to design a new library or recommend a
specific, preferred conceptual option, as many are possible, and any considered option would require
significant further study and development. The purpose of the study was to determine if the site at 98
Manitoba Street is feasible, with sufficient merit as a location, for a future Library, to consider the
purchase of the property.

Our recommendation is that the site does indeed have significant merit for purchase, provided the Town
has the resources to develop the property addressing the contingency considerations and exclusions
noted in this study. Most significantly, the Town should add approximately between 30-40% for soft
costs not carried in the construction budget to arrive at a Total Project Cost in developing their Project
pro forma. Soft costs would include by not be limited to: furnishings and equipment (those not attached
physically to the building), Professional Fees, Permits, Cabling, Telephone and Communications Systems,
Project Management, and financing charges.

The site at 98 Manitoba Street provides a singular and unique opportunity to create, through new
construction and/or renovation to the existing Library, a state-of-the-art Library that meets the
requirements of the Library Board and staff and one that can provide a compelling, amenable and iconic
new civic presence on the main street of the Town.

The preliminary Cost Report includes a 20% design allowance for the development of the design and
construction contingencies within that process. This contingency should be carried throughout any
future design development of this site, as the options costed were of a very preliminary nature. The Post
Office Building at 98 Manitoba Street is not a designated heritage building. Parking requirements
according to the current zoning can be achieved as shown on the site plan drawing, by CS&P Architects,
and sufficient parking exists nearby this site within a five minute walking distance. While parking
proximity is one important consideration for the design of any public building, we believe it is reasonably
addressed with this site location. Great and memorable civic places, whether libraries or other
prominent public facilities, be they in small towns or larger cities, are never distinguished by their supply
Page 6
of parking lots or garages, but by the quality of the space they provide for people to meet in and enjoy.
The existing Carnegie Library, coupled with the potential of its adjoining site, presents an ideal location,
on the main street, to create a new, beautiful state-of-the-art Library and associated civic plaza, which
we believe can contribute enormously to the Town’s physical fabric, as well as its cultural and social
identity.
Page 7
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:;- Turner
87;
Townsend
CIIIZI
Report
For
Preliminary Elemental
Construction Cost Options
Analysis
Nicholas Bowe
Senior Consultant
Turner & Townsend cm2r
One St. Clair Avenue East
Seventh Floor
Toronto
Ontario
M4T 2V7
t: +1 (416) 925 1424
e: [email protected]
w: turnerandtownsendcm2r.com
Bracebridge Library
September 2012
m auseu5 muss
September 24th, 2012
ref no. 07082
Paul Cravit
CS&P Architects Inc.
2345 Yonge Street, Suite 200
Toronto, ON M4P 2E5
For the attention of Paul Cravit
Dear Mr Cravit,
BAYBRIDGE LIBRARY
PRELIMINARY ELEMENTAL CONSTRUCTION COST OPTIONS ANALYSIS
We enclose our Elemental Cost Analysis for the above-noted based on the preliminary documentation
provided to us, listed in Section 4 of this report.
Please refer to Sections 2 and 3 of this Report, for specific qualifications and assumptions associated
with this cost Analysis.
This Analysis reflects the Preliminary nature of the information available at September 13th, 2012,
once a further detailed Functional Program is prepared, we should update the Analysis.
Should you have any questions please do not hesitate to contact us.
Yours faithfully
Nicholas Bowe
Senior Consultant
Turner & Townsend cm2r Inc.
e:[email protected]
cc: Marcos Sibal, Greg Curran, Turner & Townsend cm2r Inc.
September 2012
Bracebridge Library
Functional Program Construction Cost Analysis
Contents
1
Executive Summary
1
2
Assumptions
3
3
Elemental Cost Analysis Summary
7
4
Documentation
8
Rev
Originator
Approved
Date
0
Nicholas Bowe
Greg Curran
September 24, 2012
© Turner & Townsend cm2r. All rights reserved September 2012. This document is expressly provided to and solely
for the use of CS&P Architects and must not be quoted from, referred to, used by or distributed to any other party
without the prior consent of Turner & Townsend cm2r who accept no liability of whatsoever nature for any use by any
other party.
F:\TOR\JOBS\2012 JOBS - 20195 -\20415CP - YORK UNIVERSITY ENGINEERING BUILDING - GC\20415 - YORK UNIVERSITY - LASSONDE SCHOOL OF ENGINEERING REPORT.DOCX
making the difference
3 of 23
Bracebridge Library
Elemental Construction Cost Analysis
1
Executive Summary
1.1
Introduction
Turner and Townsend is retained to provide Cost Planning & Design Cost Control services for the
Bracebridge Library in Ontario, including this report for a High Level Preliminary Elemental Cost Analysis
for the proposed Bracebridge Library Project based on the documentation provided, which is included in
Section 4 of this Report.
1.2
Procurement and Schedule
The Construction Cost Estimates includes all direct construction costs and contractor’s overhead and
profit. It assumes that the project will be procured on Stipulated Lump Sum basis, and that bids will be
received from a minimum of five pre-qualified Tier 1 Construction Managers. We also assume that the
project will be completed within a reasonable time frame and have not included any premiums required
for “fast-tracking” or phasing of the project, if required.
1.3
Risk Assessment
A Post-Contract Contingency allowance (i.e. for Change Orders that may arise during construction) has
been included in our Cost Analysis.
1.4
Level of Documentation
The analysis is based on the information provided as included in Section 4 of this report and
supplemented by discussions with the Architect. It reflects current September 2012 current dollars and
present market/local conditions.
We have not received any Geotechnical, Environmental, Site Grading, Site Services, and Utilities Reports.
The analysis contains appropriate contingencies including an Estimating/Design Contingency Allowance to
account for increases in cost as a result of the development of the program and design through to 100%
complete documentation.
1.5
Market Conditions
The estimate is based on normal competitive conditions and is intended to fall within a range of bids
received from a number of competitive contractors. Adverse local and global market conditions,
proprietary specifications, single-sourcing of materials and equipment, or lack of bidders may cause bids
to vary from reasonable estimates based on normal competitive conditions.
4 of 23
Bracebridge Library
We recommend that an Escalation allowance of 5% be applied for Construction Price Escalation. However
this allowance has been excluded from our estimates until the Construction start date are known.
1.6
Assumptions/Exclusions
Please refer to Section 2 of this report for Assumptions made while preparing this Cost Analysis. Also,
please refer to our executive summary for specific Exclusions.
1.7
Limitation of Scope
At this time, Turner & Townsend has prepared this Preliminary Elemental Cost Analysis based on very
early schematic design drawings. We recommend that as the drawing details are developed, we update
this Cost Analysis to reflect the more detailed Scope of Work and continue to provide independent cost
checks, as the design is developed for the project.
5 of 23
Bracebridge Library
2
Assumptions
Basis of Cost Models
Option
A
B
C
D
E
New Two Storey
Building Excludes
Carnegie
Estimate
Full Use of Post
Office Excludes
Carnegie
Full Use of
Post Office
Includes
Carnegie
New
Building
Includes
Carnegie
New
Building
Excludes
Carnegie
Basement
New
Nil
Nil
340
4,950
4,950
Basement
Renovate
6,285
6,285
4,850
Nil
Nil
Ground Floor
New
7,300
7,300
8,450
12,000
12,150
Ground Floor
Renovate
5,200
5,200
5,825
1,775
Nil
Second Floor
New
6,500
6,500
3,900
8,450
11,850
Second Floor
Renovate
5,000
5,000
5,825
1,775
Nil
30,285
30,285
29,190
28,950
28,950
TOTAL
AREAS
Refer to Section 3- Elemental Cost Analysis Summary for the full assumed scope of works
related to each option
6 of 23
Bracebridge Library
General





Gross Floor area as provided by Architect
Procurement – Stipulated Lump Sum basis (General Contractor), assuming bids will be received from
five Tier 1 Contractors.
Estimate Priced in current 3Q 2012 rates – Escalation Contingency allowance is based on anticipated
Construction Start Unknown.
Post-Construction contingency allowance i.e change orders – INCLUDED.
Assume no Soil Contamination or abnormal foundation conditions.
Substructure


Conventional Strip and Pad footings.
Assume no Special Foundation Required i.e. piling, etc.
Structure

Reinforced Concrete Construction for upper floors and structural steel framing for roof generally.
Exterior Enclosure




Reinforced concrete basement walls, if required.
Glazed Curtain wall and Architectural Block work.
Built up roof with TPO membrane.
Allowance for entrance canopy and parapets.
Interior Partitions and Doors





Reinforced concrete walls to stair and elevator enclosures.
Masonry walls and metal stud drywall partitions.
Glazed vestibule doors.
Hollow metal and solid core doors to interior.
Aluminum Glazed doors to main entrances.
7 of 23
Bracebridge Library
List of Assumptions Cont’d
Vertical Movement

Standard Passenger Elevators.
Finishes

Paint finish generally with floor and ceiling finishes.
Furniture, Fixtures and Fittings





Washrooms.
Allowance for fixtures
Handrail to exit stairs and glazed rails to any feature stairs.
Common area millwork i.e. reception area etc.
Equipment.
Mechanical






Heating and Cooling.
Full sprinkler coverage.
Low water consumption plumbing fixtures.
Heat recovery system and high efficiency filters.
Central VAV air handling units.
Full DDC controls.
Electrical










Allowance for incoming power including Hydro Connections.
Incoming duct bank only for Communication excluding cabling.
Emergency power for fire and life safety.
Normal and Emergency power distribution as required.
Power to Mechanical equipment.
Building Security – empty conduit only.
Communications – empty conduit only.
PA System/AV System/Telephone and Data – empty conduit only.
Energy efficient lighting throughout.
2 stage fire alarm system.
8 of 23
Error! No text of specified style in document.
List of Assumptions Cont’d
Site Development










Allowance based on immediate services relocations and removals within Building footprint only.
NO allowances for Site Civils or Site Services beyond the Building footprint.
Assume no contaminants on site
Allowances for hard and soft landscaping to a site area. Options B-E: 145’ x 150’
Allowances for hard and soft landscaping to a site area. Options A: 135’ x 180’
Assumes no reconfiguration of existing services in the parking area
Parking lot size based on 71 spaces at 250sqft/ space: 17,750sqft
Parking lot to receive new surface and lighting upgrades
Ground remediation allowance obtained from Felix Larson (CS&P Architects) email dated 09.24.2012
Ground remediation costs exclude any on going remediation treatment
Demolition



Allowances for building demolition, if required
Allowance for extensive interior demolition to upper levels, where required
Allowance for minor interior demolition to basements, where required
Refer to Section 3- Elemental Cost Analysis Summary for the full assumed scope of works
related to each option
9 of 23
Bracebridge Library
3
Elemental Cost Analysis Summary
10 of 23
Project No. 07082
Turner 81
Sep 24, 2012
Townsend
cmzr
EXECUTIVE SUMMARY
Bracebridge Library
CONCEPT DESIGN CONSTRUCTION COST PLAN
New Two Storey Building Excludes
Carnegie
Executive Summary
Full Use of Post Office Exc
Carnegie
Full Use of Post Office Inc
Carnegie
New Building Inc Carnegie
New Building Exc Carnegie
Area
$/sf
Option A
Amount
Area
$/sf
Option B
Amount
Area
$/sf
Option C
Amount
Area
$/sf
Option D
Amount
Area
$/sf
Option E
Amount
1
New/ Addition
13,800
359
$4,960,000
13,800
386
$5,333,000
12,690
437
$5,550,000
25,400
339
$8,599,000
28,950
326
$9,439,000
2
Renovation
16,485
211
$3,486,000
16,685
223
$3,720,000
16,500
216
$3,568,000
3,550
264
$938,000
0
0
$0
Total Estimated
Construction Cost
30,285
279
$8,446,000
30,485
297
$9,053,000
29,190
312
$9,118,000
28,950
329
$9,537,000
28,950
326
$9,439,000
3
Ground Remediation
Allowance
Total Estimated Cost
Inc Remediation
$265,000
30,285
288
$8,711,000
$265,000
30,485
306
$9,318,000
$265,000
29,190
321
$9,383,000
$265,000
28,950
339
$9,802,000
$265,000
28,950
335
$9,704,000
Assumptions/ Clarifications
NEW BUILD
NEW BUILD
NEW BUILD
NEW BUILD
NEW BUILD
Basement
Basement
Basement
Basement
4950sqft new construction
12' high concrete walls
New Elevator - 3 stops
Basement
4950sqft new construction
12' high concrete walls
New Elevator - Basement to GF
New stairs x 2
Allowances for partitions
Allowances for internal finishes
New MEP
Internal doors allowance x 10
Fixture and Fittings Allowance
New stairs x 2
New MEP
New Stairs - Core
No Works Required
No Works Required
Ground Floor
Ground Floor
Ground Floor
Ground Floor
Ground Floor
7,300sqft new construction to GF
Steel frame and metal deck
New Elevator - GF to SF
New Elevator - 4 stops
12,150sqft new construction
New stairs x 1
New MEP
New stairs x 1
New MEP
11 of
New stairs x 2
New MEP
23Glazed Entrance Doors x 8
New stairs x 3
New MEP
Glazed Entrance Doors x 8
New stairs core/ flight/ landing x
3
New MEP
Second Floor
6,500sqft new construction to SF
Second Floor
New stairs core/ flight/ landing
New stairs x 2
Second Floor
Second Floor
11,850sqft new construction
New stairs x 2
Glass curtain walling allowance to
Glass curtain walling allowance to area Glass curtain walling allowance to
area open to below (Outside
open to below (Assume Atrium)
area open to below (Assume Atrium) Terrace)
Exterior Paving to Terrace
New stairs x 2
New stairs core/ flight/ landing x
3
Glass curtain walling allowance to
area open to below
Exterior
New Roof (7,300sqft)
3 sides of external facade to be glass
curtain wall
One side to be Architectural block
(facing bank)
Exterior
New Roof (7,300qft)
3 sides of external facade to be
glass curtain wall
(facing bank)
Exterior
New Roof (12,000qft)
glass curtain wall
(facing bank)
Exterior
New Roof (12,150qft)
glass curtain wall
(facing bank)
Back of Post Office to be demolished
Whole of upper floor to receive
Back of Post Office to be demolished Glazed Curtain Walling
New surface to parking lot
Demolish existing building behind
Carnegie
Extra glazing required for Atrium
detail - Full Wall on 2nd floor
Post Office Building to be
demolished
Post Office Building to be
demolished
New
New
New
New
Back of Post Office to be demolished
New lighting to parking lot
New hard landscaping allowance
New Soft landscaping allowance
Carnegie
Exterior ramp demolished; Make
good existing area
Carnegie
good existing area
surface to parking lot
lighting to parking lot
hard landscaping allowance
Soft landscaping allowance
Second Floor
Exterior
New Roof (8,450qft)
glass curtain wall
(facing bank)
RENOVATION
RENOVATION
RENOVATION
RENOVATION - Carnegie
RENOVATION
Basement
New Elevator - Basement to SF
New stairs x 1
Basement
New Elevator - Basement to SF
New stairs x 1
Basement
Basement
Basement
New stairs x 1
No Works Required
No Works Required
Demolish existing stairs
Renovation area 6285sqft
Remove existing stairs/ make good
New sealer to concrete floors
New paint to exposed soffits
Painted walls
Paint internal doors allowance x10
Minor alterations allowance to MEP
Demolish existing stairs
Remove existing stairs/ make good
Painted walls
Demolish existing stairs x 2
Renovation area 4,850sqft
Painted walls
Ground Floor
Ground Floor
Renovation Area 5200sqft
Ground Floor
Ground Floor
Ground Floor
New stairs x 2
Demolition Allowance - Rip-out/
replace
Allowance for Exterior Doors x 5
replace
replace
Allowance for patching floors due to
façade works
New stairs x 2
New stairs x 1
12 of 23
No Works Required
New walls allowance
Floors/ ceiling finishes allowance
Rip-out/ Replace MEP
Internal Ramp Allowance
New walls allowance
Floors/
Rip-out/
Internal
Fixture
New walls allowance
New walls allowance
Second Floor
Second Floor
Second Floor
Second Floor
replace
New stairs x 1
replace
New stairs x 1
replace
New walls allowance
New stairs x 1
New walls allowance
New walls allowance
New walls allowance
Exterior
Cleaning exterior walls
New glass curtain wall to front
Exterior
Exterior
Exterior
Allowance for repairs to existing roof
Allowance for repairs to existing
Allowance for repairs to existing roof roof
Exterior ramp demolished; Make good
existing area
good existing area
Demolish side of post office
Demolish side of post office
good existing area
Demolish N/E elevation area of post
office
Existing Site Area: 135' x 180'
Allowance for patching floors due to
13 of 23
Second Floor
No Works Required
Exterior
Allowance for repairs to existing
roof
No Works Required
ELEMENTAL COST ANALYSIS
~
ORDER OF MAGNITUDE
OPTION A - New Two Storey Building Exc Carnegie
Estimate
Project:
Location:
Owner/Client:
Architect:
Bracebridge Library
Bracebridge, ON
Town of Bracebridge
CS&P Architects
Ratio
Elemental Elemental
Element
Quantity
Unit Rate
to GFA
A SHELL
A1 SUBSTRUCTURE
A11 Foundation
0.53
7,300 sf
$10.27
A12 Basement Excavation
0.00
0 cy
$0.00
A2 STRUCTURE
A21 Lowest Floor Construction
0.53
7,300 sf
$7.95
A22 Upper Floor Construction
0.47
6,500 sf
$34.15
A23 Roof Construction
0.53
7,300 sf
$19.45
A3 EXTERIOR ENCLOSURE
A31 Walls Below Grade
0.00
0 sf
$0.00
A32 Walls Above Grade
0.15
2,040 sf
$42.16
A33 Windows & Entrances
0.40
5,538 sf
$88.66
A34 Roof Covering
0.53
7,300 sf
$13.29
A35 Projections
1.00 13,800 sf
$30.43
B INTERIORS
B1 PARTITIONS & DOORS
B11 Partitions
1.12 15,480 sf
$13.44
B12 Doors
0.00
20 No
$2,000.00
B2 FINISHES
B21 Floor Finishes
0.90 12,420 sf
$7.00
B22 Ceiling Finishes
0.90 12,420 sf
$6.04
B23 Wall Finishes
2.50 34,500 sf
$1.01
B3 FITTINGS & EQUIPMENT
B31 Fittings & Fixtures
1.00 13,800 sf
$15.00
B32 Equipment
1.00 13,800 sf
$0.00
B33 Conveying Systems
1.00 13,800 sf
$3.62
C SERVICES
C1 MECHANICAL
C11 Plumbing & Drainage
1.00 13,800 sf
$6.01
C12 Fire Protection
1.00 13,800 sf
$2.97
C13 H.V.A.C.
1.00 13,800 sf
$22.03
C14 Controls
1.00 13,800 sf
$3.99
C2 ELECTRICAL
C21 Service & Distribution
1.00 13,800 sf
$7.97
C22 Lighting, Devices & Heating
1.00 13,800 sf
$12.03
C23 Systems & Ancillaries
1.00 13,800 sf
$7.03
NET BUILDING COST (Excluding Site)
D SITE & ANCILLARY WORK
D1 SITE WORK
D11 Site Development
1.76 24,300 sf
$17.08
D12 Mechanical Site Services
1.76 24,300 sf
$2.47
D13 Electrical Site Services
1.58 21,750 sf
$5.52
D2 ANCILLARY WORK
D21 Demolition
0.07
1,000 sf
$40.00
D22 Alterations
0.00
0 sf
$0.00
NET BUILDING COST (Including Site)
Z GENERAL REQUIREMENTS & ALLOWANCES
Z1 GEN. REQ. & FEE
14.0%
Z11 General Requirements
10.0%
Z12 Fee
4.0%
TOTAL CONSTRUCTION ESTIMATE (Excluding Allowances)
Z2 ALLOWANCES
15.0%
Z21 Design Allowance
10.0%
Z22 Escalation Allowance
0.0%
EXCLUDED
Z23 Construction Allowance
5.0%
GOOD & SERVICES TAX
0.0%
EXCLUDED
TOTAL CONSTRUCTION ESTIMATE (Including Allowances)
GFA
GFA
13,800 sf
1,282 m2
14 of 23
cmzr
Cat:
File:
Date:
Project Number:
Gross Floor Area:
Elemental
Amount
Cost/sf
$75,000
$0
$58,000
$222,000
$142,000
$0
$86,000
$491,000
$97,000
$420,000
$208,000
$40,000
$87,000
$75,000
$35,000
$207,000
$0
$50,000
$83,000
$41,000
$304,000
$55,000
$110,000
$166,000
$97,000
$415,000
$60,000
$120,000
$40,000
$0
Turner &
Townsend
$5.43
$5.43
$0.00
$30.58
$4.20
$16.09
$10.29
$79.28
$0.00
$6.23
$35.58
$7.03
$30.43
$17.97
$15.07
$2.90
$14.28
$6.30
$5.43
$2.54
$18.62
$15.00
$0.00
$3.62
$35.00
$6.01
$2.97
$22.03
$3.99
$27.03
$7.97
$12.03
$7.03
$228.19
$43.12
$30.07
$4.35
$8.70
$2.90
$2.90
$0.00
$274.20
$378,000
$151,000
$38.33
$27.39
$10.94
$431,000
$0
$216,000
$0
$46.88
$31.23
$0.00
$15.65
$0.00
NEW - 1
Sep 13, 2012
07082
13,800 sf
Amount
$75,000
2%
$422,000
9%
$1,094,000
22%
$248,000
5%
$197,000
4%
$257,000
5%
$483,000
10%
$373,000
$3,149,000
8%
63%
$595,000
12%
$40,000
$3,784,000
1%
$529,000
$4,313,000
11%
87%
$647,000
13%
$0
0%
$4,960,000 100%
Cost/sf
$359
$3,869
Project:
Location:
Owner/Client:
Architect:
Bracebridge Library
Bracebridge, ON
Town of Bracebridge
CS&P Architects
ORDER OF MAGNITUDE
OPTION A - Renovation - Full use of Post Office Exc
Carnegie
Ratio
Elemental Elemental
Element
Quantity
Unit Rate
to GFA
A SHELL
A1 SUBSTRUCTURE
A11 Foundation
0.00
0 sf
$0.00
0.00
0 cy
$0.00
A2 STRUCTURE
0.32
5,200 sf
$5.19
0.30
5,000 sf
$2.00
0.00
0 sf
$0.00
0.00
0 sf
$0.00
0.19
3,168 sf
$10.10
0.11
1,800 sf
$88.89
A34 Roof Covering
0.38
6,220 sf
$1.93
A35 Projections
1.00 16,485 sf
$6.07
B INTERIORS
B11 Partitions
0.91 14,988 sf
$13.61
B12 Doors
0.00
30 No
$1,400.00
B2 FINISHES
B21 Floor Finishes
0.80 13,188 sf
$6.98
0.80 13,188 sf
$5.99
B23 Wall Finishes
2.50 41,213 sf
$0.99
1.00 16,485 sf
$14.98
B32 Equipment
0.00
0 sf
$0.00
0.00
0 sf
$0.00
C SERVICES
C1 MECHANICAL
1.00 16,485 sf
$4.85
C12 Fire Protection
1.00 16,485 sf
$2.97
C13 H.V.A.C.
1.00 16,485 sf
$15.53
C14 Controls
1.00 16,485 sf
$4.00
C2 ELECTRICAL
1.00 16,485 sf
$7.22
1.00 16,485 sf
$9.71
1.00 16,485 sf
$5.88
D1 SITE WORK
1.00 16,485 sf
$1.21
0.00
0 sf
$0.00
0.00
0 sf
$0.00
D2 ANCILLARY WORK
D21 Demolition
1.00 16,485 sf
$10.92
D22 Alterations
0.00
0 sf
$0.00
Z1 GEN. REQ. & FEE
19.0%
15.0%
Z12 Fee
4.0%
Z2 ALLOWANCES
40.0%
20.0%
0.0%
EXCLUDED
20.0%
GOOD & SERVICES TAX
0.0%
EXCLUDED
GFA
GFA
~
16,485 sf
1,531 m2
15 of 23
cmzr
Cat:
File:
Date:
Project Number:
Gross Floor Area:
Elemental
Amount
Cost/sf
$19,000
$0
$27,000
$10,000
$0
$0
$32,000
$160,000
$12,000
$100,000
$204,000
$42,000
$92,000
$79,000
$41,000
$247,000
$0
$0
$80,000
$49,000
$256,000
$66,000
$119,000
$160,000
$97,000
$20,000
$0
$0
$180,000
$0
Turner &
Townsend
$1.15
$1.15
$0.00
$2.24
$1.64
$0.61
$0.00
$18.44
$0.00
$1.94
$9.71
$0.73
$6.07
$14.92
$12.37
$2.55
$12.86
$5.58
$4.79
$2.49
$14.98
$14.98
$0.00
$0.00
$27.36
$4.85
$2.97
$15.53
$4.00
$22.81
$7.22
$9.71
$5.88
$114.77
$1.21
$1.21
$0.00
$0.00
$10.92
$10.92
$0.00
$126.90
$314,000
$84,000
$24.14
$19.05
$5.10
$498,000
$0
$498,000
$0
$60.42
$30.21
$0.00
$30.21
$0.00
NEW - 1
Sep 13, 2012
07082
16,485 sf
Amount
$19,000
1%
$37,000
1%
$304,000
9%
$246,000
7%
$212,000
6%
$247,000
7%
$451,000
13%
$376,000
$1,892,000
11%
54%
$20,000
1%
$180,000
$2,092,000
5%
$398,000
$2,490,000
11%
71%
$996,000
29%
$0
0%
$3,486,000 100%
Cost/sf
$211
$2,276
~
ORDER OF MAGNITUDE
OPTION B - Expansion & Full use of Post Office Exc
Carnegie Estimate
Project:
Location:
Owner/Client:
Architect:
Bracebridge Library
Bracebridge, ON
Town of Bracebridge
CS&P Architects
Ratio
Elemental Elemental
Element
Quantity
Unit Rate
to GFA
A SHELL
A1 SUBSTRUCTURE
A11 Foundation
0.53
7,300 sf
$11.10
0.00
0 cy
$0.00
A2 STRUCTURE
0.53
7,300 sf
$7.95
0.47
6,500 sf
$36.46
0.53
7,300 sf
$19.45
0.00
0 sf
$0.00
0.11
1,560 sf
$42.95
0.53
7,374 sf
$89.64
A34 Roof Covering
0.53
7,300 sf
$13.29
A35 Projections
1.00 13,800 sf
$30.43
B INTERIORS
B11 Partitions
1.13 15,600 sf
$13.53
B12 Doors
0.00
20 No
$2,000.00
B2 FINISHES
B21 Floor Finishes
0.90 12,420 sf
$7.00
0.90 12,420 sf
$6.04
B23 Wall Finishes
2.50 34,500 sf
$1.01
1.00 13,800 sf
$15.00
B32 Equipment
1.00 13,800 sf
$0.00
1.00 13,800 sf
$3.62
C SERVICES
C1 MECHANICAL
1.00 13,800 sf
$6.01
C12 Fire Protection
1.00 13,800 sf
$2.97
C13 H.V.A.C.
1.00 13,800 sf
$22.03
C14 Controls
1.00 13,800 sf
$3.99
C2 ELECTRICAL
1.00 13,800 sf
$7.97
1.00 13,800 sf
$12.03
1.00 13,800 sf
$7.03
D1 SITE WORK
1.58 21,750 sf
$19.36
1.58 21,750 sf
$2.76
1.58 21,750 sf
$5.52
D2 ANCILLARY WORK
D21 Demolition
0.65
9,000 sf
$15.78
D22 Alterations
0.00
0 sf
$0.00
Z1 GEN. REQ. & FEE
14.0%
10.0%
Z12 Fee
4.0%
Z2 ALLOWANCES
15.0%
10.0%
0.0%
EXCLUDED
5.0%
GOOD & SERVICES TAX
0.0%
EXCLUDED
GFA
GFA
13,800 sf
1,282 m2
16 of 23
cmzr
Cat:
File:
Date:
Project Number:
Gross Floor Area:
Elemental
Amount
Cost/sf
$81,000
$0
$58,000
$237,000
$142,000
$0
$67,000
$661,000
$97,000
$420,000
$211,000
$40,000
$87,000
$75,000
$35,000
$207,000
$0
$50,000
$83,000
$41,000
$304,000
$55,000
$110,000
$166,000
$97,000
$421,000
$60,000
$120,000
$142,000
$0
Turner &
Townsend
$5.87
$5.87
$0.00
$31.67
$4.20
$17.17
$10.29
$90.22
$0.00
$4.86
$47.90
$7.03
$30.43
$18.19
$15.29
$2.90
$14.28
$6.30
$5.43
$2.54
$18.62
$15.00
$0.00
$3.62
$35.00
$6.01
$2.97
$22.03
$3.99
$27.03
$7.97
$12.03
$7.03
$240.87
$43.55
$30.51
$4.35
$8.70
$10.29
$10.29
$0.00
$294.71
$407,000
$163,000
$41.30
$29.49
$11.81
$464,000
$0
$232,000
$0
$50.43
$33.62
$0.00
$16.81
$0.00
NEW - 1
Sep 13, 2012
07082
13,800 sf
Amount
$81,000
2%
$437,000
8%
$1,245,000
23%
$251,000
5%
$197,000
4%
$257,000
5%
$483,000
9%
$373,000
$3,324,000
7%
62%
$601,000
11%
$142,000
$4,067,000
3%
$570,000
$4,637,000
11%
87%
$696,000
13%
$0
0%
$5,333,000 100%
Cost/sf
$386
$4,160
Project:
Location:
Owner/Client:
Architect:
Bracebridge Library
Bracebridge, ON
Town of Bracebridge
CS&P Architects
ORDER OF MAGNITUDE
OPTION B - Renovation - Full use of Post Office Exc
Carnegie
Ratio
Elemental Elemental
Element
Quantity
Unit Rate
to GFA
A SHELL
A1 SUBSTRUCTURE
A11 Foundation
0.00
0 sf
$0.00
0.00
0 cy
$0.00
A2 STRUCTURE
0.31
5,200 sf
$8.08
0.31
5,200 sf
$1.92
0.00
0 sf
$0.00
0.00
0 sf
$0.00
0.08
1,397 sf
$10.02
0.11
1,800 sf
$88.89
A34 Roof Covering
0.37
6,220 sf
$1.93
A35 Projections
1.00 16,685 sf
$5.99
B INTERIORS
B11 Partitions
0.91 15,148 sf
$13.53
B12 Doors
0.00
30 No
$1,400.00
B2 FINISHES
B21 Floor Finishes
0.80 13,348 sf
$6.97
0.80 13,348 sf
$5.99
B23 Wall Finishes
2.50 41,713 sf
$1.01
1.00 16,685 sf
$14.98
B32 Equipment
0.00
0 sf
$0.00
1.74 28,950 sf
$4.15
C SERVICES
C1 MECHANICAL
1.00 16,685 sf
$4.85
C12 Fire Protection
1.00 16,685 sf
$3.00
C13 H.V.A.C.
1.00 16,685 sf
$15.58
C14 Controls
1.00 16,685 sf
$4.02
C2 ELECTRICAL
1.00 16,685 sf
$7.25
1.00 16,685 sf
$9.77
1.00 16,685 sf
$5.87
D1 SITE WORK
1.00 16,685 sf
$1.20
0.00
0 sf
$0.00
0.00
0 sf
$0.00
D2 ANCILLARY WORK
D21 Demolition
1.00 16,685 sf
$10.97
D22 Alterations
0.00
0 sf
$0.00
Z1 GEN. REQ. & FEE
19.0%
15.0%
Z12 Fee
4.0%
Z2 ALLOWANCES
40.0%
20.0%
0.0%
EXCLUDED
20.0%
GOOD & SERVICES TAX
0.0%
EXCLUDED
GFA
GFA
~
16,685 sf
1,550 m2
17 of 23
cmzr
Cat:
File:
Date:
Project Number:
Gross Floor Area:
Elemental
Amount
Cost/sf
$19,000
$0
$42,000
$10,000
$0
$0
$14,000
$160,000
$12,000
$100,000
$205,000
$42,000
$93,000
$80,000
$42,000
$250,000
$0
$120,000
$81,000
$50,000
$260,000
$67,000
$121,000
$163,000
$98,000
$20,000
$0
$0
$183,000
$0
Turner &
Townsend
$1.14
$1.14
$0.00
$3.12
$2.52
$0.60
$0.00
$17.14
$0.00
$0.84
$9.59
$0.72
$5.99
$14.80
$12.29
$2.52
$12.89
$5.57
$4.79
$2.52
$22.18
$14.98
$0.00
$7.19
$27.45
$4.85
$3.00
$15.58
$4.02
$22.89
$7.25
$9.77
$5.87
$121.61
$1.20
$1.20
$0.00
$0.00
$10.97
$10.97
$0.00
$133.77
$335,000
$89,000
$25.41
$20.08
$5.33
$532,000
$0
$532,000
$0
$63.77
$31.88
$0.00
$31.88
$0.00
NEW - 1
Sep 13, 2012
07082
16,685 sf
Amount
$19,000
1%
$52,000
1%
$286,000
8%
$247,000
7%
$215,000
6%
$370,000
10%
$458,000
12%
$382,000
$2,029,000
10%
55%
$20,000
1%
$183,000
$2,232,000
5%
$424,000
$2,656,000
11%
71%
$1,064,000
29%
$0
0%
$3,720,000 100%
Cost/sf
$223
$2,400
~
ORDER OF MAGNITUDE
OPTION C - Expansion & Full use of Post Office Inc
Carnegie
Project:
Location:
Owner/Client:
Architect:
Bracebridge Library
Bracebridge, ON
Town of Bracebridge
CS&P Architects
Ratio
Elemental Elemental
Element
Quantity
Unit Rate
to GFA
A SHELL
A1 SUBSTRUCTURE
A11 Foundation
0.67
8,450 sf
$10.89
0.01
151 cy
$13.24
A2 STRUCTURE
0.69
8,790 sf
$7.96
0.31
3,900 sf
$42.82
0.67
8,450 sf
$19.41
0.07
900 sf
$40.00
0.05
660 sf
$46.97
0.86 10,920 sf
$88.55
A34 Roof Covering
0.67
8,450 sf
$14.44
A35 Projections
1.00 12,690 sf
$31.52
B INTERIORS
B11 Partitions
1.07 13,590 sf
$13.98
B12 Doors
0.00
20 No
$2,000.00
B2 FINISHES
B21 Floor Finishes
0.90 11,421 sf
$7.00
0.90 11,421 sf
$6.04
B23 Wall Finishes
2.50 31,725 sf
$1.01
1.00 12,690 sf
$14.97
B32 Equipment
1.00 12,690 sf
$0.00
1.00 12,690 sf
$7.09
C SERVICES
C1 MECHANICAL
1.00 12,690 sf
$5.99
C12 Fire Protection
1.00 12,690 sf
$2.99
C13 H.V.A.C.
1.00 12,690 sf
$21.99
C14 Controls
1.00 12,690 sf
$4.02
C2 ELECTRICAL
1.00 12,690 sf
$8.04
1.00 12,690 sf
$11.98
1.00 12,690 sf
$7.01
D1 SITE WORK
1.71 21,750 sf
$17.61
1.71 21,750 sf
$2.76
1.71 21,750 sf
$5.52
D2 ANCILLARY WORK
D21 Demolition
0.55
7,000 sf
$20.29
D22 Alterations
0.00
0 sf
$0.00
Z1 GEN. REQ. & FEE
14.0%
10.0%
Z12 Fee
4.0%
Z2 ALLOWANCES
15.0%
10.0%
0.0%
EXCLUDED
5.0%
GOOD & SERVICES TAX
0.0%
EXCLUDED
GFA
GFA
12,690 sf
1,179 m2
18 of 23
cmzr
Cat:
File:
Date:
Project Number:
Gross Floor Area:
Elemental
Amount
Cost/sf
$92,000
$2,000
$70,000
$167,000
$164,000
$36,000
$31,000
$967,000
$122,000
$400,000
$190,000
$40,000
$80,000
$69,000
$32,000
$190,000
$0
$90,000
$76,000
$38,000
$279,000
$51,000
$102,000
$152,000
$89,000
$383,000
$60,000
$120,000
$142,000
$0
Turner &
Townsend
$7.41
$7.25
$0.16
$31.60
$5.52
$13.16
$12.92
$122.62
$2.84
$2.44
$76.20
$9.61
$31.52
$18.12
$14.97
$3.15
$14.26
$6.30
$5.44
$2.52
$22.06
$14.97
$0.00
$7.09
$34.99
$5.99
$2.99
$21.99
$4.02
$27.03
$8.04
$11.98
$7.01
$278.09
$44.37
$30.18
$4.73
$9.46
$11.19
$11.19
$0.00
$333.65
$423,000
$169,000
$46.65
$33.33
$13.32
$483,000
$0
$241,000
$0
$57.05
$38.06
$0.00
$18.99
$0.00
NEW - 1
Sep 13, 2012
07082
12,690 sf
Amount
$94,000
2%
$401,000
7%
$1,556,000
28%
$230,000
4%
$181,000
3%
$280,000
5%
$444,000
8%
$343,000
$3,529,000
6%
64%
$563,000
10%
$142,000
$4,234,000
3%
$592,000
$4,826,000
11%
87%
$724,000
13%
$0
0%
$5,550,000 100%
Cost/sf
$437
$4,708
Project:
Location:
Owner/Client:
Architect:
Bracebridge Library
Bracebridge, ON
Town of Bracebridge
CS&P Architects
ORDER OF MAGNITUDE
OPTION C - Renovation - Full use of Post Office Inc
Carnegie
Ratio
Elemental Elemental
Element
Quantity
Unit Rate
to GFA
A SHELL
A1 SUBSTRUCTURE
A11 Foundation
0.00
0 sf
$0.00
0.00
0 cy
$0.00
A2 STRUCTURE
0.29
4,850 sf
$2.06
0.71 11,650 sf
$3.26
0.00
0 sf
$0.00
0.00
0 sf
$0.00
0.07
1,140 sf
$9.65
0.11
1,800 sf
$88.89
A34 Roof Covering
0.41
6,845 sf
$2.05
A35 Projections
1.00 16,500 sf
$6.06
B INTERIORS
B11 Partitions
0.85 14,100 sf
$12.84
B12 Doors
0.00
30 No
$1,400.00
B2 FINISHES
B21 Floor Finishes
0.80 13,200 sf
$6.97
0.80 13,200 sf
$5.98
B23 Wall Finishes
2.50 41,250 sf
$0.99
1.00 16,500 sf
$15.03
B32 Equipment
0.00
0 sf
$0.00
1.75 28,950 sf
$0.00
C SERVICES
C1 MECHANICAL
1.00 16,500 sf
$5.09
C12 Fire Protection
1.00 16,500 sf
$2.97
C13 H.V.A.C.
1.00 16,500 sf
$17.03
C14 Controls
1.00 16,500 sf
$4.00
C2 ELECTRICAL
1.00 16,500 sf
$7.39
1.00 16,500 sf
$10.24
1.00 16,500 sf
$6.12
D1 SITE WORK
1.00 16,500 sf
$1.21
0.00
0 sf
$0.00
0.00
0 sf
$0.00
D2 ANCILLARY WORK
D21 Demolition
1.00 16,500 sf
$12.97
D22 Alterations
0.00
0 sf
$0.00
Z1 GEN. REQ. & FEE
19.0%
15.0%
Z12 Fee
4.0%
Z2 ALLOWANCES
40.0%
20.0%
0.0%
EXCLUDED
20.0%
GOOD & SERVICES TAX
0.0%
EXCLUDED
GFA
GFA
~
16,500 sf
1,533 m2
19 of 23
cmzr
Cat:
File:
Date:
Project Number:
Gross Floor Area:
Elemental
Amount
Cost/sf
$19,000
$0
$10,000
$38,000
$0
$0
$11,000
$160,000
$14,000
$100,000
$181,000
$42,000
$92,000
$79,000
$41,000
$248,000
$0
$0
$84,000
$49,000
$281,000
$66,000
$122,000
$169,000
$101,000
$20,000
$0
$0
$214,000
$0
Turner &
Townsend
$1.15
$1.15
$0.00
$2.91
$0.61
$2.30
$0.00
$17.27
$0.00
$0.67
$9.70
$0.85
$6.06
$13.52
$10.97
$2.55
$12.85
$5.58
$4.79
$2.48
$15.03
$15.03
$0.00
$0.00
$29.09
$5.09
$2.97
$17.03
$4.00
$23.76
$7.39
$10.24
$6.12
$115.58
$1.21
$1.21
$0.00
$0.00
$12.97
$12.97
$0.00
$129.76
$321,000
$86,000
$24.67
$19.45
$5.21
$510,000
$0
$510,000
$0
$61.82
$30.91
$0.00
$30.91
$0.00
NEW - 1
Sep 13, 2012
07082
16,500 sf
Amount
$19,000
1%
$48,000
1%
$285,000
8%
$223,000
6%
$212,000
6%
$248,000
7%
$480,000
13%
$392,000
$1,907,000
11%
53%
$20,000
1%
$214,000
$2,141,000
6%
$407,000
$2,548,000
11%
71%
$1,020,000
29%
$0
0%
$3,568,000 100%
Cost/sf
$216
$2,328
~
ORDER OF MAGNITUDE
Turner &
Townsend
cmzr
OPTION D - New Construction Inc Carnegie
Project:
Location:
Owner/Client:
Architect:
Bracebridge Library
Bracebridge, ON
Town of Bracebridge
CS&P Architects
Ratio
Elemental Elemental
Element
Quantity
Unit Rate
to GFA
A SHELL
A1 SUBSTRUCTURE
A11 Foundation
0.47 12,000 sf
$13.42
0.09
2,200 cy
$15.00
A2 STRUCTURE
0.19
4,950 sf
$19.39
0.53 13,400 sf
$32.76
0.47 12,000 sf
$19.42
0.13
3,360 sf
$39.88
0.13
3,240 sf
$41.36
0.40 10,224 sf
$88.32
A34 Roof Covering
0.47 12,000 sf
$13.00
A35 Projections
1.00 25,400 sf
$15.75
B INTERIORS
B11 Partitions
1.11 28,100 sf
$16.55
B12 Doors
0.00
30 No
$2,000.00
B2 FINISHES
B21 Floor Finishes
0.90 22,860 sf
$7.00
0.90 22,860 sf
$5.99
B23 Wall Finishes
2.50 63,500 sf
$1.01
1.00 25,400 sf
$15.00
B32 Equipment
1.00 25,400 sf
$0.00
1.14 28,950 sf
$4.15
C SERVICES
C1 MECHANICAL
1.00 25,400 sf
$5.98
C12 Fire Protection
1.00 25,400 sf
$2.99
C13 H.V.A.C.
1.00 25,400 sf
$22.01
C14 Controls
1.00 25,400 sf
$4.02
C2 ELECTRICAL
1.00 25,400 sf
$7.99
1.00 25,400 sf
$12.01
1.00 25,400 sf
$7.01
D1 SITE WORK
0.86 21,750 sf
$18.76
0.86 21,750 sf
$2.76
0.70 17,750 sf
$6.76
D2 ANCILLARY WORK
D21 Demolition
0.86 21,750 sf
$14.71
D22 Alterations
0.00
0 sf
$0.00
Z1 GEN. REQ. & FEE
14.0%
10.0%
Z12 Fee
4.0%
Z2 ALLOWANCES
15.0%
10.0%
0.0%
EXCLUDED
5.0%
GOOD & SERVICES TAX
0.0%
EXCLUDED
GFA
GFA
25,400 sf
2,360 m2
20 of 23
Cat:
File:
Date:
Project Number:
Gross Floor Area:
Elemental
Amount
Cost/sf
$161,000
$33,000
$96,000
$439,000
$233,000
$134,000
$134,000
$903,000
$156,000
$400,000
$465,000
$60,000
$160,000
$137,000
$64,000
$381,000
$0
$120,000
$152,000
$76,000
$559,000
$102,000
$203,000
$305,000
$178,000
$408,000
$60,000
$120,000
$320,000
$0
$7.64
$6.34
$1.30
$30.24
$3.78
$17.28
$9.17
$67.99
$5.28
$5.28
$35.55
$6.14
$15.75
$20.67
$18.31
$2.36
$14.21
$6.30
$5.39
$2.52
$19.72
$15.00
$0.00
$4.72
$35.00
$5.98
$2.99
$22.01
$4.02
$27.01
$7.99
$12.01
$7.01
$222.48
$23.15
$16.06
$2.36
$4.72
$12.60
$12.60
$0.00
$258.23
$656,000
$262,000
$36.14
$25.83
$10.31
$748,000
$0
$374,000
$0
$44.17
$29.45
$0.00
$14.72
$0.00
NEW - 1
Sep 13, 2012
07082
25,400 sf
Amount
$194,000
2%
$768,000
9%
$1,727,000
20%
$525,000
6%
$361,000
4%
$501,000
6%
$889,000
10%
$686,000
$5,651,000
8%
66%
$588,000
7%
$320,000
$6,559,000
4%
$918,000
$7,477,000
11%
87%
$1,122,000
13%
$0
0%
$8,599,000 100%
Cost/sf
$339
$3,644
~
ORDER OF MAGNITUDE
Turner &
Townsend
cmzr
OPTION D - Renovation - New Building Inc Carnegie
Project:
Location:
Owner/Client:
Architect:
Bracebridge Library
Bracebridge, ON
Town of Bracebridge
CS&P Architects
Ratio
Elemental Elemental
Element
Quantity
Unit Rate
to GFA
A SHELL
A1 SUBSTRUCTURE
A11 Foundation
0.00
0 sf
$0.00
0.00
0 cy
$0.00
A2 STRUCTURE
0.50
1,775 sf
$2.25
0.50
1,775 sf
$2.25
0.00
0 sf
$0.00
0.00
0 sf
$0.00
0.63
2,230 sf
$9.87
0.00
7 sf
$2,142.86
A34 Roof Covering
0.65
2,308 sf
$2.17
A35 Projections
1.00
3,550 sf
$28.17
B INTERIORS
B11 Partitions
0.80
2,840 sf
$11.97
B12 Doors
0.00
10 No
$2,000.00
B2 FINISHES
B21 Floor Finishes
0.90
3,195 sf
$6.89
0.90
3,195 sf
$5.95
B23 Wall Finishes
2.50
8,875 sf
$1.01
1.00
3,550 sf
$14.93
B32 Equipment
1.00
3,550 sf
$0.00
8.15 28,950 sf
$0.00
C SERVICES
C1 MECHANICAL
1.00
3,550 sf
$5.92
C12 Fire Protection
1.00
3,550 sf
$3.10
C13 H.V.A.C.
1.00
3,550 sf
$21.97
C14 Controls
1.00
3,550 sf
$3.94
C2 ELECTRICAL
1.00
3,550 sf
$7.89
1.00
3,550 sf
$12.11
1.00
3,550 sf
$7.04
D1 SITE WORK
1.00
3,550 sf
$0.00
0.00
0 sf
$0.00
0.00
0 sf
$0.00
D2 ANCILLARY WORK
D21 Demolition
1.00
3,550 sf
$10.14
D22 Alterations
0.00
0 sf
$0.00
Z1 GEN. REQ. & FEE
19.0%
15.0%
Z12 Fee
4.0%
Z2 ALLOWANCES
40.0%
20.0%
0.0%
EXCLUDED
20.0%
GOOD & SERVICES TAX
0.0%
EXCLUDED
GFA
GFA
3,550 sf
330 m2
21 of 23
Cat:
File:
Date:
Project Number:
Gross Floor Area:
Elemental
Amount
Cost/sf
$0
$0
$4,000
$4,000
$0
$0
$22,000
$15,000
$5,000
$100,000
$34,000
$20,000
$22,000
$19,000
$9,000
$53,000
$0
$0
$21,000
$11,000
$78,000
$14,000
$28,000
$43,000
$25,000
$0
$0
$0
$36,000
$0
$0.00
$0.00
$0.00
$2.25
$1.13
$1.13
$0.00
$40.00
$0.00
$6.20
$4.23
$1.41
$28.17
$15.21
$9.58
$5.63
$14.08
$6.20
$5.35
$2.54
$14.93
$14.93
$0.00
$0.00
$34.93
$5.92
$3.10
$21.97
$3.94
$27.04
$7.89
$12.11
$7.04
$148.45
$0.00
$0.00
$0.00
$0.00
$10.14
$10.14
$0.00
$158.59
$84,000
$23,000
$30.14
$23.66
$6.48
$134,000
$0
$134,000
$0
$75.49
$37.75
$0.00
$37.75
$0.00
NEW - 1
Sep 13, 2012
07082
3,550 sf
Amount
$0
0%
$8,000
1%
$142,000
15%
$54,000
6%
$50,000
5%
$53,000
6%
$124,000
13%
$96,000
$527,000
10%
56%
$0
0%
$36,000
$563,000
4%
$107,000
$670,000
11%
71%
$268,000
29%
$0
0%
$938,000 100%
Cost/sf
$264
$2,844
~
ORDER OF MAGNITUDE
Turner &
Townsend
cmzr
OPTION E - New Building Exc Carnegie
Project:
Location:
Owner/Client:
Architect:
Bracebridge Library
Bracebridge, ON
Town of Bracebridge
CS&P Architects
Ratio
Elemental Elemental
Element
Quantity
Unit Rate
to GFA
A SHELL
A1 SUBSTRUCTURE
A11 Foundation
0.42 12,150 sf
$12.59
0.08
2,200 cy
$15.00
A2 STRUCTURE
0.42 12,150 sf
$7.98
0.58 16,800 sf
$34.52
0.42 12,150 sf
$19.42
0.12
3,360 sf
$39.88
0.11
3,168 sf
$40.09
0.32
9,360 sf
$88.68
A34 Roof Covering
0.42 12,150 sf
$13.00
A35 Projections
1.00 28,950 sf
$13.82
B INTERIORS
B11 Partitions
1.19 34,350 sf
$16.94
B12 Doors
0.00
30 No
$2,000.00
B2 FINISHES
B21 Floor Finishes
0.90 26,055 sf
$6.99
0.90 26,055 sf
$5.99
B23 Wall Finishes
2.50 72,375 sf
$0.99
1.00 28,950 sf
$20.00
B32 Equipment
0.00
0 sf
$0.00
1.00 28,950 sf
$4.15
C SERVICES
C1 MECHANICAL
1.00 28,950 sf
$6.01
C12 Fire Protection
1.00 28,950 sf
$3.01
C13 H.V.A.C.
1.00 28,950 sf
$22.00
C14 Controls
1.00 28,950 sf
$4.01
C2 ELECTRICAL
1.00 28,950 sf
$8.01
1.00 28,950 sf
$11.99
1.00 28,950 sf
$7.01
D1 SITE WORK
0.75 21,750 sf
$18.62
1.00 28,950 sf
$2.07
0.69 20,000 sf
$6.00
D2 ANCILLARY WORK
D21 Demolition
0.75 21,750 sf
$14.71
D22 Alterations
0.00
0 sf
$0.00
Z1 GEN. REQ. & FEE
14.0%
10.0%
Z12 Fee
4.0%
Z2 ALLOWANCES
15.0%
10.0%
0.0%
EXCLUDED
5.0%
GOOD & SERVICES TAX
0.0%
EXCLUDED
GFA
GFA
28,950 sf
2,690 m2
22 of 23
Cat:
File:
Date:
Project Number:
Gross Floor Area:
Elemental
Amount
Cost/sf
$153,000
$33,000
$97,000
$580,000
$236,000
$134,000
$127,000
$830,000
$158,000
$400,000
$582,000
$60,000
$182,000
$156,000
$72,000
$579,000
$0
$120,000
$174,000
$87,000
$637,000
$116,000
$232,000
$347,000
$203,000
$405,000
$60,000
$120,000
$320,000
$0
$6.42
$5.28
$1.14
$31.54
$3.35
$20.03
$8.15
$56.96
$4.63
$4.39
$28.67
$5.46
$13.82
$22.18
$20.10
$2.07
$14.16
$6.29
$5.39
$2.49
$24.15
$20.00
$0.00
$4.15
$35.03
$6.01
$3.01
$22.00
$4.01
$27.01
$8.01
$11.99
$7.01
$217.44
$20.21
$13.99
$2.07
$4.15
$11.05
$11.05
$0.00
$248.70
$720,000
$288,000
$34.82
$24.87
$9.95
$821,000
$0
$410,000
$0
$42.52
$28.36
$0.00
$14.16
$0.00
NEW - 1
Sep 13, 2012
07082
28,950 sf
Amount
$186,000
2%
$913,000
10%
$1,649,000
17%
$642,000
7%
$410,000
4%
$699,000
7%
$1,014,000
11%
$782,000
$6,295,000
8%
67%
$585,000
6%
$320,000
$7,200,000
3%
$1,008,000
$8,208,000
11%
87%
$1,231,000
13%
$0
0%
$9,439,000 100%
Cost/sf
$326
$3,510
Bracebridge Library
4
Documentation
Information dated 13th September 2012 from Architect to include the following:

Existing drawings for Post Office Building

Email with Ground Remediation Costs from CS&P Architects dated 09.24.2012

Bracebridge Feasibility Study from CS&P Architects dated 14.08.2012

Photos of existing building elevations

Site Plan
23 of 23
APPENDIX “D”
RESPONDENT'S DECLARATION
The Respondent has carefully examined the conditions attached to this Request for Proposal and is
prepared to perform the work as outlined in this document in an expedient, professional and workmanlike
manner, promptly and as directed by the Director of Recreation or designate.
No person, firm or corporation, other than the Respondent, has any interest in this proposal or in the
proposed services for this proposal.
This proposal is made without any connection, comparison of figures, or arrangements with, or
knowledge of any other corporation, firm or person making a proposal for the same service and is in all
respect fair and without collusion or fraud.
No member of the staff of the Town of Bracebridge is, or will become interested directly or indirectly; as a
contracting party, partner, shareholder, surety or otherwise; or in the performance of the service; or in the
supplies, service or business to which it relates; or in any portion of the profits thereof; or in any of the
monies to be derived there from.
The content and requirements of this RFP have been read and understood.
All prices are quoted in Canadian funds.
DATED AT
THIS
DAY OF
COMPANY NAME
ADDRESS
PHONE #
EMAIL
NAME
CELL #
SIGNATURE
POSITION
HST Registration No.
THIS PAGE MUST BE RETURNED AS PART OF THE PROPOSAL SUBMISSION
20 of 29
2016.
APPENDIX “E”
FORM OF AGREEMENT (DRAFT)
This Agreement made and entered into by and between the Town of Bracebridge (hereinafter called
"the Town") and the Successful Respondent (hereinafter called "the Consultant").
WHEREAS
The Town and the Consultant have agreed that:
1. The Town has requested proposals for services as detailed in the Request for Proposal
2016-TOB-RFP-009 dated July 7, 2016.
2. The Cons u lt a nt has offered to supply such services and the T o wn and the
C o n s u l t a n t have agreed upon the provision of the services upon the terms and
conditions contained in this Agreement.
It is further agreed
1.
ENTIRE AGREEMENT
This Agreement constitutes the entire Agreement between the Town and the Consultant in
relation to the Project Services and any previous correspondence is expressly excluded.
2.
1.1
In this Agreement unless a contrary intention appears words imparting a gender
include any other gender and words in the singular includes the plural and vice
versa.
1.2
Sectional headings in this Agreement are for the convenience of reference only
and have no effect in limiting or extending the language of the provisions to which
they refer.
1.3
This Agreement shall be governed by the Laws of the Province of Ontario.
CANCELLATION
The Town reserves the right to immediately terminate the Agreement at its own discretion,
including but not limited to such items as non-performance, late deliveries, inferior quality, pricing
problems, etc. or if the original terms and conditions are changed significantly.
If the Consultant should neglect to execute the work properly or fail to perform any provision of
this Award, the Town, after three (3) business days and written notice to the Consultant, may,
without prejudice to any other remedy in existence, make good such deficiencies and may deduct
the cost thereof from any payment then and thereafter due to the Consultant.
Failure to maintain the required documentation (insurance, WSIB, etc.) during the term of this
Agreement may result in suspension of the work activities and/or cancellation of the Agreement.
21 of 29
3.
TERMS OF PAYMENT
Payment will be made on a monthly basis upon submission of an invoice by the
Consultant indicating the Agreement number and setting forth the charges in
accordance with the compensation and expenses detailed in Schedule 2, the Project
Services in Schedule 1 and this Agreement.
No payment shall be made in advance of work performed, except as specified in this
Agreement.
The Town's representative prior to payment shall certify all invoices for payment. No
invoice shall be certified for payment unless the Project Services for which payment is
sought has been satisfactorily completed in accordance with this Agreement.
The Town will pay invoices that have been certified, within 30 days of receipt of the invoice.
4.
HARMONIZED SALES TAX (HST)
If HST is applicable to any parts, materials, etc. used in the work of this Agreement, the HST
amount is to be included separately on the invoice by the Consultant.
5.
ASSIGNMENT AND SUBCONTRACTING
The Consultant may not assign or subcontract this Agreement, or any portion thereof without the
prior consent in writing of the Town. Subcontracting agreements made by the Consultant will not
release the Consultant from any obligation to the Town with respect to the performance of the
Project Services. A written statement from an officer of the proposed subcontractor(s) must be
provided, indicating a willingness to comply with the terms and conditions proposed by the
Consultant.
6.
COPYRIGHT
The Town shall own, solely and exclusively, the copyright and all copyright rights to any
written or otherwise copyrightable material deliverable under this Agreement. The
Consultant warrants that all creators of copyrightable material delivered under this
Agreement, upon full payment identified in Schedule 2, to the Town are at the time of the
material's creation, bona fide employees or subcontractors of the Consultant, and that
such creation is within the course and scope of the creator's employment.
7.
FEE FOR PROJECT SERVICES
The Town will pay the project fees to the Consultant as specified in Schedule 2 for
the Project Services completed on a monthly basis.
8.
INDEMNIFICATION
The Consultant, its officers, agents or employees and if applicable all sub-contractors shall at all
times indemnify and save harmless the Town from and against any and all manner of claims,
demands, losses, costs, charges, actions and other proceedings whatsoever made or brought
against, suffered by, or imposed on the Town in respect of any loss, damage or injury to any
person or property directly or indirectly arising out of, resulting from, or sustained, as a result of
this Agreement, provision of services or any operations connected therewith caused by or
22 of 29
resulting from the negligent or wilful acts or omissions of the Consultant, its officers, agents or
employees or if applicable its sub-contractors.
9.
WORKPLACE SAFETY AND INSURANCE BOARD
The Consultant shall provide the Town with a copy of the Workplace Safety and Insurance
Board’s Clearance Certificate (or Independent Operator Certificate, as applicable) indicating the
Consultant’s good standing with the Board at any time when requested by the Town.
10.
INSURANCE
The Consultant at his sole cost and expense shall insure its activities in connection with the work
under this Agreement and obtain, keep in force, and maintain insurance as follows:
10.1.
Comprehensive General Liability Insurance including but not limited to bodily injury
including death, personal injury, property damage including loss of use thereof, broad
form contractual liability, Towns and contractors' protective, products and completed
operations, non-owned automotive liability and contain a cross liability, severability of
insured clause in an amount of not less than two-million dollars ($2,000,000.00) applying
to all claims on a per occurrence basis. The policy shall include the Town as additionally
insured in respect of all operations performed by or on behalf of the Consultant.
10.2.
Professional Liability (Errors and Omissions) Insurance in the amount of five-hundred
thousand dollars ($500,000) per claim and one-million dollars ($1,000,000) in aggregate.
Such insurance shall provide coverage for all errors and omissions made by the
professional in the rendering of, or failure to render, professional services in connection
with the work under this Agreement. Upon completion of the work under this Agreement
the policy shall remain in force for twelve (12) months. The insurance shall not have a
retroactive date less than prior to the placement of this policy or coinciding with the
effective date of this Agreement. If a retroactive date should apply to this policy,
confirmation that the retroactive date is not in effect after the commencement of work
under this Agreement must be included in the certificate of insurance.
10.3.
Prior to commencement of any work associated with this Agreement and upon the
placement, renewal, amendment, or extension of all or any part of the insurance, the
Consultant shall promptly provide the Town with confirmation of coverage and, if
required, a certified true copy(s) of the policy(s) certified by an authorized representative
of the insurer together with copies of any amending endorsements applicable to any work
associated with this Agreement.
10.4.
All policies shall be endorsed to provide 30 days advance notice to the Town of any
modification, change, or cancellation.
10.5.
All policies shall include a provision that the coverage will be primary and will not
participate with nor be excess over any valid and collectible insurance or program of selfinsurance carried or maintained by the Town.
10.6.
All policies shall be with insurers licensed to underwrite insurance in the Province of
Ontario.
10.7.
If the Consultant fails to maintain insurance as required by the Agreement, the Town shall
have the right at their sole discretion to: terminate the Agreement; provide the Consultant
with 2 business days to provide confirmation that coverage is in effect; or, provide and
maintain such insurance and give evidence to the Consultant and the Consultant shall
23 of 29
pay the cost thereof to Town on demand or the Town may deduct the cost from the
amount which is due to or may become due to the Consultant.
10.8.
All applicable deductibles under the above required insurance policies are at the sole
expense of the Consultant.
10.9.
It is expected by the Town that the Certificate(s) of Insurance will provide confirmation
that all insurance requirements as stated under Section 10 have been met.
10.10. If applicable and based upon the operations of the sub-contractor, Section 10 shall apply
in the same manner to any sub-contractor as it would to the Consultant. Further, it is the
Consultant’s obligation to ensure that any sub-contractor is aware of these obligations.
The Consultant shall provide to the Town confirmation of the sub-contractor’s insurance.
11.
CONFLICT OF INTEREST
Consultants must ensure that they are not in a position that may be perceived as a conflict of
interest.
12.
CONFIDENTIALITY
The Consultant shall keep confidential any information provided by the Town or any oral
information conveyed to the Consultant by the Town. The Consultant shall not discuss any
aspects or results of the study with anyone other than the Town.
13.
NON-WAIVER
Waiver or non-enforcement by either party of a term or condition shall not constitute a waiver or a
non-enforcement of any other term or condition or any subsequent breach of the same or similar
term or condition.
14.
NO THIRD PARTY RIGHTS
Nothing in this Agreement is intended to make any person or entity who is not a signatory to the
Agreement a third-party beneficiary of any right created by this Agreement or by operation of law.
15.
RECORDS AND AUDIT
15.1.
In order to provide data for the calculation of fees on a time basis, the Consultant shall
keep a detailed record of the hours worked by and salaries paid to his staff employed for
the this Agreement.
15.2.
The Town may inspect and audit the books, payrolls, accounts and records of the
Consultant during regular office hours with respect to any item which the Town is
required to pay on a time scale or disbursement basis as a result of this Agreement.
15.3.
The Consultant, when requested by the Town, shall provide copies of receipts with
respect to any disbursement for which the Consultant claims payment under this
Agreement.
24 of 29
16.
STANDARD FOR PERFORMANCE
The parties acknowledge that the Town, in selecting the Consultant to perform the services
hereunder, is relying upon the Consultant's reputation for excellence in the performance of the
services required hereunder. The Consultant shall perform the services in accordance with the
standard of care customarily observed by professional consulting firms performing similar
services at the same time and location. The standard of care will include adherence to all
applicable published standards of the profession and laws. All deadlines set forth in the
Agreement are binding and may be modified only by subsequent written agreement by the
parties. The Consultant shall devote such time to performance of its, her, or his duties under this
Agreement as is reasonably necessary for the satisfactory performance of such duties within the
deadlines set forth herein.
17.
CHANGES AND ALTERAT IONS AND ADDITIONAL SERVICES
Changes to this Agreement will only be made by agreement in writing by both Parties. With
the consent of the Consultant, the Town may in writing at any time after the execution of the
Agreement or the commencement of the Services delete, extend, increase, vary or otherwise
alter the Services forming the subject of the Agreement. When additional work is requested, the
Consultant shall submit a schedule and price for completing the additional Services within 10
working days. The Consultant will not commence the additional Services until the Town
secures all necessary approvals for amending the Agreement and advises the Consultant in
writing.
18.
INDEPENDENT CONTRACTOR
The services defined in this Agreement will be performed by the Consultant as an Independent
Contractor at arm’s length from, and not as an employee of the Town.
19.
SEVERABILITY
If any provision of the Agreement is declared by a court to be illegal or in conflict with any law,
the validity of the remaining terms and provisions will not be affected; and, the rights and
obligations of the parties will be construed and enforced as if the Agreement did not contain
the particular provision held to be invalid.
20.
COMPLIANCE WITH THE ACCESSIBILITY FOR ONTARIANS WITH DISABILITIES ACT, 2005
The Consultant will ensure that all its employees, agents, volunteers, or others for whom the
Consultant is legally responsible receive training regarding the provision of the goods and
services contemplated herein to persons with disabilities in accordance with Section 6 of Ontario
Regulation 429/07 (the "Regulation") made under the Accessibility for Ontarians with Disabilities
Act, 2005, as amended the "Act"). The Consultant will ensure that such training includes, without
limitation, a review of the purposes of the Act and the requirements of the Regulation, as well as
instruction regarding all matters set out in Section 6 of the Regulation. The Consultant will submit
to the Town, as required from time to time, documentation describing its customer service training
policies, practices and procedures, and a summary of its training program, together with a record
of the dates on which training was provided and a list of the employees, agents volunteers or
others who received such training. The Town reserves the right to require the Consultant to
amend its training policies to meet the requirements of the Act and the Regulation.
25 of 29
I/We, the Undersigned, having examined the Scope of Work, Project Requirements, Evaluation Criteria,
Draft Agreement and Form of Proposal, do hereby offer to enter into an Agreement with The Corporation
of the Town of Bracebridge to prepare a Feasibility Study/Concept Design and Order of Magnitude
Costing for the Arena/Recreation/Library Complex.
Signed this _______ day of ____________________ 2016 at___________________________
For the Consultant
For The Corporation of the Town of Bracebridge
____________________________________
______________________________________
Mayor, Graydon Smith
____________________________________
______________________________________
Clerk, Lori McDonald
____________________________________
Witness
______________________________________
Witness
26 of 29
SCHEDULE 1
AGREEMENT
1. CONSULTANT NAME AND ADDRESS
2. TERM OF AGREEMENT
The Consultant and/or Consultant and Subcontractors will complete this project and make the project
available to the Town prior to (insert date here).
3. PROJECT SERVICES
The scope of services is described in the Consultant’s proposal dated (insert date here), enclosed in
Schedule 3 of this agreement.
27 of 29
SCHEDULE 2
COMPENSATION AND REIMBURSEMENT OF EXPENSES
The Town will pay the following to the Consultant for professional services performed in the development of
this project based on net 30 days.
TOTAL AMOUNT TO BE PAID UNDER THIS AGREEMENT: $ (insert amount here) plus HST.
The above total price includes all disbursements including any shipping or courier charges. Any increase in
the fees above will require prior approval by the Town.
28 of 29
SCHEDULE 3
CONSULTANT’S PROPOSAL FOR SERVICES
(insert proposal here)
29 of 29

request for proposal (rfp)

Transcription

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