Recreation Complex Feasibility Study

Transcription

Town of Morinville
Recreation Complex
Feasibility Study
November 2013
www.morinville.ca
Morinville
Morinville
Recreation
Complex
Feasibility Study
Submitted to: Town of Morinville
November 2013
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architecture+interiordesign
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Feasibility Study
Morinville Rec Complex
Morinville
Table of Contents
Executive Summary
2
Introduction
3
Elements of New Recreation Facility
4
Potential components of a Recreational Facility
6
Potential Building Amenities
7
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Morinville Recreation Facility
Recreation Facility Operating Costs
10
Recreation Facility Construction Options
14
Criteria for Building Type Comparison
15
Location
20
Criteria for Selecting Location
20
Locations
22
Location Analysis
24
Recommendations
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Executive Summary
In the fall of 2013 the Town of Morinville retained the team of aodbt architecture + interior design and Pac West
Properties to provide a feasibility study outlining a strategy to develop a new recreation complex in Morinville. The
project team was tasked with making recommendations on a number of different aspects of this project. This
includes the amenities that should be included in the facility, the type of building that should be constructed, and
identifying a suitable location that serves all potential facility users. Information is also provided on the operations of
similar complexes in other locations and explains how this may affect the project in Morinville.
Two studies have been done recently for the Town and Sturgeon County that focus on recreation facilities. This
information provides a good summary of the existing infrastructure and community desires for future amenities. Two
major items raised in the past studies are the capital required to repair the existing Ray McDonald Sports Complex
and the strong community desire to have an indoor aquatics center constructed. It is also suggested that a fitness
center, walking track, flex-space for group activities and support spaces also be included in a recreation complex. A
second ice surface and Fieldhouse could be master planned, but their construction should be deferred. The report
identifies the replacement of the curling rink and arena as the first phase and the aquatics center and fitness as a
subsequent phase, but phasing should only be considered if funding is unavailable for all components.
The information provided regarding facility operations show that recreation complexes operate at a deficit subsidized
by a secondary funding source. The two costliest amenities are aquatics centers and arenas that have subsidized ice
rentals. Morinville currently runs the existing arena at a deficit, so a replacement arena would not add to yearly
deficits. Adding an aquatics center would greatly increase operating deficits, as average yearly operating losses of
$700,000 are incurred in the facilities identified. The Town will need to determine how this shortfall is to be funded
on a yearly basis if the aquatics center is constructed.
Three building types commonly used in the construction of recreation facilities were examined for use in Morinville.
Pre-engineered and traditionally constructed facilities are best when used together while an insulated membrane
structure is best when used independently for the entire building. A comparison of the building types has been
provided, with each type having benefits and drawbacks. The insulated membrane structure is less expensive to
construct, operate and is also faster to build. The components built of traditional construction provide better
flexibility and a slightly smaller building footprint. Two building options have been carried forward, with conceptual
designs and costing information for each provided within the report.
An in-depth study identifies potential locations for the new facility. Eight potential sites are identified and compared
against a wide-ranging set of criteria. Through the analysis, ? Fo IF’
S
The next step in the development of a recreation complex is working through the design of the building and its
individual elements. From time of approval to move into design, approximately 8-10 months would be required to
have a building ready for construction. During this time, the Town would also have to work on securing land,
servicing, and developing any infrastructure upgrades that may be deemed necessary.
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Introduction
In August of 2013, the Town of Morinville retained the team of Pac West Properties and aodbt architecture +
interior design to provide a feasibility study for a new recreational complex within or directly adjacent to the town.
This study intends to build off the “Recreation Parks and Open Spaces Master Plan, 2011-2021” completed in
August of 2011 along with the “Regional Recreation Facility Master Plan” completed in March of 2013. This report
was prepared for the communities of Morinville, Redwater, Gibbons, Legal, Bon Accord and Sturgeon County.
This study moves the project forward from these past studies by identifying the potential elements that may be
housed within the new facility, takes a critical look at some of the building types currently being used for facilities of
this nature, and looks at some potential locations in and around Morinville that could house a new recreational
facility. Some initial opinions of cost are identified from both a Capital and an Operational perspective, Finally,
conceptual design options are presented to give stakeholders a clear direction as to the potential size and scope of
this facility within the context of the Town and its existing infrastructure.
Population and Demographics
According to the 2011 census, the Town of Morinville has a population of 8,569, which increased 26.5% from the
2006 census population of 6,775. The 2011 census also identified that Morinville’s median age is 32.8 years, which
is less than the median ages of 36.5 for the province of Alberta and 40.6 for all of Canada. What these numbers
suggest is that Morinville is a young and growing community. Comparing the projected growth on p. 4 of the
“Recreation Parks and Open Spaces Master Plan”, the population growth from the census is exceeding the high
growth rate trend line. If the population trends continue, Morinville could have a population of 11,000 by 2020.
These trends give the community the confidence to pursue a recreational facility. It would not only serve current
residents, but a multi-purpose recreational facility can be an amenity that attracts new families into a community.
Morinville is a part of Sturgeon County. As a part of this process, the new recreation facility should be developed to
serve the needs of not only the town, but the entire region. It is important that County personnel work with the
Town of Morinville through the implementation of this project. This partnership can range from minor input for
potential facility users to forming a full partnership through the development and funding of the new facility.
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Feasibility Study
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Elements of New Recreation Facility
The new recreational facility in Morinville is being driven by a number of different factors that ultimately may
determine which elements are to be located into a new building, which of these facilities may be required now and
which may be deferred to subsequent phases. These factors will be examined separately, then combined to
determine what elements should be considered for the new recreational facility.
Current Facilities
The “Regional Recreation Facility Master Plan” includes a detailed breakdown of all recreation infrastructure in
Morinville. The rating of existing facilities is varied within the Town, with some outdoor infrastructure nearing the
end of its useful life. What is more pertinent to this study is the condition of the existing Arena. The report indicates
a remaining useful life of only 5 years and notes that there is major maintenance work required. The question has to
be asked if it is worth spending significant capital on the maintenance of an aging facility to potentially gain 5 years
of service. As a result of this, one of the major drivers of a new facility is to replace the Arena, The Curling Rink
would also be redeveloped to prevent the need to maintain two facilities and two ice plants.
Community Consultations
Through the “Recreation Parks and Open Spaces Plan”, the most common request made by the community is for an
indoor swimming pool. Currently residents use pools outside of Morinville, whether it’s for leisure swimming or
competition. The two facilities noted most often are Servus Credit Union Place and the Fountain Park Recreation
Centre in St. Albert. Other items requested repeatedly by the community include an indoor fitness facility, an indoor
walking/jogging track, and indoor playgrounds/drop-in spaces for children. A number of Morinville residents also
travel to other jurisdictions to use their indoor
soccer facilities in the winter months.
The community feedback identified that the
majority of residents (over 70%) would be willing
to pay extra municipal fees/taxes to support
additional recreational facilities. The majority of
respondents did note that their preference would
be for this increase to be less than $100 per year.
Community Events
Through discussion with Town personnel, it is clear that Morinville runs a number of annual events that attract a
large number of people from within the Town and the county, but also from throughout the Greater Edmonton
region and throughout Alberta. The largest of these celebrations is the Saint Jean Baptiste Day celebrations, which
is a one day festival bringing people from throughout Northern Alberta to Morinville. The other major one-day event
in Morinville is the Tour de ‘Alberta, which is a one day bicycle race and festival held annually in the summer that
currently attracts about 1500 riders.
The Morinville Farmers’ Market is an event that runs weekly throughout the summer and winter months. There are
also a number of other smaller one-day festival and events that are organized by other organizations such as the
Morinville Festival Society.
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The goal of any community is for the events run to not
only survive, but expand in popularity. Events such as
the ones listed above bring people into a community
and provide economic benefits for the Town and the
businesses within. From a facilities perspective, these
spaces do not need dedicated space, but a new
recreation complex could certainly become a hub for
these events to be supported. Currently, based on the
space available in the town’s facilities it may be
difficult to run a tradeshow for interested groups.
--
There are not enough events currently to demand purpose-built space within a new recreation facility. That said,
events may be able to take advantage of space allocated for other uses, such as a second arena or an indoor multi
purpose space. This opportunity for synergies within the new facility must be considered to help expand the
successful community events currently being run.
Economic Drivers
A facility like the one being examined for Morinville can have a positive effect on the local community. The
economic potential stems from a number of different opportunities the Town can explore. Opportunities include:
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Sponsorshi,o Sponsorship opportunities can range from the name of the building to a seat in the arena. Many
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of these sponsorship agreements can be multi-year commitments that not only help raise capital, but also assist
with ongoing maintenance and operations for the facility. Recently a community similar in size to Morinville
raised over a million dollars
Community Participation Having a full-service facility can open many opportunities for the residents of
Morinville and Sturgeon County to utilize a facility in Morinville as opposed to using the facilities, and paying for
services, in other communities.
Rentals It is very difficult to find recreational facilities in Edmonton or St. Albert, especially ice time for hockey
and indoor soccer. There would be an opportunity available for the Town to promote a new facility in these
centers and generate revenue from rentals.
Commercial Opportunities; Internal- Many modern recreational facilities have spaces that can be leased out to
businesses. This can range from lounge operations to a sporting goods store.
Commercial Opportunities; External-A recreational facility will quickly become a hub for the community. This
will drive development around the facility as developers will see an opportunity to serve the people using the
facility on a daily basis. This could include shops, restaurants, and perhaps help bring a hotel to Morinville.
Community Center:A recreation facility can help drive new amenities to a community. These new amenities,
such as coffee shops or restaurants benefit all residents, not just those who utilize the recreational components.
Other Drivers. There are many intangible benefits that a multi-purpose recreational facility can bring, such as
added economic activity from tournaments, expanding the above noted festivals, or leveraging a facility like this
to bring a Junior A hockey team to Morinville. The latter can serve to give Morinville a higher provincial profile,
be an amenity for residents, and benefit local businesses financially.
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Regional ReIationshis, Pa#nershi,’os, and History
Morinville has a close relationship with Sturgeon County, and many times resources are shared to the benefit of
both. Partnerships have been formed to share services such as water lines or the provision of fire and protective
services. There is the potential to form a Regional Partnership for the complex that would ultimately benefit users
from the Town and the County.
Morinville has a rich history that is unique in North-Central Alberta, The town’s history can be traced to
Francophone settlers, and the culture is seen in many element of today’s town. Morinville also has a very close
connection to the Military, with CFB Edmonton located minutes from Town. Morinville is home to a number of
Military families, and a number of residents have proudly served our Country at home and abroad.
This history may not determine which components are to be constructed within a new recreation complex, but
incorporating design elements that highlight the region’s relationships and history will create a facility residents can
take pride in. These relationships should be considered as a facility is further developed.
Potential components of a Recreational Facility
Based on the considerations outlined above and the information provided in the completed planning documents, the
following table highlights potential spaces that could be a part of a new recreation facility in Morinville:
Amenity
Arena
Arena 2nd Sheet
Climbing Wall
Common Seating Area
Commercial Space
Curling Rink
Farmer’s Market
Fieldhouse
Fitness/Weight Training
FlexSpace*
Leisure Skating Surface
Lounge
Racquet Sports Court
Running/Walking Track
Servery/Canteen
Swimming Pool 25m
Swimming Pool Leisure**
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Description
1200 Seat Ice Surface to replace and enhance the existing arena
2 Surface with limited seating for younger ages, practices, rentals
Dedicated indoor rock climbing area
Central area for gatherings and to connect amenities
Space for Town to lease
4 sheet rink to replace existing
Space to house market during inclement weather or winter
Space for indoor soccer and/or gymnasium activities
Area for fitness and weight equipment. Run by Town or privately
Space for smaller group activities
Small, non-boarded ice surface for skating only
Licenced area to serve arena and curling rink
Courts dedicated to squash and/or racquetball
Indoor track for residents to use in all seasons
Area to provide beverages, meals and snacks for facility users
Pool dedicated for lane swim and competitive swimming
Pool for leisure activities, lessons, shallow areas for young children
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There was a great demand identified in the studies examined for services to be provided for families, This would be
provided in the flex space, and could include children’s day programs, rentals for birthdays, or mother/baby programs
These would be coordinated through Leisure Services employees.
**A leisure pooi could include an area for lane swimming. This will allow for public lane swimming, and is a good
place for aquatic group exercises, but could not be used for competitions.
Potential Building Amenities
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To best determine the priority for a new recreation complex in the Town of Morinville, a list of criteria can help to
identify what facilities are to be given priority, which may not be further considered, and which may need to be
constructed in future phases due to current limitations, The criteria used in determining a priority listing are:
Community Desire
Capital Cost
Operating Cost
Revenue Generation
Replacement Needed
Identified as important to the Town and Region
Initial cost to construct
Costs for ongoing operation and maintenance
Can revenue be generated from a facility
Is there existing infrastructure that needs replacing
Each potential amenity was assigned a rating of High, Medium, or Low for each of the above noted criteria. Each
response was assigned a value to give each amenity a final score, with the Community Design criteria given double
the weight as the others. Capital and Operating Cost was scored opposite the other categories. For example:
Community Desire: High = 10, Medium = 6, Low = 2
Capital Cost: High = 1, Medium = 3, Low = 5
Operating Costs: High = 1, Medium = 3, Low = 5
Revenue Generation: High = 5, Medium = 3, Low = 1
Replacement Needed: High = 5, Medium = 3, Low = 1, N/a = 0
The following table outlines the amenities for the recreational facility in Morinville along with their weighted score.
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Amenity
Servery/Canteen
Lounge
Common Seating Area
Fitness/Weight Training
Commercial Space
Arena
Running/Walking Track
Flex-Space
Curling Rink
Swimming Pool Leisure
Climbing Wall
Fieldhouse
Arena 2nd sheet
Racquet Sports Court
Swimming Pool 25m
Farmer’s Market
Leisure Skating Surface
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Weighted Score of Amenities
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Community
Desire
High
High
High
High
Medium
High
High
Medium
High
High
Medium
Medium
Medium
Low
Medium
Low
Low
Capital
Cost
High
Medium
Low
Medium
Low
High
Medium
Medium
High
High
Medium
Medium
High
Medium
High
High
High
Operating
Cost
Medium
Low
Low
Low
Low
High
Low
Low
High
High
Low
Medium
High
Low
High
Medium
High
Revenue
Generation
High
High
Low
Medium
High
Medium
Low
High
Low
Medium
Low
Medium
High
Low
Low
Low
Low
Replacement
Needed
High
N/a
N/a
N/a
N/a
High
N/a
N/a
High
N/a
N/a
N/a
N/a
N/a
N/a
Low
N/a
Weighted
Score
24
23
21
21
21
20
19
19
18
15
15
15
13
11
9
8
5
Analyzing the above table closer, the amenities with the highest scores represent areas of the building that support
the major amenities/infrastructure. These items alone could not be built, but it is important to include them in any
facility as they can generate revenue and serve the building users.
The major amenities that scored highest (18-21) are the fitness/weight training,
the arena, the running track, the flex-space, and the curling rink. These items
are less expensive to operate once constructed, with the exception of the arena
and curling rink, which have higher rankings because the existing facility needs
replacement.
The next group of major amenities scored lower than the first group (13-15) but
still must be considered. A leisure pool has been a community priority for a
number of years, but what places it in this group is its high operating costs. For
comparison, the climbing wall was requested much less by the community, but
it costs very little to operate once constructed, so the weighted scores are the
same
Items scoring the lowest at this time (5-11) may need to be looked at in future
phases of construction.
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Based on the information provided above, the Town of Morinville should be looking to construct a facility with:
• A 1200 seat arena
• Curling rink
• Leisure pooi
• Flex-Spaces for group activities
• Fitness/weight area
• A walking/jogging track
Phasing for these amenities will be discussed in later sections.
Planning for this facility should make allowances for the following amenities to be constructed in subsequent phases:
nd Sheet*
• Arena 2
• Fieldhouse
• 25m Swimming Pool
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No plans should be made at this point to construct racquet sports facilities or dedicated space for a Farmers’ Market.
The design of the facility should look for ways to accommodate the Farmers’ Market in the common area during
inclement weather or during the winter months.
*lf the Town of Morinville believes that a case can be made to make a 2 arena revenue positive through ice rentals,
then including this amenity during the phase would be recommended. Ice-time is in high demand in the
Edmonton region and other facilities charge over $200/hour for prime-time ice. The caution around charging high
rental rates is pricing the local community and users from the region out of the market by chasing higher rental rates.
Further study on the feasibility of this model would have to be undertaken if this direction is to be pursued. Currently
Morinville subsidizes Minor Hockey, similar to many other communities, and so it is assumed in this study that a
second ice rink focusing on revenue generation is not a priority. In any scenario, the ice plant should be sized to
accommodate 2 sheets of ice for hockey and the curling rink to accommodate future growth.
To support these areas, a common area should be provided that connects all amenities and provides space for groups
to gather. The common area would have space for a servery/canteen, along with commercial areas. A lounge should
be included that serves the arena(s), fieldhouse, and the curling rink.
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Recreation Facility Operating Costs
Recreation facilities are an important aspect of any community. As communities grow, residents have an expectation
of more amenities and facilities to be able to utilize. The unfortunate reality of recreation facilities is that they rarely,
if ever, make money. This means that the community must subsidize these facilities on a yearly basis to keep them
operational through general municipal revenues. This section analyzes the potential operating costs of the facility
being proposed in Morinville, what it may mean to the members of the community, and some of the potential
options to minimize the deficit that will be incurred.
The biggest cost in any amenity in a recreation facility is the wages required to pay the people who operate the
facility. A facility of this scope requires dozens of people, many who have a unique skill set. This ranges from the
people who look after the building systems to those who determine the programs to run in the facility. Without
these people in place, programs could not be coordinated and organized properly for the users. Staff costs will
average about 45% of the total yearly expenses for a recreation facility.
Each type of amenity discussed in the preceding section has ongoing costs and revenues associated with it. This
information was compiled by looking at a number of different facilities throughout Alberta, British Columbia, and
Saskatchewan. The facilities analyzed ranged from smaller facilities in communities similar in size to Morinville to
larger urban centers in the Edmonton Capital Region. As the data was analyzed, trends emerged that were similar
for all facilities, but the size, location, and amenities within a facility does have some influence on operations.
Information is provided on each amenity below.
Aquatics
The most cost-prohibitive type of facility from an operational
perspective is an indoor aquatics facility. There are many reasons for
this:
• Utility costs are high
• The harsh nature of these facilities (corrosion and humidity)
result in extensive routine maintenance
• Staffing costs are very high:
o A minimum number of lifeguards are required for an aquatics facility to operate
o Lifeguards command a relatively high salary
o Program operators are required to successfully run the pool
o More maintenance means higher costs for maintenance personnel
• Unlike an arena, charge-out rates for usage at aquatics centers, for public swimming or lessons, cannot be
increased to cover the above noted fees.
From the aquatics centers examined, a general trend is that for every dollar spent, about 55 cents is collected as
revenue and 45 cents is carried as a facility deficit. Annual operating costs were approximately $700,00 for a
modern, fully staffed Leisure facility.
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Arenas
Arenas are very similar to aquatics centers in t[.at they rarely make money, with the difference being that if a
decision is made by the rink operators to not subsidize ice rentals then there is the ability to break even or make a
profit. Only one of the five arenas examined
chose to run their facility in this manner. The
result is minor hockey fees being higher than
the other communities and the arena being
aggressively promoted for ice rentals. The
philosophy of the other four communities is to
subsidize certain groups, namely minor hockey
programs, and run the facility at a deficit.
For the arenas examined who subsidize minor
hockey similar to Morinvifle, for every dollar
spent about 70 cents is collected as revenue
and 30 cents is carried as a facility deficit. Annual operating costs were approximately $375,000 for arenas that had
between 1500 and 2000 seats.
The Town of Morinville has noted a potential desire to attract a Junior “A” hockey team if an arena with proper
seating is constructed. Two arenas examined house Junior “A” teams, with revenue through facility rental ranging
between $35,000 and $60,000 from the team. This potential revenue is offset by the purpose-built space that must
be provided for these teams, along with the loss of prime ice-time for practices and games. There are no solid
numbers to show if these teams are revenue-positive or not, but the larger benefit of a Junior team in Morinville
would be for community prominence and economic spin-offs within the community.
Curling Rink
Curling rinks run revenue neutral, as the costs of the operations are offset by league fees and bonspiels. There is
less willingness to subsidize curling in the same manner that minor hockey is subsidized, although most of the
facilities examined in this study were stand-alone non-profit clubs that had to be revenue neutral to remain viable.
Food and beverage sales account for nearly one-third of total revenues in these facilities. If this money is included in
a general food and beverage revenue line then a loss would be realized.
There is the potential to use the space of a curling rink for tradeshows in the summer time if it is connected to a
larger recreation structure such as the one planned for Morinville. Unlike an arena, which may keep ice the majority
of the year to accommodate summer hockey, curling rinks are typically shut down from April until October.
Fieldhouses
Fieldhouses have lower operating costs than aquatics centers or any of the amenities that require an ice plant. Once
constructed, the major costs are the utilities, minor maintenance, and the staff required to operate. Revenue is
mainly generated from sports looking to use playlields on a year-round basis. This is mainly indoor soccer, but
groups such as lacrosse, football, and baseball may also take advantage of this space in the off-season. Fieldhouses
can typically run cost neutral or at a small operating loss.
Other Amenities
The other major amenities proposed for the recreation complex, including the fitness center, walking/jogging track,
and flex-space should run revenue neutral or even generate revenue. The reason for this is that once constructed
these spaces should require little utility or maintenance costs to operate.
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A fitness center will have the highest ongoing costs
in equipment maintenance and replacement costs.
A walking/jogging track, if designed properly, will
use very little dedicated space, yet can be an
attractive amenity for people during the winter
months, The flex-space can be rented to a number
of groups, such as child drop-ins, yoga, or other
group activities. Employees can operate these
spaces jointly, which helps keep operating costs
lower. Facilities examined have been able to run
these amenities at a small profit.
Other amenities discussed above are included to
provide facility users with services they desire, but also generate facility revenue. This includes food and beverage
services, a licenced facility, and leasable commercial spaces.
There is the potential for the food services, flexible program space, fitness/athletics areas and commercial units
within the facility to be run by a private, 3 party vendor within the complex. As the project moves forward, the
Town can look at what Synergies can be developed between the existing businesses in the community and if it
makes sense for other services to be run out of a large centralized complex.
An overall summary of three facilities similar to that being proposed for Morinville are as follows:
Facility 1:
Community of 18,000
Similar amenities as proposed in Morinville when all phases complete
Amenities
Arena - 2200 Seat
Fieldhouse
Curling Rink
Leisure Pool
25m Competition Pool
Convention Center
Walking/jogging Track
Food and Beverage
Licenced Facility
Leasable Commercial Space
Revenue
Expenses
Operating
$
$
-$
1,016,325.00
1,901,335.00
885,010.00
Aquatics
-$
677,875.00
$
$
-$
427,000.00
1,107,000.00
680,000.00
-$
442,000.00
Facility 2:
Community of 7,000
Operating expenses of pool and arena with subsidized rates
Amenities
Arena - 1500 Seat
Revenue
Leisure Pool
Expenses
Food and Beverage
Operating
Licenced Facility
Aquatics
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Facility 3:
Community of 60,000
Facility in Morinville Region
Amenities
Arena -2000 Seat
Arenas (2) - Practice
Leisure Ice Surface
Fieldhouses (2)
Gymnasiums (3)
Leisure Pool
Fitness Center
Flexi-Space
Walking/Jogging Track
Leasible Commercial Space
Revenue
Expenses
Operating
$
$
-$
8,178,213.00
8,852,503.00
674,290.00
Aquatics
(Transfer)
-$
715,401.00
Facility 1 shows how the aquatics amenities create a deficit to the community. The combination of Leisure pool and
25m competition pooi operate at a loss of $677,875 while the other amenities combined run at a loss of just over
$200,000. A similar trend is shown in Facility 3, where without the transfer to operate the aquatics center the
facility would break even or even show a small profit.
Facility 2 is in a smaller community away from larger centers. The community has made a commitment to subsidized
rental rates, As a result, the arena loses approximately $240,000 per year. Their rental rates vary between $7580/hour for minor hockey and $150/hour for adult prime time rates, when available. This compares to the $85130/hour for minor hockey and the $2 12-234/hour for adult prime time rates charged at Facility 3, which is in the
Edmonton Capital Region. This highlights the potential extra revenue available with an ice surface, as Morinville’s
location within the Capital Region could command rates at a modern arena similar to those charged at Facility 3.
The danger is pricing the facility too high for community and regional users to take advantage of.
When looking at the potential operating deficit that Morinville may need to fund on a yearly basis, it must be noted
that the Town currently operates the McDonald Sports Complex at a $1 55,000 yearly deficit. Ongoing deficits for
Morinville would stay at about this level unless an aquatic center is added. Based on the information from the other
facilities examined, the addition of an aquatics facility could increase the yearly operating deficit from current levels
to $850,000.
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Recreation Facility Construction Options
Recreation facilities have typically been constructed using a combination of traditional construction and pre
engineered structures. These building types would be used in different applications that respond to their strengths.
Traditional construction provides a solid foundation, flexibility in design, and the ability to withstand corrosion, which
makes it the preferred method of construction for swimming pools. Pre-engineered structures provide large spanned
open spaces with high floor to ceiling heights. This type of construction is a cost-effective solution to provide the
large open spaces required for recreational activities such as hockey, curling, or indoor soccer.
Dow Centennial Centre
—
Fort Saskatchewan; combination of traditional and pre-engineered construction
Different construction methods are constantly being developed to provide project teams with different building
options. One facility type that is proving very suitable for recreational facilities is an insulated membrane structure.
This building type uses a flexible exterior membrane that is stretched over an aluminum frame. The result is a facility
with a large span and high floor to ceiling height. These properties, which are very similar to those provided by a
pre-engineered structure, are very beneficial for recreational activities requiring open spaces. Furthermore, the use
of aluminum and a fabric/composite exterior membrane greatly diminishes the potential for corrosion.
Edge School
—
Calgary Alberta; Insulated membrane structures
With all building types there are positives and negatives associated with each. The question to be asked is which
method of construction is best for the recreational complex in Morinville? To better understand this, the pros and
cons of each building type will be compared so an informed decision can be made.
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Criteria for Building Type Comparison
The following criteria are to be used to compare the construction types identified above.
Capital Cost
This will compare the costs to initially construct the facility
Energy Effidency Buildmg Envelope
—
Looking at the energy efficiency of the different construction types based on similar building systems. The analysis is
based solely on the building envelope and not the systems used within the structure. Traditional construction
envelope is based on a baseline of R20 walls and R30 roof, which is reflected in the capital cost.
Maitenance Costs
An analysis of the costs required on an on-going basis to maintain the facility
Life Expectancy
The expected lifespan of each facility type
Flexibility/Expandability
The ability of each building type to be used in a number of different manners, either in its current configuration or as
a part of a renovation/expansion project
Image
The positive and negative impacts of how the building can be designed to look
Tirneli’ne to Construct
The length of time required to build the proposed facility
Disaster Center
The ability of the building to serve as a place of refuge or collection point during a natural disaster
Partnership Opportunity
How a facility lends itself to being a part of a larger development and what is the potential of a partner to assist in
the development.
The following table outlines a comparison of each building type based on the above noted factors:
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Traditional
2
$ 100/ft
Capital Costs*
Energy Efficiency Building
Envelope
Pre-Engineered
2
$60/ft
-
Life Expectancy
Baseline
Minimal with good
exterior cladding, some
maintenance at windows
50 years with a building
envelope as priced. Roof
replacement at 25 years
Flexibility/Expandability
Easy to make changes or
renovate in the future.
Can link to other building
types
Maintenance Costs
5-10% more due to lack
of insulation
Potential for increased
maintenance through
corrosion
Building will require
ongoing maintenance
after 25 years
Insulated Membrane
2
$4Q/ft
10-15% less as
membrane includes
insulation to R30
Potential required repairs
to membrane.
The outer membrane
must be replaced after 25
years
Difficult to add or delete
to the structure. Works
best when facility is
planned and Membrane
structures are used
exclusively
Disaster Center
Very good building
image. Can be purposebuilt for community
2 years
Building can be designed
to withstand majority of
natural disasters
Limitations to make
changes as the building
comes “pre-engineered”
to function as initially
designed
Best if conventional
construction portrays the
image and structure is
secondary view
18 months
No potential to be a
place of refuge in a
natural disaster
Meets some disaster
center criteria
Partnership Opportunity
Easy to attach future
components. Building
can be designed with
partnerships in mind,
Less flexible to attach
future components.
Partners can be attracted,
but the building will not
be a driving factor
Links to future buildings
should be planned.
Partners can be attracted
as the building is a
unique structure.
Image
Timeline to Construct
Provides an aesthetic that
would be unique to the
community
12 months
*Capital costs will vary significantly within each building type depending on factors such as building heights, quality
of finishes on the exterior, and the amount of windows and glazing walls included in the project. For the purposes
of this comparison, the “building shell” in all three cases is considered to be raw space with no foundation, building
systems, windows, or interior fit-ups on the assumption that regardless of the building shell, it will be a similar cost
to add these elements. Order of magnitude costs provided later in this section better represent the full costs of the
above noted options.
Based on the information provided above, the following statements can be made:
•
The fastest and least expensive option from both a capital and an energy efficiency perspective is an
Insulated Membrane structure
The life expectancy of the Insulated Membrane structure is the shortest, but it is very clear what work will
need to be completed after 25 years. The other structures will certainly have costs to maintain as they age,
but these costs are more fluid and unpredictable in nature.
If an insulated membrane structure alone is to be the preferred construction type, all aspects of the building
should be identified and planned as it will be more difficult to properly integrate them in future additions.
•
•
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•
For a building of this size, it is suggested that Pre-Engineered structure(s) be used in combination with
Traditional construction if this is the preferred method of building
Traditional construction provides the most flexibility and ability to expand.
The image and the ability to attract donors is a subjective question that depends more on the feeling within
the community towards the building types being proposed.
•
•
Based on the information above, two options are carried forward for further evaluation and comparison. Option us
a building constructed entirely of the insulated membrane system, Option 2 is a building constructed using a
combination of traditional and pre-engineered structures. These two are not the only options available to the Town.
Similar facilities have been constructed with an insulated membrane system being used in conjunction with
traditional construction, or having a pre-engineered building on its own. These options are to examine the
possibilities and look at the potential with each building type.
A potential design concept for an insulated membrane building system is highlighted below. It contains all the
required components identified in the previous section, which can be constructed in phases. An illustrated
conceptual plan of this option can be seen in the figure below.
PHASE 1
PHASE 2
P11A5E3
L
I
CONCEPT
ILLUSTRATIVE ONLY
srr PLAN
“°
Building Option
—
OPTION 1
Insulated Membrane Structure (ILLUSTRATION ONLY)
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The concept presented above is approximately 23,00Cm
. The order of magnitude construction costs would be:
2
Phase 1, Arena and Curling: $14,100,000
Phase 2, Swimming Pool and Fitness: $16,700,000
Phase 3, Fieldhouse and Second Ice Surface: $24,800,000
Total Construction costs = $55,600,000
Project costs/rn
2 = $241 5
The second option shows a hybrid building that has a central area of traditional construction that serves as a link to
the other building components. The swimming pool would also be traditional construction in this option so it can be
constructed to handle the corrosive and humid environment. Pre-engineered structures would be proposed for the
arena, curling rink and future Fieldhouse. An illustrated conceptual plan can be seen in the figure below.
CONCEPT
ILLUSTRATIVE
ONLY
SITE PLAN
OPTION 2
Building Concept
—
Traditional and Pre-Engineered Building Structures (ILLUSTRATION ONLY)
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The concept above is approximately 22,000m
. A traditional building with pre-engineered components can have a
2
slightly smaller footprint as there is more flexibility in how the building is constructed, namely in the links between
components. The order of magnitude construction costs for Option 2 would be:
•
•
•
Phase 1: Pre-Engineered building housing Arena, Curling Rink and Fitness Area: $21,600,000
Phase 2: Traditional building housing Entry/Commons and Swimming Pool: $9,000,000
Phase 3: Pre-Engineered Fieldhouse and second ice surface: $26,000,000
Total Construction Costs = $56,600,000
Project costlm
2 = $2,575
All costs provided are order of magnitude opinions at this point. They are based on costs of recently delivered
projects of similar scope. Costs can vary based on final building area, types of finishes selected, building systems,
and the volume of work in the construction market during tender. Costs are in 2013 dollars. No allowances have
been made for escalation of construction values in the future.
Numbers are based on construction only, and do not include other soft costs such as servicing, land purchase, design
fees, or FF&E (Furnishings, Fit-outs and Equipment). FF&E are items defined as not fixed to the building. For
example, in an arena the stands would be included in the base construction cost, but the Zamboni would be
considered equipment.
As the Town of Morinville further contemplates how to construct the recreation facility, the information provided
above can serve as a guide to help select the type of construction, Further refinements to the cost of the project
would be made through the design phase of the job.
The insulated membrane structure provides a lower cost/rn
2 value than the pre-engineered/traditionally constructed
option and it also has shown to save money in operating costs by providing a building envelope that is superior to a
pre-engineered structure.
The Traditional/Pre-engineered option provides better flexibility and adaptability, although those traits are limited to
the areas that are traditionally constructed. There is an easier ability to design the building around the space, as the
insulated membrane structures come in pre-determined widths while pre-engineered structures can be built to
specification. The ability to provide purpose-built space mitigates the cost/rn
2 discrepancy between the options.
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Location
Where the Morinville Recreation Complex is located is a crucial decision to be made, Facilities like the one proposed
have the potential to be very positive for an area of town, but also come with some drawbacks. Recreation
Complexes have been shown to drive neighborhood development. Community residents appreciate the option of
being able to access a recreation facility quickly, potentially being able to walk or cycle there as opposed to being
forced to use a vehicle. Commercially, businesses will look to develop at or near a facility such as this because
people are consistently coming to the facility. It’s also a chance to serve people from outside Morinville when they
are using the complex for recreation, community festivals, events, or tournaments.
While it is preferable as a resident to have a facility such as this in close proximity, it is not desirable to place it
directly into a neighborhood as one might do with a school. Recreation facilities drive a large amount of traffic at all
hours of the day, which can lead to congestion, safety concerns, and noise. Therefore, it is important to locate a
facility like this close to residential areas; they should not be placed directly within any neighborhood. It may be
preferable to have a buffer space, which could be existing infrastructure like a park, major roadway, or railway or
new planned infrastructure.
To properly provide space for all the amenities identified in the Morinville Recreation complex, the parcel needs to
have a minimum of 7 hectares, and more comfortably a 10.5 hectare site should be provided. This provides the
necessary area for a recreation complex that includes the infrastructure to be built in all phases, 350 stalls of
parking, and area for potential developments outside of the complex that may serve the users of this facility, such as
a free-standing commercial retail unit, It does not include any area for outdoor recreation infrastructure.
Criteria for Selecting Location
To make an informed decision on the preferred location for the Recreation Complex, an extensive list of criteria has
been identified by the project team. These items are listed below. Each point is examined in the context of the new
facility, providing a background for each within the context of the project.
Access
Being able to get to the new facility easily is very crucial to the success of the recreation complex. The access must
work within the context of the Town, but also for the other users it may serve. As a result, access will be examined
from the perspective of the Town, the region, and the urban centers to the south. The access criteria will also take
into consideration having to develop new infrastructure to service a facility versus utilizing existing infrastructure.
Traffic F/ow
The traffic patterns directly around the new facility are to be examined to ensure the roadways are properly designed
to handle the type and volume of traffic anticipated. Vehicle traffic is examined, but alternate transportation
methods, such as walking or cycling, is also considered.
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A recreational facility should have a presence within the community. This helps visitors from out of town easily find
the complex. It gives the potential developments around the facility visibility to help them succeed. Sponsorship is
easier to secure for a facility when it is highly visible to both users and people just passing by.
Economic Development
As noted, a recreation facility drives a large number of people to a single point on a daily basis, It is important that
new developments can be fostered as a result of this, but it also important to consider businesses that have a long
history in Morinville so they can benefit as well.
cost ofLand
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Ability to Obtain Land
A general sense if the preferred location is obtainable from the current owners of the property
Ability to Develop Land
An analysis if the property is imminently available, or if there are obstacles preventing the development from
occurring.
Sen’icing
Major project costs can be incurred if a project cannot be serviced. This is one of the largest impediments for the
entire community expanding to the west of Highway 2. A very preliminary look at where in the community existing
services are located will identify the potential opportunities and issues.
Regional Funding
If a new facility is built to better serve the region, there may be opportunities for Regional Funding as opposed to
community only funding. Locations are examined with this potential in mind.
Existing Civic Infrastructure
This examines the connections to the existing amenities within the Town. Locating the recreational complex near
other civic infrastructure can allow for a recreational node to develop, as well as allowing for shared infrastructure
such as parking.
Future Town Growth
Morinville has a future growth plan in place. This facility will drive development, so its placement should fall in line
with where the town may wish to expand in the future.
Partnershi.os
Examine the ability of existing community infrastructure to share resources with or better utilize the new recreational
facility. This ranges from a commercial business partner to a school being able to easily access the facility.
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Sie ofParcel
The physical size of the location is to be examined to ensure all current p!anned and future components will fit on
the site. This is a crucial component, as the Town would not want to limit the type of development possible due to
site constraints.
Locations
To properly explore all the possibilities of a location for the new recreation complex, eight sites have been chosen to
examine against the criteria selected above. The sites chosen for further study are described as follows:
FO!PAtA
The following figure shows the 8 contemplated sites within the Town of Morinville:
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FOIl’
Sites for Examination
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The eight sites selected were chosen for further study based on a number of criteria:
•
•
•
•
Site Servicing to these locations is readily available, A site to the west of Highway 2 was not examined
since it would be very difficult if not impossible to service from the Town’s infrastructure
The locations above give the residents of Morinville easy access with both vehicles but also by walking or
cycling. Even the locations selected outside of the Town’s boundary are adjacent to numerous residential
developments
The locations provided give easy vehicular access to residents in the Sturgeon region.
FOiPAtA S 24Ll)(’
)
1
The sites are selected based on the current infrastructure in Morinville, but also with future planning in
mind. The following assumptions must be considered:
o There is an interchange being planned for Highway 2 and Cardiff Road that will greatly affect
traffic patterns at the south edge of Morinville
o
pp ,q c. L4(i)(cj)
0
Location Analysis
With the sites and the constraints identified, it is now possible to examine each site against the set criteria to try and
determine a preferred site for the recreation complex in Morinville. Each Location and criteria have been placed into
a matrix. A rating of Excellent, Good, Medium, or Poor is assigned to each location based on the information
available currently for each criterion. These ratings have been given a weighted score as follows:
Excellent = 5
Good 4
Medium 3
Poor = 1
When all the criteria are examined for all the locations, the weighted scores are tallied up to give a total for each
site. These totals can then be compared to highlight which site is the most preferred based on the information and
assumptions made at this time.
The tables below show the weighted scores for each location:
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Recommendations
Throughout the report a number of key findings have been made that can assist the Town of Morinville in making
the most informed decision around the development of a new recreation facility. The major factors that were to be
examined in this study are analyzed independently, with recommendations being made based on a number of
criteria, Consolidating this information gives the Town of Morinville a very good vision of what a recreation facility
could look like within the community.
It is suggested that the Morinville Recreation Complex include a number of building amenities to serve the rapidly
increasing population. Based on cost constraints, it is suggested that a phased approach be taken to construct all
the identified components, even if the facility is master planned during the initial stages. The amenities and phasing
recommended for the recreation complex is:
• Phase 1: A 1200 seat arena and Curling rink.
• Phase 2: Leisure pool, Group Space, Fitness, and an Indoor Walking Track
• Phase 3: Practice Arena, Fleldhouse, 25m Swimming Pool
With the McDonald Sports Complex requiring significant renovations to keep operational, it is suggested that the
development of a replacement facility (Phase 1) begin immediately. The items identified in Phase 2 should be
designed in parallel with the first phase. The timing of the second phase is contingent on being able to secure
funding, but all efforts should be made to accommodate the items identified in Phase 2 as they are the highest
community priority. Construction costs for the first two phases are approximately $30,000,000.
Master Planning for the recreation facility should include accommodations for the amenities identified in phase 3 for
future development. The construction cost to develop this phase of the project is approximately $25,000,000.
Research into similar recreation facilities across Western Canada show that complexes of this type run municipally
operate at a yearly loss. The Town of Morinville will have to assess if the funding required to meet any shortfalls can
be raised. The three facilities presented above show a yearly operating loss of between $600,000 and $800,000.
Two potential building options were carried forward for further analysis. The first is a structure that is constructed of
an insulated membrane system. The second is a hybrid facility using traditional construction and pre-engineered
building. The cost per square meter to construct is less using an insulated membrane system, but the overall
construction costs were quite similar. These two options can be discussed further, and different conceptual designs
can be pursued in subsequent phases. No decision regarding the type of construction must be made immediately.
Being that the systems are fundamentally different, a final decision should be made early in the design process.
F011’ Act
c
24Cü(j)
The above recommendations form a very specific framework for developing a recreation complex for the Town of
Morinville. if the findings of the report are accepted by the Town, and there is a desire to move forward, the next
steps of the project would focus on facility design. This will allow for more detailed design decisions to be formed on
each of the identified components in the complex. Once approved, the design could be completed and the project
would be ready for construction in about eight months.
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Transcription

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