Placentia: Swimming Pool

PLACENTIA
Swimming Pool
Feasibility Study
June 11th, 2009
Placentia Lions Club

Swimming Pool Feasibility Study
NOTICE TO THE READER
This report, and the information herein, is intended for the exclusive use of the Placentia
Lions Club and its partners. The contents of this report include confidential and
proprietary information that is intended for internal use only. It is not for publication or
distribution.
The information in this report, including assumptions, conclusions and projections, are
based on information supplied by the Town of Placentia, as well as, from various
agencies and other sources including consultation with the Steering Committee.
The projections and conclusions contained in this report are to some extent based on
unverified information, opinions and/or assumptions about future events and conditions.
It is likely that the actual results may vary from those anticipated and/or projected.
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June, 2009

Table of Contents
1.0 Introduction....5
1.1
1.2
1.3
Purpose
Parameters
Overview
2.0 Town of Placentia...........7

2.1
2.2
2.3
2.4
History
Location
Demographics
Climatic Considerations
3.0 Site Analysis.................13

3.1
3.2
Selection Criteria
Site Location
4.0 Infrastructure Concept.......16

4.1
4.2
4.3
4.4
4.5
Comparative Analysis
Pool Design Analysis
Pool Enclosures
Related Facilities
Capital Cost Summary
5.0 Market Analysis........21

5.1
5.2
5.3
5.4
5.5
5.6
5.7
Customer Profile
The Product
Production (Operations)
Product Pricing
Promotion
Competition
Regulatory Considerations
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6.0
Operating Projections...................25
6.1
6.2
6.3
Operating Schedule
Revenue Projections
Expenditures Projections
7.0 Organizational Overview...28

7.1
7.2
7.3
Organizational Structure
Staffing Requirements
Other Considerations
8.0 Funding Options............31
9.0 Feasibility Summary..............................................................32
10.0 Conclusion.............................................................................33
APPENDIX
Appendix A
Terms of Reference
Appendix B
Community Comments
Appendix C
Site Location - Photos
Appendix D
Site Plan
Appendix E
Concept Plan
Appendix F
Retractable Covers - Samples
Appendix G
Capital Cost Analysis
Appendix H
Swimming Pool Regulations
Appendix I
References
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1.0 Introduction
1.1 Purpose
The Town of Placentia, its residents, and the various service groups in the
community, have long discussed potentially developing and operating an aquatic
facility in the area. In the spring of 2009, the Placentia Lions Club, through a
terms of reference (Appendix A), requested proposals to develop a framework for
the potential development of a Feasibility Study to determine the economic
viability of such a facility for the Town.
With the development of the Hydromat Plant in Long Harbour, it is anticipated
that the Town of Placentia will grow to be poised as an active participant in
Newfoundland and Labradors emerging economy. The towns existing recreation
and sport infrastructure has hosted sporting and other community events that draw
participation throughout the region, and the Province. It can now be extrapolated,
that new and/or additional recreational facilities will enhance these events and
provide additional opportunities.
A Committee, consisting of Placentia Lions Club members, screened the
proposals and BCB Consulting,of Gander, was engaged to complete the study. An
initial meeting was held between the consultant and the committee to outline the
study objectives, project parameters and tentative meeting schedule to evaluate
progress. During the study period, the committee met four times with the
consultant to provide input and feedback throughout the development process,
and enhance ensuring that the the final feasibility study fulfilled its objectives.
1.2 Parameters
This feasibility study is comprised of four major areas of analysis: the
development of projected demand, estimated usage, potential sites for a pool, and
finances. As part of the study, the consultant, in conjunction with the committee,
requested comments from the local residents (Appendix B) to determine the
level of interest for such a facility.
While it was felt that the Town, or other interested parties, would not be directly
involved in this study, the Consultant held a number of meetings with the Town`s
CAO to gather various information deemed useful to the process.
The committee instructed the consultant to investigate all options for the
development of the aquatic facility taking into such considerations: the utilization
of present amenities in the community, seasonal verses summer usage, an
enclosed facility due to climatic conditions, and finally developing a facility that
would not entail a significant increase in the overall municipal budget.
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From the onset of the study, the members of the committee made it very clear that
no predetermined decision had been made concerning whether or not to build a
swimming pool. They committed to utilizing the results of this study to assist in
the decision making process. Upon completion of the study, the results would be
presented to the Municipal Town Council highlighting both findings and
recommendations. This document provides the results of the analysis and public
input.
1.3 Overview
In 2006, the Government of Newfoundland and Labrador committed to
developing a Recreation and Sport Strategy to look at the opportunities and
directions to guide and support recreation and sport throughout the province. As
part of fulfilling this commitment, government established a number of important
objectives:
Investment in community recreation programs and infrastructure

Development of opportunities to participate in organized sport and
promote connections between communities and sport
Integration of physical education and physical activity with a broader
health promotion and disease prevention program for all ages
Sponsoring of summer and winter multi-sport games
Increased participation in physical activities through collaboration
Championing of key recreation and sport infrastructure programs
The 2000 Physical Activity Monitor of the Canadian Fitness and Lifestyle
Research Institute, provides a profile of participation in physical activity in
Newfoundland and Labrador. According to this study, as many as 65% of
provincial residents were insufficiently active for optimal health benefits.
However, physical inactivity has declined significantly since the early 1980s,
going from 86% in 1981 to 65% in 2000. The most popular activities for adults
over 18 years of age are walking for exercise (81%), gardening or yard work
(73%), home exercise (58%), and social dancing (54%).
Activity participation trends influence the demand for facilities and services. In
terms of aquatic participation, activities such as Red Cross and other swimming
lesson programs remain stable, while there has been an increase in therapeutic
activities (all ages, male & female), fitness activities (adults, male & female), and
recreational swimming programs (all ages, male & female).
The most popular aquatic facilities are those that provide multiple tanks
accommodating a range of aquatic experiences. Very often these will include a
leisure pool with a waterslide or other leisure amenities, plus a traditional 25m
pool that accommodates competitive activities, fitness swims, and a wide range
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of instructional programming. Therapeutic pools with warmer water, shallow

depth entry, handrails and ramps/lifts can accommodate therapeutic for older
adults and people with disabilities, as well as, parent and tot users, or very young
swimmers.
2.0 Town of Placentia

2.1 History
Placentia is rich in history. Due to its well-sheltered port and stone-covered
beaches apt for drying fish, Placentia became a natural place for early settlement.
Placentia is known to be the ancient French capital of Newfoundland and hence,
Placentia has been an internationally renowned location since the 1500s.
Since Placentia was situated on the southwest coast of the Avalon peninsula in
Placentia Bay, it was a key position for keeping communication between France
and the New World open in times of war. As well, because of its proximity to the
English capital of St. John's, it was an excellent site for keeping an eye and a
handle on the enemy English population.
As early as the 16th century, Basque Fishermen and European explorers were
quick to recognize the incredible potential that lay within Placentia's sheltered
shores. In addition to being one of Newfoundland's best beaches for drying fish,
the steep hills and narrow harbour entrance made Placentia a valuable military
port. French and English settlers waged war for centuries over this prime piece of
New World real estate, each vying for its share of the thriving fishery strategic
location.
In 1662, France had established the first permanent colony in what they called
"Plaisance" or "the pleasant place". In 1713, the English had won ownership,
launching an era of booming trade and transportation. And in 1941, yet another
chapter was written in the community's history, with the construction of the
nearby U.S. Armed Forces Bases at Argentia. Today, many historical landmarks
and sites remain which showcase Placentia's rich and colourful history such as the
Castle Hill National Historic Site, The Placentia Courthouse, St. Luke's Anglican
Church and Cemetery, The O'Reilly House Museum, and The Ambrose Shea
Bridge.
It is well accepted that Placentia's greatest potential lies within its strong sense of
community. It is a safe, friendly and comfortable place to live, work, and raise a
family. This now modern day town, its people and their lifestyle, relay little of
the town's French heritage. Instead, the spirit and soul of the community are more
deeply connected with its Irish-English roots. The "small town" atmosphere is
refreshing. Every day along the mile-long Placentia boardwalk, friends and
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neighbours meet and chat on their daily walk. The sea air is healthy and clean.
The crime rate is virtually non-existent. The level of services is superior.
Placentia is well developed within the medical and educational sectors. The
Placentia Health Care Facility was opened in 1996 and is an efficient and up-todate facility. There are 10 acute care beds, 101 full-time employees and four
physicians. The facility also houses the Lions Manor Nursing Home, which has
75 beds and 40 residential units. Placentia has a high school, two
primary/elementary schools, College of the North Atlantic - Placentia Campus, as
well as several private training institutes. These schools are well-known for their
athletic programs, and there are other recreational activities.
Placentia residents are also a key asset to the community as they devote much
time and energy to numerous volunteer organizations, including the Royal
Canadian Legion, the Knights of Columbus, Lions Clubs, Star of the Sea,
Freshwater Community Club, Dunville's Anglican Church, Women and the
Women's Institute, whose origins date back to the South Coast Tidal Wave of
1929.
Placentia also has a lot to offer outdoor enthusiasts of all ages. In the community
or nearby, there are local areas for bird-watching, fishing, hiking, kayaking parks
and playgrounds. There is also a boardwalk from the youth center to the local
ATV Association.
The original area known as Placentia has since amalgamated and now the Town
of Placentia consists of the former municipalities of Placentia, Jerseyside,
Freshwater, Dunville and the unincorporated area of Argentia.
From an economic standpoint, businesses have always been drawn to Placentia.
Some have been a part of the community for decades or other just more recently.
Whatever the case, many entrepreneurs and businesses see Placentia having a
bright future filled with potential. The climate for new business in Placentia is
very enticing. There are countless opportunities in all sectors of business and
industry from transportation, retail, manufacturing, supply and distribution.
Perhaps one of Placentia's greatest advantages and one of its most promising
sources of opportunity is its industrial area in Argentia. For over 50 years,
Argentia was the headquarters for the U.S. Armed Forces Northwest Atlantic
Operations. In 1941, the port became internationally recognized as the site of a
meeting between Sir Winston Churchill and Franklin D. Roosevelt to discuss the
Atlantic Charter. The Base went on to play pivotal roles in WWII and the Cold
War. Although it closed in 1994, the US Navy left behind a well-developed
infrastructure and a well-trained workforce.
Today, plans are underway to construct a hydrometallurgical facility in Argentia
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by Voisey's Bay Nickel Company. The Voisey's Bay Hydromet Facility will bring
unprecedented economic benefits to the Placentia area. In addition to the jobs
generated by the Complex itself, there will also be a need for support services and
opportunities for spin-off industries. The Voisey's Bay Nickel Processing Facility
is a significant milestone in the community's journey towards economic
excellence.
The future for the Town of Placentia is bright; the potential for business and
industry, unlimited.
2.2 Location
Stretched across a forested coastal area, Placentia is located on the Avalon
Peninsula of the province of Newfoundland and Labrador, on Canada's East coast.
Placentia is approximately 100 km southwest of St. John's, this maintains the
areas allure as a strategic location for business while remaining one of the most
picturesque communities in Newfoundland and Labrador. Placentia is stretched
across a coastal forested area and also provides a well-sheltered port. There is also
a large expanse of stone-covered beach.
Placentia can be accessed by the Argentia Access Road off the Trans Canada
Highway (TCH), by the Colinet Road, which connects the TCH via Salmonier
Line.
Today, Placentia is remains a strategic location for business, courtesy of its
proximity to shipping and transportation routes. The Argentia industrial area and
the local Golf ferry links Newfoundland to mainland Canada.
2.3 Demographics
From a demographics perspective, not only the town of Placentia was considered
to be the target population. Almost the entire Zone 18 (refer to Table # 01 for a
breakdown of towns according to sub-division) could be considered as potential
users of the proposed facility. Accordingly, the total population, as noted below,
is 7759. Considering a basic assumption that considers any person under the age
of 70 as the target market, then the marketable population totals 6839 according
to the analysis depicted in Table # 02.
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Table # 01
Zone 18-According to Subdivision
Sub B
Little Barasway
Point Verde
Argentia
Ship Harbour
Sub C
Great Barasway
Ship Cove
Angels Cove
Patricks Cove
Cuslett
Table # 02
Breakdown of Target Market
Location
Population
Branch
Point Lance
Colinet
Placentia
Long Harbour
Fox Harbour
St. Brides
Admirals Beach
Sub B
Sub C
Total
Total Population
Target
309
119
165
3,898
211
314
386
185
478
185
6,250
274
114
150
3,378
191
284
326
160
433
165
5,475
Further consideration must be given to the disposable incomes of the identified

residents the area. Statistics were available that identified both the average family
incomes as well as the average individual incomes of all those aged 15 and older.
As illustrated below, both figured were averaged to assist in determining the
financial stability of the region to support such a facility. Overall, the average
income per person was estimated at $28,638 as shown in Table # 03.
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Table # 03
Breakdown of Income by Locality
Location
Mount-Carmel
Branch
Point Lance
Collinett
Placentia
Long Harbour
Fox Harbour
St. Brides
Admiral's Beach
Sub X
Sub W
Sub C
Sub B
Family Income
$34,882
$48,410
*
*
$44,245
*
$36,961
$43,436
*
$40,415
$44,797
*
$37,298
Single Income
$19,014
$16,017
*
*
$18,050
*
$19,231
$16,661
*
*
$18,885
*
$19,905
Overall Average
Average Income
$26,948
$32,214
$31,148
$28,096
$30,049
$20,208
$31,841
$28,602
$28,638
/ person
Based on these observations, basic economic formulas, and the assumption that
the residents within the region will support and utilize the facility, the
demographics data can support a regulation size outdoor swimming facility
containing standard services and amenities. This structure is envisioned to also
have a retractable cover to allow usage during inclement weather and to allow the
extension of the operating season.
2.4 Climatic Considerations
Newfoundland is home to a fascinating array of climates and weather with
elevations ranging from sea level to above 800m. Of all Canadian locations, NL is
the foggiest, snowiest, wettest, windiest, and cloudiest place nationally.
With coastal NL surrounded by the Atlantic Ocean, it is subject to the year round
modifying influences of the encircling cold waters. The open sea keeps summer
temperatures low. The marine climate means, generally, the conditions are more
dynamic with ample precipitation, high humidity, lower visibility, more cloud
cover, less sunshine, and stronger winds.
Until late May, night time averages are under 4oC, and in many locations there is
a 90% probability of frost on any night until the first week of June. Overall, the
Newfoundland summer is short and cool. The glacial Labrador Current holds July
average temperatures around 14oC, with summer sunny days raising afternoon
highs in the low twenties. This is warm enough to be comfortable and yet cool
enough to permit vigorous activity.
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Yearly precipitation totals normally exceed 1000mm, with three-quarters of the

total precipitation falling as rain. As well, NL is not noted for its sunshine. The
total number of hours of bright sunshine is usually less than 1600 hours annually,
below the Canadian average of about 2000 hours. NL is also known to be to
foggiest in the world, especially around the coastal locations of the Avalon
Peninsula. The fogs, sometimes known as sea smoke, are most frequent in the
spring and early summer. Town around the Argentia area often host fog about
200 days a year. These fogs are often accompanied by strong winds. This fog is
frequently so dense and widespread that the winds have little clearing effect. The
resulting conditions can be hazardous and at best very unpleasant.
Even with these gloomy statistics, NL natives are proud of their climate, calling it
character-building and even invigorating. Both residents, business, and
governments alike make allocations for Newfoundland's varied climatic
conditions and use innovative approaches to implement initiatives to allow the
participation in climate affected activities that residents of all other Canadian
locations can enjoy.
Although the climate in Newfoundland is, at best, challenging when attempting to
implement seasonal outdoor activities, when analyzing the tables below ( Table #
04 & 05) comparing some climatic conditions of various location around the
province, it becomes obvious that the Placentia region falls below average and
hence, host an even harsher climate that Newfoundland as a whole.
That being said, it is even more significant to take additional steps to utilize
innovation and technology to overcome these climatic barriers to allow the
residents of Zone 18 access to an aquatics facility that will allow both outdoor
enjoyment during those days when mother nature brings sun and warmth, but as
well allows consistent usage during periods of inclement weather that is the norm
in this region.
Table # 04
Selected Newfoundland Towns Geographic Comparisons
Town
Latitude
Longitude
Elevation (m)
Colinet
Long Harbour
Port Au Basques
Corner Brook
Grand Falls
47o 13.200'N
47o 25.200'N
47o 34.200'N
48o 57.000'N
48o 55.800'N
57o33.000'W
53o49.200W
59o9.000'W
57o57.000'W
55o40.200'W
27.4
8.4
39.7
4.6
60
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Table # 05
Selected Newfoundland Town Climatic Comparisons
Town
Daily Avg Temp (oC)
Avg Total Rainfall (mm)
May June July Aug May June

Colinet
6.4 10.2 14.4 15.2 94.1 124
Long Harbour
6.8 10.8 14.9 15.9 89.9 112
Port Au Basques 5.2 9.5 13.7 15 124.2 114.1
Corner Brook
7.7 13.1 17.3 16.9 72.2 83.9
Grand Falls
7.9
13 17.3 16.1 70.9 83.4
Springdale
6.4 11.8 16.5 15.7 79.4 95.7
July
97.3
93.5
115.3
91
83.9
74
% Degree Days >15
Aug May June July Aug

123.6
0
1.3 21.5 35.2
102.4 0.2
1.6 31.5 48
114.1
0
0.5 8.8 25.1
98.6 1.4 23.8 85.6 76.8
102.7 3.3 26.8 92.3 74.1
98.2 2.3 21.1 80.5 61.5
Ultimately, climate is a very significant component when addressing the

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

The existing features of a potential pool site and the sites context, will greatly
influence the opportunities for its development. When evaluating potential sites,
the consultant, in partnership with the committee, and the Town`s CAO,
identified a number of sites and weighed opportunities and constraints for each
site, to identify the most appropriate and viable location.
3.1 Selection Criteria
While this study did not require a detailed geotechnical analysis of the potential
sites, the following areas of concern were taken into consideration in
recommending that the area in front of the arena (see Appendix C for photos of
selected site) would be the most advantageous property to house the proposed
facility. These considerations included:
-
Acreage, dimensions, and boundaries

The land should be relatively level, having less than a five percent change
in elevation. The site must be able to comfortably accommodate the
proposed pool and all the auxillary facilities (i.e. parking and vehicular
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access). An attempt to squeeze development onto a site that has a minimal

amount of developable space results in excessive earth movement that can
become expensive. Excessive earthwork is also insensitive to the natural
features of the site.
Exposure
Consideration must be given to the sites exposure to possibly negative
influences. If the site sits in the middle of a large commercial
development, with no vegetation within or around the site, this exposure
may have a negative effect on a new pool. Similarly, a site without trees
surrounded by an non-vegetated area will be submitted to greater exposure
to wind.
Hydric soil
The analysis of existing site soils may reveal soils with hydric inclusions.
Hydric soils are one indication of wetland areas. If a proper wetland
survey results in identification of wetland areas, these areas should be
avoided.
Zoning Requirements
The municipal zoning requirements for each potential site must also be
considered. Depending on how a site is zoned, recreation development
may be allowed, prohibited, or limited in some way.
Mining Activity (past or

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

Looking at watershed boundaries takes into consideration how a potential
site may impact water quality in the area. Any existing rivers and creeks,
and their floodplains, must be acknowledged as sensitive site features.
Weather/Climate
It is also important to evaluate how the existing features of a site may
result in different microclimates after it is developed. Desirable
microclimates (e.g. sunny areas) may be enhanced by the design of the
proposed improvements. Undesirable microclimates (e.g. very shady
areas) will influence the site layout. If the site is in a deep valley and
surrounded by heavily wooded slopes, the entire site is likely to be heavily
shaded and is not likely to be an ideal location for a pool.
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Utility Analysis
Existing rights of way must be considered as this affects site access.
Access to utilities and a buffer between utilities and proposed recreation
facilities are required.
Existing development on/adjacent to the site

Proposed site development should be sensitive to the scenic views from
properties adjacent to the site.
Parks and Open Space

A new community pool will be part of the larger recreation system for the
surrounding area. In choosing the location for a pool, and the associated
facilities, it must be considered how the proposed location relates to other
facilities and services in the area. This may present opportunities to create
connections between the recreation sites to increase accessibility.
Pedestrian-Traffic patterns
and vehicular access
Although, most people will drive to a pool, consideration has to be given
for the creation of safe pedestrian access to the site. Additionally, safe
pedestrian access within the site is critical to development of a successful
pool. Within the site, a potential location must be able to accommodate the
flow of traffic associated with the peak number of pool users.
Additionally, identifying the vehicular access route to the site entrance is
also important. It is preferred that the site is not far from a well-traveled
roadway. As well, this route must be clearly marked, and an easily
navigable route will promote frequent use by residents.
3.2 Site Location

The consultant, in consultation with the committee and the Town`s CAO,
evaluated four potential sites within the municipal boundary. Cognizant of the
various requirements for the site selection as outlined in 3.1, it was determined
that the most viable option would be to locate the facility adjacent to the
Community Arena on the south side (Appendix D - Siteplan) and is located at the
Global Positioning Coordinates of Latitude 47o 14' 15N and Longitude 53o 58'
11W.
This location has a number of significant advantages. The property is presently
owned by the Town of Placentia and has the appropriate zoning requirements.
The area is fully accessible with an adequate parking area. There is adequate land
to develop the facility with various services are on site including water and sewer
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with an amble electrical supply. The site is fairly level which will reduce the cost
of site work and it is in close proximately to the downtown core.
The only major concern with the site would be the requirement to remove and
relocate the water and sewer mains that run through the property. This will
require some added costs but these will not adversely effect the overall
development.
4.0 Infrastructure Concept

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

interests. Competitive swimming, family activities, sun bathing, cooling off,
splashing with friends, and exercising are just a few of the many reasons why
people use a community pool.
The swimming pool style needs to match the character of the community. Does
the community want the traditional rectangular or L shaped pool that tries to
balance competitive swimming with recreational swimming? Is a competitive
fifty-meter pool a better match for the community? Or does the new leisure style
swimming pool best match the communitys needs? Finally, and probably the
most significant question, is what can the community afford? Especially due to
the fact that public swimming facilities do not generate the necessary revenues to
offset its operating costs.
4.1
Comparative Analysis
Determining the economic viability of an aquatic facility encompasses a host of

analysis and evaluation of various types of infrastructure. During this process the
Steering Committee directed the consultant to investigate the comparetive cost of
the operations of aquatic facilities with either a fully enclosed building, an open
facility, or one with a retractable cover.
Table # 06 below outlines the costs associated with the operation of an open
concept facility verses a fully enclosed facility and highlights the incremental
costs comparison of the costs of the two (2 types of facilities).
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Table # 06
Comparative Facility Analysis
Expenditures
Open Facility Enclosed Facility
Comparison
Salaries & Wages
29500
30700
-1200
Heating - Tanks
8000
14000
-8000
Electrical
2000
3000
1000
Chemicals
3500
3200
-300
Supplies
1000
2100
-1100
Maintenance/Repair
3000
14600
-11600
Office Supplies
500
1200
-700
Insurance
2300
2300
Registration
1000
1500
-500
Licenses
300
300
Training
1000
-1000
Expenditures
52500
72000
-24400
In reviewing this cost comparisons, it should be noted that the most significant
difference in the overall expenditures would be in the area of facility repair and
maintenance. It must also be highlighted that in this comparison, traditional
heating systems are used for the inclosed facility while it is proposed to use
geoththermal energy for the open facility, hence the drastic difference in cost. In
essence, geothermal heat will reduce normal costs by approximately 45%.
4.2
Pool Design Analysis
Determining the most viable aquatic facility design will be the key to future
success of the operation. A swimming pool facility generally has a life expectancy
of thirty (30) to forty (40) years and in planning this facility one most take into
consideration the various trends and requirements. There are a number of design
options including:
4.2.1
Attached to Arena
There has been some discussion regarding the potential attachment of the new
facility to the south side of the existing arena and thereby accessing some of
the amenities and services presently offered at the existing venue. There was
also some discussion on the usage of the current electrical system and tapping
into the grid to use the electricity at the arena.
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While this concept has some merit, it should be noted that any new facility
will be required to have its own electrical service and also, the arena has
meetings rooms and other amenities there would be sugnificient concern in
regards to security. While the new facility could be attached to the present
arena it would still be considered a stand alone facility and require separation
walls which will require additional costs.
In reviewing the present floor plan for the arena, it is apparent that major
modifications will be required to accommodate the new facility. These
modifications will not enhance the operation of the arena and in some cases
could be a detriment. Furthermore, the use of the arenas canteen service is
not recommended for a swimming pool facility. While it would be an added
service, food and beverage do not coincide with trying to keep a swimming
facility clean, safe and sanitary. This service should be provided by an outside
vender or left to outside local businesses.
4.2.2
Separate Enclosed Facility
A enclosed separate aquatic facility would have a number of positive

advantages including the ability to operate during inclement weather, extend
the operating season, provide a consistent climatic environment and ensure
lessons and other activities remain on schedule.
However despite the best efforts to utilize this type of facility to its full extent,
the normal monthly operating deficit is approximately $12,000 to $15,000.00
per month. There will also be additional annual, monthly and weekly
maintenance programs that will have to be addressed and this would further
increase the deficit. Although the cost of development is not considered a
concern at this point, it should be noted that a closed swimming facility will
cost in the range of $350.00 per square foot for construction, and hence, the
estimated cost to construct this type of facility would be approximately $3
million dollars.
4.2.3
Outdoor Open Air Facility
Ideally, the development and operation of an open air facility would be the
most cost effective, efficient and attractive type of facility. This type of
facility would attract residents of the catchment area during warm summer
days and such activities as general swimming (which generates the most
revenue) could reach full capacity. However, during periods of poor weather
the opposite would be true and, most, if not all, programs would experience a
major decline, thus a reduction in participation and in some cases registration
for various programs.
One of the objectives of this development is to provide a program that could
BCB Consulting
June, 2009
18

be utilized over a four month period from May to the end of August. The
programming schedule would include opportunities for school programs,
weekend special activities, swim lessons, aquatic fitness and general
swimming.
While an open air facility would be very attractive there would be no doubt
that due to weather conditions experienced in the region, it is estimated that
approximately 25% of the operating days would be negatively affected in
terms of program implementation and participation, and thus result in a
reduction in revenues.
One should note that for an open air facility that is not suitable for use, and,
enhance closed due to poor weather, is a day of lost revenues that cannot be
made up during the season.
4.2.4
Stand Alone Facility with Retractable Cover
The development of an open air aquatic facility with a retractable or

removable cover would be the most appropriate and advantageous type of
facility (Appendix E Concept Plan). This concept would ensure that the
facility could be fully utilized during an extended season and would have the
opportunity to open based on the need and demand of the users.
The Placentia region experiences less then ideal climate conditions for an
open air facility however, the use of a removable cover would allow the
facility to avail of good weather conditions and enhance its ability to attract
patrons on good days and retain them during inclement weather. This type of
operation would also ensure that programs and activities remain on schedule
with little interruption, and thus, continuously generating revenues.
4.2
Enclosures
There are a host of manufacturers of retractable or dome covers for use in an

aquatic facility operation (Appendix F outlines a number of choices). All are perengineered and per-fabricated to meet the specific needs of the facility. These
covers range from greenhouse style to glass enclosures with openings and domes
that can be retraced aitomatically or removed within a day. Depending on the type
of cover the cost would averaged at approximately $0.5 million including
installation.
4.3
Related Facilities
Based on the public input received and the consultants analysis, a new swimming
pool would be supported by a majority of the municipality's and area residents. As
with any type of facility it must be centrally located, with reasonable admission fees,
and is designed to meet their needs.
BCB Consulting
June, 2009
19

Such a pool should have a main tank consisting of 25m by 6 lanes or approximately
15,000 square feet in size with the shallow end leading from the change room area
and to final depth of eight feet. The main tank can accommodate a host of aquatic
activities including scuba diving courses, canoe-kayak courses and water safety
programs. There would also be a zero-depth entry wading pool with a small flume or
other water features for tots. Both tanks would be interconnected and fully accessible.
The deck area would include starting blocks for competitive swimming and anchors
that would be installed to allow for a one meter diving board if this program was to
be introduced. There would be a bleacher area for the general public to view the
programs in a separate safe area away from bathers.
A large flume slide and small water slide would be installed to allow for additional
aquatic activity but would be located as to not interfere with other aquatic activities
such as lessons, competitive swimming and special events.
The optimum location for the pool would be on the south side of the arena running
south to north with the main building on the south side. Enhance, the area around the
pool should have several shaded structures, an extended concrete deck with lounge
and deck chairs and umbrella tables.
.
The main building would house public washrooms, a foyer area, an equipment
storage room, as well as, an all purpose room to host lesson classes, birthday parties,
exercise classes and special events. There would be a separate entrance with a
universal shower to the deck for bathers and a separate entrance for the general
public to the viewing area.
The structure must also include a separate swimming pool operations area that would
house the filtration and water treatments systems, heating systems, electrical room
and chemical storage area. The total facility would have to be designed and
engineered by a registered company under the guidelines of the National building
Code, Swimming Pool Regulations and other such requirements.
4.4
Capital Cost Summary
The arctitechual firm of AE Consulting of St. John's was commissioned to

investigate the capital costs and the design of the concept plan for this facility.
The capital cost report ( Appendix G) estimated that the cost to construct the
recommended aquatic facility would be approximately $1.6 million dollars. This
does not include the cost of a retractable cover, nor the use of goethernal energy.
The additional cost to include the geothermal heating system is estimated at
$300,000.00
BCB Consulting
June, 2009
20

5.0 Market Analysis

5.1
Customer Profile
It is projected that this development will provide programs to individuals ranging

in age from zero to 69 years that reside in the community of Placentia, as well as,
residents of communities in the catchment area. The total catchment area would
include all of the communities in economic zone 18 (refer to Tables # 01 & 02).
This will include families, independent seniors, single individuals, and persons
with physical disabilities who require accessibility and potential therapeutic
resources.
5.2
The Product
This aquatic facility will offer such programs as the registered Adult and Tot
Program, Red Cross Water Safety Program, Adult Fitness Programs, General
Swimming, Adult Swimming, Bronze Cross, Bronze Medallion and National
Lifeguard. It is anticipated that, as the facility progresses and develops, members
of the community's volunteer base will create a local swim team to utilize the
facility to a greater extent, thus generating increased usage and revenue from pool
rentals.
5.3
Operations
In developing the swimming pool schedule, consideration must to be given to

revenue maximization. This will ensure that the pool is maximized to its full
potential with minimal down time with the flexibility to increase programs based
on demand.
There would be a standard schedule from Monday to Friday with weekends
utilized for special activities and general swimming activities. A seperate
schedule must be adopted for the months of May and June that would include
both school and residential activities. The potential schedule is outlined in Table #
07 below.
BCB Consulting
June, 2009
21

Table # 07
School Pool Schedule
Time
Monday
Tuesday
Wednesday
Thursday
Friday
Sat Sun
8-11A.M. Maintenance Maintenance Maintenance Maintenance Maintenance

1 P.M.
School
Lessons
School
Lessons
School
Lessons
School
Lessons
School
Lessons
2 P.M.
School
Lessons
School
Lessons
School
Lessons
School
Lessons
School
Lessons
3 P.M.
Adult
Fitness
Adult
Fitness
Adult
Fitness
Adult
Fitness
Adult
Fitness
4 P.M.
Swim
Lessons
Swim
Lessons
Swim
Lessons
Swim
Lessons
Swim
Lessons
5 P.M.
Closed
Closed
Closed
Closed
Closed
6 P.M.
Public Swim Public Swim Public Swim Public Swim Public Swim A
7 P.M.
Adult Swim Adult Swim Adult Swim Adult Swim Adult Swim
8 P.M.
Rental
Rental
Rental
Rental
Rental
BCB Consulting
June, 2009
22

Table # 08
Summer Pool Schedule
Time
Monday
Tuesday
Wednesday
Thursday
Friday
Sat
Sun
6-9A.M. Maintenance Maintenance Maintenance Maintenance Maintenance

9 A.M
Lessons
Lessons
Lessons
Lessons
Lessons
10 A.M.
Lessons
Lessons
Lessons
Lessons
Lessons
11 A.M.
Lessons
Lessons
Lessons
Lessons
Lessons
Noon
1 P.M.
Mom & Tot Mom & Tot Mom & Tot Mom & Tot Mom & Tot Public Public
Lessons
Lessons
Lessons
Lessons
Lessons Swim Swim
2 P.M.
Public
Swim
Public
Swim
Public Swim Public Swim
3 P.M.
Adult
Fitness
Adult
Fitness
4 P.M.
Public
Swim
Public
Swim
Public Swim Public Swim
Public
Swim
6 P.M.
Public
Swim
Family
Swim
Public Swim
Public
Swim
7 P.M.
Adult
Swim
8 P.M.
Rental
Adult
Fitness
Adult
Fitness
Public
Swim
Adult
Fitness
Family Public
Swim Swim
5 P.M.
Family
Swim
Adult Swim Adult Swim Adult Swim Adult Swim

Rental
Rental
Rental
Rental
On Saturdays and Sundays, the facility would host a number of special weekend
long programs such as scuba diving, canoeing, National Lifeguard, Bronze CrossMedallion and introduce new programs to the residents. These weekends would
also be taken up with swim team clinics and, eventually, regional or provincial
competitions.
5.4
Product Pricing
To determine the price for admission to various activities and programs an

assessment of pricing for similar activities, in other related aquatic facilities, was
implemented. An analysis of the present economic position of the region was also
reviewed to determine a price point that would be both affordable and provide the
optimum opportunity for revenue generation and participation.
BCB Consulting
June, 2009
23

Table # 09 outlines the anticipated fee structure:

Table # 09
Projected Fee Structure
Activity
Lessons
Tot
Parent & Tot
Student
Adult
Fitness
Bronze Cross
Bronze Medallion
Instructors Class
Family
Pool Rentals
Senior
$25.00
$30.00
$60.00
$3.50
$60.00
$60.00
$100.00
Season Pass
General Swim
$60.00
$40.00
$50.00
$2.00
$3.00
$2.00
$4.00
$70.00
$50.00
$45.00
$3.50
Rentals
$50.00
$50.00
$40.00
All lesson programs would have one instructor per ten participants and operate in
45 minute blocks for continuous two week sessions. It should be noted that in the
previous table, adult would mean any individual 19 years of age, student
refers to an individual attending school on a full-time basis. Family will consist
of a minimum of three members and seniors would be defined as individuals
over the age of 55. Rentals fees should be based on the number of participants
and should be increased if additional staff is required to hold a function.
5.5
Promotion
The build it and they will come philosophy is largely a myth, however, in the
initial stages of operation, the facility will become a beehive of activity. It is
during this initial period that the facility must be heavily promoted and the
volunteer base secured to assist with the development of additional programs and
activities.
Utilization of local media such the local newspaper would be a significient
marketing tool used in conjunction with the development of a website, production
and distribution of an annual pool schedule, that outlines rates and fees, as well as
utilizing the local community channel will all assist in promoting this new
facility. New and additional programs will keep the interest of the general public
and a focus should be placed on hosting regional or provincial competitions that
will provide increased exposure.
5.6
Competition
BCB Consulting
June, 2009
24

In reviewing the potential competitive impact of this type of facility, it should be

noted that there are no similar types of infrastructure within the region. The
closest community that would offer these types of programs would be in the City
of St. John`s or the Town of Carbonear. Presently, many residents of the region
avail of these locations, however, because of distance, time and cost not all
residents have the equal opportunity to participate in these activities.
5.7
Regulatory Considerations
It will be the responsibility of the proponent and its representatives to ensure

compliance with codes and standards; federal, provincial or municipal legislation
or by-laws and that the designs, detailed drawing and working drawings have
been correctly formulated and duly registered.
The proponent will also be responsible for ensuring that the project conforms to
latest editions of such codes, standards and other regulations that may be
applicable to this specific initiative. This would include the National Building
Code of Canada, National Plumbing Code of Canada, National Fire Code of
Canada, Canadian Electrical Code, The Buildings Accessibility Act, The
Canadian Environment Assessment Act and the Public Swimming Pools
Regulations (Appendix H).
The proponent will be further responsible for determining and complying with the
requirements of all authorities having jurisdiction in such areas as The Workplace
Health, Safety and Compensation Act and The Occupational Health and Safety
Act.
Technical Professionals Design, inspection and testing must be completed in
accordance with applicable legislation regulating professional practice, competent
industry practices and any written agreements between professional associations.
6.0 Operating Projections

6.1 Operating Schedule
It must be noted that the new facility would be operated to accommodate its use
during the spring school year and lead into the operation of the facility for the
duration of the summer months. Therefore, it is projected that the facility would
be operated from May 1st to Labour Day weekend. This would provide an
approximate an eighteen week (18) week season, on average.
During the first eight weeks of the season, it is projected that three staff including
the Pool Manager, would operate the facility on a limited basis, onl;y offering
BCB Consulting
June, 2009
25

school aquatic programs, general swimming, family swimming fitness program

and pool rentals.
6.2 Revenue Projections
Community swimming pools are always looking for new and unique ways of
funding their facilities. Special programming and fundraising events should play
an important role in the overall revenue program of a community swimming pool.
There are few programs or outside funding sources that can substantially increase
revenues for a municipal swimming pool. Rather, a balanced business approach
offers the best opportunity to provide sufficient revenues and maintain reasonable
expenses. Table # 10 outlines the projected revenues for the first three (3) years
of operation.
Table # 10
Revenue Projections
Source
Year I
Year II
Year III
Mom & Tot Program
1250
1500
1500
Swim Lessons
6000
6000
6000
Adult Lessons
2000
2000
2000
Aquatic Fitness
1000
1000
1000
Bronze Cross/Madellion
600
600
600
Instructors Program
500
500
500
Adult Swimming
800
1000
1200
General Swimming
4000
4200
4500
Family Swimming
300
300
300
Season Passes
2000
2200
2400
Competitive Swim Team
3000
Private Rentals
900
1200
1500
Special Events
3000
3500
4000
School Lessons
5000
5000
5000
School Programs
1000
1000
1000
Estimated Revenues
28300
29000
34500
Although these revenue projections outlined are based on the average usage of
similar facilities, Table # 11 provides a detailed summary of the anticipated usage
for a new facility during the initial year. It will be responsibility of management
to create programs and activities that will attract and increase patronage over the
long term.
BCB Consulting
June, 2009
26

Table # 11
Year 1 Revenue Projection Breakdown
Revenue Source
Fees
Proj. Annual Use Revenues
Average Use
Tot Lessons
Parent/Tot Season Pass
Parent/ Tot Swimming
Swimming Lessons
Adult Lessons
Aquaric Fitness
Bronze Cross
Bronze Madellion
Instructors Certification
Adult Swimming
General Swimming
Family Swimming
Season Passes - Student
- Adult
- Family
Private Rentals
Special Events
School Lessons
School Programs
@25.00
@60.00
@3.00
@30.00
@60.00
@4.00
@60.00
@60.00
@100.00
@4.00
@2.00
@5.00
@40.00
@50.00
@70.00
@50.00
@500.00
@30.00
@50.00
20 participates
10 participates
50 participates
200 participates
34 participates
250 participates
5 participates
5 participates
5 participates
200 participates
2000 participates
60 participates
20 Passes
10 Passes
10 Passes
18 Rentals
6 Events
125 participates
20 Rentals
5 / session
NA
5 / week
10 / session
4 / session
25 / session
5 / class
5 / class
5 / class
10 / session
40 / session
2 / session
NA
NA
NA
2 rentals / wk
1 bi-weekly
30 / session
3 / week
$500.00
$600.00
$150.00
$6000.00
$2040.00
$1000.00
$300.00
$300.00
$600.00
$800.00
$4000.00
$300.00
$800.00
$500.00
$700.00
$900.00
$3000.00
$5000.00
$1000.00
6.3 Expenditure Projections

The following operating budget takes into account typical business management
principals. We have made our projections based on conservative estimates of
revenue and reasonable estimates of expenses. The budget is subjective and
dependent upon operational and management decisions made by the Town.Table
# 12 outlines penditure projections.
BCB Consulting
June, 2009
27

Table # 12
Expenditure Projections
Source
Year I
Year II
Year III
Salaries & Wages
29500
30000
30500
Heating - Tanks
6000
6300
6600
Electrical
4000
4200
4400
Chemicals
5000
5250
5500
Supplies
1000
1100
1200
Maintenance & Repair
3000
3500
4000
Office Supplies
500
500
500
Insurance
2300
2415
2530
Red Cross Registration
1000
1000
1000
Licenses
300
300
300
Training
1000
1000
1000
Estimated Expenditures
53600
55565
57530
Net Surplus (Deficit)
-25300
-26565
-23030
Notes to Expenditures:
- The Manager would be at a rate of $12 per hr
- Maintenance Staff at 4 hrs per day
- Two staff for 18 weeks
- Three staff at 10 weeks
7.0 Organizational Overview

7.1
Organizational Structure
Based upon the review of the organizational structure of other similar facilities, it
appears that there are a number of approaches as to who would be responsible for
the maintenance, management and operation of the facility. While in some
communities, there are Recreation Commissions, others have become the
responsibility of the local Town Council, and one is privately owned.
Research and consultation indicates that to provide the standard level of service
and care Town Council should manage this infrastructure. Table # 13 outlines the
BCB Consulting
June, 2009
28

proposed organizational structure:

Table # 13
Organization Structure
7.2 Staffing Requirements

Under the direction of the Facilities Manager, the Aquatics Manager will be
responsible for all aspects of the day-to-day operations of the facility including
staff supervision, general maintenance and repairs. This will be a full-time
working position.
It is projected that five (5) lifeguard-Instructors would be required to ensure the
facility has the qualified staff in place to effectively operate the facility. At least
two (2) of these staff should have their National Lifeguard Certification.
To ensure the facility is maintained in a safe, clean and sanitary condition, a parttime maintenance staff will be required to work Monday to Friday from 6:00
A.M. To 10:00 A.M. This individual could then be utilized in other areas of the
Town`s operations. This individual must obtain a Swimming Pool Operators
Certification.Table # 14 outlines how the aquatic facility would will function in
BCB Consulting
June, 2009
29

relationship to the present organizational structure of the Town.

Table # 14
Aquatics Structure
7.3 Other Considerations

There are a number of considerations related to the staffing requirements for this
type of facility.
The maintenance staff person should be a full-time employee of the Town and
should obtain the National Swimming Operator Certification. This way the
Town will have a trained staff member to deal with all of the start-up,
operational and shutdown procedures to reduce the risk of poor maintenance.
As Placentia will have to develop the human resources required to operate the
facility, the Town should begin a program to train local individuals to
eventually assume these positions.
The Town should designate an employee to complete the Swimming Pool

Operator' Certificate Program, thereby having some expertise and knowledge
to draw upon in the future.
Once the facility becomes operational, a Junior Lifeguard Program should be

implemented to develop human resources for future staffing requirements.
Staff will need to encourage and support volunteer activities at the facility to
assist in developing new programs.
BCB Consulting
June, 2009
30

8.0 Funding Options

There are a number of potential funding avenues available including:
-
Private Investment
The Placentia Lions Club has acknowledged the fact that in order to
implement this initiative it will be required to generate revenues to invest
into the infrastructure.
Department of Municipal Affairs

This Department offers financial assistance in the form of grants and loans
to municipalities for the operation of the community and to improve,
upgrade, or develop new infrastructure.
Department of Innovation, Trade & Rural Development (ITRD)

The Department offers a Market Development Program in the form of a
non-repayable grant. The grant is a 50% contribution to maximum of
$25,000 and must be matched in funding from the applicant.
The Regional/Sectoral Diversification Fund (RSDF) provides financial
support for the development and implementation of economic initiatives
towards sector and regional priorities by way of non-repayable
contributions to eligible organizations. As a non-profit entity, the Town of
Placentia might be eligible for this program.
Canada - NL Municipal Rural Infrastructure Fund (MRIF)

The Municipal Rural Infrastructure Fund (MRIF) Federal/Provincial/
Municipal cost shared program, which will invest $84,000,000 over the
next four years in municipal and rural infrastructure projects. These
projects will focus on the renewal, expansion and new construction of
community infrastructure.
Service Canada (SC)

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

This department has a number of programs available to new and
expanding businesses. These programs include NL Works and Graduate
Program that could be availed of depending on the circumstance and the
BCB Consulting
June, 2009
31

to
clientele.
ecoEnergy Renewable Initiative
Using geothermal energy to heat buildings and water not only helps
businesses lower costs, but it reduces the amount of harmful emissions
produced. The ecoENERGY for Renewable Heat program is a four-year,
$36 million investment by the Federal Department of Natural Resources.
Other energy programs are administered through the National Federation
of Municipals.
Town of Placentia
They could also investigate Corporate Contributions from local
acquire, but are available.
corp
9.0 Feasibility Summary

The primary issue addressed in the study was determining whether usage potential
was available within Zone 18 to support an aquatic facility. To make this
determination, the consultant reviewed information collected through an inventory
of existing swimming pools in set regions of the province and analyzed the
demographics of the region taking into consideration the total anticipated
catchment area and the new development at Long Harbour.
Based on the analysis, it has been determined that the Town of Placentia could
support a seasonal aquatic facility constrainted by the following recommendations:
Recommendation 1: The Town of Placentia should take the lead role in
securing the funding to development this initiative.
Recommendation 2: The Town of Placentia should create a Steering
Committee comprising representatives of the Town, Lions Clubs and other key
stakeholders to be responsible for the development of this initiative.
Recommendation 3: The Steering Committee would be divested with the
responsibility to raise funds, develop applications for funding and ensure the
initiative remains a priority in the Town`s five year capital works program.
Recommendation 4: The Town, through the Steering Committee ,must

undertake the development of a detailed business plan to be presented to various
funding agencies to secure funding for the implementation of this initiative.
Recommendation 5: Funding should be secured in the form of grants to
enable the development to proceed without any remaining debt servicing to the
Town.
BCB Consulting
June, 2009
32

Recommendation 6: The Steering Committee must obtain the services of an

engineering and architectural design firm on a retainer bases to assist with the
development of the business plan and facility detailed design.
Recommendation 7: An alternative heating system should be utilized to reduce
or eliminate the use of fossil fuels. The use of alternative energy will reduce the
operating costs substantially.
Recommendation 8: The aquatic facility should be designed as an open air
facility with a retractable cover.
10.0
Conclusion
The implementation of this initiative will have a tremendous positive impact,
not only in the community, but to enhance the entire region of the province.
The development of this initiative would bring increased membership to each
component of the operation, attract new opportunities in the tourism and
convention sectors and retain Corner Brook as a four-season destination
region.
The Town of Placentia has the human resources, expertise and knowledge in
project management, in conjunction with the Placentia Lions Club, to
undertake this initiative. Both organizations have a stable financial base to
build upon and, through the utilization of their resources, can make the facility
a viable operation.
While this development will require increased responsibility and obligation
for the Town Councilors and senior staff, there are numerous opportunities
and benefits associated with this initiative to benefit all parties involved.
Hence, the volunteers involved at the present will also have to take on
additional responsibilities and obligations to make this venture a success.
In conclusion, with the creation of a strong and formal partnership between
the Town of Placentia, and the Placentia Lions Club, along the development
of a first class aquatic facility to service the Region is achievable.
BCB Consulting
June, 2009
33

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PLACENTIA

June 11th, 2009

Placentia Lions Club

NOTICE TO THE READER

Placentia Lions Club

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

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

4.0 Infrastructure Concept.......16

5.0 Market Analysis........21

Placentia Lions Club

7.0 Organizational Overview...28

8.0 Funding Options............31

9.0 Feasibility Summary..............................................................32

Site Location - Photos

Retractable Covers - Samples

Capital Cost Analysis

Swimming Pool Regulations

Placentia Lions Club

Placentia Lions Club

Investment in community recreation programs and infrastructure

Placentia Lions Club

of instructional programming. Therapeutic pools with warmer water, shallow

2.0 Town of Placentia

Placentia Lions Club

Placentia Lions Club

Placentia Lions Club

Further consideration must be given to the disposable incomes of the identified

Placentia Lions Club

Placentia Lions Club

Yearly precipitation totals normally exceed 1000mm, with three-quarters of the

Placentia Lions Club

Daily Avg Temp (oC)

Avg Total Rainfall (mm)

May June July Aug May June

% Degree Days >15

Aug May June July Aug

Ultimately, climate is a very significant component when addressing the

3.0 Site Analysis

Acreage, dimensions, and boundaries

Placentia Lions Club

access). An attempt to squeeze development onto a site that has a minimal

Mining Activity (past or

Watershed BoundariesFlood Plains

Placentia Lions Club

Existing development on/adjacent to the site

Parks and Open Space

3.2 Site Location

Placentia Lions Club

4.0 Infrastructure Concept

Swimming pools are an attractive recreational pursuit for a wide variety of

Determining the economic viability of an aquatic facility encompasses a host of

Placentia Lions Club

Open Facility Enclosed Facility

Salaries & Wages

Pool Design Analysis

Placentia Lions Club

Separate Enclosed Facility

A enclosed separate aquatic facility would have a number of positive

Outdoor Open Air Facility

Placentia Lions Club

Stand Alone Facility with Retractable Cover

The development of an open air aquatic facility with a retractable or

There are a host of manufacturers of retractable or dome covers for use in an