DATE: March 21, 2016 REPORT NO. CD Gregory Dworak, General Manager, Community Services

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1 DATE: March 21, 2016 REPORT NO. CD TO: FROM: Mayor Friel Members of City Council Gregory Dworak, General Manager, Community Services 1.0 TYPE OF REPORT CONSENT ITEM [ ] ITEM FOR CONSIDERATION [ X ] 2.0 TOPIC Future of Earl Haig Family Fun Park Response to Public Consultations [Financial Impact None] (CD ) 3.0 RECOMMENDATION A. THAT Staff Report CD regarding the response to public comments for the proposed closure of Earl Haig Family Fun Park BE RECEIVED. 4.0 PURPOSE The purpose of this Report is to provide Council with a summary of the outcomes resulting from the public consultation sessions that were held in January 2016 on the possible closure and sale of Earl Haig Family Fun Park. 5.0 BACKGROUND During the Budget Task Force deliberations in 2015 a recommendation was put forth to consider the closure and sale of Earl Haig Family Fun Park for This consideration was deferred by the Estimates Committee to allow for public consultation and the facility budget was approved for operation for the upcoming 2016 season. At a special City Council meeting held on December 7 th, 2015 the following resolution was adopted directing staff to organize public consultation sessions that would include open houses and Special Committee of the Whole meetings in January 2016:

2 Report No. CD March 21, 2016 Page 2 A. THAT Special Committee of the Whole Community Services meetings BE SCHEDULED as follows to receive public input regarding the future of Arrowdale Municipal Golf Course and the future of the Earl Haig Family Fun Park: Monday, January 18, 2016 Special Committee of the Whole Community Services regarding the Future of Arrowdale Municipal Golf Course 6:00 p.m. Theatre, Sanderson Centre for the Performing Arts Monday, January 25, 2016 Special Committee of the Whole Community Services regarding the Future of the Earl Haig Family Fun Park 6:00 p.m. Theatre, Sanderson Centre for the Performing Arts B. THAT Sections (d) and (d)1 of Chapter 15 of the City of Brantford Municipal Code BE WAIVED in order to remove the one hour time limit for delegations and to further remove the requirement for interested parties to register their intention to appear as a delegation with the City Clerk in advance of these Special Meetings referenced in Clause A above; and C. THAT Open Houses BE ARRANGED by staff immediately preceding the Special Committee of the Whole Community Services meetings to provide additional opportunities for public engagement, information sharing and comment on the future of Arrowdale Municipal Golf Course and the future of the Earl Haig Family Fun Park as follows: Monday, January 18, 2016 Open House regarding the Future of Arrowdale Municipal Golf Course 4:00-6:00 p.m. Lobby, Sanderson Centre for the Performing Arts Monday, January 25, 2016 Open House regarding the Future of Earl Haig Family Fun Park 4:00-6:00 p.m. Lobby, Sanderson Centre for the Performing Arts D. THAT, with the assistance of the Manager, Corporate Communications, and in keeping with the City s Community Involvement (Corporate-037) Policy, staff BE REQUESTED to create multiple opportunities for enhanced citizen engagement on these important matters; and

3 Report No. CD March 21, 2016 Page 3 E. THAT additional Open Houses and Public Meetings BE SCHEDULED for Saturday, January 23, 2016 (Future of Arrowdale Municipal Golf Course) and Saturday, January 30, 2016 (Future of Earl Haig Family Fun Park). As part of the public consultation sessions, staff prepared a Background Information Report, which is attached as Appendix B and outlines historical information about Earl Haig Family Fun Park, budget, attendance, and market research information. The document was made available to the public through the City s website and at the consultation sessions. In addition, at the start of the Special Committee of the Whole Community Services meetings, staff provided a presentation which summarized information from the Background Report. A copy of the presentation is attached as Appendix C. 6.0 CORPORATE POLICY CONTEXT The public consultation sessions held for the Earl Haig Family Fun Park were carried out in accordance with the City s Public Consultation Program. 7.0 INPUT FROM OTHER SOURCES Staff has prepared this Report by reviewing the public comments submitted as part of this process. 8.0 OUTCOME OF THE PUBLIC CONSULTATION SESSIONS The statistics below indicate the breakdown of attendees at the open houses and Committee of the Whole meetings: January 25 th Open House 30 attendees January 25 th Special Committee of the Whole meeting 40 attendees January 25 th Special Committee of the Whole meeting 13 delegates January 30 th Open House 20 attendees January 30 th Special Committee of the Whole meeting 25 attendees January 30 th Special Committee of the Whole meeting 9 delegates Approximately 42 submissions were received as a result of the public consultation sessions held in January Attached as Appendix A are the comments received from the public either through the comment boxes provided at the Public Consultations, through My Brantford, s or letters received. The main themes of the comments are as follows:

4 Report No. CD March 21, 2016 Page 4 Opposition to the closure of Earl Haig due to the historical value of pools, recreation activities and green space in this area since Opposition to the closure of Earl Haig due to the lost economic value of this service i.e. lost jobs, loss of a low cost recreation activity, loss of tourism revenue in the community and loss of a local water park that is affordable to many whereas travelling to other water parks may not be. Opposition to the closure of Earl Haig due to the lost benefit of a safe place for families and children in the Eagle Place / South West area that is within walking distance for many residents. Opposition to closing Earl Haig due to the loss of a physical activity and learning swimming skills facility was originally built to prevent drownings in river, day camp activities and social benefits. Suggestions to improve the Park included; adding activities year round, adding climbing equipment, build a senior s residence in walking distance, set up a commercial retail space to generate additional revenue, expanding the Park to add waterslides and other features. Suggestion that proceeds from sale of property could go to fund other City projects. Comment that admission would be more affordable if prices were closer to Gretzky Centre and Woodman Pool fees or if a rate reduction were provided for low income families. Comment that property is a former landfill site and remediation would be necessary to sell or build on the land. Area of town is not easily reachable for youth from other areas of the City. Upon completion of the two consultation sessions and in order to give youth in the community a voice, staff contacted schools in Brantford to obtain input from students regarding the impact of closing Earl Haig. Below is a summary of information received from the 15 schools who responded which included 208 students ranging from grades 6 to 12. Students were asked how often they attend the Park each season and if they don t attend why not. The results are listed below: Frequency of Attendance at Park # of Students Attend 1-3 times per summer 72 Attend 4-6 times per summer 26 Attend 6 or more times per summer 33 Don t attend cost prohibitive 17 Don t attend location is inconvenient 3 Don t attend no time to attend 36 Don t attend other reasons 58 Students were asked for comments regarding why they do not attend the park and offered the following reasons:

5 Report No. CD March 21, 2016 Page 5 Some kids were new to the City and did not know about the Park Some would attend if there were newer features such as: water slides; gokarts; deeper pools with diving boards; hot tub; laser tag; and carnival rides Comment that the Park features were more suited to younger kids Not good at swimming Parents won t let me go Did not enjoy the Park Use the Wayne Gretzky Centre for swimming Students were also asked what types of new features they would like to see if the Park remains open beyond the 2016 season. The following comments were received: Bigger pool area / deeper pool for diving boards More water slides, some with tubes, some enclosed (32) Go-karts (31) Wave pool (3) Improved change rooms (3) Larger hot tub (10) Ziplining (1) Ice rink in winter (4) More picnic tables (2) Updated Mini putt suited for older kids (4) Amusement rides like bumper cars (2) Water dumping bucket (1) Arcade (4) Soccer field (2) Other suggestions unrelated to features included the following: Cheaper food (3) Cheaper admission (3) 8.1 OPTIONS AVAILABLE TO COUNCIL Option #1 - Retain Earl Haig Family Fun Park as a City-Owned and Operated Recreation Facility (Status Quo) This option will see continued and similar operating practice. However, staff would consider the various suggestions/comments made during the public consultations sessions with the goal to improve both the recreation experience for the users and improve the financial situation for this facility. The Ten-Year Capital Plan currently addresses the facility s asset needs.

6 Report No. CD March 21, 2016 Page 6 Option #2 - Close Earl Haig Family Fun Park after the 2016 Season and Sell the Property for Commercial/Residential Development This option will see Earl Haig Family Fun Park close after the 2016 season. As a result of this option, no further capital improvements would be made to the facility. During 2016, staff will develop a process to dispose of the property. This will include developing a Request for Proposals outlining the process to be followed, timelines, and development parameters (i.e. nature of the development, ratio between development area and parkland/open space area). Option #3 - Lease or Sell Earl Haig Family Fun Park to a Third Party Operator This option will see Earl Haig Family Fun Park remain as a recreation facility, but operated (either through a lease or sale) to a third party operator. As a result of this option, no further capital improvements would be made to the facility in 2016 by the City. During 2016, staff will develop a process to offer the facility to a third party operator as a recreation facility. This will include developing a Request for Proposals outlining whether it is the lease or sale of the facility as a recreation facility, the process to be followed, timelines, and any specific conditions that may be appropriate (i.e. operating conditions, and capital investment requirements). 9.0 FINANCIAL IMPLICATIONS As the 2016 Operating Budget includes the City s continued operation of Earl Haig Family Fun Park for the 2016 season, no additional operating and capital expenses are anticipated for Moving forward and depending on the option selected by City Council, preliminary financial implications for each of the options will be as follows: Option #1 will continue to have operating costs with the annual surplus/deficit being dependent upon usage of the facility by the public, revenue generated, cost reductions/containment, and impacts from weather. Capital expenses will depend on the level of asset management approved by City Council (i.e. maintaining state of good repair or providing minimal capital infrastructure, or providing an increased level of capital investment in the facility). This will potentially have an impact on the City s Ten-Year Capital Plan that could require the identification of new funding sources and/or the reallocation of existing financial resources. Option #2 will eliminate the main operating expenses related to the recreation facility, but will require expenses for maintain the property until the disposition. There will be no capital expenses required to implement this

7 Report No. CD March 21, 2016 Page 7 Option. One-time revenue as a result of the sale of property for commercial/residential development purposes could be used to provide new recreational opportunities in the surrounding residential neighbourhood. There will be annual property tax revenue resulting from the commercial/residential development that takes place on this property, with the amount of revenue dependent on the level and type of development. Option #3 will result in the elimination of both operating and capital expenses, once a third party operator takes over operations at Earl Haig Family Fun Park. If the facility is sold to a third party operator, there would be one-time revenue that could be used to provide new recreational opportunities in the surrounding residential neighbourhoods. If the facility is leased to a third party operator, the annual funds from the lease arrangement could be used towards new recreational opportunities in the surrounding residential neighbourhoods CONCLUSION Two public consultation sessions were held in January, 2016, as well as submissions from 15 schools to receive comments from the community regarding the impact of closing and selling Earl Haig Family Fun Park. The public response was good and this report provides a summary of the consultation sessions as well as material submitted by the public. The outcome of the consultation sessions was that the public supports Earl Haig Family Fun Park remaining open. In terms of next steps, it is intended that Earl Haig Family Fun Park will operate in This report provides City Council with three options to consider regarding the Future of Earl Haig Family fun Park. Once City Council adopts an option, staff will move forward with the necessary step to implement that option for 2017 and beyond The following resolution has been prepared for the Committee's consideration: THAT Staff BE DIRECTED to proceed with Option #, as outlined in Section 8.1 of Staff Report CD Sandy Jackson Director of Recreation Community Services Gregory Dworak, MCIP, RPP General Manager, Community Services

8 Report No. CD March 21, 2016 Page 8 Appendix A Written Submissions Appendix B Background Information Report, December 2015 Appendix C Staff PowerPoint Presentation In adopting this report, is a by-law or agreement required? If so, it should be referenced in the recommendation section. By-law required [ ] yes [ x ] no Agreement(s) or other documents to be signed by Mayor and/or City Clerk [ ] yes [ x ] no Is the necessary by-law or agreement being sent concurrently to Council? [ ] yes [ x ] no

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69 Earl Haig Family Fun Park Questionnaire: 1. What school do you go to? 2. What grade are you in? 3. Do you use Earl Haig? YES, how often per summer? 1 3 times 4 6 times More than six NO, why don't you use it? Cost location No time other? 4. What types of new features would you like to see there if it remains open in 2017 and beyond

70 School Name Ryerson Heights Agnes Hodge Grade # of students surveyed Six 12/24-50% Yes, 1-3 Yes, 4-6 Yes, 6+ No - Cost No - Location No - No Time No - Other Some kids don't know about it because they are new to the city, bad experience last time No - Comments New features Bigger pool area, more slides, better advertising, improved cleanliness, go-kart track enlarged, wave pool, freshen it up- including changerooms - new paint, add more things for adults, more shading area and seating area - larger picnic area, larger hot tub, mini putt for older kids, fix up day camp room, better website, faster slides, make park bigger (different location?) Six 12/ Smaller pools, for younger students, diving boards for older students, Tubes slides (faster slides), Sitting Area, Heated lazy river, go carts, deeper pool, cheaper food, hot tubs, less expensive admittance, ziplining St. Basil Six New batting cages, volleyball, and go carts. New water slide (more), some want carnival rides. Some haven't heard of it, and some haven't been but would go if there were more slides, some would like more arcade games. Work on sanitation St. Basil Seven More sports, activates, better changerooms, bigger pool, more slides, bring the go carts back, more sanitary, deeper end of the pool with diving boards, some haven't heard of it, some would not go even with renovations, some ask for it to be indoors

71 School Name Grade # of students surveyed Yes, 1-3 Yes, 4-6 Yes, 6+ No - Cost No - Location No - No Time No - Other St. Basil Eight More activates, arcade, hot tub, laser tag, would like it to be indoor, some kids want a ball hockey rink, some kids find it more for younger kids and not teens (want an area or activities for teens)more sanitary, some want to see a name change Princess Elizabeth Princess Elizabeth Princess Elizabeth Six Other, parents don't let me, not good at swimming No - Comments New features Go-Karts, giant waterslide, bigger pool, hot tub, and slide, diving boards, skating in the winter, under water slide, more slides, faster river, better pools, pool games, jobs for 12 year olds, more water slides, stores, bigger lazy river, cheaper prices, bigger pools, hot tubes, go karts, more things, scuba diving, ice rink in winter, a see through slide, new pool, go karts, go karts, tunnel water slide, ice rink in winter Seven go-karts, more slides, nothing, go-kart track, bigger pool, bigger and deep pool, hot tub, new slide, diving boards, more picnic tables, another hot tub, swimming gear you can borrow for the day, new pool, go-karts, go karts, go karts, on water ride, go-karts, add a water slide, more slides, clearer water, ice rink in winter Eight More slides, go karts, too shallow, diving boards, new pool, diving boards, new water slide, bigger and deeper pool, diving boards, cheaper food, diving boards, bigger water slide, diving boards, more swim areas, events and games, go-karts, proper dining area, more water slides, deeper pool, diving boards, more slides, bigger pool, go karts, go-kart track, larger pool and diving boards

72 School Name Jean Vanier Jean Vanier Pauline Johnson Pauline Johnson Wayne Gretzky School Pauline Johnson Collegiate Pauline Johnson Collegiate Grade # of students surveyed Yes, 1-3 Yes, 4-6 Yes, 6+ No - Cost No - Location No - No Time No - Other No - Comments New features Five Ice Skating, an owl seen park, basketball court, basketball net in water, balls, better pool with more slides, bigger pool family water park, bigger water slide, soccer field, go cart track, arcade, obstacle course in lake, wave pool, bumper cars, rides in fun park. Six get go cart back, water slide should have water, diving boards, more slides to play on, basketball net, soccer field, more water slides, bigger pool, deeper pool, bumper cars, sponge bob water dump bucket. Nine Haven't heard of it. More Food options, cheaper, more attractions, more pools, bring go karts back. Nine- Twelve Bring the go karts back, Deeper pool, Better advertising, Better prices, More Slides, A 2nd mini-golf course. Six New to area(3), Do not enjoy it.(5) Bigger pool, more waterslides, go karts again, wave pool, bigger/warmer hot tub, updated mini-golf course, pool deep enough for diving boards, cleaner (it is messy, dirty bathrooms), arcade, cheaper better food. Ten- Twelve Nine - Ten 1 Don t use feel like it is unsanitary. Go Karts, regular pool that you can swim in Use Wayne Gretzky Sports Centre Go Karts, another Mini-Golf Course

73 From: Barb DeBruyn Sent: Tuesday, February 23, :42 AM To: Rick Weaver; John Utley; John Sless; Dan McCreary; Greg Martin; Richard Carpenter; Cheryl Antoski; David Neumann; Brian VanTilborg; Lori Wolfe Subject: Open space in Brantford Mayor Friel and Brantford City Councillors, I am writing to you today to express my opinions on Arrowdale and other open spaces in Brantford. Firstly, yes my husband is a golfer and I do feel that Arrowdale Golf Course should be maintained. But beyond that and more importantly, it is open space that can be enjoyed by all. Parkland is precious and should not be disposed of for monetary gain. Once gone, you can never get it back. My main concern is what's next? There are several large parks that could be converted into housing. Cederland Park, Grand Woodlands Park, Spring Park, etc are all very large parks that could easily hold several housing units. Even the smaller neighbourhood parks (Devon Park, Alexandria Park) could be turned into a few building lots. My fear is that the city will just make a list of what is next on the list of disposable land for sale. Please take another look at the consequences of selling Arrowdale (and Earl Haig). You have been elected by the people of Brantford to protect our interests and our city. Please make your term in office one of pride for your city and that you had a hand in preserving the beautiful open space available to all. Sincerely, Barbara DeBruyn

74 From: marie fanjoy Subject: Arrowdale and Earl Haig Dear John and John, The is also on behalf of my mother, Margaret Fanjoy, who is also a resident of Ward 2. We are both vehemently opposed to Council selling off the green spaces/recreational areas that make up Arrowdale Municipal Golf Course and Earl Haig Water Park for the following reasons: * at a time when child obesity is on the rise and our senior population is increasing, the Council is looking to eliminate 2 recreational sites in our City that serves those 2 populations. Does not make sense. * once the green space is gone it is gone and cannot be reclaimed. This especially applies to the rolling hills of Arrowdale Golf Course. If you do not want to maintain this green space as a golf course then use it for some other recreational purpose but let's not turn it into housing. * the dollars from the sale of Arrowdale will go towards improvements to the clubhouse at Northridge? Really? The City should not be in the banquet business when there are plenty of private businesses and not for profit organizations that already offer this service in the community. We cannot believe that Council would consider giving up green space for a golf club house. * Earl Haig is the last of the City's outdoor pools...lets not lose it. * Earl Haig is perfectly situated to service the families of Eagle Place and the surrounding area - many of these families cannot afford a backyard pool and rely on Earl Haig to cool off in the summer. The facility also provides numerous Day Camp spaces. * The newspaper mentions that "maybe" Earl Haig can be developed. Is this area not in the flood plain? Did the YMCA decide not to locate there a number of years ago because of that? * We understand that developing Arrowdale into housing will bring in future tax $s to the City coffers. We are in favour of in-fill development but not at the expense of green space/recreational space. The Council is addressing the brownfield issue so now look to some of our grey fields for development to up the tax base - the old Canadian Tire site for example. * Our understanding is that part of the argument "for" closing these two sites is that they are losing money and are a drain on the City budget. We do not profess to know the financial situation of the 2 sites but surely all of our recreational/cultural assets cannot all be expected to run at no cost. The Sanderson Centre, Harmony Square, Library, Wayne Gretzky Centre, the Museum..do these not cost the city money to operate? In the end, we believe the question that Council needs to ask itself when deciding upon this issue is "will the closing and development of Arrowdale and Earl Haig make Brantford a better City in which to live?". We believe the answer to that question is NO. Respectfully submitted, Marie Fanjoy Margaret Fanjoy

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76 Background Information Report Earl Haig Family Fun Park December 2015

77 1.0 INTRODUCTION: During the 2015 Budget Task Force deliberations a recommendation was put forth to consider the closure and sale of the Earl Haig Family Fun Park, 101 Market Street S. for This consideration was deferred by the Estimates Committee to allow for public consultation and the facility budget was approved for operation for the upcoming season. A decision regarding the 2017 season will be considered by City Council later this year following the public consultation. The information outlined in this report includes history, financial and attendance information, future capital plans and challenges and opportunities for the Earl Haig operation and lands. 2.0 HISTORY OF EARL HAIG: The Earl Haig Family Fun Park is a water park owned and operated by the City of Brantford and located at 101 Market Street S. The park is operational from May to September each year and currently includes the following amenities; a clover shaped leisure pool, a lazy river, 18-hole mini putt, batting cages, a splash pad, beach volleyball courts, a children s playground and a BBQ area with numerous picnic areas. The Park also has a main building that houses a reception desk, concession booth, a day camp room and change rooms for the swimming pools. The Park is frequently used by community and corporate groups for picnics, summer camp experiences, school trips and most often for family outings. The City of Brantford has owned and operated the Earl Haig Family Fun Park since July 7, 1923 when the City Fathers opened the Civic Swimming Pool to reduce the number of drowning s that were occurring in the Grand River. Since that time, the facilities at this location have changed significantly but have continued to serve aquatic and recreation needs to the neighbours in the Eagle Place area, City residents and tourists. The Park was called Swimming Pool Park until 1929 when the veterans in the Canadian Legion requested to the Parks Board that it be renamed Earl Haig Pool in Earl Haig Park. Sir Douglas Haig, a field marshal and British Commander-In-Chief during WWI, for whom the park was named, had most of his success in France but was devoted to ex-servicemen upon his retirement and organized Poppy Day while President of the British Legion. Earl Haig remained closed to the public between 1932 and 1942 as the pool lacked a disinfection system and the residents turned to an area in Holmedale near Water Works Park to once again swim in the Grand River. In 1942 the Lions Club donated approximately $150,000 to the Parks and Recreation Commission to reopen the pool with supervised swimming. A number of upgrades were completed around 1957 to improve the disinfection and safety of the swimming pool. A new clover shaped pool and permanent change rooms were added in 1974 by the City and swimming lessons and recreational swimming continued to be offered to the community. In 1982, an entrepreneur from Kitchener approached the City and offered to improve the amenities through a long term lease arrangement. The facility became known as Waterfront Park for the next 11 years and capital improvements were made to add a lazy river, batting cages, a go-kart track, miniature golf course and waterslide. In 1993, the operator of Waterfront Park handed the operation back to the City with taxes in arrears and the City has once again operated the Park for the past 22 years. 2

78 Market Research: In 2001, the City engaged the services of William L. Haralson & Assoc., Inc. (WLHA) to do a market feasibility review of the Earl Haig operations. In the review of the facilities, Haralson indicated that a mix of wet and dry features is not the optimum concept for an amusement park. Rather, the emphasis should be on one type of attraction or the other. The report stated the following: Based on an evaluation of the water and dry features comprising the Haig Park, WLHA is of the opinion that an excellent opportunity exists to convert Haig Park into a more complete aquatic centre, with the addition of certain key components: namely, a water slide complex and a children s water play structure. In other words the dry components should be deemphasized. For example, Haralson recommended removing the batting cages to make room for the waterslide and the addition of a spray pad area for younger children. The market feasibility study showed revenue and attendance projections to support the capital investment to improve parking, increase the amount of shade, add a children s play area, improve concession services and add the waterslide complex. Since 2001 many of the recommendations have been addressed except the addition of a waterslide complex due to cost. Go-kart Track: In 2001, the go-kart operator closed his business and the City took over this part of the Park as well. At the conclusion of the 2011, Council decided to close this part of the Park and consider other options for this land. The track was removed, the go-karts were auctioned off and the land has remained unused ever since. Cost Reductions: In 2012, Council requested a report from staff to reduce operating costs. A number of recommendations were made and implemented and the net operating cost has decreased as a result. The reductions are outlined in Section 4.0 of this report. 3.0 OPERATIONAL DETAILS: The following information is derived from the business marketing plan for Earl Haig and formulates the basis for annual operational decisions. 3.1 Mission Statement: Earl Haig Family Fun Park shall ensure a fun, safe, clean atmosphere for people of all ages by providing 100% customer satisfaction from a trained and certified team! 3.2 Business Plan Goals: The following four business plan goals create the basis for programming and service development for Earl Haig Park. 1) Exceed customer programming and service expectations. 2) Attain excellent standards in facility maintenance and building and equipment upgrades. 3) Develop positive staff relations and encourage the highest level of qualifications. 4) Excel in positively promoting our programs, services and facility. 3

79 3.3 Marketing Plan: Each year a marketing plan is created for the Earl Haig Family Fun Park to ensure the highest level of participation possible for residents and visitors to the City resulting in the lowest possible tax support for this popular summer facility. The Marketing/ Business Plan includes the following four objectives: 1. To increase attendance, and therefore revenue in all program areas where growth is possible, and to maintain attendance and revenue generation in programs that have reached their maximum potential. 2. To improve service levels in all program areas to ensure that we are exceeding the customers perceived expectations and providing exceptional value for their money. 3. To increase public relations efforts for the facility and its programs and services. 4. To maintain reasonable and affordable rates and fees consistent with current economic conditions. Social Marketing: With today s emphasis on social marketing, staff focuses more attention on website content and Facebook and Twitter to market and promote the services and benefits. This marketing method has saved significant dollars in paid advertising costs and reaches 2,100 followers on Facebook and approximately 225 followers on Twitter. Paid advertising is still used for up to $16,000 worth of ads in local and area newspapers as well as the Discovery Guide, and an annual billboard ad at a prominent City location. The impact of social media as a marketing method proved itself through a blog posting on a Hamilton Facebook page called It Takes a Village (click link and scroll to Aug 6, 2015 for Earl Haig article: ). This one article captured an audience that generated 1,184 shares of a picture of Earl Haig. This story of one family s visit received 261 Facebook likes and 107 comments, reviews and memories of trips to Earl Haig and questions about directions to the Park. This free marketing and has been a very effective and powerful method of drawing attention and attracting new customers to Earl Haig as reflected in the attendance chart in 5.3. In a recent online survey by the Brant Youth Wellness Coalition approximately 75% of those surveyed selected Earl Haig Family Fun Park from a list of choices as a positive place in Brantford that they enjoyed while growing up. 4.0 OPERATING BUDGET HISTORY: 4.1 Staff Complement: One full time Supervisor (April Sept) One full time union staff and two additional union staff shared between Gretzky Centre, Woodman Pool and Earl Haig FFP summer student non-union park supervisors, lifeguards, concession, front desk staff and day camp staff 4

80 4.2 Fees & Charges: Fees and Charges Chart: The chart below outlines the current rates for the Earl Haig general admissions and activities. A full list of fees and charges are available as part of the 2016 approved Bylaw. Note: Splash Pass: includes all water areas including swimming pool & waterslide, lazy river and the Splash Pad. Splash & Putt Pass: includes all of the water areas and a round of mini putt per person. All prices include applicable taxes Fees Chart: Age Category Daily Splash Daily Splash & Mini-Putt Pass Putt Pass Youth(3-14) $ 7.00 $ 9.25 $ 4.75 Adult (15+) $ 9.75 $12.25 $ 6.00 Senior (65+/Govn't Pension) $8.25 $10.50 $5.00 Family (2 adults, 3 children) $26.50 $34.00 $ Other Fees: Batting Cages (all ages): 30 Balls, $ 5.00; 90 Balls, $10.00; 1 Hour, $35.50 Season's Pass: Splash Pass and Unlimited Mini-Golf daily June - September. $99.00 Punchcards: 5 and 10 visit punchcards are available at a 15% off regular admission rates. 4.3 Revenue Sources Breakdown 2015: In 2015 the largest contribution to revenue sources were from General Admissions and every revenue category except sale of food exceeded the projected budget. Overall the total revenues exceeded the budget by 10% (as of Dec 17, 2015). Revenue Category Budgeted Actual Net - / (+) Sale of Food $46,000 $43, $1, General Admission & memberships $145,000 $178, ($33,208.69) Rentals & leases $45,000 $48, ($3,618.43) Day Camps $52,000 $54, ($2,061.15) Total $292,700 $324, ($32,801.85) 4.4 Expenditure Breakdown 2015: Expenditures are monitored closely by staff in an attempt to keep the net cost of operations at or below the budgeted amount. In 2015, additional costs were saved as a result of good weather which decreased the use of the pool boilers and minimal equipment expenses and vandalism. After a flood in the mechanical room in January 2015, the majority of the mechanical equipment was replaced with new equipment contributing to the lowest operating cost in the past ten years history. The chart below 5

81 shows a summary breakdown of the 2015 expenditures (as of Dec 17, 2015) and the Net - / + based on budget to actual Expenditure Breakdown: Expenditure Category Budgeted Actual Net - / (+) Food for Resale $17,000 $19, $2, Wages & Benefits $234,670 $192, ($42,274.32) Supplies $24,825 $23, ($1,573.30) Utilities & Telephone $43,800 **$78, $34, Printing & Advertising $18,200 $21, $2, Building /Equip R&M $18,350 $17, ($662.54) Total $356,845 $352, ($4,115.25) ** Increase in Water and Sewer were the result of a major flood due to a frozen water line break in January Net Cost of Operating Earl Haig: The chart below outlines the net cost and % recovery for each of the past nine years. The average cost recovery rate is approximately 80% and the highest cost recovery was in 2015 at 92%. Although a few expenditures are still outstanding for the 2015 season, the park has been closed since September so the large majority of costs are accounted for in the numbers below. Since 2007, a 17% reduction in expenditures has been recognized as a result of the gokart track closure, condensed operating hours and strong business management. Since the park is weather dependent it is difficult to ensure the highest level of cost recovery, however every effort is made in this regard. **IMPORTANT NOTE: As a result of the flood in January 2015 significant costs for hydro, water and sewer were incurred that were not recoverable through insurance. These increased costs totaled approximately $29,000. Were these not incurred the operating net for the Park would be very close to zero impact on the tax base for Earl Haig Net Operating Costs and Cost Recovery Rate: Year Expenditures Revenue Total Net % Recovery 2007 $ 424,208 $ 345,330 $ 78, % 2008 $ 404,297 $ 321,351 $ 82, % 2009 $ 402,050 $ 296,139 $ 105, % 2010 $ 414,827 $ 329,603 $ 85, % 2011 $ 437,143 $ 358,044 $ 79, % 2012 $ 427,241 $ 327,571 $ 99, % 2013 $ 347,764 $ 263,150 $ 84, % 2014 $ 337,752 $ 270,200 $ 67, % 2015 $ 354,066 $ 324,924 $ 29,142** 91.77% 6

82 The graph below depicts the revenue and net costs shown in the chart above and gives a visual perspective to the decreasing net over the past four years. $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 Revenue Net Cost $100,000 $50,000 $ Operating Budget: The 2016 operating budget can be found in Appendix B and shows a projected net cost of $61,870 based on achieving $287,500 in revenues. If the same level of revenues is achieved in 2016 that were reached in 2015, the net will be reduced by an additional $37,301. This would leave a net cost of $24,569 for the coming season. As indicated earlier, these numbers are weather dependant and need to be supported by a strong marketing program. 4.7 Subsidy Use of Programs and Services: Many of the families whose children attend Earl Haig are not able to afford the cost of day camps or admission to the park throughout the summer. As part of the Can We Help? and Canadian Tire Jumpstart program 135 youth participated in Earl Haig activities during 2015 per the chart below. These children are often neighbourhood residents who benefit from the social and physical aspects of being outdoors, engaging in swimming, which is an important life skill and partaking in games and activities. In 2016, the $99 season s pass will also be available to youth who qualify for financial support allowing them full access to the park amenities all summer. Below is a chart outlining the past six years of subsidy support received by community youth to participate at Earl Haig. 7

83 Subsidized Programs & Services: Year # of Youth Supported Day camp Sponsorships Punch Card Sponsorships Total Value of Sponsorships $6, $4, $10, $6, $2, $8, $11, $ $16, $9, $2, $12, $6, $4, $10, $10, $5, $15, Year Total 818 $50, $24, $75, Potential Cost Savings Options for Earl Haig Park: As part of the 2012 Operating Budget process, Council directed staff to explore potential cost saving options for the operation of Earl Haig Family Fun Park for the 2013 Budget. 1. Closure of only the go-kart track: At the Council meeting held on September 10, 2012 Council elected to close the go-kart track and as a result, a savings of $10,950 will factored into the 2013 budget. This recommendation was approved and implemented. 2. Open the park later in the season: By opening the park in early June net costs would be reduced by approximately $5,000. The park sees the majority of its participation during the summer months, when children are out of school, and the weather is generally better. Recent bookings for school groups (i.e. mid May to early June) have dramatically decreased as a result of changing policies with school boards (i.e. curriculum based trips only and restrictions on water related trips) making a later season opening more realistic. This recommendation was implemented. 3. Reduce operating hours: Opening one hour later - at noon instead of 11am and/or closing one hour earlier - at 8pm instead of 9 pm. The potential savings ranges from $5,000 - $11,000 for these options. This option was not implemented as savings are expected to be lower than revenue generated during these times and due to the negative customer impact. This recommendation was not implemented. 4. Increasing rates: Increasing user fees has the potential to decrease the operating deficit however the risk is that a critical price point for customers could be reached - particularly those who reside in lower income areas near the park. If the admission prices were increased by 10%, and attendance did not decrease as a result, the impact would be approximately $35,000 in additional revenue. This recommendation was not implemented due to affordability however, rates for 2016 have been increased by 2% overall. 5. Closing the park: The option of closing the park has been explored. Costs would to be incurred to demolish the features and buildings and on-going costs for closing would include basic facility and grounds maintenance such as snow removal and grass cutting, security for vandalism, heating requirements (if buildings are not demolished). The basic operating requirements for closing the facility would continue to cost the City approximately $20,000 to $30,000 per year for staffing, contracted work, grass and building maintenance and utilities. This recommendation was not approved by City Council. 8

84 6.0 ATTENDANCE: 6.1 Attendance history: The total park attendance is outlined in Section 6.3 below and consists of mainly families and children (infant to 12 years). However all ages access the Park for swimming, recreation and leisure purposes. Attendance has fluctuated based on weather from year to year with consistent attendance over 30,000 visits during hot summers and 2015 the second highest attendance since This past summer saw a $50,000 increase in revenues and a corresponding increase of 14,300 visits. 6.2 Attendance Summary: The chart below outlines the breakdown and total attendance of the Park from the past nine seasons including The attendance numbers from 2007 to 2011 include the go-kart track attendance. In 2013 and 2014, the summer weather was cold and wet resulting in reduced participation. However in 2015, attendance was over 39,300, which was the highest level in 9 years including the years the go-karts were in operation. Attendance Summary Chart: Year Youth Adult Family Seniors N/A N/A N/A N/A N/A N/A Day camps Tim Horton s Free N/A N/A N/A Swims Other (Rentals etc.) Go Kart Total Park Attendance 42,525 37,756 31,736 36,088 38,635 35,025 25,523 25,010 39,391 *Note: attendance numbers from 2007 to 2011 included go-kart track numbers 9

85 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5, Attendance 6.3 Demographic Information: Users/Clients: A wide variety of ages use Earl Haig Family Fun Park through paid admissions, subsidized access, during free Tim Horton s Swims, and through company and family picnics. Over 500 children and youth ages 7 to 12 participate in week long day camps each summer. Numerous school visits occur each year as well as area high school and Laurier frosh week visits to the Park in past years. A seniors group and the Senior Games have previously used the mini-putt for social and competitive events Postal Code Survey Results: In July 2012, a postal code survey was completed over a two week period to determine where the Earl Haig participants lived and how far they travelled to come to Earl Haig. The results showed that 59% of the participants during this two week period were from Brantford, 8% from Hamilton area and the remainder were visitors from outside of Brantford. The charts below outline the results of the survey however it is a small sample and may not be reflective of the full season of participation. Of the 59% in the survey representing Brantford residents, 31% were from Ward 5, 29% from Ward 1, 28% from Ward 3, 10% from Ward 4 and 2% from Ward 2. This is an anticipated distribution with a slightly higher participation from neighbourhoods within walking or cycling distance. 10

86 Earl Haig Postal Code Survey Results (July 2012 two week period): City/Area Total for Area % Brantford % Cambridge 9 4% Hamilton Area 21 8% Woodstock area 12 5% Toronto & Area 9 4% Port Dover 9 4% Outside of Ontario 8 3% Kitchener 10 4% Simcoe 7 3% Mississauga 6 2% Niagara Region 6 2% London ON 4 2% N of Toronto 3 1% 7.0 INFRASTRUCTURE: Brantford Postal Code Summary: PC # % Ward # N3S 41 31% 5 N3T 39 29% 1 N3R 37 28% 3 N3P 14 10% 4 N3V 3 2% 2 A large portion of the current infrastructure at Earl Haig was built in the mid 1970 s and early 1980 s including the pool and main building which was built in 1974, and the lazy river, batting cages, mini putt and waterslide built in the early 1980 s. As part of the improvements recommended by the WLHA report outlined in Section 2.0, a spray pad was added in 2005 at a cost of $100,000 offering an alternate cooling option geared to young children. The remaining improvements were for maintenance of existing features and infrastructure. 7.1 Asset Value: The most recent Asset Value list available through the Continuity Planning is from 2014 and values the Park assets at approximately $361, Ten Year Capital Investment: 11

87 The chart below outlines the major expenditures incurred for park improvements since Ten Year Capital History: Year Improvement Cost 2005 Splash Pad installation $100, Sprinkler System Installation $35, Main Pool Filter Replacement $8, Lazy River Bridge decking replacement $9, Day Camp Building Installation $6, Boiler Replacement for Lazy River and Main Pool $43, Pump replacement for Lazy River and Main Pool $20, Lazy River Wall Replacement $25, Batting Cage Mesh replacement $20, Replacement of main mechanical & electrical systems due to $0 flood (covered by insurance value $31,922) TOTAL $266, Future Capital Investment: Future capital expenditures for the overall park may include some or all of the following: replacement of the waterslide and repairs to the lazy river walls as well as a potential replacement feature for the go-kart track land. The current 10 year capital budget includes three projects for Earl Haig as outlined on the chart below. However these improvements are not structural in nature or essential to the operation. The impact of not completing these projects is also included in the chart. Please note that this list may change as other priorities are established. Capital Projects Summary: Item Year Estimated Impact of Project Cost Replace/upgrade waterslide 2018 $500,000 Slide is in fair to good condition and may last longer than Pool can operate without slide if required, however it is an important added value feature. Upgrade perimeter fencing 2020 $150,000 Fence is cut numerous times through most summers and a stronger gauge fence is proposed to reduced repairs & damage. Not replacing the fence is not detrimental to the operation. Resurface Parking Lot 2022 $200,000 Parking lot is in very good condition at this time, reassessment by 2020 may support the need to resurface however repairs/patches are likely to be adequate. Total Proposed Projects $750,000 12

88 8.0 OTHER TAX SUPPORTED SERVICES: Recreation services are tax supported. Within the City of Brantford recreation services, Earl Haig was the second lowest tax supported service in 2014 with an 80% cost recovery rate. Efforts to improve this rate can be made through increased admission rates, however that approach may make the facility unaffordable to a greater number of residents, and with the park being weather dependent, and increase in rates may not guarantee an improved net operating cost. Appendix A includes the cost recovery rates for all other City operated recreation facilities based on 2014 actual budgets. 9.0 Land Use Options: Since the City took over the operation of the Earl Haig Family Fun Park from the Waterfront Park owners in 1993, there have been numerous inquiries into other land uses for the Park. In 2005 the Brantford YMCA explored the area thoroughly to determine if the site was suitable to build a new Y. The site met many of the goals for the new Y such as location in the downtown, proximity to lower socioeconomic areas of the City, easy access by motor vehicle and on foot or bike and an existing parking lot. The challenge identified by the YMCA s consultants with the Earl Haig location was the environmental aspects of the property as they were deemed unsuitable for some of their services. In 2010, the Waterfront Master Plan was prepared by The Planning Partnership and included a review of the Earl Haig property. Within the contents of the Waterfront Master Plan the following reference is made on page 50 regarding the future of the Park: Earl Haig Family Fun Park has a leisure pool, water slide, mini golf, batting cages, beach volleyball, playground wading pool and a go-kart track. The City took over the park and operation of the facilities in Following a market study in 2001, it was concluded that the City should continue to operate the facility despite a small annual operating deficit. The Parks and Recreation Master Plan recommended that the City consider the priority that should be assigned to this facility relative to other aspects of the recreation delivery system. This facility is intended to serve a regional market and is a tourist attraction. It was suggested that the City reassess its role as facility operator and owner if the facility becomes a financial burden. The site is clearly an appealing site for redevelopment because of its riverside location. Through redevelopment, the City could attain park space that could serve as both a city-wide and neighbourhood amenity. Page 94 of the Waterfront Master Plan speaks to the vision of the area where Earl Haig is currently located and references recreational uses as a part of the plan to create a special and exciting setting. The Master Plan for Downtown Brantford includes design parameters for lands south of Icomm Drive. These lands include the Brantford Casino, Brant Brantford + District Civic Centre, a commercial plaza and pad retail, Earl Haig Park and expansive areas of surface parking. The Downtown Master Plan recommends a street, block and open space structure that could guide the revitalization of this area to provide a logical extension of Downtown. The City has begun to create 13

89 positive aspects of this vision with Brant s Crossing, the skateboard park and the new pedestrian bridge on the abandoned rail bridge. The Waterfront Master Plan builds on this direction and identifies the area as an opportunity to create a diverse, vibrant, dynamic Downtown neighbourhood at the water s edge, comparable to great urban waterfronts being created across North America. Given the proximity to the River and Downtown, this is the logical location to create a special and exciting setting for a concentration of higher density residential, retail, office, arts, cultural and recreation uses. This neighbourhood will serve as a complement to the Downtown, accommodating large-scale functions not suitable for the historic areas while providing for a critical mass of people living nearby. At the same time, the Lower Downtown will add to the attraction of the Downtown area. Lower Downtown can also provide a better connection between Downtown Brantford and Eagle Place OTHER SIMILAR SERVICES: The impact of new Wayne Gretzky Sports Centre adding the new pool and opening in 2013 does not appear to have affected the attendance at Earl Haig. During the summer months families and particularly children prefer to swim outside and based on attendance, appear to enjoy the other outdoor features of the Park such as the playground, mini putt and in particular the lazy river. When the weather is not suitable for outdoor play at Earl Haig, the day camp participants are sometimes bussed to the Wayne Gretzky Sports Centre to enjoy the indoor pools as a backup program plan. As the new indoor pool at the YMCA is being constructed on the south side of Colborne Street, it is unknown at this point what the impact will be on the Earl Haig attendance DIFFERENCES BETWEEN POOLS AND SPRAY PADS: Spray pads were developed as cooling off stations in neighbourhood parks and as interactive play features at major waterparks like Canada s Wonderland and Bingeman Park in Kitchener. These water focused play areas have unlimited creative play opportunities when expertly designed and when significant budgets are available. The operating costs of spray pads ranges based on the number and types of features included, however the spray pads operating in Brantford are not identified in separate budgets, therefore detailed operating costs are not available. With water, sewer, chemicals, hydro, staffing and maintenance requirements it could be estimated that a spray pad operation costs in the range of $15,000 - $30,000 annually. As with pools and lazy rivers, water treatment and disinfection with a product such as chlorine or bromine is required to meet Health Regulations and staff is required to perform regular chemical tests during all operating hours. Since spray pads in neighbourhood parks are free to use, there is no potential for cost recovery. By contrast, swimming pools including lazy rivers provide supervised, safe water play opportunities with qualified lifeguards. Pools allow for cooling off as well as swimming which is an important life skill in a water shed community such as Brantford TRENDS AND CHALLENGES: To be successful, waterparks require regular investment and maintenance, excellent customer service, a safe atmosphere and strong marketing. Numerous municipalities have invested in various forms of waterparks including Tillsonburg s Lake Liskeard s Water Park and Hamilton s Wild Water Park. 14

90 According to Statistics Canada eng.htm, swimming is the fourth most popular sports activity for Canadians and continues to be in high demand in Brantford and area based on the participation rates shown for Earl Haig and the Gretzky Centre pool facilities IMPACTS AND OPPORTUNITIES OF DISCONTINUING THE OPERATION OF EARL HAIG: 13.1 Impacts: Closing Earl Haig has a number of impacts including the following: A gap in recreation services for the City would result, in particular the Eagle Place Ward 5 and Ward 1 areas for outdoor swimming opportunities. Tourist visits may decrease. Over 500 day camp spots would be eliminated for local children. The Healthy Brantford initiative could be affected through the loss of the social and physical benefits derived by participating in physical activity at the Park. Safe Brantford program may be affected if youth crime increases due to lack of available recreation activity. Approximately 35 to 40 summer student jobs will be eliminated. The future capital costs would be saved. There will be costs to close the Park until the land changes ownership. If replaced by spray pads, the cost to maintain them could be equivalent to existing costs to operate Earl Haig with fewer amenities Opportunities: Based upon a preliminary review of the Earl Haig lands, approximately 10.6 acres may have redevelopment opportunities with the remainder of the lands constrained with the an existing trail system and natural features protected by regulations such as flood plain control which would limit any further development opportunities. The principle of Highest and Best Use is fundamental to the concept of value and real estate. From this perspective the Highest and Best Use of the lands would be a mix of commercial and residential and therefore a value of $300,000 per acre or $3,180, for the 10.6 acres would be an approximate value. This value would be based upon the assumption that the lands are free and clear from any encumbrances such as legal, environmental or archeological, and is shovel ready for development. Funds from the sale of this land could be redirected to new recreation facilities and services for this area or other areas within the City. The City's Downtown Master Plan and Waterfront Master Plan envisage the Earl Haigh property being developed for a medium to high density residential/commercial complex. Depending on the nature of the actual redevelopment that takes place on this property, it is estimated that property tax revenues could be up to $1.0 million. 15

91 APPENDIX A : Recreation Operation Recovery Rates 2014 Actual. Recreation Recovery Rates % Cost Recovery Based on actual 2014 actual numbers: Lions Park 83.92% Earl Haig Family Fun Park 80.00% Woodman Park Pool 64.78% Civic Centre 61.32% Wayne Gretzky Sports Centre 59.95% Costain/Johnson Community Centre 52.19% Mohawk Park Pavilion 49.55% Branlyn Community Centre 46.60% Eagle Place Community Centre 41.35% Beckett Adult Community Centre 40.99% Woodman Community Centre 39.58% Target Cost Recovery Rates: Recreation services in municipalities across the province and the country generally do not operate as full cost recovery business units as this typically makes services and facilities unaffordable to the average resident. The following targets are set as goals for City of Brantford recreation facilities and each year efforts are made to move closer to achieving these targets. Some facilities are weather dependent and operations such as aquatics are highly legislated and require specific staff and maintenance levels to meet these requirements, making cost recovery challenging. Facility Type Target Cost Notes: Recovery Earl Haig FFP 90% Revenues are dependent on weather. Woodman Pool 65% Revenues are dependent on weather. Civic Centre 60% Aging building & single pad limits cost recovery Lions Park 80% Aging building & single pad limits cost recovery Arena Wayne Gretzky 65% Limited by hydro & facility maintenance SC Community Centres 50% Many community centre programs and services are targeted to the neighbourhood or demographic and fees are based on affordability, limiting revenue potential. i.e. youth & seniors 16

92 Appendix B : Earl Haig Budget EARL HAIG FAMILY FUN PARK REVENUES ADMISSIONS ($130,000) REGISTRATION FEES COLLECTED ($55,000) MEMBERSHIP FEES ($7,000) RENTALS ($44,000) LOCKER RENTALS ($1,000) SALE OF MERCHANDISE ($500) SALE OF FOOD ($42,000) DEPARTMENTAL RECOVERIES ($8,000) REVENUES ($287,500) COST OF GOODS SOLD FOOD FOR RESALE $15, COST OF GOODS SOLD $15, EXPENSES FULL-TIME REG EARNINGS $27, PART-TIME REG EARNINGS $165, OVERTIME EARNINGS $3, EMPLOYEE BENEFITS $27, OFFICE SUPPLIES $ MEDICAL & EMERGENCY SUPPLIES $ RECREATIONAL SUPPLIES $5, CLEANING SUPPLIES $1, CONSTRUCTION MATERIAL&SUPPLIES $4, UNIFORMS/CLOTHING $ MEALS $ GASOLINE $ PROPANE $ SMALL TOOLS $ CHEMICALS $7, EQUIPMENT $5, ELECTRICITY $20, WATER $11, SEWER $10, NATURAL GAS $5, TELEPHONE-LANDLINE $3, PRINTING $2, ADVERTISING $14, POSTAGE $ PERMITS $300 17

93 BUILDING R&M $4, EQUIPMENT R&M $3, SNOW REMOVAL $ WASTE REMOVAL $ SECURITY SERVICES $2, FEE FOR PROGRAMS $6, PROFESSIONAL SERVICES $ RENTAL - EQUIPMENT $ CREDIT CARD/DEBIT CHRGS $1, OTHER INTERNAL CHARGES $2, EXPENSES $334, EARL HAIG FAMILY FUN PARK $61,870 18

94 Appendix C Aerial View of Earl Haig Family Fun Park 19

95 APPENDIX C Public Consultation Presentation January 2016

96 Open House & Public Meeting Delegations: If you are planning on addressing Committee as a Delegation, please take one number per Delegation and have a seat in the Theatre. Please proceed to one of the two microphones in the Theatre when your number is called. Delegations will have up to ten minutes for their remarks, inclusive of questions from Members of Committee. Decorum at Meetings: No person shall display any sign, banner or placard in the meeting room, other than materials that, in the opinion of the Chair, are legitimate audio-visual aids necessary in connection with any presentation to be made to the Committee. All persons present in the meeting room shall use polite and respectful language, and shall refrain from the use of any language or the making of any gesture that is disrespectful or offensive. All persons addressing the Committee shall speak only on the subject in debate and shall not speak on any other subject. No person shall applaud participants in debate or engage in conversation or behaviour that may disrupt the proceedings of the Meeting. No person shall bring into the meeting room any cellular telephone, pager or other electronic devices that emit a sound unless such devices are turned off or silenced.

97 Introduction 2015 Budget Taskforce recommendation to consider closure of park & sale of land. Decision deferred to allow for public consultation. Earl Haig is not required by Council mandate to be revenue neutral

98 Mission Statement & Community Role Mission Statement: Earl Haig Family Fun Park shall ensure a fun, safe, clean atmosphere for people of all ages by providing 100% customer satisfaction from a trained and certified team! Community Role: To provide affordable outdoor aquatic and recreational activities for all ages. To provide a safe swimming and recreational environment with trained and qualified staff To provide physical activity and day camp opportunities for neighbourhood and City residents To provide tourist activities for visitors to the City

99 History of Earl Haig City owned and operated since 1923 Built to reduce high number of drownings in Grand River with supervised pool Originally called Civic Swimming Hole, Swimming Pool Park & privately operated as Waterfront Park for 11 yrs in 1980 s to early 1990 s

100 Business Marketing Plan Goals 1) Exceed customer programming and service expectations. 2) Attain excellent standards in facility maintenance and building and equipment upgrades. 3) Develop positive staff relations and encourage the highest level of qualifications. 4) Excel in positively promoting affordable programs, services and facilities.

101 Marketing Plan Objectives 1. To increase attendance, and therefore revenue in all program areas where growth is possible, and to maintain attendance and revenue generation in programs that have reached their maximum potential. 2. To improve service levels in all program areas to ensure that we are exceeding the customers perceived expectations and providing exceptional value for their money. 3. To increase public relations efforts for the facility and its programs and services. 4. To maintain reasonable and affordable rates and fees consistent with current economic conditions. 5. To create a strong social media presence to promote the park and available programs and features.

102 Market Research 2001 Haralson & Assoc. Inc market research study Reviewed features, attendance, revenues & the following recommendations for viability: Adding waterslide complex & children s water play structure Continuing to operate dry features Adding shade trees, improving parking Improve concession areas Recommendations have been addressed except waterslide complex

103 Park Features Former industrial site with limited development options & environmental concerns Approx. 10 acres of developable land Park set within approx. 5 acres Clover shaped pool 1974 Waterslide 600 Lazy river 18 hole mini putt 5 batting cages Spray pad Children s Playground Two beach volleyball courts Nine picnic areas Main building with change rooms, concession, front desk & day camp room

104 Operating Budget Details Staff Complement: One full time Supervisor (April Sept) One full time union staff two additional union staff shared between Gretzky Centre, Woodman Pool and Earl Haig summer student non-union park supervisors, lifeguards, concession, front desk staff and day camp staff. Indoor and Outdoor Aquatic operations in municipalities are subsidized. Outdoor pools are affected by weather conditions

105 Operating Budget Details Rates & Fees Age Category Daily Splash Pass Daily Splash & Putt Pass Mini- Putt Youth(3-14) $ 7.00 $ 9.25 $ 4.75 Adult (15+) $ 9.75 $12.25 $ 6.00 Senior (65+/Gov't Pension) Family (2 adults, 3 children) $ 8.25 $10.50 $5.00 $ $34.00 $16.75

106 Cost Recovery Year Expenditures Revenue Total Net % Recovery 2007 $ 424,208 $ 345,330 $ 78, % 2008 $ 404,297 $ 321,351 $ 82, % 2009 $ 402,050 $ 296,139 $ 105, % 2010 $ 414,827 $ 329,603 $ 85, % 2011 $ 437,143 $ 358,044 $ 79, % 2012 $ 427,241 $ 327,571 $ 99, % 2013 $ 347,764 $ 263,150 $ 84, % 2014 $ 337,752 $ 270,200 $ 67, % 2015 $ 354,066 $ 324,924 $ 29,142** 91.77%

107 Total Revenues, Net Cost $400,000 $350,000 $300,000 $250,000 $200,000 $150,000 Revenue Net Cost $100,000 $50,000 $

108 2015 Revenue Sources Revenue Category Budgeted Actual Net - / (+) Sale of Food $46,000 $43, $1, General Admission & memberships $145,000 $178, ($33,208.69) Rentals & leases $45,000 $48, ($3,618.43) Day Camps $52,000 $54, ($2,061.15) Total $292,700 $324, ($32,801.85)

109 Operating Cost Reductions Report for Council 2012: Go-kart track closed in 2011 Open park later in season (after closure of go-karts) Increased rates Improved marketing Efforts to control staff costs

110 Capital Improvements Past Improvements: 2005 Spray Pad added $100, Sprinkler System added $35, Main Pool Filtration System $8, Lazy river bridge replacement $9, Day camp Building installed $6, Two main boilers & pump $63, Lazy River wall repair $25, Batting Cage Mesh replacement $20, Replacement of M & E (flood) $32,000 Total $298,000

111 Future Proposed Capital Plans 2018 Replace water slide $500, Replace perimeter fencing $150, Resurface parking lot $250,000 All mechanical systems except boilers replaced 2015 due to flood Jan 2015 Potential for other capital projects unknown

112 Who is Using the Park? Year Youth % Adult % Family % Seniors N/A N/A % Day camps % Other % (Rentals) Total Park Attendance 34,425 35,025 25,523 25,010 39,391

113 Special Events / Functions Tim Horton s free swims 2-4 annually Laurier Frosh week events High school Freshman events Corporate picnics i.e. Casino Brantford 818 Subsidized youth value of $75k in sponsorships in past 6 years - many from Eagle Place neighbourhood accessing Park for positive summer recreation

114 Spray Pads versus Pools Swimming Important life skill Watershed community Greater play, physical activity and fun factor Fourth most popular sport (Stat s Canada) Outdoors fresh air! Qualified lifeguards to supervise Spray pads: Cost approx. $15,000 - $30,000 annually No cost recovery Good for cooling off Lower level of physical activity/play

115 Trends and Challenges Weather dependent Vandalism costs Changes to school curriculum Subsidy Family environment Tourist destination Affordable family activity Teaching of life and social skills Community facility

116 Impact of Closing Earl Haig Historical recreation site Swimming is a life skill not just play Gap in recreational services (particularly for Eagle Place) Impact on Active Grand, Healthy Brantford, Safe Brantford by eliminating a recreation asset. Contradicts the Parks & Rec Master Plan emphasis on family and youth activities Impact tourist visits Loss of 500 day camp spots Loss of summer student jobs

117 Further Input Mybrantford.ca/ArrowdaleandEarlHaigPCs

118 Questions