Background Information Report Earl Haig Family Fun Park

Background Information Report Earl Haig Family Fun Park December 2015

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 2016. 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

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

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: https://www.facebook.com/pages/it-takes-a-village-hamilton/1626275204255171?sk=timeline ). 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 30-40 summer student non-union park supervisors, lifeguards, concession, front desk staff and day camp staff 4

4.2 Fees & Charges: 4.2.1 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. 2016 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 $16.75 4.2.2 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 $43,913.58 $1,086.42 General Admission & memberships $145,000 $178,208.69 ($33,208.69) Rentals & leases $45,000 $48,618.43 ($3,618.43) Day Camps $52,000 $54,061.15 ($2,061.15) Total $292,700 $324,801.85 ($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

shows a summary breakdown of the 2015 expenditures (as of Dec 17, 2015) and the Net - / + based on budget to actual. 2015 Expenditure Breakdown: Expenditure Category Budgeted Actual Net - / (+) Food for Resale $17,000 $19,560.07 $2,560.07 Wages & Benefits $234,670 $192,395.68 ($42,274.32) Supplies $24,825 $23,251.70 ($1,573.30) Utilities & Telephone $43,800 **$78,739.08 $34,939.08 Printing & Advertising $18,200 $21,095.76 $2,895.76 Building /Equip R&M $18,350 $17,687.46 ($662.54) Total $356,845 $352,729.75 ($4,115.25) ** Increase in Water and Sewer were the result of a major flood due to a frozen water line break in January 2015. 4.5 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 2015. Earl Haig Net Operating Costs and Cost Recovery Rate: Year Expenditures Revenue Total Net % Recovery 2007 $ 424,208 $ 345,330 $ 78,878 81.41% 2008 $ 404,297 $ 321,351 $ 82,946 79.48% 2009 $ 402,050 $ 296,139 $ 105,911 73.66% 2010 $ 414,827 $ 329,603 $ 85,224 79.46% 2011 $ 437,143 $ 358,044 $ 79,099 81.91% 2012 $ 427,241 $ 327,571 $ 99,670 76.67% 2013 $ 347,764 $ 263,150 $ 84,614 75.67% 2014 $ 337,752 $ 270,200 $ 67,552 80.00% 2015 $ 354,066 $ 324,924 $ 29,142** 91.77% 6

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 $0 2007 2009 2011 2013 2015 4.6 2016 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

Subsidized Programs & Services: Year # of Youth Supported Day camp Sponsorships Punch Card Sponsorships Total Value of Sponsorships 2010 178 $6,647.50 $4,036.50 $10,684.00 2011 101 $6,090.25 $2,828.50 $8,918.75 2012 177 $11,526.25 $4.904.00 $16,430.25 2013 130 $9,643.00 $2,830.50 $12,473.50 2014 97 $6,663.64 $4,248.00 $10,911.64 2015 135 $10,129.50 $5,754.13 $15,883.63 6 Year Total 818 $50,700.14 $24,601.63 $75,301.77 5.0 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

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 2007. 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 2015. 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 2007 2008 2009 2010 2011 2012 2013 2014 2015 Youth 8099 7533 5379 4817 5213 4839 3954 4142 7312 Adult 4831 3820 3023 4378 4603 4267 3222 3345 4962 Family 11536 9818 9022 10615 12031 11489 8824 7671 15123 Seniors N/A N/A N/A N/A N/A N/A 105 1715 952 Day camps 1990 1810 2114 1731 1657 1836 1475 1915 2418 Tim Horton s Free N/A N/A N/A 6217 2022 1387 1290 1426 200 Swims Other (Rentals 8892 8364 8358 4586 8869 5481 6653 4901 5936 etc.) Go Kart 7183 5648 3840 3752 4240 0 0 0 0 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

45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 2007 2009 2011 2013 2015 Attendance 6.3 Demographic Information: 6.3.1 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. 6.3.2 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

Earl Haig Postal Code Survey Results (July 2012 two week period): City/Area Total for Area % Brantford 149 59% 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 $361,720. 7.2 Ten Year Capital Investment: 11

The chart below outlines the major expenditures incurred for park improvements since 2005. Ten Year Capital History: Year Improvement Cost 2005 Splash Pad installation $100,000 2006 Sprinkler System Installation $35,000 2007 Main Pool Filter Replacement $8,000 2008 Lazy River Bridge decking replacement $9,000 2009 Day Camp Building Installation $6,000 2009 Boiler Replacement for Lazy River and Main Pool $43,000 2009 Pump replacement for Lazy River and Main Pool $20,000 2011 Lazy River Wall Replacement $25,000 2011 Batting Cage Mesh replacement $20,000 2015 Replacement of main mechanical & electrical systems due to $0 flood (covered by insurance value $31,922) TOTAL $266,000 7.3 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 2018. 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

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 1996. 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

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. 10.0 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. 11.0 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. 12.0 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

According to Statistics Canada http://www.statcan.gc.ca/pub/81-595-m/2008060/t-c-g/c-g9- 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. 13.0 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. 13.2 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 $3,180,000.00 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

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

Appendix B : Earl Haig Budget 2016 147401 2 EARL HAIG FAMILY FUN PARK 40000 3 REVENUES 42032 7 ADMISSIONS ($130,000) 42040 7 REGISTRATION FEES COLLECTED ($55,000) 42048 7 MEMBERSHIP FEES ($7,000) 43110 7 RENTALS ($44,000) 43128 7 LOCKER RENTALS ($1,000) 43818 7 SALE OF MERCHANDISE ($500) 43842 7 SALE OF FOOD ($42,000) 46105 7 DEPARTMENTAL RECOVERIES ($8,000) 40000 3 REVENUES ($287,500) 50000 3 COST OF GOODS SOLD 50118 7 FOOD FOR RESALE $15,000 50000 3 COST OF GOODS SOLD $15,000 60000 3 EXPENSES 60205 7 FULL-TIME REG EARNINGS $27,470 60210 7 PART-TIME REG EARNINGS $165,000 60220 7 OVERTIME EARNINGS $3,500 60410 7 EMPLOYEE BENEFITS $27,700 61104 7 OFFICE SUPPLIES $200 61106 7 MEDICAL & EMERGENCY SUPPLIES $750 61108 7 RECREATIONAL SUPPLIES $5,000 61112 7 CLEANING SUPPLIES $1,000 61116 7 CONSTRUCTION MATERIAL&SUPPLIES $4,500 61122 7 UNIFORMS/CLOTHING $400 61134 7 MEALS $250 61205 7 GASOLINE $100 61220 7 PROPANE $300 61310 7 SMALL TOOLS $200 61402 7 CHEMICALS $7,000 61620 7 EQUIPMENT $5,000 62110 7 ELECTRICITY $20,000 62120 7 WATER $11,000 62130 7 SEWER $10,300 62140 7 NATURAL GAS $5,000 62210 7 TELEPHONE-LANDLINE $3,000 62230 7 PRINTING $2,200 62235 7 ADVERTISING $14,000 62250 7 POSTAGE $150 62320 7 PERMITS $300 17

62614 7 BUILDING R&M $4,000 62626 7 EQUIPMENT R&M $3,000 62672 7 SNOW REMOVAL $500 62674 7 WASTE REMOVAL $600 62810 7 SECURITY SERVICES $2,000 62840 7 FEE FOR PROGRAMS $6,000 63025 7 PROFESSIONAL SERVICES $500 64170 7 RENTAL - EQUIPMENT $150 64215 7 CREDIT CARD/DEBIT CHRGS $1,300 67165 7 OTHER INTERNAL CHARGES $2,000 60000 3 EXPENSES $334,370 147401 2 EARL HAIG FAMILY FUN PARK $61,870 18

Appendix C Aerial View of Earl Haig Family Fun Park 19