HomeMy WebLinkAboutCSD-005-12 Clarington REPORT
COMMUNITY SERVICES DEPARTMENT
Meeting: GENERAL PURPOSE AND ADMINISTRATION COMMITTEE
Date: March 19, 2012 Resolution#: By-law#: N/A
Report#: CSD-005-12 File#:
Subject: INDOOR TENNIS FACILITIES
RECOMMENDATIONS:
It is respectfully recommended that the General Purpose and Administration Committee
recommend to Council the following:
1. THAT Report CSD-005-12 be received; and
2. THAT Council provide direction regarding the construction of indoor tennis
facilities in the Municipality.
� ,fry L,+�(,`L�
Submitted by: r Reviewed by:
Jose fi P. Caruana Franklin Wu,
Director, Community Chief Administrative Officer
Services
J PC/ga
CORPORATION OF THE MUNICIPALITY OF CLARINGTON
40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 T 905-623-3379
REPORT NO.: CSD-005-12 PAGE 2
1.0 BACKGROUND
1.1 At the December 5, 2011 Council meeting, Resolution #GPA-672-11 was
approved as follows, "That the Director of Community Services prepare a report
for the expanding of tennis facilities for Clarington including the creation or
adaptation of current facilities for indoor tennis use".
1.2 In preparation for this report staff has done preliminary investigation into the
conversion of existing facilities as well as new construction for indoor tennis use.
2.0 CONVERSION OF EXISTING FACILITIES
2.1 Through the review of existing facilities, staff identified two potential opportunities
for adaptation for indoor tennis. The first is the use of the Darlington Sports
Centre arena floor during the spring and summer months and the second is
adapting the gymnasium at Newcastle & District Recreation Complex. All other
indoor recreation facilities are not feasible due to their existing use and amount of
programming.
2.2 The Darlington Sports Centre operates a six month ice season, from September
to March. After the ice season the arena floor is programmed with minor lacrosse
until the end of June. Possibly two temporary courts could be set up for indoor
play during the spring around the existing lacrosse program and somewhat
exclusively during July and August.
2.3 The obvious drawback to this scenario is that access to indoor tennis facilities is
desirable during the fall and winter months and less so in the hot summer months
in a facility with limited air movement and no air conditioning. In addition the
stanchions for the nets would most likely have to be portable. In order to install
permanent post inserts in the concrete floor the refrigeration piping would have to
be re-routed around the inserts. For these reasons it is more feasible to use
portable stanchions for the tennis nets; the costs associated for this would be
minimal. Lastly the concrete arena floor is not conducive for tennis play.
2.4 The gymnasium at the Newcastle & District Recreation Complex is currently
designed to accommodate volleyball and badminton and it would be possible to
add floor inserts for tennis posts. Again, the costs associated with this conversion
would be minimal. Based on the dimensions of the gymnasium one doubles
tennis court could be added. However, this would have to be located centrally on
the gymnasium floor and would not allow any other programming during tennis
use. Again, the wood floor with a urethane finish is not appropriate for tennis.
REPORT NO.: CSD-005-12 PAGE 3
3.0 CONSTRUCTION OF NEW FACILITIES
3.1 As indicated,above opportunities to adapt existing facilities for indoor tennis use
are limited and would result in less than ideal conditions for tennis. Although
significantly more costly, the construction of new facilities to accommodate indoor
tennis is the more feasible approach.
3.2 In terms of new construction there are a number of options available. Tennis
Canada has issued a Community Tennis Facility Development Guide that
identifies the following facility types; air-supported; fabric frame; pre-fabricated
rigid metal and custom architectural. For the purposes of this report, staff has
researched a custom architectural building as well as an air-supported structure
facility. All of our current indoor recreation facilities would be described as'
custom architectural facilities. Based on the information staff received from their
investigation a minimum of four courts should be considered when building a new
facility.
4.0 CUSTOM ARCHITECTURAL BUILDING
4.1 This construction would include a high-bay area to accommodate four tennis
courts. The area would be approximately 20,000 square feet in size to
accommodate the court dimensions, space between the courts, as well as space
behind the baselines. The non-court area, which would include the front
entrance, washrooms, change facilities and mechanical rooms etc., would vary
depending on the amenities required. The construction of an indoor facility would
provide a year-round temperature controlled environment for play.
4.2 The size of the non-court section of the building would also depend on whether
the facility is built as a stand-alone facility or be added on to an existing indoor
recreation facility. If the facility is designed as an expansion, the existing
entrances, washrooms etc. may be utilized, therefore reducing the square
footage of new construction. For comparison purposes the non-field area of the
Bowmanville Indoor Soccer facility is approximately 8,000 square feet.
4.3 In providing preliminary costing information for a newly constructed facility, staff
has assumed a 25,000 square foot stand alone facility (20,000 square foot court
area and 5,000 square foot non-court area). Based on industry estimates,
construction costs are estimated between $140 and $160 per square foot of
constructed area plus 10% design and 10% contingency for an estimated project
budget in the range of $4.2 to $4.8 million dollars. This estimate assumes that
this facility would be situated on fully serviced land currently owned by the
Municipality.
4.4 Expansion for an indoor tennis facility could be accomodated at South Courtice
Arena, Bowmanville Indoor Soccer and the Newcastle & District Recreation
REPORT NO.: CSD-005-12 PAGE 4
Complex. All three sites are planned for indoor recreation expansion in the
future.
5.0 AIR-SUPPORTED STRUCTURE
5.1 The construction of an air-supported structure over a four court playing area
would also cover approximately 20,000 square feet. A fixed building structure
would also need to be constructed to accommodate the front entrance,
washrooms, change facilities, mechanical rooms etc. This would also provide the
air tight transition area at the entrance to the air-supported structure.
5.2 Although the installation of air-supported structures does provide the ability to
remove the "bubble" during the warmer spring and summer months, the cost for
removal, storage and reinstallation is costly on an annual basis and tennis sites
are deciding to keep the.structure in place year-round. This is the case at the
Oshawa Tennis Centre located on the UOIT/Durham College campus. In order to
help prevent excessive heat during the summer, additional insulation can be
added to the air structure and an enhanced mechanical system can be installed.
5.3 Preliminary costing for an air-supported structure for a four court facility including
5,000 square feet of fixed building is estimated in the range of $1.5 to $1.7
million. This cost estimate also assumes that this facility would be situated on
fully serviced land currently owned by the Municipality.
6.0 OPERATING COSTS
6.1 Without previous experience in the operation of an indoor tennis facility, staff is
unable to accurately estimate annual operating costs. In researching this report
staff has had preliminary discussions with operators of indoor tennis facilities in
the Region. We have been advised that operating expenses could be in the
range of$300,000 — 400,000 per year. Depending on the membership and/or
court rental structure, revenues could be generated to assist in offsetting the
costs.
6.2 Should this facility move forward as an expansion to an existing indoor recreation
complex, savings to the annual cost of the operation would be realized.
7.0 FINANCING
7.1 As this project has not been planned for, a financing strategy would need to be
prepared should Council decide to move forward with this project.
REPORT NO.: CSD-005-12 PAGE 5
7.2 Preliminary discussion with the Treasurer indicated the potential sources of
funding as follows:
• Development Charges — currently this fund is in a deficit position. No draw
could be made on this funding source for the next five years (approximate)
and any draw on this source would impact future planned facilities.
• Reserve Funds — Estimated balance of the Community Services Capital
Reserve Fund at year end 2012 will be $765,000. Any unanticipated draw on
this reserve fund would have a significant impact on the department's ability
to fund its capital budget program as well as the maintenance of existing
facilities as existing reserve funds have not been established or replenished
with this project included as part of forecasted requirements.
• Tax Levy or Debenture Debt funded by tax levy—A one million dollar impact
to the tax levy would translate to an approximate 3% increase to the
residential tax base. Both capital costs and net operating costs would need to
be considered for the tax levy impact. If Debenture Debt is chosen as a
financing option, a one million dollar debenture would have an annual
repayment impact to the tax levy of approximately $100,000.
8.0 COMMENTS
8.1 During the research for this report, staff has observed that the majority of indoor
tennis facilities involve partnerships in some form with community tennis
associations and/or other third party groups.
8.2 Without the benefit of a formal facility needs assessment, it is difficult for staff to
estimate how a project of this nature would be received by the public.
8.3 Should Council provide direction to advance this project, staff will prepare a
detailed project budget identifying specific facility components and a detailed
operating budget.
9.0 CONCURRENCE
9.1 This report has been reviewed by Nancy Taylor, Director of Finance/Treasurer
who concurs with the recommendations.
CONFORMITY WITH STRATEGIC PLAN — Not Applicable
Staff Contact: Joseph P. Caruana, Director of Community Services