community centre master planning report - peachland centre feasibility study master planning report...

Community Centre Feasibility Study

Master Planning Report

For: District of Peachland Date: Oct 17, 2012

Address: 4450 6th Street, Peachland, BC

VOH 1X7

Attention: Cheryl Wiebe,

Director of Community Services

ENAISSANCE R R e n a i s s a n c e - G H M A r c h i t e c t s I n c .

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Alexander Kristiansen MAIBC, Senior Project Manager Kelowna: 250 – 762- 2503 Surrey: 604 - 581- 8128

District of Peachland Community Centre Feasibility

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SECTION 0.0 1.0 Executive Summary Page 001

1.1 Written Summary

1.2 Existing Building Photos

2.0 Recommendations Page 003

3.0 Facility Program Page 004

3.1 Short & Long Term Programs

4.0 Master Planning Page 074

4.1 Architectural Master Planning

4.1.1 Architectural Design Report Page 075

4.1.2 Design Drawings Page 101

4.2 Building Code - Design Report Page 102

4.2.1 Option A - Code Overview

4.2.2 Option A - Code Overview

4.2.3 Option C - Code Overview

4.3 Structural Design Report Page 108

4.4 Mechanical Design Report Page 122

4.5 Electrical Design Report Page 135

5.0 Cost Planning Page 142

5.1 Master Planning Cost Estimate


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SECTION 1.1 Renaissance-GHM Architects (RGHMA) has been commissioned to provide the District of Peachland with documentation and design options for the Renovation and Expansion of the Peachland Community Centre. This study will determine the community’s recreational facility needs and the development of a Facility Program and Master Plan for the development of the Community Centre. With this, the District of Peachland will have a shelf ready project for future grant opportunities as well as for the development of their interim capital plan and com-munity amenity plan.

The Peachland Community Centre is located near Okanagan Lake in heart of the District of Peachland’s community core. The Centre accommodates numerous programs for fitness and recreation serving a wide range of community and cultural groups in the District of Peachland. The facilities are also available for private rentals.

The Community Centre currently consists of a multi-purpose hall, multi-purpose room, com-mercial kitchen, change rooms, office, lobby and a small portable fitness annex. The building is used extensively, with limited areas for fitness, storage, office and program spaces.

Renaissance-GHMA has prepared a project development report that include the possibilities for the future of the Community Centre. The report includes the facility programming devel-oped through an interactive process with the community via user meetings and a community survey. In collaboration with the District of Peachland, existing and potential user groups were identified. The groups included public, private and non - profit groups who may be interested in using the building.

A key component of the master planning of the facility also includes a facility assessment. This facility assessment involves a detailed code review of the existing building to establish a base line for the planning process. The design team has also reviewed the existing condition of the facility and identified areas of concern and required maintenance to assist the local authority in their capital maintenance planning process. As a supplement to this report additional high level code reviews have been completed for each option that help direct the building code implica-tions to the development of each option.

The options for renovation and expansion have been developed based on input from the project steering committee and the current council. The directive was to develop 3 options (A, B & C). Of these options, two retain the existing facility in its entirety with various levels of renovation. Option B has been developed to encompass the design requirements to implement the Facility program in its entirety. Additionally options A and B are driven not only by the Facility pro-gram, but also by the parking requirements.

Each option includes cost planning which is comprised of construction costs to facilitate the implementation of the design. These will be critical in providing a clear understanding of all possibilities and opportunities and will assist the District in selecting the best approach.

For the purpose of this study we have assumed the existing out building and fitness area, lo-cated in the portable, shall be demolished including surrounding decks and stairs.

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SECTION 1.2

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SECTION 2.0 Through the feasibility study, it has been determined that a significant renovation/expansion

is required to facilitate the demands of the community within the confines of the buildable

area identified for the Community Centre.

Through the planning process, RGHMA developed two options which implement various

components of the facility program. During the initial review with staff and council, the cost

of these two options were a cause for concern so RGHMA was given the task to develop a

third solution, option C. The cost of option C also has a significant impact with an estimate of

$1.8 million in renovation costs. Considering the fact that option C does not fulfill the facility

program needs nor does it address all the recommendations from the Facility Assessment

Building Code review, RGHMA does not recommend option C and recommends instead that

council set funds aside for either option A or B.

Both options A and B are driven by both the facility program and the onsite parking

requirements. While option A and option B phase one have a similar program area, option B

has a second phase which allows for further expansion to fulfill the long term community

needs. RGHMA also feels that, through redevelopment, there is an opportunity to make a

strong urban gesture in this core recreational area. As such, in consideration of the commu‐

nity consultation and the facility program as well as the potential impact this facility could

have on the redevelopment of the Peachland waterfront, RGHMA recommends option B.

Option B is structured in two phases to allow for fiscal planning and strives to make the

Community Centre a central gathering place. First and foremost, considering the urban

context in developing a connection to Beach Avenue and the waterfront, Option B is more

than a building. It is about creating a place that the community can gather both inside and

out. The design makes use of a large public square that reaches out to Beach Avenue provid‐

ing a connection for the Community Centre with the street and also with the Heritage Primary

School.

Option B allows for a phased approach that can be expanded as both the community needs

and the needs of parking in this area increase. The parking structure in phase 2 also will not

only facilitate the Centre’s parking needs but will also create a public gathering space that

forms a transition between the community space and the parking structure. The atrium or

courtyard space is anticipated to have bridges that glide across the space to provide access

into the Community Centre. Additionally, there is also an opportunity to include a commercial

space in the base of the parking structure.

RGHMA feels that option B will provide the community with a dynamic long term solution that

is more than just a building – it is building community.

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FACI

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SECTION 3.0

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Peachland Community CentreFeasibility Study

Facility Program

October 17, 2012

FACILITY PROGRAMMER:

H. Bookham Consulting Ltd.213 - 1628 West 1 st Avenue

Vancouver, BCV6J 1G1

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Peachland Community Centre Feasibility Study - Facility Program

Table of Contents

INTRODUCTION• INTRODUCTION 1• BACKGROUND

• 2009 Recreation Master Plan 2• 2012 Feasibility Study 3

NEEDS ASSESSMENT• OVERVIEW 4• USER & STAFF INPUT 5

• User & Staff Interviews 5• Public Survey 5• Elementary School Input 9

• PROGRAMS & ACTIVITIES 10• Peachland Community Centre Programs & Activities 10• Other Peachland Program Providers 14• Programs Versus Space 15• Scheduling 16• Utilization 17

EXISTING FACILITIES• EXISTING FACILITIES 24

• Summary of Existing Facilities 25• Existing Building Floorplan 26• Description of Existing Facilities 27

• SUMMARY OF NEEDS 36

SHORT-TERM REQUIREMENTS (2012-2022)• PROJECTED POPULATION 38• IDEAL FACILITIES 39

• 2009 Master Plan Versus 2012 Feasibility Study 39• Existing Versus Ideal Facilities 40• Recreation Space Per Capita 41• Summary of Ideal Facilities 43• Functional Relationship Diagram 45• Description of Ideal Facilities 46

• HIGHLIGHTS OF THE IDEAL FACILITIES 56• CENTRALIZED VERSUS DECENTRALIZED FACILITIES 57

LONG-TERM REQUIREMENTS (2022-2031)• PROJECTED POPULATION 58• LONG-TERM FACILITIES 59

• Summary of Long-term Facilities 60

MOVING FORWARD• MOVING FORWARD 61

H. Bookham Consulting Ltd. - October 17, 2012 i

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INTRODUCTION

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INTRODUCTION

With two major housing developments, a few smaller ones, and a downtownredevelopment all underway, the District of Peachland is about to undergosignificant changes. It is expected that these projects will bring a huge influx ofpeople to the area. According to the recently released Economic ImpactAnalysis1, “Peachland could grow by more than 500 people per year over thenext 15 years.” Using these figures, the 2011 population of 5,200 would morethan double in ten years, with the long-term estimates being as follows:

YEAR POPULATION2017 7,9742022 11,4792027 13,5932031 14,210

This level of growth will put an incredible amount of pressure on communityfacilities, so the District of Peachland has created an Amenity ContributionsPolicy whereby the developers of the new housing will contribute towards thenew construction and/or upgrade of community amenities. Facilities on theamenity list include:

• new fire hall,• new civic offices,• community centre upgrade,• primary school rehabilitation,• museum upgrade,• waterfront enhancement,• trail development and,• new multi-purpose arena.

Many of these facilities are required now or in the near future, however, sincethe amenity funds will be received over an extended period of time, the Districtmay need to rely on alternate sources of funding in order to fulfill some of theirmore pressing facility needs. As a result, the District has been laying thegroundwork for future facility development by identifying needs, developingstrategies, and determining costs for fulfilling these needs. By doing thisadvanced planning, the District is endeavouring to be ready to take advantageof any grant opportunities or government funding that might come available.

This Feasibility Study was initiated to focus specifically on the needs ofPeachland Community Centre.

1 Economic Impact Analysis of Major Development Projects in Peachland, Vann Struth Consulting Group Inc.,March 2012

H. Bookham Consulting Ltd. - October 17, 2012 1

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BACKGROUND

2009 Recreation Master Plan

In 2009, a comprehensive Recreation Master Plan was completed for the Districtof Peachland. The purpose of the Master Plan was “to provide direction and toidentify projects to be undertaken annually by Council and staff” in terms of allrecreation amenities, including parks, trails and facilities, many of which arereflected on the Community Amenities List.

The number one recommendation of the Master Plan was to expand thePeachland Community Centre by between 5,000 and 6,000 square feet, and torenovate and update the existing facilities.

Specific recommendations included:

• transforming the Lobby into a community living room,

• establishing a fitness centre operation (2,000 sf),

• providing additional multi-purpose rooms of various sizes and flexibility toaccommodate a variety of program and community group operations(3,000 sf), with at least one of them for moderately active programs(2,000 sf)

• accommodating in the above spaces a small (60 person) take up, takedown performing arts space,

• adding office and storage space,

• utilizing the stage area and existing portable for storage,

• for better management and leisure environment, consider selling orreassigning uses of the 4th Street Place property and re-assigning thegroups using that facility to the expanded community centre operation.

The Master Plan also recommended that a professional team be retained todevelop design concepts and costs for the expansion of the Community Centre.


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2012 Feasibility Study

In response to the Master Plan’s recommendations regarding the CommunityCentre, the District of Peachland sought the services of a multi-disciplinary teamto complete a Feasibility Study that would explore the future potential forexpanding and/or renovating the existing Community Centre. In November2011, Renaissance-GHM Architects Inc. was selected as the prime consultantresponsible for the team that would carry out this Feasibility Study.

The objectives of the Feasibility Study were:

• to develop addition, expansion and/or upgrading options for PeachlandCommunity Centre,

• to have a shelf-ready project for future grant opportunities,

• to help the District in decision making with regards to improvements thatwould help guide the Community Amenities Plan,

• to investigate the most appropriate use of space,

• to identify the best location for any new expansion,

• to carry out a structural and building assessment to determine thefeasibility of expanding and/or renovating the existing facility,

• working with District staff and Council, to help create a collective visionalong with the guiding principles and priorities to realize the vision,

• to develop a number of design options,

• to prepare life cycle cost comparisons for each option,

• to make recommendations regarding the preferred option,

• to prepare construction costs for budgeting purposes for the preferredoption,

• to establish priorities and timelines.


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NEEDS ASSESSMENT

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OVERVIEW

The first step in the Feasibility Study was to identify what the future facilityrequirements for Peachland Community Centre would be--the most realistic, themost desired, and the most needed facilities. In order to do this, it wasimportant to get a good understanding of the users of the building in terms of"who, where, when and why" they use the facilities, and then to determine howwell the existing facilities were meeting the current needs. This informationwould be used to guide the future design concepts and expansion scenarios.

The study team approached this pre-design phase of the project in the followingmanner:

• Interviews were held with a wide range of interest groups.

• A public survey was conducted to provide the community with theopportunity to express their opinions and preferences with regards to thefuture of Peachland Community Centre.

• An assessment of current programs was done.

• Spaces in the existing building were evaluated to see if they are meetingthe needs of current programs, and to determine what changes would berequired to maximize their potential.

• The physical condition of the existing building was assessed in terms of itsage, character, suitability for use, condition, and capacity for change orexpansion.


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USER & STAFF INPUT

User/Staff Interviews

The project team conducted user group interviews over two separate weeks.The turnout was exceptional with 42 out of 52 invited community groupsparticipating. Of the 111 individuals identified as representatives for thesegroups, 81 (almost 73%) took part in the one-on-one or group discussions.

Peachland’s diverse interests were well represented with the followingorganizations providing input: art groups, sports groups, churches, serviceclubs, community organizations, school and library representatives, recreationinstructors, recreation participants, volunteers, the Wellness Centre, thebusiness community, District staff and members of Council. Meetingparticipants covered a range of ages from elementary students and teens toseniors.

Despite there being such a varied group of users, each with their own particularinterests and agenda, there was a lot of consistency in what was heard amongstthe groups, which was further supported by the opinions expressed in thesurvey.

Public Survey

From the outset of the project, District staff and the consultants were inagreement that the opinions of the public were critical to the overall success ofthe Feasibility Study. Not only were user group interviews and public meetingsintegrated into the study approach, but a questionnaire survey was alsodistributed throughout the community.

The purpose of the survey was to find out:

• who attends Peachland Community Centre,• what facilities they do or don’t use,• what programs they would like to see offered at the Centre and,• what changes or additions they would like to see made to the facilities to

best meet the needs of the community.

The survey was inserted into the March 2 issue of the “Peachland View”newspaper and distributed to 2,000+ households. Additional copies of thequestionnaire were available at four locations: the Community Centre, the 50+Centre, the District Hall, and the Library. Respondents were given one month tocomplete and return their surveys.


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Survey Responses

• The total number of households that responded to the questionnaire was136, representing 257 adults and 52 children (ages 0 to 19), for a total of309 people. This equates to 6% of the total Peachland population basedon a figure of 5,200. This response rate was comparable to the 2009Master Plan’s survey response of 128.

• Of those who identified where they lived, 97% were from Peachland, 2%from West Kelowna and 1% didn’t answer the question.

• The majority of those who lived in Peachland indicated they were relativenewcomers with 45% having lived there for 9 years or less.

• Approximately 16% of the 136 respondents were families with children.

• Slightly more than 76% of the 136 respondents have a spouse.

• Of the total adult population represented, 52% were female, 46% male,and 2% didn’t indicate. With the children included, the split betweenfemales and males was almost equal at 49.8% and 48.2% respectively.

• In terms of age, the majority (65%) of the 257 people represented were 50years old and over. Children aged 0 to 19 years and adults 20 to 49 yearswere evenly split at 16.8% each.

• Taking into account just the 52 children in the survey, their ages fell intothe following categories: 0-4 years (15.4%), 5-9 years (50.0%), 10-14 years(17.3%) and 15-19 years (17.3%).

• Of all the people represented in the survey, over 63% of the adultpopulation attend the centre while only 44% of the children do.

• The largest number of children that use the Centre were the 7-8 year oldsat 23% followed by the 5-6 year olds at 19%.

• The most common reasons listed for attending the Centre included:• Special Events (37.5%)• Fitness Centre (12.0%)• Gym Activities (11%)• Meetings (10%)• Studio Activities (yoga, aerobics, dance, etc) 10%.


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• Reasons for not attending the Centre included:• Facilities (39%) - not suitable, too small, too basic, too old• Programs/Hours (30%) - not suitable hours, no programs of interest,

no kids programs, cancelled programs• Cost (8%) - too expensive• Other (23%) - too busy, transportation problems, prefer outdoor

activities, etc.

• Of the 102 respondents who indicated that they and/or members of theirfamily do use Peachland Community Centre, 73% also use 1 or more“other” facilities which included in the order most frequently listed: 50+Centre, Johnson Bentley Pool, 4th Street Place, Little School House andPeachland Wellness Centre.

• Of those who don’t use Peachland Community Centre the “other” facilitiesthey most frequently listed were Johnson Bentley Pool, H2O, 50+ Centre,and Jim Lind Arena.

Three of the most critical questions asked in the survey dealt with respondents’opinions regarding changes or additions they would like to see made to theCommunity Centre.

• “If you could MAKE 3 CHANGES to Peachland Community Centre whatwould you change?”

The top 6 CHANGES requested included:#1 Technical aspects (acoustics, electrical, hot water, ventilation)#2 Programs (more variety, more seniors/kids, more reliability)#3 Fitness Centre (bigger, better equipment, link to main building)#4 Gym (divider, flooring, separate gym from auditorium)#5 Appearance (update, change colours, modernize)#6 Storage (need more everywhere)

• “If you could ADD 3 PROGRAMS to Peachland Community Centre, whatwould they be?”

The most requested PROGRAM ADDITIONS fell into 6 categories:#1 Aerobics, Yoga, Dance, Gymnastics#2 Active Sports (ball hockey, dodge ball, karate, kick boxing, multi-

sport programs, roller derby, squash/racquet ball, indoor tennis,indoor walking programs)

#3 Children Activities (for tots, pre-teens & teens)#4 Music/Drama (theatre, concerts, choral groups, music drama)#5 Arts & Crafts (art/sewing classes, gallery space)#6 Special Interest Programs: education (computer courses, language,

gardening, etc.); social events (movies, dances); cooking; tablegames (table tennis, pool); passive games (cards)


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• “If you could ADD 3 FACILITIES to Peachland Community Centre, whatwould you add?”

The top 6 FACILITY ADDITIONS, included the following:#1 Studio Space (gymnastics, dance, aerobics, yoga)#2 Fitness Room (larger, better)#3 Arts/Crafts Spaces (art, sewing, wood working, pottery, music)#4 Bowling#4 Gym (indoor track & tennis, larger/better gym, pickle ball courts)#5 Theatre#6 Games (snooker, table tennis, shuffleboard, indoor horseshoes)#6 Program/Activity Rooms (more multi-purpose)

General Comments

At the end of the questionnaire, respondents were given the opportunityto make additional comments regarding the Community Centre. Many ofthe responses reiterated what was said earlier regarding programs andfacilities, but many people took the opportunity to give positive feedback.Of the 150 comments made:

• 9% praised the staff for being so friendly, helpful, and doing such anexceptional job

• 47% commented on the facilities:• 5% wanted additions made to the centre• 13% had negative comments regarding the existing facilities,

10% had positive comments, 3% felt the centre was adequate• 2% thought building maintenance was bad and 2% thought it

was good• 27% commented on the programs, hours and usage:

• 9% felt the focus should be on family, youth and children’sprograms and that seniors were already well taken care of

• 5% felt strongly that more programs should be provided tothose 50+ years since they were the tax payers and they madeup the majority of the population

• a number requested more age appropriate programs–“14+should not be the age for adult programs” and even “youngerand older adults should be separate”

• the remaining comments on programs referred to insufficienthours, unreliability and underutilization

• 17% made miscellaneous comments regarding costs, transportation,parking, adding a pool, or indifference to the centre.


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Outdoor Facilities

A number of the respondents’ answers related to outdoor facilities. Theseincluded the following:

• ball diamonds/slo pitch• outdoor pickleball courts• outdoor tennis courts• parking

• playground/jungle gym• skate park• shaded areas• soccer• water park

Other Recreation Facilities

The focus of this Feasibility Study was on the Community Centre, so thequestionnaire specifically asked that respondents NOT include aswimming pool or ice rink in their choices. Nevertheless an ice rink, aswimming pool and a curling rink all remain high on some people’s lists ofrequests according to the survey responses and the interviews.

Elementary School Input

An informal discussion was held with two grade 5 and 6 classes at PeachlandElementary School. Although the facilities they would most like to see addedwent beyond just the Community Centre, their input is extremely important tothe overall development of Peachland, especially in light of some of the surveyand interview comments regarding the lack of programs and activities for tots,children and youth.

The facilities and activities requested (through a show of hands) included:

• archery• arts, craft, music, dance• basketball• boys & girls club• climbing wall• cross fit training• energy plex• golf

• laser tag• playground• scandia• skate park (80%)• soccer• trampoline• water park• weekend activities


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PROGRAMS & ACTIVITIES

The District of Peachland’s main goal in providing community and recreationactivities is to offer an all-encompassing service to its residents--to complementexisting facilities and activities, and to infill where there are shortages.

Since programs are the driving force behind facility development, one completeyear of Peachland Community Centre’s activities and bookings was examined inorder to get a good understanding of the Centre’s usage. Two sources wereused to generate the information: 1) the actual room booking schedule fromJanuary 1 to December 31, 2011, and 2) the Spring/Summer 2011 & Fall2011/Winter 2012 Recreation Brochures.

Peachland Community Centre Programs & Activities

Programming at the Centre is offered in two ways. In the first case, programsare put on by the District. Staff plan the program, hire the instructors, andregister users to take part. In the second situation, community groups,volunteers or outside agencies organize and run their own programs, and rentspace at the Community Centre.

District-run Programs

• The District-run programs have a strong focus on fitness and sportsincluding pickleball, volleyball, badminton and indoor walking. Theseprograms are scheduled a number of times a week all year long, and areoffered on a drop-in basis. With seven time slots per week for pickleball,clearly this is one of the most popular activities at the Centre, and demandis increasing. The District also offers programs in scheduled block sessionsthat users sign up for in advance. These include spin classes, yoga, zumbaand dance, also very popular programs.

• General interest classes have been offered for both adults and children,but historically these do not appear to have been very successful, withmany cancelled due to lack of enrollment, although this has lessened overthe past year. Children’s programs seem to be the biggest problem. Thedifficulty is finding the right program, for the right age, at the right time,and with such a small demographic pool to draw from, it is even morechallenging. Some adult programs suggested by survey respondentsincluded: computer training, gardening, language classes and cooking.

• The District also organizes a number of annual special events for children(Easter Egg Hunt, Halloween Party, Breakfast with Santa), and for adults+(New Years Day Polar Bear Run, Walk and Swim, Half Marathon, Triathlon,Spring 10K, February Freeze Up 5K, and the Rattlesnake Island Swim).


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Community-run Programs

• The self-run programs include the Arts Group and the Quilting Club. Thesehave grown from half-day to full-day sessions. There are people on a waitlist wanting to attend, so additional classes are being considered.

• A number of organizations (Sportsmen’s Association, the Lions Club, theAmbassadors Pageant, Toastmasters and the Fall Fair) hold their regularlyscheduled weekly or bi-weekly meetings at the Community Centre.Wednesday is set aside for this purpose while Monday and Thursdayevenings are set aside for any non-regular meetings and events that arise.

Outside Operator Programs

Most of the tots’, children’s and youth activities at the Community Centre areoffered by outside organizations.

• The Boys and Girls Club has been contracted by the District to provideactivities and programs for Peachland’s children. They run a number ofprograms at various locations including Preschool and After Schoolprograms that take place at the elementary school. They also runprograms for Tweens (grades 5 ad 6), Middle School Teens (Grades 7 and9) and Older Teens (grades 10 to 12). The Club has been allocated aweekly time slot at the Community Centre for these groups, but at themoment it isn’t well attended. On other nights, the Club uses the AnglicanChurch Hall which seems to get a good turnout.

A Youth Centre is being included in the adjacent Primary Schoolrenovation. Once completed, it will become the new home for the Boysand Girls Club, although the Community Centre will still be used for activeprograms. Some of the users interviewed feel the Youth Centre should behoused within the Community Centre, helping to strengthen the conceptof a true community “hub” geared towards all ages. Others felt that aphysical link between the two buildings could achieve the same result.

• The Bridge is an independent program that operates for two hours twice aweek out of the Community Centre’s Main Room. They offer play,learning and support for children 1 month to 6 years and their care givers.

• The Baptist Church holds a Youth Gym Night once a week at theCommunity Centre for children from Kindergarten through Grade 6.

• Girl Guide meetings are held at the Community Centre. Sparks, Brownieand Pathfinder meetings are held at one of the church halls, although itwould be preferable if they could all meet in one location where theycould keep their program materials.


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Bookings (Meetings, Special Events & Weddings)

• The Community Centre serves a wide range of other uses and bookingsthroughout the year.

• There are numerous meetings and events that take place on an irregularbasis, usually for 1 day or less. Examples include: voting, all candidatesmeetings, public information meetings, parties, fund raisers, bake sales,musical events, etc. These take place in either the Banquet Room or theMain Room, and generally include use of the Kitchen.

• There are 12 major community events that occur annually. These takeplace over a 2- to 4-day period, mostly on weekends. Friday afternoon isfrequently used for setup and Sunday for take down. Generally the entireCommunity Centre is booked including the Main Room, the BanquetRoom and the Kitchen. These regular events include:

• The Fall Fair• Ambassadorial Pageant• Hobby Show• Christmas Craft Show• Chamber of Commerce Trade Show• Sportsmen’s Association Dinners• Rotary Gala Dinner• Art Show• Quilt Show• Girl Guide Thinking Day• World of Wheels*• Dancin’ Barefoot in the Park*

* mostly outdoors

• Weddings are the final category of uses of the Community Centre. Theseare held most frequently in the spring and summer, and are booked notonly by locals, but also by people from around the province, drawn to thisbeautiful lake community. Once again, with setup and take down, theseare usually 2- to 3-day events involving the Main Room, the BanquetRoom and the Kitchen. In 2011, seven weddings were held.

The table on the following page is a complete listing of all the activities andbookings that took place at Peachland Community Centre during 2011.


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Peachland Community Centre Programs & ActivitiesJanuary 1 - December 31, 2011

CATEGORY PROGRAM/EVENT CATEGORY PROGRAM/EVENT CATEGORY PROGRAM/EVENT

DISTRICT-RUN ACTIVITIES DISTRICT-RUN ACTIVITIES BOOKINGSFitness/ Beginner Country 2 Step Special Easter Egg Hunt Special All Candidates MeetingSport Beginner + Country 2 Step Events: Hoot n' Howl Events Ambassadorial Pageant

Dance the Cha Cha Children Halloween Hoot n' Annie Art ClassWest Coast Swing Beginner Breakfast with Santa Art ShowWest Coast Swing Adults+ Peachland ½ Marathon B&G Bake SaleZumba Rattlesnake Island Swim B&G BasketballFlow Yoga Peachland Triathlon Band PracticeGentle Yoga Polar Bear Run BC Tree AGMPower Yoga Polar Bear Swim Birthday PartyYoga 1.5 February Freeze Up 5K Boxing CompetitionSpin Peachland Spring 10K Christmas BazaarSuper Spin COMMUNITY-RUN ACTIVITIES Christmas Community Lunch3S Spin, Strength & Stretch Clubs Arts Group Christmas PartySpin, Run & Stretch Quilting Club "Dancin Barefoot in the Park"Adult Badminton Regular Ambassador Meeting Diabetes FundraiserPickelball Meetings Fall Fair Meeting Elections CanadaPickelball Clinics Lions Club Meeting Fall Fair ShowPickelball Tournament Sportsman Association Fashion Show50+ Volleyball Toastmasters Friends in the ParkIndoor Walking Children’s Baptist Church Gym Meadow Lark Festival

Programs: Programs Boys & Girls Club Hobby ShowChildren Indoor Soccer Bridge Family Karate Trials

NLS Waterfront Option Guides Little Buddies ProgramAdults+ Outdoor Cycling Sparks/Brownies Mammograms

Rusty Runners BOOKINGS Movie NightSoap Making Non-regular AGM Quilt ShowTobacco Reduction Meetings Chamber of Commerce Remembrance Day

Highway Committee Rotary Gala DinnerMeeting Sportsmen’s DinnerNew Monaco Public Spring Open HousePublic Info Meeting Thinking Day GuidesPublic Open House Trade Show

World of WheelsYear End Banquet

Weddings Weddings X 7


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Other Peachland Program Providers

The Community Centre isn’t the only provider of community, recreation andcultural activities in Peachland. The Wellness Centre, the 50+ Centre and 4th

Street Place, all serve the community’s needs and offer their own scheduledevents.

• The Wellness Centre’s offerings include: Computer Literacy, Tai Chi forWellness, Reiki and Body Talk, Sunshine Singers, Teen Volunteers, SeniorExcursions, Meals to Go, Home Safety, Volunteer Income Tax, OutreachAging in Place, Transportation Services, Bereavement Support, CoffeeGatherings and Sunday Breakfast. Most of their programs take place atthe Wellness Centre with the exception of Tai Chi which is held at theUnited Church Hall.

• 50+ Activity Centre offerings include: Variety Singers, Tai Chi, Needle Arts,Wood Carvers, Carpet Bowling, Friendship Tuesday, Movies, Bridge,Aerobics, Chess, Yoga, Line Dancing, Iron & Silk, Bingo and Pot LuckDinners. The Centre is well attended but is almost at maximum capacity.The Centre is also available as a rental facility for banquets, meetings, etc.Formerly called the Seniors Centre, their name change reflects the factthat they are catering to a younger market as well as the seniorspopulation.

• 4th Street Place is home to the Peachland Players and a number of othermusic, dance and theatre activities for both adults and children, includinglessons. With a seating capacity of between 50 and 70, and quite goodacoustics, it is just the right size and ambiance for intimate performances.It serves as a venue for cabarets, evenings of jazz, classical piano recitals,cowboy poets, early music, etc.

The Archery Club and the Boxing Club also run their programs out of 4th

Street Place.

If the residents of Peachland are to be well-served in terms of their social,cultural, and recreational needs, it is extremely important that all activityproviders in the community work closely together to ensure that facilities andofferings complement each other rather than compete. This is particularlyimportant given that resources, operating funds and grants are becomingincreasingly scarce. A collaborative approach will not only ensure that facilitiesand programs are well utilized, but it will also provide a more rewardingexperience for the users.


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Programs Versus Space

The staff at Peachland Community Centre confirmed that numerous programsor requests for space have been turned down because there simply isn’t anyroom available, resulting in programs being scattered throughout thecommunity. Unfortunately, like many community centres, records of “refusals”aren’t kept so some of the needs of Peachland are going unaccounted for.

Another common problem is that space requirements are often disguisedbecause of “make do” situations. For example, even though there arenumerous fitness programs such as yoga and dance, there is no purpose-builtstudio space in which these activities are held. As a result, the oversized MainRoom or Banquet Room are used, thus compromising the use of these rooms forlarger more appropriate activities. The co-existence of the community’s theatreand performance groups with the boxing and archery clubs is another exampleof this “make do” situation.

Peachland Community Centre has only three programmable activity rooms.

• The first is the Main Room or Gymnasium. This room is used for regularlyscheduled programs and activities, and for community-run and privateevents such as children’s programs, banquets, fall fair, ambassadorpageant, trade shows, weddings, etc.

• The second is the Banquet Room which is scheduled for banquets,meetings, and program activities such as painting, quilting, guides andyoga. This is the principal multi-purpose room in the Centre.

• The third space is the Fitness Centre which is meant to be a drop-inexercise room but is being used as a programmable space as well. Due toall the equipment in it, there are limitations as to what activities can takeplace. Currently spin classes are being scheduled four days a weekbetween 4:30 and 7:45 pm, which is also prime time for using the weightroom.

Most often when the Banquet Room is booked, the adjacent Kitchen is alsobooked for either coffee service or as a full kitchen. The same applies to theMain Room, especially for weekend bookings, when the Kitchen and BanquetRoom are often booked as well.

There is a tendency not to book too many scheduled activities on Fridayafternoons so that users aren’t faced with being “bumped” each time a revenuegenerating rental opportunity comes up. With the addition of another activeprogram space and another passive program space, this would no longer be aproblem.


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Scheduling

The Peachland Community Centre runs four sessions each year:

• Spring Session April - June• Summer Session Mid-June - Labour Day• Fall Session Labour Day - December• Winter Session January - March

Officially its operating hours are as follows:

• Community Centre• Monday to Thursday 8:00 am - 5:00 pm & 6:00 pm - 8:00 pm• Friday 8:00 am - 6:00 pm

• The Fitness Centre• Monday to Thursday 8:00 am - 8:00 pm• Friday 8:00 am - 6:00 pm

• Community Centre & Fitness Centre (during Summer Session)• Monday to Friday 8:00 am - 6:00 pm

There are a few exceptions to the schedule with some sports programs andmeetings running to 9:00 and 10:00 pm, and an early morning spin class beingoffered between 6:30 and 7:30 am. The Centre is not open on weekends, but isusually booked for special events or weddings. The Centre is closed on allstatutory holidays with the exception of November 11, when the CommunityCentre is used for the Remembrance Day ceremony. The Centre closes betweenChristmas and New Years.

The demographics of a community will determine which hours work best forscheduling their programs. In Peachland, the existing programs are currentlybeing scheduled within the following general time slots:

Age Program Hours• Tots 0-5 9:00 am to 1:00 pm• Children 5-12 4:00 pm to 8:30 pm• Teens 12-17 4:00 pm to 8:30 pm• Adults 18+ 6:30 am to 9:30 pm

A few parents suggested that any afternoon programs offered at the CommunityCentre for elementary school children should start soon after school is out, i.e.2:45 or 3:00 pm, so that the children don’t have to wait around. It was alsosuggested that transportation be organized from the elementary school to theCommunity Centre since the school bus is no longer an option.

Middle and high school students are bussed out of town, so they are not usuallyavailable in the afternoon for programs, plus they tend to stay at their schoolsor go to West Kelowna for their recreation and community activities.


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With respect to the adult population and Peachland’s large 50+ population,there are different preferred time slots for the younger versus older adults.

Scheduling comments and requests made during the user interviews and in thesurvey responses included:

• opening weekends for children’s activities,• opening weekends for the fitness centre,• providing more hours and programs for aerobics, dance, fitness,• offering more programs in the evening for people who work.

Utilization

A common way of addressing space requirements is to examine a facility interms of the “capacity” hours versus the “programmable” hours versus the“actual” usage. The utilization rate acceptable to a municipality is generally amatter of policy--the issue being cost versus program implications.

The Main Room and the Banquet Room are each available 11 hours a day,Monday to Thursday, and 10 hours on Friday, for a total “capacity” of 54 hourseach per week (50 hours in summer). The Fitness Centre has not been includedas this space is meant to be a drop-in centre, even though it is being used as aprogram space for spin classes. At any facility, it is inevitable that there will betimes when it is unrealistic or impossible to schedule programs. If we assumethat 2 hours on Monday through Friday are not available to schedule, thatleaves 44 “programmable” hours per week per room during the fall, winter andspring sessions. In summer when the Centre operates on a shorter schedule,the weekly “programmable” hours per room would be 40.

During one of the busier weeks in the Fall 2011 Session, the regularly scheduledprograms (drop in sports, zumba, dance, yoga, spin classes, arts group, quilting,guides, Boys & Girls Club and scheduled meetings) totaled 60.5 hours which was69% of the available “programmable” hours in the Centre.

Sample Weekly Utilization - Regularly Scheduled Programs (Fall Session)

Hours UtilizationRoom Capacity Programmable Actual* RateMain Room 54 44 27.5 63%Banquet Room 54 44 25.0 57%Fitness Centre 0 0 8Total Hours 108 88 60.5 69%

* Note: Excludes any non-regular bookings or rentals.


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With the addition of another active program space and a passive program space,the available programmable hours at the Centre will double.

Existing vs Future Programmable Hours (Fall Session)

Existing Hours Future Hours %Room Capacity Programmable Capacity Programmable IncreaseMain Room 54 44 54 44Banquet Room 54 44 54 44Fitness Centre 0 0 0 0New Active Program Space 54 44New Passive Program Space 54 44Total Hours 108 88 216 176 100%

The three tables following show the usage of the Main Room, Banquet Roomand Fitness Centre during the Fall Session 2011.


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SAMPLE BOOKING SCHEDULE

MAIN ROOM - FALL SESSION 2011

11 X 17 insert


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BANQUET ROOM - FALL SESSION 2011

11 x 17 insert


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FITNESS ROOM - FALL SESSION 2011

11 x 17 insert


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As mentioned earlier, one complete year of bookings for the entire CommunityCentre was examined to find how and when it is used. The table belowsummarizes the total hours booked at the Community Centre for this 1 yearperiod. On the following page is a table that shows the Centre’s 2011 utilizationby room.

Total Community Centre Utilization By Day & Session for 2011

Total Hours Booked by Day by Session 2011/2012 *

SESSION Mon Tues Wed Thurs Fri Sat Sun TotalSpring Session 2011 101 157 165 101 178 230 153 1084Summer Session 2011 88 141 56 78 50 143 16 571

Fall Session 2011 145 163 183 213 166 161 120 1151Winter Session 2011 & 2012 ** 119 181 149 155 89 48 20 760

Actual Hours 452 642 552 547 482 582 309 3565Programmable Hours 790 896 896 898 784 582 309 5155Utilization 57% 72% 62% 61% 61% 100% 100% 69%

* Source: 2011 Room Booking List; Spring/Summer 2011 & Fall 2011/Winter 2012 ProgramBrochures

** The winter session is a combination of “actual” bookings for 2011 and “scheduled”activities for 2012.

Looking at the previous fall room booking schedules and the utilization tables, anumber of things stand out.

• Main Room:• The 3:00 to 6:00 pm time slot is clearly under-utilized. This would

typically be when children and teen programs were scheduled, butas pointed out earlier, children make up just 16% of the totalpopulation, many of whom attend school and/or programs in WestKelowna, so there are few children/youth programs.

• September and October are busy months for special events andoutside bookings.

• Morning usage increases significantly just after Thanksgiving.• Mondays are the least booked days.

• Banquet Room:• The Arts Group and Quilting Club are the principal users in the

morning and afternoons.• Yoga, meetings, dance, Guides and Boys & Girls Club are the late

afternoon and evening users.

• Fitness Centre:• Spin classes are very popular with classes scheduled four days a

week, mornings and evenings. This however impacts the use of theroom as a drop-in weight and exercise room.


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Total Community Centre Utilization By Room & Activity FOR 2011

ROOM HOURSBanquet Main Fitness

ACTIVITY Room Kitchen Room Centre TotalFITNESS/ Dance 30 30SPORT Zumba 70 70

Yoga 109 109Spin 360 360Badminton 98 98Pickleball 470 470Pickleball Clinics 6 6Pickleball Tournaments 6 6Volleyball 92 92Indoor Walking 139 139SUBTOTAL 139 0 865 360 1,364

PROGRAMS Indoor Soccer 10 10NS Waterfront Option 26 26Outdoor Cycling 5 5Rusty Runners 8 8Soap Making 3 3Smoking Cessation 12 12SUBTOTAL 12 3 41 8 64

ANNUAL Easter Egg Hunt 2 2SPECIAL Hoot n' Howl 2 2EVENTS Halloween Hoot n' Annie 3 3 6

Breakfast with Santa 2 2 5SUBTOTAL 5 0 8 0 14Peachland Half Marathon 4 4Rattlesnake Island Swim 5 5Peachland Triathlon 4 4Remembrance Day 3 3New Years Polar Bear Run 2 2New Years Polar Bear Swim 1 1February Freeze Up 5K Run 2 2Peachland Half Marathon 4 4Peachland Spring 10K 3 3SUBTOTAL 0 0 26 0 26

CHILDREN’S Baptist Church Gym Night 50 50The Bridge 134 134Guides/Sparks 84 84B&G Club 190 190SUBTOTAL 274 0 184 0 458

REGULAR Arts Group 164 164CLUBS & Quilting 120 120MEETINGS Sportsmen's Assoc Meeting 12 12

Ambassadorial Meeting 66 66Lions Club Meeting 21 21Fall Fair Meeting 14 14SUBTOTAL 397 0 0 0 397

BOOKINGS Non-Regular Meetings 51 51Bookings BR + Kitchen 88 88Bookings MR + Kitchen 70 70Bookings BR + MR + Kitchen 398 398 796Weddings 54 168 222SUBTOTAL 590 0 636 0 1,226TOTAL 1,416 3 1,776 368 3,563


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EXISTING FACILITIES

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EXISTING FACILITIES

Opened in 1988, Peachland Community Centre comprises 14,561 net squarefeet (nsf) or 16,828 gross square feet (gsf) of public, administrative, program,activity and service space, housed in the main Community Centre and in a free-standing trailer on the west side of the building.

The Centre has served the community well for more than 23 years, but it nolonger meets all the needs of Peachland’s growing and changing community.

The most significant issues are:

• the building is over capacity,

• meeting and program space is not available during prime times,

• the Centre has only three programmable spaces, and with the MainRoom/Gym being so large, and the Fitness Centre serving very specificactivities, the majority of the booking demands fall on the Banquet Room,

• acoustics are a major issue in the Main Room/Gym,

• there is a lack of storage for both District programs and communitygroups,

• the Fitness Centre is too small, outdated and detached from the rest ofthe centre,

• the Office is too small to adequately house the existing staff contingent,

• there are a number of spaces that don’t comply with the existing buildingcode (refer to the Building Code Review section),

• the room sizes and quality are often inappropriate for the activities takingplace,

• the building is institutional in appearance and uninviting.

The table on the next page summarizes all existing Community Centre roomsand sizes, followed by a detailed description of each space and its use.


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Summary of Existing Facilities

FULL AREA (SQ FT)

TIME ENCL # of UnitACTIVITY CENTRE STAFF TYPE Units Size Size Total

Entry Vestibule E 1 147.0 147.0 147.0Lobby/Waiting Lobby O 1 647.0 647.0

Waiting/Display O 1 80.0 80.0Waiting/Display O 1 43.0 43.0Waiting/Display O 1 51.0 51.0Display O 1 22.0 22.0 843.0

Office Recreation Office 2 E 1 102.0 102.0Director's Office 1 E 1 93.0 93.0 195.0

Office Support Program Storage E 1 196.0 196.0 196.0Maintenance Public Works Storage E 1 135.0 135.0 135.0Banquet Room Banquet Room A & B E 1 1,453.0 1,453.0 1,453.0Kitchen Kitchen E 1 489.0 489.0

Bar E 1 68.0 68.0Cooler E 1 64.0 64.0 621.0

Main Room Main Room E 1 6,292.0 6,292.0 6,292.0Stage/Back Stage Stage O 1 750.0 750.0

Sound Room E 1 42.0 42.0Stair x 4 O 1 98.0 98.0 890.0

Storage Gym Storage E 1 239.0 239.0Table Storage E 1 233.0 233.0Chair Storage E 1 176.0 176.0Upper - Records Room E 1 240.0 240.0Upper - Community Storage E 1 207.0 207.0 1,095.0

Change Rooms Men's Washroom E In GrossMen's Change Room E 1 139.0 139.0Women's Washroom E In GrossWomen’s Change Room E 1 138.0 138.0 277.0

Fitness Room Fitness Room E 1 879.0 879.0 879.0Council Chambers Council Chambers E 1 1,021.0 1,021.0

Kitchen/Storage E 1 118.0 118.0 1,139.0Outdoor Outdoor Equipment Storage E 1 95.0 95.0

Outdoor WC E 2 32.0 64.0 159.0Maintenance Shed On-site Maintenance Shed E 1 240.0 240.0 240.0

TOTAL NET AREA 3 14,561.0

Building Gross Corridor O 1 438.0 438.0Janitor Room E 1 67.0 67.0Men's Washroom E 1 223.0 223.0Women's Washroom E 1 264.0 264.0HC Washroom E 1 52.0 52.0WC Council Chambers E 1 28.0 28.0Electrical Room E 1 97.0 97.0Hot Water Tank E 1 33.0 33.0Walls 1065.0 2,267.0

TOTAL GROSS AREA 3 16,828.0

Legend: E = Enclosed Space, S = Screened Space, O = Open Space


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Existing Building Floorplan

735 sf

708 sf

489 sf

68 sf

64sf

33sf

93 sf

52sf

1021 sf

118 sf28 sf

196 sf

138 sf

843sf

438 sf

233 sf

42 sf18 sf

31sf

750sf

176sf29 sf

6,292 sf

239 sf

95sf

32 sf

32 sf

207sf

97 sf

28sf

29sf240 sf

MEN'SCHANG ERO OM

WOMEN'SC HA NG E

ROOM

MEN'SW ASHR OOM

WOMEN'SWASHRO OM

JAN.

H/C

B AN QUETR OOM A

KITCHEN

B AR

H WT

LO BBY

CORRI DOR

RECOFFIC E

DIRO FFICE

B AN QUETR OOM B

PR OGR AMSTO RAGE

W/C

CO UNCILC HA MBERS

COOLER

OUTDOO RW/C

GYMSTORAGE

O UTDO OREQUI P'T

STO RAGE

STAGE

SOUN DROOM

TABLESTORAGE

CHAIRSTORAGE

VES TI BULE

MAI N RO OM

RECORDSROO M

UPPERSTAGE

COMMU NITYSTORAGE

ELECT RM

147sf

67sf223sf

KITC HEN /STORAGE

264 sf

FITN ESSRO OM

STAIR

STAI R STAI R

STAI R

STAI R

42 sf102 sf

2 9 s f

32 sf

879sf

139 sf135 sf

PUB LICWO RKS

STO RAGE

20 sfSTAI RDN

DNUP

UP

DN

RAMP UP

SKYLIGHTO VER

DN

DN


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Description of Existing Facilities

Vestibule (147 sf)The approach to the Community Centre is uninviting due partly to thereflective film on the windows and entry doors which prevents any viewsinto the building.

Lobby (843 sf)The Lobby is a long rectangular space (46'-6" x 16'-0") leading from thefront Vestibule to the Main Room. Immediately off the Lobby are theRecreation Office, the Banquet Room and the Public Washrooms. There isan overhead skylight at the midway point that brings in natural light, butotherwise there are no views or windows into any of the activity areas. Inaddition to being the main arrival point into the building, the Lobby isused for waiting, for ticket taking, for milling space during events, forcustomer service at the Cashier Counter, for informal meetings in thelounge seating, and for public information and display. The walls are linedwith tack boards and built-in display cabinets, but more are required. Softlounge seating was recently added to replace wooden benches, and thishas greatly enhanced the atmosphere in the space. The hard surfaces inthe Lobby and the high ceiling height cause the space to be quite noisywhich impacts the adjacent Recreation Office.

Recreation Office (102 sf), Director’s Office (93 sf)The Recreation Office is extremely small and totally inadequate for all thefunctions that are taking place in it--two staff workstations, a copier,supply storage, water bottle, files, telephone registration, customerservice, etc. Due to the lack of a Workroom, the office is also used toprepare special event materials, at what are already undersizedworkstations. Based on proper space planning standards, the Recreationoffice should be at least 234 sf. The cashier counter isn’t prominentenough to provide proper supervision of users coming into the building.The Director’s Office immediately adjacent is equally small and should beat least 130 sf in size. It is especially crowded as it is also being used as astorage area. The office is accessed through the small Recreation Office,which is especially disruptive when a visitor is brought in. Both rooms arenoisy due to all the activities taking place in the Office and adjacent Lobby.

Program Storage (196 sf)A portion of the Women’s Locker Room was sectioned off for the use ofRecreation staff to house program and special event materials such asdecorations, supplies, displays, etc. This room is close to the Main Roomwhere most events are held, but is far from the Office where most of thepreparation takes place. Although it is a reasonable size, only 2/3 of theroom (130 sf) is useable due to its shape so surplus program material isbeing stored in Banquet Room B. The room has 38 linear feet of shelvingwhereas a room this size should be able to accommodate 66 linear feet.


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Public Works Storage (135 sf)This area was sectioned off from the Men’s Locker Room to be used byOperations staff as a small workshop and storage area. It houses shelvingfor parts, janitorial supplies, light tubes, etc. and a 5' work bench. Itslocation near the west exit provides fairly good access for Operations staffcoming in and out of the building. Like the Program Storage, this room isirregular in shape so is partially unuseable. Approximately 20 linear feetof shelving can fit in this room but if properly configured it should be ableto house 33 linear feet.

Banquet Rooms A & B (708 sf & 735 sf)As the name suggests, this room is used for small banquets and dinnermeetings. It is also the only multi-purpose room in the Centre, so it is inhigh demand for a range of activities including painting, quilting, girlguides, youth programs, yoga, meetings, etc.

The room is 32'-0" x 43'-6" with the ability to be divided, which is doneeither to create two useable spaces or simply to change the scale andambiance of the room for smaller classes such as yoga. The divider is notcompletely soundproofed, so if it is closed, users on each side have to becompatible in terms of the noise level they generate.

To accommodate all the different activities, the room is constantly beingre-configured. Users are generally the ones who do the set up and takedown. The tables and chairs are stored in two millwork boxes at one endof the room which are taking up useable space.

According to proper space standards and using the dimensions of theCentre’s existing furniture (3' x 8' rectangular or 5' round tables), the roomsize can accommodate 72-90 people in a banquet setting, 45 in aclassroom setting, and 36-40 in a meeting format. When divided, thesmaller half (Room A) can handle a meeting of 18-22 people and the largerhalf (Room B) 24-28.

There is minimal storage in the room for user group materials. Supplies,works-in-progress, etc. are moved in and out of the room each time it isused, either taken home or moved to the Community Storage Roomabove the Stage. Most of the available storage in the room is used by theRecreation staff because their Office and Program Storage are too small.

The vinyl tile flooring makes the room easy to clean, although there aresome issues with the tables getting dirty from the art programs, despitecovering them with plastic table cloths. There is insufficient tackable wallsurface for hanging projects but other uses of the room need to beconsidered.


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The lighting is extremely good in the room as a result of 3 large floor toceiling windows. Artificial lighting supplements the natural light andincludes a mix of pot lights and fluorescent lights that can be controlledindependently on either side of the dividing wall. There is no water in theroom, so regardless of whether the space is being used for eatingpurposes or for arts and crafts, users are constantly going back and forthto the kitchen for water and using the kitchen sinks for paint clean up.

Kitchen (489 sf), Cooler (64 sf), Bar (68 sf)The Kitchen is used for a wide range of activities–from snack preparationfor user group meetings to full meal preparation for 200 to 240 people. Itis a general purpose, commercial grade facility with fridge, gas stove,commercial dishwasher, cooler, stainless steel counters and an island. It isconveniently located between the Main Room and the Banquet Room,and has servery access to both rooms. The main entrance to the Kitchenis from the outside. The Kitchen is not accessible from inside the buildingwithout going through the two activity rooms. This hinders the room’sability to be used as a program space for activities such as cooking classes.

The Kitchen is appropriately sized for the number of people using theBanquet Room (90 people), but not so for the larger dining events held inthe Main Room (200-240 people). Commercial kitchen planners suggest 4to 5 square feet per meal prepared on a regular basis, so a facilitypreparing 200 meals should be between 800 and 1,000 square feet. Giventhat the Main Room has the capacity for 400 people, a 1,000 sf kitchenwould not be an unreasonable size. Users indicated that the Kitchen iscongested during the larger banquet events and the workflow isn’tproperly organized. Re-arranging and modifying existing cabinets couldsolve some of the problems, but with only one access route between theKitchen and each of the dining areas, it is impossible to keep the clean anddirty functions separate. Dirty dishes are brought from Main Room,through the food prep zone in order to get to the dishwashing area.

There is no hand sink in the Kitchen and janitorial supplies and kitchenworkers’ coats are being inappropriately stored in the open Kitchen,sometimes near food prep zones. The Cooler is a good size but not veryfunctional as it has only one shelf.

There is a Bar off of the Kitchen with a servery window into the MainRoom. Again access is an issue as all supplies are brought in through thefood prep area of the Kitchen which is an extremely busy room leading upto an event. The Bar should be larger with a more direct link to the MainRoom and to the service entrance.

All three servery window covers are heavy to operate and unsightly.


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Main Room/Gymnasium (6,292 sf)The Main Room is 92'-0" x 68’0 which is basically the size of a middleschool gymnasium. Because there is no dividing wall or curtain, use of theroom is limited to one activity at a time.

As an active gymnasium, the room is used for pickleball, badminton,basketball, volleyball, floor hockey, fitness, zumba, and children’sactivities. Boxing and karate events have also been held on occasion.

The dimensions of the room are adequate for volleyball but they don’tprovide proper clearances for basketball or the 4 pickleball courts. Courtsizes with minimum and maximum clearances are as follows:• Volleyball: 30' x 60' court; 42' x 72' minimum; 50' x 80' preferred• Basketball: 50' x 84' court; 56' x 90' minimum; 70' x 104' preferred• Pickelball: 20' x 44' court; 30' x 60' minimum; 34' x 64' preferred• Badminton: 20' x 44' court; 30' x 60' minimum; 34' x 64' preferred

The small size doesn’t seem to be much of an issue for basketball as itdoesn’t appear to be played very often, due mainly to the portable hoopsbeing difficult to move in and out of the Storage Room. Some users feelthat basketball would be played more often if permanent retractablehoops were installed in the Main Room, however this would have to beweighed up against all the other social uses of the room.

Pickleball, on the other hand, is one of the most popular activities at theCommunity Centre. In order to accommodate 4 courts in the room, theyhave been laid out with just 2' between courts, which is potentiallydangerous, since the distance should be 16'. Badminton and pickleball usethe same court size.

As a multi-purpose space, the room is frequently used for special eventssuch as the fall fair, art shows, trade shows, craft shows, hobby shows,voting, large public meetings, etc. For the fairs and shows, tables are setup throughout the room with the Stage being used for overflow space.

As a banquet space, the room serves a variety of groups. The Districtholds a number of annual events including children’s parties and awardsceremonies. Groups like the Rotary, Sportsmen’s Association andChamber of Commerce hold galas, fund raising dinners and awards eventsthroughout the year. On many weekends, especially during the summer,the room is rented out for weddings. Based on typical space standards,the size of the room can accommodate 420 people banquet style,although at present it is usually set up for around 200 to 240. Both roundand rectangular tables are used in the room, some of which are large andawkward to move, and the chairs are uncomfortable according to manywho answered the survey. The tables and chairs are stored in theadjacent Storage Rooms or under the Stage.


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As a performance type space, the room is used for speakers, theAmbassadorial Pageant (200-240 audience), Remembrance Day (400+audience) and musical events. In the case of the Remembrance Dayceremony, seating is arranged along the length of the room with the flatfloor in the centre serving as the stage. A major choral festival was held afew years ago with 10 choirs (100 participants) and an audience of 200,but the finals were held elsewhere due to the bad acoustics. This type ofevent would be held more often if the facilities were better. Most touringgroups (musicians, children’s entertainers, etc.) have specific space andtechnical requirements, and in most cases Peachland Community Centredoesn’t meet the criteria so groups often decline to perform. The roomhas the capacity for 630 seats theatre style according to space standards,however, given the age of the majority of the people in the audience,spacing between chairs and rows needs to be more generous to make iteasier to move around, so around 550 is a more comfortable number.

General The Main Room has a rubberized sports floor, the walls arepainted drywall and the ceiling is t-bar. Some users suggested that drapeshung around the perimeter would help to transform the room for specialevents. The existing walls are not conducive to hanging things such as art,quilts, displays, posters, etc. during special events.

There is a variety of pot and fluorescent lighting which can be adjusted toaccommodate the wide array of activities. Power is an issue throughoutthe room with a limited number of outlets on the perimeter walls andoverloaded circuits. There are no floor outlets.

Bad acoustics in the Main Room was the number one issue identified inthe interviews and survey. The District recently hired a consultant to doan assessment. The cost to repair would be in the area of $60,000. Tohire a professional sound technician with their own equipment costsaround $500 per event, so this was considered to be a more cost effectivesolution for now. The public address system is active only in the MainRoom, but should include the Lobby, Banquet Room and Chambers.

Stage (750 sf), Sound Room (42 sf)According to many, the Stage is rarely used as a performance space, but itis unclear whether this is due to lack of demand or if the poor facilities arethe reason, especially the bad acoustics. Some of the users of the stageinclude the annual Ambassadorial Pageant, musical performers, a majorfashion show and fundraiser put on by the Wellness Centre, speakers, etc.The District also uses the Stage 6 to 8 time per year for their special events(children’s parties, awards ceremony, etc.). Some weddings use the stageto elevate the wedding party or DJ. Plays rarely take place in theCommunity Centre as this is mainly handled at 4th Street Place. At times, atemporary stage is set up along the north wall. When the Stage is beingused, the audience could be seated theatre style or at the banquet tables,depending on the event.


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The Stage is also used as an activity space for trade shows, vendor space,display space, storage and some sports activities. Without an elevator orramp to the stage, there is no HC access nor can props and other largeitems be moved onto the stage easily.

The overall size of the stage is 36'-6" X 20'-6". The front curtain goes upand down rather than sideways, which limits how the stage can bearranged. There are no curtains at the back of the stage to conceal thewalls or for crossover space, nor are there side panels to create wingspace, both of which are required for even the most basic type ofpresentation or performance. Users have to put in an enormous amountof effort to transform the stage into something presentable with the useof freestanding backdrops, temporary draping, etc. If curtains were addedto create the minimal amount of back stage space, the remaining stagewould be around 370 square feet. This is sufficient for recitals, smallchamber groups or orchestras of 15 to 20 people, 7 to 12 piece bands,choral groups of around 40 to 60, and solo artists or speakers.

There are no rooms that can serve as back stage spaces when required,i.e, change rooms for the Ambassadorial Pageant or waiting space forperformers. The Sound Room is immediately adjacent to the Stage, fullyexposed. There is no ceiling rack to accommodate stage lighting. Inaddition there are physical challenges associated with the Stage which aredescribed in the Building Assessment and Code Assessment sections ofthis report.

StorageLack of storage throughout the building is a major issue. There are sixstorage areas, all in close proximity to the Main Room.

One room is the Gym Equipment Storage (239 sf) immediately off theMain Room which houses sports equipment such as nets, balls, mats, etc.By most accounts, the large portable basketball hoops stored in this roomare rarely taken out as they are awkward to move, so they end upmonopolizing the middle of the storage room. Also housed in this room ismaterial used by The Bridge program including children’s toys, games,program materials, etc.

There are three areas adjacent to the Stage that are used for storingchairs, tables, the piano, display boards, etc. The Chair Storage Room (176sf) on the north side is accessible from the Main Room, but the TableStorage Room (233 sf) on the south side is only accessible from theCorridor or the Stage, which means tables have to be moved out into theCorridor and then back into the Main Room. The third storage area isTable Storage (530 sf) that is under the Stage which is where most of therectangular tables are kept. The space is dirty and awkward to get at.Currently there are 20 round tables, 53 rectangular tables and 400+ chairs.


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There are also two storage areas above the Stage, both accessed by steepnarrow stairs. The first room is the District Records Room (240 sf). Thisroom is not fire rated to the required municipal records standards, andsafe access up and down the stairs while carrying file boxes is a concern.The second room is the Community Group Storage (207 sf) which housesprops, decorations, etc., some of which are quite large, so access andsafety are again a concern.

With storage being at a premium, the District needs to decide whether theDistrict Records and items used only on an annual basis (i.e, Fall Fair,Ambassadorial Pageant, etc.) should continue to be stored on-site, and ifnot, where would it go. Prior to the Primary School renovationcommencing, some of the user groups stored items in the basement ofthat building, although the space was not full height. It should beexplored whether using this space again in future is an option, once therenovation is complete.

Change Rooms (139 sf & 138 sf), Washrooms (223 sf & 264 sf)The Washrooms and Change Rooms are functional but outdated andundersized. Since part of each room was taken over for storage, thedrying areas of the shower rooms now serve as the change areas. EachChange Room has three showers (one of which is HC accessible), changebenches and hooks but no lockers. The access between the ChangeRooms and the Main Room/Gym has been cut off by the added storage, sousers now have to go through the public Lobby. Lack of hot water,especially for the showers, is an issue.

Fitness Room (879 sf)The Fitness Room is housed in a detached mobile trailer on the west sideof the Community Centre. Being so remote from the main buildingcreates a safety issue if someone were to get hurt.

Existing equipment includes a 4-station universal weight apparatus, a legcurl machine, free weights, 4 treadmills, 2 elliptical machines, 1recumbent bike, 8 spin bikes, and fans. The equipment is crowded anddoesn’t have adequate clearance around each piece for performance orsafety purposes, nor is there a proper mat area for warm up andstretching. To house the existing equipment according to standardsrequires a space 1,600 sf in size. Inadequate equipment, limited hoursand poor ventilation are concerns of the users.

The Master Plan suggested that the Fitness Room trailer be retained onsite for future storage, however, there are issues with the unit (refer tothe Building Assessment section).


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Council Chambers (1,021 sf)Due to lack of space in the District Office, a large room on the south sideof the Community Centre has been taken over for Council Chambers. Atsome future date a new District Office will be constructed and the CouncilChambers will be relocated, however, it does not appear that this willhappen for a number of years.

The room is a reasonable size, but the irregular shape makes it lessfunctional for planning. In the near future, the District is looking atchanging the orientation of the room and possibly removing the raisedmillwork to better accommodate broadcasting and Committee of theWhole meetings. The Mayor and Councillors will be getting laptops so theroom will be upgraded in terms of data wiring and power. Other additionsto the room will include a hanging wall display system for maps, pictures,development plans, drawings, presentation boards, etc. There is a singlewashroom located in the middle of the room.

Council Chambers Kitchenette & Storage (118 sf)A well-sized Kitchenette/Storage Room is immediately adjacent to theCouncil Chambers. This is used for preparing and serving refreshmentsand for storage.

Outdoor Washrooms (2 @ 32 sf)There are two Washrooms accessed from outside of the CommunityCentre that serve outdoor events such as ball games, group picnics, etc.For major events, additional portable toilets are brought in. According toa number of users, the Outdoor Washrooms are too small, too few, rarelyhave any hot water, and often run out of paper supplies.

Outdoor Storage (95 sf)Adjacent to the Outdoor Washrooms is a small Outdoor Storage area thathouses equipment used on the ball fields. The room would be morefunctional if it were more rectangular in shape. The room needs to bedivided with wire cages or lockers to separate team equipment.

Outdoor Maintenance Shed (240 sf estimated)There is a small freestanding shed on site that houses a utility vehicle/cartthat is used by Operations staff when working in the downtown area. Theshed also serves as the lunch room for the Operations staff since losingtheir space at 4th Street Place.


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Building Spaces

Corridor (438 sf)The back corridor serves as the circulation route to get from theLobby to the exterior Fitness Centre. The Main Room, the PublicWorks Storage Room and the Program Storage Room are allaccessed off this corridor. Coat racks, used mainly for specialevents, line one wall.

Public Washrooms (52 sf & 28 sf)In addition to the Washrooms in the Change Rooms, the CommunityCentre has two universal toilet rooms. One is located immediatelyoff the main public Lobby, and the other washroom is poorly locatedin the middle of Council Chambers.

Janitorial Storage (67 sf)This room is reasonably sized although it shares space with some ofthe mechanical equipment. A floor style janitorial sink would bemore functional and some additional shelving is required. The roomwould be better located in a less public place than the main Lobby.


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SUMMARY OF NEEDS

Community Requirements:

• According to the user interviews and survey results, the communitystrongly supports the addition of a new active program space (for studioactivities such as yoga, aerobics, gymnastics, etc); a larger, improvedfitness centre (weight room); and another passive program space (for arts,crafts, meetings and other multi-purpose activities).

• An overwhelming number said that the principal change required at theCommunity Centre was to improve the acoustics in the Main Roomfollowed by the need to modernize the facility in terms of equipment andappearance.

• Opinions regarding programs included providing more variety, moreactivities for seniors and children, more studio type classes such as yoga,aerobics, gymnastics, etc., and extending the hours.

Facility Requirements:

• The Community Centre is dated and institutional in appearance and hasfew features that make it inviting. There are no views into the centrefrom the outside, and once inside there are no views into any of theactivity spaces to generate interest. The only social gathering space is afew chairs lined up along the Lobby walls. Display for awards and trophiesand for arts and crafts is very limited.

• A number of rooms are undersized according to proper space planningstandards, which in some cases is a safety issues. Both the RecreationOffice and the Fitness Centre (Weights) should be twice their existing size.The Kitchen and the Main Room are also undersized.

• Not only is the Kitchen too small, but it is also poorly organized. It shouldhave direct access to/from the Lobby, not through the activity rooms. Thework flow needs to be better organized for health and safety reasons.There needs to be better clearance around the work counters and islandto avoid congestion; the clean and dirty zones need to be separated;deliveries to the bar should not be going through food prep areas; adedicated hand washing sink is required; there needs to be a separatewashroom and coat storage for kitchen staff; and kitchen cleaningsupplies need to be kept in an enclosed cupboard.


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• Banquet Rooms A and B are adequately sized but they need a separatebut attached storage room for tables and chairs, as well as storage foruser group supplies. A counter with sink is required so that users aren’tgoing into the Kitchen. All multi-purpose activity rooms should have adedicated sink.

• The Main Room is undersized for some of the sports activities takingplace. The four pickleball/badminton courts are spaced just 2' apartinstead of 16'. The Main Room is adequate for most banquets and dinnersthat are taking place at present, but the room is at it’s maximum capacityfor some events such as the Remembrance Day Ceremony.

• The Stage is used around 15 times per year, excluding when it is used asdisplay space for various trade shows. It has been suggested that it wouldbe used more frequently if the acoustics in the Main Room were better.The lack of back stage spaces and proper curtains are also an issue. Afixed or portable stage will continue to be required.

• Storage is a problem throughout. Many rooms are difficult to get at as isthe case with the table storage below the stage, the recreation equipmentroom with the large basketball nets, and the rooms above the Stage withunsafe stair access. Other rooms are too small, awkwardly shaped,inefficient or lacking altogether (i.e. Recreation Office Program Storage,Public Works Storage, Community Group Storage). With storage being ata premium, some items might be better housed off-site, i.e. DistrictRecords and some of the user groups items that are used only on anannual basis, such as the Ambassadorial Pageant and Fall Fair items.

• New spaces that need to be provided at the Centre include a smallMeeting Room, a Recreation staff Work Room and a Lunch Room.

• Location issues include:• the Cashier Counter isn’t prominent enough to provide proper

supervision of people entering the building or to ensure that usersare paying,

• Washrooms and Change Rooms are too far from the physicalactivity areas and requires users to go through the public Lobby,

• the Recreation Program Storage is too far from the Office,• Community Group Storage is difficult to access on the 2nd level and

is too far from the Banquet Room (multi-purpose activity room),• the Fitness Centre is too remote from the rest of the centre.

In the following section entitled Proposed Facilities, all of the issues identifiedabove have been addressed in the most space efficient way possible.


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SHORT-TERM REQUIREMENTS (2012-2022)

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PROJECTED POPULATION (2012-2022)

Not only is the population of Peachland expected to double over the next 10years, but there will also be a change in its make up, with a slight shift in thedistribution by age group. The 50+ age group will still make up the majority ofthe population at 54%, but the 50-64 year olds will represent only 23.5% of thetotal versus today’s rate of 29%. Age groups that will see increases are the 65+year olds and the 20-34 year olds.

More significant though, will be the shear increase in numbers in each of the agecategories. For example, in just 10 years, there will be 2.8 times more peopleaged 20-34, 2.5 times more people aged 65+, and 2 times more in all theremaining age groups. This will impact what programs and activities theCommunity Centre offers and when.

Existing versus Projected Population (2012-2022)

GROWTH GROWTHAGE 2011 % 2011-2017 2017 % 2011-2022 2022 %

0-4 180 3.5% 111 291 3.6% 121 412 3.6%5-12 310 6.0% 179 489 6.1% 210 699 6.1%

13-19 325 6.3% 123 448 5.6% 162 610 5.3%20-34 590 11.3% 522 1,112 13.9% 548 1,660 14.5%35-49 865 16.6% 460 1,325 16.6% 568 1,893 16.5%50-64 1,515 29.1% 556 2,071 26.0% 627 2,698 23.5%

65+ 1,415 27.2% 823 2,238 28.1% 1,269 3,507 30.6%TOTAL 5,200 100.0% 2,774 7,974 100.0% 3,505 11,479 100.0%

Source:2011 figures - Census Canada2017-22 figures - Economic Impact Analysis of Major Development Projects in Peachland, VannStruth Consulting Group Inc., March 2012


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IDEAL FACILITIES (2012-2022)

2009 Master Plan Versus 2012 Feasibility Study

The initial objective of this feasibility study was to explore expansion options foran additional 5,000 to 6,000 net square feet (nsf), as recommended in the 2009Recreation Master Plan. Changes recommended in that study includedincreasing the recreation office, adding storage, expanding the fitness centreand adding a new 2,000 nsf active program space and a new 1,000 nsf passiveprogram space.

What the Master Plan neglected to include were some essential additions andchanges that have to be made to the Community Centre including change roomexpansion, code upgrades, and some additional staff support spaces such as ameeting room and lunch room. If all of these important extra changes aremade, and if the objective to add just 6,000 nsf is maintained, then there wouldonly be sufficient space for a small passive program room at 304 nsf.

After meeting with staff and users, and after carefully assessing the existingfacility in terms of usage and accepted space standards, it is clear that anexpansion of 6,000 nsf would not meet the requirements of Peachland’s existingcommunity, let alone a growing one. Based on the findings of this 2012Feasibility Study, it is recommended that an expansion of around 10,874 nsf or13,185 gsf is required to meet the community’s more immediate needs.

Although this total exceeds the original expansion target, it meets all of theMaster Plan requirements along with additional needs identified by staff andusers, and all spaces would be sized according to proper space planningstandards. The building would accommodate: an enhanced lobby/communityliving room, a larger recreation office, additional storage, an expanded fitnesscentre, a new active program space, and a new passive program space at 1,600nsf. It would also include all essential spaces such as expanded change rooms,corrections regarding code issues, a lunch room, and a shared meeting room.

The following table compares Peachland Community Centre’s existing area withthe areas recommended in the 2009 Master Plan and with those recommendedin this 2012 Feasibility Study.


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Existing Versus Ideal Facilities

PROPOSED AREAPER 2009 PER 2012

EXISTING MASTER PLAN FEASIBILITY STUDYFull Full Change Full Change

Time Area Time Area From Time Area FromACTIVITY CENTRE Staff (Sq Ft) Staff (Sq Ft) Existing Staff (Sq Ft) Existing

Existing & Expanded SpacesEntry 147 147 0 150 3Lobby/Waiting/Display 843 843 0 1,250 407Cashier/Control Counter 1 35 1 110 75 1 110 75Recreation Office 2 160 3 570 410 3 570 410Office Support/Storage 196 196 0 200 4Maintenance/Storage 135 200 65 200 65Banquet/Activity Room/Storage 1,453 1,453 0 1,650 197Kitchen/Bar 621 621 0 1,100 479Main Room 6,292 6,292 0 7,200 908Stage/Storage 890 890 0 1,090 200Storage (Various Types) 1,095 1,900 805 1,800 705Change Rooms 277 600 323 1,400 1,123Fitness Centre (Weights)/Storage 879 2,000 1,121 2,000 1,121Council Chambers 1,139 1,139 0 1,300 161Outdoor 159 159 0 290 131Maintenance Shed 240 240 0 240 0

New SpacesLounge/Community Living Room 410 410 530 530Multi-use Chair Storage (see P.47) 165 165Work/Meeting Room #1 300 300 300 300Staff Lunch Room 200 200 200 200Active Program Space (Studio) 2,000 2,000 2,090 2,090Passive Program Space (Wet/Dirty) 300 300 1,600 1,600

TOTAL NET AREA 3 14,561 4 20,570 6,009 4 25,435 10,874BUILDING SPACE 16% 2,267 18% 3,703 1,436 18% 4,578 2,311TOTAL GROSS AREA 16,828 24,273 7,445 30,013 13,185

The recommendation of this 2012 Feasibility Study is to add 10,874 nsf or13,185 gsf of community space, bringing the total to 25,435 nsf or 30,013 gsf.This would provide sufficient space to serve the community for the next 10years and would accommodate all of the needs as summarized on pages 36-37.


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Recreation Space Per Capita

The following figures are provided as a means of comparing Peachland’s existingper capita ratio of community centre space with what it would be in the next 10and 20 years, if only 13,200 gsf of space were added to the Community Centre.

Ratio of Community Centre Space to Population

BUILDING SIZE GROSS SQ FTYEAR GROSS SQ FT POPULATION PER PERSON

EXISTING 2012 16,828 5,200 3.2

PROPOSED 2012 (Recommended) 30,000 5,200 5.82017 30,000 7,974 3.82022 30,000 11,479 2.62027 30,000 13,593 2.22031 30,000 14,210 2.1

By 2022, 70% of the new housing developments are expected to be complete,and even though they may have included their own recreation and amenityspaces (weight rooms, fitness studios, squash/racquet ball courts, art spaces,playgrounds, gardens, etc. are all possible inclusions), there will continue to be ademand for Peachland Community Centre to be the primary provider ofcentralized recreation and social activities. If no additional community space isadded in Peachland beyond this recommended expansion, the 2.6 gsf ratio ofspace for the 2022 population of Peachland will be considerably less than it isnow, and will continue to decline to 2.1 gsf per person by the year 2031. Longbefore 2031, it will be necessary for the Community Centre to start operatingseven days a week and more hours per day in order to satisfy demand.

Peachland Versus Other Communities

Comparing Peachland’s ratio of space with other similarly sized communities inBC has been difficult as there is very little reliable information available. In2009, the BC Parks and Recreation Association gathered some data on provincialfacilities, but the results were incomplete and didn’t always identify whatfacilities were included. In preparing this feasibility study, efforts were made tocontact some comparable communities, but with limited success.

With so many variables in terms of the number and type of facilities, location ofcommunities, demographic makeup, etc., any comparisons to Peachland need tobe done cautiously. Keeping this in mind, the following describes the recreationspace available in five communities that are similar in size to Peachland’scurrent population, as well as five communities that are similar in size to whatPeachland will be in five and ten years. Where possible, the multi-purposespace has been listed separately, but not all facilities were able to break thesefigures out.


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Recreation Space (Multi-purpose/Arena/Pool) Per CapitaSample BC Communities with Populations between 4,000 and 6,000

2011 SIZE GSF/ MP/COMMUNITY COMPLEX POP. GROSS SF CAPITA FIT. POOL ARENAPeachland Community Centre 5,200 16,828 3.2 xPort Hardy Rec Centre (Multi-Purpose) 4,008 17,223 4.3 x

" Rec Centre (Pool/Arena) 94,887 23.7 x xOliver Community Hall 5,175 20,970 4.1 x

" Arena 27,000 5.2 xOsoyoos Community Centre 5,463 20,000 3.7 x

" Arena 33,400 6.1 xKent Fitness/Activity Centre 5,664 9,470 1.7 xHope Community Centre 5,969 80,000 13.4 x x x

Average 26,279 302,950 11.5 5 2 4

Recreation Space (Multi-purpose/Arena/Pool) Per CapitaSample BC Communities with Populations between 7,000 and 11,300

2011 SIZE GSF/ MP/COMMUNITY COMPLEX POP. GROSS SF CAPITA FIT. POOL ARENAPeachland Community Centre 5,200 16,828 3.2 xMerritt Civic Centre 7,113 15,000 2.1 x

" Arena 31,300 4.4 x" Pool ? x

Castlegar Community Complex 7,816 36,000 4.6 x x xWilliams Lake Recreation Complex 10,832 75,000 6.9 x x xSummerland Aquatic & Fitness 11,280 19,000 1.7 x xSummerland Arena 70,000 6.2 xSooke Leisure Complex 11,435 48,500 4.2 x x x

Average 48,476 279,800 5.8 5 5 5

In summary, all 10 communities have multi-purpose spaces and fitness facilitiesof various types and sizes, either in stand alone centres or combined with othersports facilities. The multi-purpose facilities most comparable to Peachland’sare Port Hardy (4.3 gsf/person), Oliver (4.1 gsf/person), and Osoyoos (3.7gsf/person), all larger than Peachland’s ratio of 3.2 gsf/person. In terms of thesmaller communities, 4 also have an arena and of those, 2 have an indoor pool.With all facilities included, their average recreation space is approximately 11.5gsf per capita. In the larger communities, all 5 have multi-purpose and fitnesscentres as well as arenas and pools. Their average recreation space overall isapproximately 5.8 gsf per capita.


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Summary of Ideal Facilities

Below and on the following pages is a detailed list and description of the spaces recommended forinclusion at Peachland Community Centre.

AREA (SQ FT)FT ENCL # of Unit

ACTIVITY CENTRE STAFF TYPE Units Size Size Total

Entry Vestibule E 1 150 150 150

Lobby Lobby O 1 850 850 850

Display Display Cabinets O 4 50 200Wall Display O 8 25 200 400

Lounge/Community Soft Seating 10 25 250Living Room Table Seating 8 25 200

Vending 4 20 80 530

Multi-use Chair Storage Multi-use Chair Storage (see P.47) E 1 165 165 165

Cashier/Control Counter Recreation Cashier 1 E 1 65 65Secondary Counter Station 1 45 45 110

Recreation Office Director's Office 1 E 1 130 130Recreation Coordinator 1 S 1 65 65Growth Position 1 S 1 65 65Spare Station S 1 65 65Files/Reference Shelving/Storage O 3 15 45Photocopier S 1 45 45Office Supply Storage E 4 15 60Internal Circulation @ 20% 95 570

Office Support Program Storage E 1 200 200 200

Work/Meeting Room Work/Meeting Room E 12 25 300 300

Operations Support Public Works Storage E 1 200 200 200

Staff Support Staff Lunch Room E 1 200 200 200

Banquet Room Banquet Room E 58 25 1,450Storage (Chairs/Tables) E 1 100 100Storage (Program) E 1 100 100 1,650

Kitchen Food Prep/Cooking E 1 500 500Storage/Pantry E 1 80 80Commercial Fridge/Freezer E 2 25 50Dishwashing/Dish Storage O 1 110 110Hand Sink O 1 20 20Servery #1 & #2 O 2 170 170Washroom E 1 30 30Coat Storage E 1 20 20Kitchen Janitorial E 1 20 20 1,000

Bar E 1 100 100 100

Main Room Main Room E 1 7,200 7,200 7,200

Stage/Storage Permanent Stage OR O 1 850 850Portable Stage Storage & Table StorageSound Room E 1 40 40Change Room/Storage E 2 100 200 1,090



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Summary of Ideal Facilities Continued . . .

AREA (SQ FT)FT ENCL # of Unit

ACTIVITY CENTRE STAFF TYPE Units Size Size Total

Storage Gym Equipment Storage E 1 300 300Program Storage E 2 150 300Table/Chair Storage E 2 300 600Records Room E 1 300 300Community Storage E 1 300 300 1,800

Change Rooms Men's Change/Locker/Shower Room E 1 700 700Men's WC E In GrossWomen's Change/Locker/Shower Room E 1 700 700Women's WC E 4 55 In Gross 1,400

Fitness Room Equipment Area: E 24 50 1,200Resistance Equipment: Universal GymIndividual Stations)

Cardio Equipment: Treadmills, Steppers,Recumbant/Upright Bikes, Rowers,Elliptical Trainers

Free Weights 2 100 200Mat Area 1 200 200Miscellaneous:

Weigh Scale, Water Cooler, Machine 1 50 50Cleaning Tools, etc.

Circulation @ 15% 250Storage E 1 100 100 2,000

Active Program Space Sprung Floor Studio E 1 1,600 1,600Bosu Rack/Ball Storage S 2 50 100Spin Bike Storage Alcove S 12 20 240Mat & Equipment Storage E 1 150 150 2,090

Passive Program Space Activity Room (Wet/Dirty) E 30 50 1,500Storage E 1 100 100 1,600

Council Chambers Council Chambers: E(Future Activity Room) Mayor & Council Seating 7 75 525

Staff Stations 7 25 175Press Stations 2 25 50Public Gallery 20 20 400

TV Equipment Room E 1 30 30Kitchen/Storage E 1 120 120 1,300

Outdoor Support Outdoor Storage (Sports Equipment) E 1 150 150Outdoor WC E 4 35 140 290

Maintenance Shed On-site Maintenance Shed E 1 240 240 240

TOTAL NET AREA 4 25,435

Building Space Building Circulation, Mechanical,Electrical, Janitorial, Public Washrooms,WallsNET TO GROSS 18.0% 4,578

TOTAL GROSS AREA 30,013



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Functional Relationship Diagram

OutWC140

OutSt150

PROGRAM ZONE

ADMINISTRATION ZONE

RECREATION ZONE SPECIAL EVENT ZONE

Records300

CouncilChambers,Kitchen &Storage1,300

Passive ProgramSpace (Dirty) &

Storage1,600

PublicWC

V est i-bule150

Lounge530

Stage/Storage1,090

GymStorage

300

ProgS t150

Table/Chair St

300Act ive ProgramSpace (Studio)

2,090

PublicW C

P rogSt150

CommSt

300

Table/ChairSt

300

Fitness Centre(Weights)

2,000

M & W Change1,400+ WC

Service Access

Service Access

MAINENTRY

Exte

riorV

iew

Exteri or Vie w

Ext er iorView

FutureProgram Space

C hairs/Tic k et/C oats

165

COUNCILCHAMBERS

Poten ti al After Hou rs Control Point

Common Spaces

Di stri ctOffice Space s

Prog ram & Recrea ti on Sp aces

Physi call y L inke d Space s

Adjacent Spaces

Interna lCirculation

SECONDARYENTRY

Administration Spa ces

LEGEND

Kitchen& Bar1,100

Banquet Room/Program Space

& Storage1,650

Main Room7,200

Lunch200

Prog St200

Mtg/W rkRm

300

Office570

MaintShed240 Exter ior View

Serv ice Access

PW St200

Lobby1,250

C ntr lC ntr110


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Description of Ideal Facilities

Vestibule (150 sf)The Vestibule will serve as the transition zone between the outdoors andthe Lobby. Ideally people should be able to see into the building to make itmore welcoming. This means there should be a sufficiently sized roofoverhang to provide sun screening thus eliminating the need for reflectivefilm on the doors, or an alternate form of energy-efficient glass should beused. The doors need to be easy to maneuver for the elderly or for parentswith children and strollers. The Vestibule needs to provide a good weatherlock to prevent drafts from blowing in.

Lobby (850 sf)While the Vestibule is the transition zone between the outdoors and theindoors, the Lobby is the transition zone into the main activity areas withinthe building. Upon entering the Lobby, users need to have a clear view ofthe Cashier/Control Counter. Once past the counter, users should be ableto make a free choice as to where they want to go. There should be viewsinto the activity rooms from the Lobby to create interest; a view to theelevator if a 2nd floor is added; and a visual and physical link to theLounge/Waiting area. The Lobby is not just a circulation space, it alsoserves as a social space before, during and after special events. Inadditional to milling space there needs to be some lounge seating in theLobby.

Display (400 sf)There should be ample display space throughout the building, especially inthe public areas. Flat tackable surfaces for posting program information,announcements, etc. and racks for brochures are required. These shouldbe located near the front entry, near the Cashier Counter and outside eachactivity room. Approximately 60 linear feet of display space is required forrotating arts and crafts displays and for permanently housing awards,trophies, etc.

Lounge/Waiting/Community Living Room (530 sf)Immediately adjacent to the Lobby there should be an informal Loungearea where users can wait for rides, meet friends or simply watch thepeople coming and going. This would be the “community meeting spot”for groups heading out on hikes, bike rides, etc. Parents would wait herewhile their children are attending an activity, or students would dohomework on their laptops. Seating should be arranged in clusters aroundthe room to encourage interaction. The seating areas should be acombination of soft lounge seating and table seating that could also serveas informal program space for things such as card games. A large screen tvcould be included. Vending machines with healthy drinks and snacks are anoption. A public telephone and a water fountain would be required eitherin the Lounge or in the Lobby.


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Multi-use Chair Storage, (1@65 sf, 1 @ 100 sf)These two spaces would be multi-purpose in nature serving as chair storageon a daily basis, but if properly sized and located, could also serve as aTicket Booth and a Coat Check when the chairs are set up in the MainRoom for special events. The room that would serve as a Ticket Boothwould need an easily identifiable location just inside the Entry. Thereshould be a natural flow from the Vestibule to the Storage/Ticket Booth tothe Lobby. Ample gathering space is required in front of the room tohandle crowds so that traffic through the Lobby is not blocked. The roomwould need power and a telephone/data line. The second storage roomwould be used for coat storage during events. At present coats are storedon open racks in the public corridor, but during events, coats, boots, etc.,would be better handled in a designated location. This could be operatedby youth groups or volunteers. The Storage/Coat Check needs to belocated on the natural route from the entry to the Main Room. A servicearea wide enough for two people is required. There needs to be sufficientspace at the counter for people to line up without causing congestion inthe Lobby. In addition to hanging coat storage, cubbyholes would berequired for boots, hats, etc. The service area could be something assimple as a wide Dutch door.

Cashier/Control Counter (110 sf)The Cashier Counter must be clearly visible to anyone entering the building,and should be strategically located so that users are sure to show their passor pay for their activities. It is important, though, that the Counter beperceived as user friendly. Activities of the Clerk will include greeting thepublic, handing out information, answering telephone and in-personenquiries, registering users for programs, and providing support to theDirector and Recreation Programmer. The Recreation Cashier Clerkrequires a clear view of the Lobby area for monitoring activity.

Often parents arrive with their children when registering for programs, sothere needs to be sufficient crush space in front of the counter. Thecounter should be wide enough to accommodate two service stations inthe event that the Cashier is busy. The counter needs to accommodate theCashier's workstation plus storage for brochures, handouts, etc. A privacyand/or transaction counter would be required between the Clerk and thepublic with one area able to accommodate people in wheelchairs. TheRecreation Office workstations would need a good view to the Counter toprovide back up when the Cashier is busy or away from the station.

Recreation Office (570 sf)Director’s Office (130 sf): An enclosed office is required where the Directorcan meet privately with staff, users and community groups. Meetings withmore than 2 to 3 people would take place in the Meeting/Work Room. Anarea that affords visual and acoustical privacy would be required, but theDirector should be able to monitor activity in the Recreation Office,including the Cashier Counter. Direct or indirect natural light is required.


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Open Recreation Office (335 sf): Three partially screened workstations arerequired in the Recreation Office. One of the stations will be for theRecreation Coordinator and the other two for growth positions or part-timehelp. The screening around the workstations will help to provideacoustical privacy, but the Recreation Office staff will serve as back up tothe Cashier, so they must have a clear view to the Counter. Files, referencematerial and printers need to be accommodated in the Recreation Office.The Office needs to be adjacent to the Copy/Storage Room. A commongroup coat closet or individual personal storage lockers should be provided.Direct or indirect natural light is required.

Copy/Storage Room (105 sf): This room will be used by all office staff. Itwill house a photocopier that also serves as a printer and fax, paperstorage, a small sorting counter, office supplies, brochures, etc. The roomwill contain open adjustable shelving. This space could be a separate roomor it could be an alcove off of the Recreation Office area, as long as it isn’ttoo noisy and disruptive to staff and the supplies are kept in enclosedcupboards to keep the office more organized.

Office Support - Program Storage (200 sf)This room will be used to store all of the materials used for special eventsincluding decorations, posters, brochures, tableware, etc. The room needsto be close to the Recreation Office and adjacent to the Work/ MeetingRoom where most of the event preparation and assembly will take place.The room will be a combination of storage: open shelving, bins for smallbits, flat slots for paper storage, and open floor for larger pieces such asdisplays, boards, easels, etc.

Work/Meeting Room (300 sf)The Work Room/Meeting Room will be used by both staff and user groups.Staff will use the space for planning and preparing for major events such asBreakfast with Santa, the Halloween Party, awards ceremonies, etc. Theyneed space to spread out, assemble decorations, prepare presentationboards, etc. The room needs to be adjacent to the Program Storage roomwhere all the supplies are kept and close to the Recreation Office. Whennot used by staff, this room will be used as a community meeting room andas a program space, so the room needs direct access from the publiccorridor.

It requires a small counter with sink for project clean up and for coffeepreparation when used as a meeting room. At 200 square feet, the roomwill comfortably handle 8 to 10 people in a meeting setup with good accessaround the table. Modular tables (i.e., four tables at 18" x 60" each) andstackable chairs would allow the furniture to be pushed up against thewalls if clear floor space is required for project assembly. For the majorityof time, the room would remain in a meeting arrangement.


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Operations Support - Public Works Storage (200 sf)The Community Centre will continue to require a space where Public Workscan keep supplies and use as a small workshop. Since Facilities stafffrequently work out of the downtown area, this room is a more efficientand environmentally friendly way of retrieving frequently used items ordoing repairs, instead of driving back up to the Works Yard. The PublicWorks Storage Room is best located on the periphery of the building forquick access in and out. A parking spot is required immediately adjacent sothat Staff can conveniently load up their vehicles.

Staff Support - Lunch Room (200 sf)The Lunch Room will be used by the Recreation Department staff as well asthe Facilities staff from Operations. The space requires a counter with sink,coffee machine, fridge, microwave, tackboard for staff notices, plus a tableand seating for 6. A computer workstation should be provided for the useof Operations staff so that they can check emails, work orders, etc.

Banquet Room (1450 sf), Storage (200 sf)The Banquet Room will continue to be used for banquets, dinner meetingsand for programmable activities. However, with the addition of the newPassive Program Space described later, the Banquet Room will be freed upfor additional programming that could include: meetings, special interestclasses, tots and children’s programs, etc.

Improvements to this room should include the addition of an attachedstorage room for tables and chairs, more cabinets for user group materials,and a counter and sink to avoid using the sinks in the Kitchen. As this roomis set up and down frequently, the table and chair storage needs to beattached to the room. Additional soundproofing of the divider would makethe room more functional. The natural light is very important in this room.

Kitchen (1,000 sf), Bar (100 sf)The ideal Kitchen will comprise a food preparation zone, cooking zone, foodstorage/pantry, commercial refrigerator and freezers, a hand washing sink,dish storage area and dishwashing zone. Of the total space, 60% should beassigned to cooking and food preparation and 40% to cleanup and storage.Two servery windows with easily operated shutters are required to theMain Room and Banquet Room. The room needs to be organized for goodwork flow separating clean from dirty zones. All equipment (carts, garbagecans, recycle bins, compost bins, etc.) should be on wheels and housed indesignated areas that don’t interfere with the circulation flow. Stainlesssteel counters, easily cleaned finishes, fatigue mats, and a schedulingwhiteboard are all required.

Outside there needs to be garbage, recycling and composting bins. Outsidethere should also be a patio space where an outdoor kitchen and barbequecan be set up to supplement cooking in the Kitchen. A door to the interiorof the Community Centre is required so that the room can be used as a


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program space for cooking classes. As well, an exterior door is required forfood delivery. Separate from but immediately adjacent to the Kitchenthere needs to be Coat Storage, a Washroom for kitchen workers and anenclosed Janitorial Room for cleaning supplies.

The Bar needs direct access from the service entrance for product deliveryas well as a door to the Main Room. A large ice machine, coolers, bar sink,etc. are all required. There will be a serving window into the Main Room.

Main Room/Gymnasium (7,200 sf)The recommended size for the Main Room/Gymnasium is 7,200 withdimensions being no less than 60' x 120'. This size will accommodate 4pickleball courts based on the minimum recommended standards plus allother sports and social activities that take place in the Community Centre.Although 5 courts were considered desirable by some, it would be morepractical to increase scheduling in order to maximize utilization of theroom.

As an active gymnasium, the space will continue to accommodate all of theactivities that it does now (pickleball, volleyball, badminton and basketball),but with the addition of the Active Program Space, classes such zumba willno longer be in the gym, so more active sports and court games can bescheduled.

As a multi-purposes/banquet space and a performance space, it is quitereasonable to expect that the number of people attending events willincrease as the community gets larger, as will the number and type ofevents. For example, one of the service clubs would like to put on winefestivals, and they envision this taking place two times a year with between300 and 350 attendees. The Ambassadorial Pageant will draw morecontestants therefore can anticipate audiences of 300-400 and theRemembrance Day ceremony is already drawing 400+ attendees so thiscould go as high as 500 in future.

The Main Room needs to be able to accommodate 350-400 at 15 sf perperson for banquets, and 500 at 10-11.5 sf per person theatre style. Afixed or portable stage is required in all arrangements.

As a special event space for trade shows, the fall fair and craft shows, theMain Room needs a hanging rail system around the room for art, quilts,displays, etc. that won’t damage the walls. Power is required at the tables.If the existing Stage is replaced with a portable stage, there will beadditional floor space for display purposes all at the main floor level.


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Stage (850 sf), Backstage (240 sf)Although 4th Street Place, with a seating capacity of between 50 and 70,takes care of most of the community’s small-scale theatrical and musicalevents, and the theatres in Kelowna and Penticton, with capacities rangingfrom 325 to 850, take care of larger performing events, the CommunityCentre still needs a stage for their annual events such as the AmbassadorPageant as well special events such as “Puttin’ on the Glitz” or fashion.Rooms with an audience size of 100 to 300 will attract the following typesof events: community theatre productions, local and some touring musicrecitals, touring solo artists, small dance companies, films and lectures.

Future options for the Stage include the following:• retain a stage in a similar format but with modifications in layout and

support features; table storage would remain below the Stage• replace the stage with a portable stage; this will require replacement

storage for the tables, storage for the disassembled stage, andmanpower to set up the stage

• replace the stage with a retractable stage; the stage would be in afixed location and would compact down freeing up space in front,but there would be limitations as to where it could be located andreplacement storage for the tables would be required.

• the type and location of the stage needs to consider how theaudience in the Main Room will be configured, either theatre style orbanquet style.

If the Stage is portable, 300 sf is required to store the stage componentsand 550 sf is required to store the tables that are currently under the stage.Regardless of whether the stage is fixed or portable, back and side curtains,and front curtains that open sideways, are required. The back stage spacedoes not have to be significant but even a small scale musical performanceor a children’s entertainer needs somewhere to get ready and to store theirprops, instruments, costumes. If well planned, rooms that are used forchair storage on a daily basis can be used as backstage spaces when thefurniture is set up in the Main Room.

Storage (1,800 sf)Because of the multi-purpose nature of the Community Centre, storageneeds are quite varied. Space is required for:• gym equipment (300 sf): including nets, racquets, balls, etc.• program materials (2 @ 150 sf): at present includes a large quantity

of toys and children’s learning tools used by The Bridge Program• tables and chairs (2 @ 300 sf): these need to be stored on moveable

dollies to make it easier to set up the various rooms, especially theMain Room; there will be a mix of round and rectangular tables and500+ chairs

• District Records (300 sf): these need to be in a secure, fire rate roomthat is accessed only by District staff. When the new District Office isbuilt, this room will become available for Community Centre storage.


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• Community Group Storage (300 sf): decorations, props, thrones,ironing boards, irons, pamphlets, skirting, paper supplies, tableclothes, etc. Regular user groups who are at the facility on a weeklybasis (Arts Group, Quilting Club, Guides and regular meeting users)should have designated storage available to them in or near therooms they use. In most cases this will be lockable cupboards.

Having sufficient storage is critical to the efficient and safe operation of thebuilding. All chairs, tables, stage components, risers, extra curtains,podiums, microphones, speakers, film screens, etc. will need to be properlystored in a clean, secure environment.

Like items should be stored with other like items. The Storage areas needto be near the rooms they serve. Users are generally the ones setting upthe rooms, and if it becomes a major effort, they will lose interest and go toother more accommodating facilities. Rectangular shaped rooms willprovide more perimeter wall space for shelving than a square one

All of the Storage Rooms require heavy duty finishes. Shelving needs to beadjustable and of various sizes and depths, with some open floor area.

Change Rooms (2 @ 700 sf)Men’s and Women’s Change Rooms will be required near the main physicalactivity areas which include the Main Room/Gym, the Fitness Centre(Weights) and the new Active Program Space (Studio). Included in the areaallocation for the Change Rooms are showers, drying areas, lockers andchanging areas. Toilets and sinks will be located with each Change Room,but the area allowance for these is in the net to gross factor. PublicWashrooms and Change Rooms should be separated. As the CommunityCentre grows, it may be necessary to include a Family Change Room.

Fitness Centre - Weights (1,900 sf), Storage (100 sf)The Fitness Centre will be used for individual and group training. The roomwill include a mix of cardio and resistance equipment. If the existinguniversal gym is maintained, it needs to have appropriate clearance aroundthe machine (approximately 25' x 25' including circulation). The unit mightalso get replaced with free standing resistance pieces. Some sourcesrecommend a mix of 60% resistance and 40% cardio but this dependsentirely on the age and fitness level of the users. If the universal gym wereeliminated, there would be sufficient space for a total 24 pieces ofequipment including both cardio and resistance. An open mat area wouldbe required for warm up and stretching. There should be a small storagearea for items that need to be repaired or secured. Since spin classes are ascheduled activity, this would be offered in the new Active Program Space(Studio) leaving the weight room free at all times for drop in or fitnesstraining.


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The ceiling height in the room should be between 11' and 13'. Structurallythe room will need to handle the high dead loads of the equipment andalso live loads of the users and equipment that might get dropped.Ensuring there is no vibration into other rooms will be essential. The floorfinish needs to be slip, stain and static resistant and suitable for a gymenvironment; wall finishes need to be durable and easily cleaned withmirrors along some walls. The space needs to be well ventilated and airconditioned. Wall and floor electrical outlets will be required for theequipment. For safety reasons and to create general interest, there shouldbe views into the room from the corridor; exterior views are also desirable.The Fitness Centre should be close to the Change Rooms. This is generallya noisy room so should be located on a ground floor if a 2nd level is addedto the Community Centre.

Active Program Space (1,600 sf), Storage (490 sf)This room would be used for all scheduled fitness activities includingaerobics, yoga, dance, zumba, tot movement, spin classes and possiblygymnastics depending on equipment requirements. It also has thepotential to be used for martial arts activities such as karate, judo andtaekwando. At times this room will be noisy (martial arts, spin classes) andat times it will require quiet (yoga). Storage Rooms should be used tobuffer this space from adjacent rooms.

A studio between 1,500 and 1,900 sf will handle small and average groupsizes for movement classes, yoga, pilates, dance. This size of studio wouldaccommodate 20-25 students for gymnastics based on 75 sf per person. Astudio between 1,100 and 1,700 sf will handle karate, taekwondo and judo.The space will have a sprung wood floor, sound system, mirrored walls,dance barre, etc. A ceiling height of around 15'-0" is preferred.

This study has assumed that the spin bikes will be wheeled out whenneeded and put into a storage alcove when the Studio is used for otheractivities. If it is preferable to have the spin bikes permanently set up, thenan extra 300 nsf needs to be added to the room or deducted for the studiofloor space. Also required is a storage alcove or room for mats used in themartial arts. These are best stored on a dolley for easier moving.

Passive Program Space (Dirty) (1,500 sf), Storage (100 sf)Program interests change from year to year so spaces that are multi-purpose in nature will be the most accommodating. At present, theArts/Crafts users are a big and vital part of the centre so a room that canserve their needs is high on the priority list. With careful planning anddesign, it has the potential to be used by adults, teens and children for arange of arts and crafts activities including painting, drawing, calligraphy,flower arranging, paper crafts, sewing, knitting, quilting, soap making, etc.The challenge is in providing furniture that is suited for adults and smallchildren without incurring to many storage requirements or setup.


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Depending on demand, this room could be designated as the "dirty"Art/Craft Room for oil painting, water colours, sculpting, etc. and theBanquet Room could be designated as the “clean" Art/Craft Room fordrawing, fabric crafts, flower arranging, quilting, paper crafts, etc.

Typical space standards (per adult) for the various activities are: drawing,calligraphy 25-30 sf; sculpting, pottery, painting 40-60 sf; and fabric &paper crafts 30-60 sf. Depending on the activity, this room would have thecapacity for between 25 to 75 people. A good soundproofed divider wouldhelp to maximize the room’s use. The space should have as high a ceilingas possible and lots of natural light. It would require at least 8 feet ofcounter with a sink and lockable storage cupboards above and below, plusanother 8 feet of floor-to-ceiling cupboards for supplies.

All surfaces in the room should be easily cleaned and chemical resistant aspaint and other staining materials will be spilled frequently. All walls willrequire tackable surfaces for display purposes. To help create interest,glass for viewing into the room from the corridor should be provided, butnot at the expense of valuable wall space.

A separate Storage Room with adjustable shelving will be required that canbe accessed from both sides of the room when divided. If the room wereto be permanently set up, the storage could take the form of millworkcabinets along the wall.

Council Chambers (1,180 sf), Kitchenette/Storage (120 sf)The Council Chambers will remain in the Community Centre until such timeas the new District Office is built. The Chambers will be used for a varietyof meeting requirements including: council meetings, planning committeemeetings, design review meetings, public presentations and other civicevents such as receptions, speeches, greeting of visiting dignitaries, etc. Itmust be possible to arrange council so that all participants are visible toeach other as well as to the public. Space is required for the Mayor and 6Councillors, 7 staff members, 2 members of the press and between 8 and20 in the public gallery. Meetings that exceed this number would bemoved into the Main Room.

A designated area is required for speakers so that the appropriate technicalsupport (outlets, microphone jacks, task lights, etc.) can be provided. Wallspaces and portable easels are required for presentation boards, etc. Foraudio/visual presentations the room will require total blackout, aprofessional sound system and good acoustical treatment. Other technicalrequirements will include multi-media capabilities. Filming andbroadcasting facilities will be required for Council meetings. Theappropriate outlets, jacks and feeds for power, microphones and cameraswill be required. The Council, staff and press stations will all require accessto jacks and outlets for task lights, laptops, microphones, etc.


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Council meetings require evening access, assembly space outside the room,coat storage, a coffee preparation area, wheelchair accessibility, and publicwashrooms. The size, shape and location of this room needs to alsoconsider the room’s future use when Council Chambers moves to their newDistrict Office

Outdoor Support (290 sf)Outdoor Washrooms (4 @ 35 sf): Additional Washrooms accessed fromoutside of the Community Centre are required for events such as ballgames, group picnics, etc. Four washroom have been allowed for in total.

Outdoor Storage (150 sf): A slightly larger Outdoor Storage area has beenprovided to accommodate sports equipment used on the ball fields.Currently there is adult slo-pitch and seniors slo-pitch and there was quite abit of discussion around getting some youth teams going again. The roomshould be rectangular in shape and be divided with wire cages or lockers toseparate team equipment.

Maintenance Shed (240 sf)Depending on where any future expansion takes place, space will continueto be required for the utility vehicle.

Building SpacesIncluded in this category are: mechanical and electrical spaces, janitorialrooms, public washrooms, washrooms in the Change Rooms, horizontaland vertical circulation (if an elevator is required) and walls. A net to grossfactor of 18% has been added to cover these spaces.


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HIGHLIGHTS OF THE IDEAL FACILITIES

• The Community Living Room concept will be enhanced with the additionof a new Lounge area off the Lobby.

• Staff requirements will be taken care of with the expanded RecreationOffice that will accommodate long-term growth, increased RecreationProgram and Public Works Storage, and the addition of a Work/MeetingRoom and a Lunch Room.

• A more prominent Cashier/Control Counter will continue to provide goodcustomer assistance, but will also to ensure that users are paying for theirvisits.

• User needs will be met with the addition of a new Passive Program Spacethat is recommended at this point in time to be an Arts/Crafts Multi-purpose Room that can be used by adults and children, thus freeing up theBanquet Room for other uses.

• Support functions have been added to make the user experience better:• A significant amount of easily-accessed storage has been added.• Multi-purpose chair storage rooms have been added that will serve

as coat storage, a ticket booth and performer change rooms whenthe chairs are set up in the Main Room.

• The Primary School will be finished by the time the first expansion takesplace at the Community Centre, so the Youth requirements will be met bythe new Youth Centre.

• Fitness users will benefit from the new Active Program Space (Studio) thatwill accommodate the very popular aerobics, dance, yoga, zumba, spinclasses and martial arts programs.

• With the addition of the Studio, the Fitness Room (Weights) will becompletely free throughout the day for drop in fitness training.

• The Studio also frees up time in the Main Room allowing more courtgames to be scheduled for pickleball, volleyball and badminton; in theBanquet Room so more meetings, etc. can be held.

• Larger, improved Change Rooms are provided.

• Safety issues are addressed by ensuring all rooms are properly sized, byhaving windows into the activity rooms, and by having good safe access toeach room (i.e storage areas).


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CENTRALIZED VERSUS DECENTRALIZED FACILITIES

It is important to note, that all of the spaces identified in this study, both theShort-term Requirements and the Long-term Requirements, do not have to becentrally located at the Community Centre. With limitations as to how muchbuilding and parking can be accommodated on the existing Community Centresite, and as the community expands physically, it is reasonable to assume thatthere could be satellite facilities located throughout the community. Therefore,in moving forward, it is important to keep a number of planning principles inmind:

• Firstly, during the planning of each new municipal building (district hall,fire hall, arena, etc.), it should be considered whether there is anopportunity for these buildings to provide additional spaces that couldserve the community needs.

• Secondly, it is important to ensure that all new community activity spaces,regardless of where they are located, are multi-purpose in nature so thatthey can be adapted for other uses and serve multiple age groups, as thepopulation changes.

• Thirdly, every five years or so, the District should re-examine it’s futureneeds, to see what direction the community is taking as the new housingdevelopments evolve, and update the Recreation and Community CentreMaster Plans accordingly.


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LONG-TERM REQUIREMENTS (2022-2031)

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PROJECTED POPULATION (2022-2031)

As mentioned earlier, by 2022, 70% of the anticipated growth in the District isexpected to have taken place. New seniors housing will have added 525 newpeople 65+ years to the community, and the housing developments will haveadded 3,155 new residents. In the 10 years following, between 2022 and 2031, afurther 2,731 people will arrive in Peachland. By 2031, people over 50 years ofage will still make up 54% of the population, but the proportion of 50-64 yearsolds will continue to be on the decline, while the number 65+ years will beincreasing. The growth in the 20-34 year olds will have peaked in 2022, but theproportion of 35-49 year olds will see slight increases between 2022 and 2031.

2022 versus 2031 Projected Population

GROWTH GROWTHAGE 2022 % 2022-2027 2027 % 2027-2031 2031 %

0-4 412 3.6% 72 484 3.6% 12 496 3.5%5-12 699 6.1% 137 836 6.2% 29 865 6.1%

13-19 610 5.3% 144 754 5.5% 63 817 5.7%20-34 1,660 14.5% 230 1,890 13.9% -53 1,837 12.9%35-49 1,893 16.5% 458 2,351 17.3% 220 2,571 18.1%

50-64 2,698 23.5% 355 3,053 22.5% 57 3,110 21.9%65+ 3,507 30.6% 718 4,225 31.1% 289 4,514 31.8%

11,479 100.0% 2,114 13,593 100.0% 617 14,210 100.0%

Source:2011 figures - Census Canada2017-22 - Economic Impact Analysis of Major Development Projects in Peachland, Vann Struth ConsultingGroup Inc., March 2012


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LONG-TERM FACILITIES (2022-2031)

Today’s seniors are healthier, more active and more engaged, but with one-thirdof Peachland’s future population expected to be 65 years and older, there willbe a shift in demand for less vigorous physical activities (walking, hiking, etc.),for more passive activities (arts, crafts, life long-learning), and for an increase incultural events (music, drama, dance, etc.). This change in demographics willaffect the type of spaces required. With the population of the District ofPeachland expected to be 14,210 by the year 2031, additional space will berequired to meet the community’s long-term needs.

Eventually, the Council Chambers and District Records Storage will be housed ina new District Office, so the spaces they vacate at the community centre will beavailable for other purposes. With the addition of a further 8,500 nsf or 10,100gsf, there would be sufficient space in the community to accommodate the top6 facilities requested by staff and users during the interviews and surveys. Thisadded space would result in a ratio of 2.8 gsf of community space per person.

Recreation Space Per Capita

BUILDING SIZE GROSS SQ FTYEAR GROSS SQ FT POPULATION PER PERSON

EXISTING 2012 16,828 5,200 3.2

SHORT-TERM 2012 30,000 5,200 5.82017 30,000 7,974 3.82022 30,000 11,479 2.6

LONG-TERM 2022 40,100 11,479 3.52027 40,100 13,593 3.02031 40,100 14,210 2.8


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Summary of Long-Term Facilities (2022-2031)

The following describes some of the additional spaces that might be requiredbeyond 2022. At this point in time, the spaces shown for the long-term aresomewhat hypothetical, however they are all spaces that were requested byusers in the survey or in the interviews.

ENCL AREAACTIVITY CENTRE TYPE SQ FT

Council Chambers moved to New District Office -1,300

Records Room moved to New District Office -300

Passive Program Space/Storage Adults 1,600

Passive Program Space/Storage Children/Youth E 1,350

Meeting Room #2 E 400

Community Group Rental Offices E 390

Games Room (pool, shuffleboard, storage) E 1,200

Active Program Space/Storage Adults E 1,600

Active Program Space/Storage Children E 900

Archery Storage E 200

Boxing Room E 2,500

TOTAL NET AREA 8,540

Building Space 18.0% 1,537

TOTAL GROSS AREA 10,077


The recommendation of this 2012 Feasibility Study is that a further 8,540 nsf or10,000 gsf would be required to meet the long-term (2032) needs of thecommunity, bringing the total community space inventory to 34,000 nsf or40,000 gsf. However, as mentioned earlier, all of the future space would notnecessarily be located at the existing Community Centre but instead could bedistributed throughout Peachland at other municipal facilities.


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MOVING FORWARD . . .

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MOVING FORWARD . . .

Rarely does a community double in size in just 10 years, so the District ofPeachland is faced with a unique and exciting opportunity. However, eventhough anticipating the requirements of this growing population will bechallenging, there will be numerous benefits to investing in Peachland’s social,recreational and cultural infrastructure, especially Peachland CommunityCentre.

• Health Benefits: An active lifestyle and participation in recreation isknown to reduce health risks such as heart disease, stroke, diabetes andsome cancers. This in turn will reduce the demand on Peachland’s health-related support services and will enable residents to remain in thecommunity longer, living independent lives.

• Social Benefits: The community centre brings people together,contributing towards a sense of belonging. This will be especiallyimportant with all of the new people arriving in Peachland. A quality,centralized facility will welcome newcomers and motivate them tobecome active members of the community.

• Economic Benefits: Parks, trails, and recreation facilities are attributesthat will have a positive effect on the area’s economy. People will beencouraged to invest in a community knowing that there are amenities tosupport their lifestyle; property values and tax revenues will increase;revenue generating businesses will crop up; and tourism dollars will rise.

In the 20 years since Peachland Community Centre was built, there have beensignificant changes in the population’s interests, leisure time activities andrecreational choices. The District needs to address the modifications necessaryat the Centre to support today’s new leisure lifestyle and interests, and at thesame time prepare for the next 20 years and the future needs of this growingcommunity.

______________________________


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MAS

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SECTION 4.0

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SECTION 4.1.1 Reference:

Renaissance – GHMA Conceptual Drawings;

Option A - Addition of a Second Floor on the existing Community Hall;

Option B - Space Program Plan;

Option C - Renovations to the Existing Building;

CWMM Structural Report;

Rocky Point Mechanical Report;

S + A Falcon Electrical Report.

BC Building Code (BCBC), 2006 Version.

General Notes:

RGHMA has developed 3 options for possible Community Centre Renovations. Options A and B are high level building massing options to determine the possibilities for site area and scale to meet the Facility program included in this package.

Based on availability of funds the District has requested a paired down option that involves renovating the existing Community Centre, to improve Facilityity and solve some of the building code deficiencies. Option “C” has been broken down into 3 phases that allows the District the ability to develop a fiscal plan for the implementation.

Refer to the attached reports by CWMM, Rocky Point and S+A Falcon for the Structural, Mechanical and Electrical impact of the proposed changes captured in this Master planning Design Report.

Parking:

The site currently does not meet the parking requirements set out by the Peachland Bylaws. It is currently comprised of roughly 1/2 of the required parking stalls. Following a consulta-tion process, it was determined by the local authority that the planning principles shall pro-ceed on the under of the same formula that the original Community Centre was constructed.

Site Area:

The local authorities have provided the parameters of the developable area on the existing property. The area provided must accommodate for the building and the required parking. In determining the buildable area on site the limitations have been set by the local authority as follows (refer to drawings 001 - 003 for reference):

North Boundary is set by the north wall of the existing Community Centre;

South Boundary includes a property that is currently denoted as 6th street;

East Boundary is the property line that is common with the existing heritage school;

West Boundary is set by the existing property lines at the base of the bank;

The challenge on this site is to meet the needs of the Facility program developed, to support the communities growing requirements on the property provided. Based on the communi-ties input, we have developed 3 different options, one of which meets the Facility program. We will expand on these options in the report.

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Planning Parameters: (minutes dated may 10, 2012)

Planning Parameter #1:

RGHMA noted that of the 56 stalls identified for the existing Community Centre already includes the 6th street parking. The local authority noted that the District is already aware that the project will not be able to meet the parking requirements set out in the zoning guidelines. The local authority noted that RGHMA shall make use of the following assump-tion in determining the possibilities for the expanded Community Centre:

RGHMA shall use the same ratio of 56 stall/ 15,500 sf in determining the parking require-ments for the expansion. Therefore there shall be 1 stall per 277 square feet.

Therefore for the build out to meet the Facility program developed for 2022 the site will require 145 cars.


Review of the parcels of land “A” on the plan provided and “B”. Plan “A” is comprised of 6th Street directly in front of the Community Centre site as well as a piece of land west of the Community Centre parking. Parcel B is the site that includes the Community Centre and the baseball diamond. The local authority noted that RGHMA shall make use of the following assumption in determining the possibilities for the Community Centre setback requirements and extent of property:

The land of Parcel “A” and “B” will be consolidated into one property with the buildable area denoted by the hatching.

Set Backs:

The short dead end 6th street will be considered the front yard;

The property line on the west at the highway will be the rear yard;

The south and north property lines will be side yards.


RGHMA noted that they are trying to determine the extent of the covenant. Elsie noted that there is no written covenant however there is a council agreement that the land will always have a ball diamond on it. Therefore the local authority noted that RGHMA shall make use of the following assumption in determining the possibilities for the Community Centre:

RGHMA shall assume that there will not be any buildable area north of the Community Centre.

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SECTION 4.1.1 Zoning:

The facility is located on two different property titles; Property Lot 1, Plan 90284, (0.241ha or 2,410sm) consists of a part of Sixth Street, a small maintenance shed and a part of the parking lot. Lot B, the other property (1.197ha or 11,970sm) con-

sists of the main building, the fitness annex, the remainder of the parking and the baseball dia-mond. Both properties are zoned P2, Com-munity Institutional Zone.

Zoning Requirements

Setbacks: Front 7 meter, rear 6 meter, side 4.5 meter; Lot coverage maximum: 50%; FAR: 1.0; Max height 12 meter main building, 9 meter for accessory building; Landscaping: a 3 meter wide screen planting including trees is expected at the site

boundaries;

The existing portable housing the fitness area is set within the side yard setback.

Right of Way/ Easements

Lot 1 contains a statutory Right of Way for Telus and BC Hydro (Plan 84076)

Parking Requirements

Refer to the planning parameters set: RGHMA shall use the same ratio of 56 stall/ 15,500 sf that currently exists in determining the parking requirements for the expansion. Therefore there shall be 1 stall per 277 square feet.

District of Peachland Parking Requirements

As per the Zoning Bylaw: A maximum of 20% of parking stalls can be dedicated to small cars. Three handicap spots are required. Current parking stall count does not con-form to the District of Peachland (DoP) Bylaw. It has been confirmed that council pro-vided a waiver on the parking requirements when the Community Centre was built.

Loading

One loading space per the first 2,800sm is required, in the current lay out no specific loading area is dedicated.

Bicycle Parking

Space for 12 bicycles is currently provided although the bylaw does not require them.

General Accessibility

The facility has easy access off Beach Avenue. A bus route 22 stop is within walking distance of the facility.

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SECTION 4.1.1 OPTION A: ( Reference SECTION 4.1.2 Drawing SK 101)

Architectural Renovation:

We have completed some high level planning on this option, and have developed a scheme which makes use of the existing Community Centre and an addition of a second floor over the existing single story building in front of the Gym for a maximum foot print. This plan will result in a total of 27,775.00 sf. as a maximum area allowable, so that the parking availability on site will meet the guidelines set by the municipality.

Demolition This phase will involve removal of the roofing material and an upgrade to the structure which will accommodate the floor load requirements. Additionally it is assumed that col-umns will have to be brought down through the 1st floor to support a new 2nd floor. This will also involve opening up the slab and installing new footings.

New Construction Program The new second floor will require structural steel skeleton to support the new roof and walls. The wall assembly will be comprised of steel studs complete with (c/w) drywall and exterior sheathing. The wall assembly is assumed to be a rain screen with a minimum R20 spray foam insulation, metal cladding or cementitious paneling. Windows are as-sumed to be commercial grade thermally broken system. The roof will be flat in nature with R30 rigid insulation and a SBS membrane roofing product.

Interior finishes will include:

Interior wall assemblies will be made up of steel studs c/w insulation and GWB on each side;

All high wear areas will be covered with altro white rock from the floor to 4’ AFF;

Floor finish will be made up of Tarkett Granite or approved alternate;

Rubber base will be Johnsonite 4” tight lock or approved alternate;

Ceilings exposed structure painted.

Building Code Refer to section 4.2 of this report for an overview of the basic building code require-ments. A detailed code analysis and equivalency will be required at the next stage of de-sign if the Municipality chooses to proceed based on this option.

This option changes the building classification with a requirement for non combustible materials and a sprinkler system. Due to the requirement for non combustible construc-tion we recommend a code equivalency to incorporate the existing building construction that will include the combustible and non combustible materials.

Phasing We have not anticipated any phasing in this Option.

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SECTION 4.1.1 OPTION B: ( Reference SECTION 4.1.2 Drawing SK 102 - 104)

Architectural Renovation:

We have completed some high level planning on this option and have developed a scheme which saves only the gym space of the existing Community Centre . This plan has reorganized the building on the site to meet the Facility programing, completed for a total area of 42,000 sf +/- and the required parking based on the formula denoted above.

This design option has considered the Community Centre site and the site directly adja-cent with the Heritage Primary School. The urban design has developed an urban square that connects the Community Centre to the street and the waterfront. This presence will provide spaces where the community wants to congregate. Also included is a small retail space that can attract either a coffee shop or juice bar into this area of the waterfront.

We are proposing a 2 phased approach with phase 1 resulting in approximately 33,000 sf with surface parking to support the building area. And phase 2 adding an additional 10,000 sf as well as an outdoor court yard and a parkade to support the additional area.

Demolition This demolition encompasses the Community Centre with exception of the Gymnasium.

New Construction Program The first phase includes the construction of a new 2 storey 22,500 sf Community Centre building that will encompass the initial program needs. The 2nd phase will include an additional 10,000sf constructed as a 3rd level on the community center. This phase will also include the construction of a new parkade with 108 parking stalls and an outdoor court yard or atrium that connects the parkade to the Community Centre. The 2nd phase also includes building the Town Square street parking and landscaping to complete the design.

Exterior Finishes may be comprised of the following:

The wall assembly option will be comprised of steel studs c/w drywall and exte-rior sheathing.

The exterior wall assembly is assumed to be a rain screen with a minimum R20 spray foam insulation, metal cladding or cementitious paneling. Also included will be a high performance curtain wall system.

Windows are assumed commercial grade thermally broken system.

The roof will be flat in nature with R30 rigid insulation and a SBS membrane roofing product.

Interior finishes may be comprised of the following:

Interior wall assemblies will be made up of steel studs c/w insulation and GWB on each side;

All high wear areas will be covered with altro white rock from the floor to 4’ AFF;

Floor finish will be made up of Tarkett Granite or approved alternate;

Rubber base will be Johnsonite 4” tight lock or approved alternate;

Ceilings exposed structure painted.

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SECTION 4.1.1 Building Code Refer to section 4.2 of this report for an overview of the basic building code requirements. A detailed code analysis and equivalency will be required at the next stage of design if the Municipality chooses to proceed based on this option.

This option places the building classification with the requirements for non combustible materials and sprinklered. The non combustible requirement a code equivalency will be required due to the existing building construction that includes combustible and non com-bustible materials.

Phasing Phase 1:

Consolidate lot 1 and 2

Demolish the existing Community Centre with exception of the gymnasium component.

Construct new 2 storey block of Community Centre with a total of 22,500 sf;

Site preparation and construction of a surface parking lot with a total of 108 cars.

Phase 2:

Construct a new 3 storey parkade with a 108 car capacity;

Potential commercial space on the main floor of the parkade;

Add 3rd level to the Community Centre to meet the Facility program with a new total area of 40,000.

Create an outdoor courtyard or interior atrium space between the parkade and the Com-munity Centre. This courtyard space will provide the opportunity to create a community gathering space.

Redevelop the parking lot adjacent to the Heritage Primary School into a public square with a connection to Beach Avenue. This space will provide a programmable public open space and a link between the Community Centre and the Heritage Primary School.

Construct parking and the street scape on 6th street from Beach to the parkade. The total on street parking will be 76 including the parking created in phase 1;

Total parking for the site will be 184 stalls.

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SECTION 4.1.1 OPTION C: ( Reference SECTION 4.1.2 Drawing SK 105)

Architectural Renovation: The proposed renovation is intended to utilize the existing shell and renovate the space to improve the flow, security and functionality of the space. This work can be broken into 3 phases as follows: (Note the implementation of the phases do not have to follow the se-quencing outlined below.)

1. Phase 1: Stage Area Renovation;

2. Phase 2: Kitchen Renovation;

3. Phase 3: Administration & Washroom.

Phase 1 Demolition The existing stage area has non conforming code considerations and the space is not be-ing efficiently used. This option includes demolishing the existing stage and the ancillary spaces on either side. Remove all finishes.

New Construction Program The goal of Phase 1 is to eliminate the code deficiency, remove the existing portable and relocate the Fitness Room into the building. This will provide for improved security and the ability to monitor the use of the facilities. The Fitness Room will include cutting openings in the exterior wall for windows.

Additionally the second level will include space for an electrical room, storage for mu-nicipal files, storage for Community Centre storage needs (ie seasonal items) as well as storage for community groups.

The second floor will be accessed through 2 sets of stairs and include a dumb waiter for moving files between levels.

Building Code Refer to section 4.2 of this report for an overview of the basic building code require-ments. A detailed code analysis and equivalency will be required at the next stage of de-sign if the Municipality chooses to proceed based on this option.

Fitness Room Rm. #171:

Floor and Base

Install new Robbins Free weight SPORT floor system;

4” Rubber Base.

Partitions:

North

New 2x6 wall construction -11’ Above Finished Floor (AFF);

1/2 “ plywood on framing;

5/8” thickness type ‘X’ gypsum board level 4 finish;

Paint walls;

Wall protection up to 48” c/w chair rail.

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SECTION 4.1.1 Fitness Room Rm. #171: (continued)

South

New 2x6 wall construction -11’ Above Finished Floor (AFF);



Paint walls;


East

New 2x6 wall construction to infill the gym opening -11’ Above Finished Floor (AFF);



Paint walls;

Mirrors continuous along the wall from 1’ AFF to 7’ AFF;

Wall protection to u/s of mirrors;

Continuous wall rail.

West

Make good existing wall construction to accommodate structure;

Make good existing R20 insulation c/w VB;

Install new 6’ x 7’ windows at 8’ on centre;

5/8” thickness type ‘X’ gypsum board level 4 finish / 1/2 “ plywood on framing;

Paint walls;

Wall protection to u/s of mirrors.

Ceilings

2 layer of 5/8 Typ. X GWB., on wood structure;

Exposed ductwork painted.

Doors and Frames

2 - 3’-0” x 7’-0” grout filled pressed steel frame;

2 - 3’-0” x 7’-0” solid core, wood veneer, flush door c/w glazing;

Four 3’-0” x 10” stainless steel door protection.

Two sets of commercial grade lever set c/w electronic strike and card access control.

Miscellaneous Equipment by owner;

West wall c/w continuous mirror 6’0” high by the standard width.

Stair #1 Rm #170 & 2 Rm #173:

Floor and Base

Install new Johnsonite Stair Treads and Nosings;

4” Rubber Base.

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SECTION 4.1.1 Stair #1 Rm #170 & 2 Rm #173: (continued)

Partitions:

North

Existing 2x6 wall construction allow for structural tie ins and remedial work;



Paint walls;


South

New 2x6 wall construction;



Paint walls;


East




Paint walls;


Stair #1 & 2 Cont.

West




Paint walls;

Wall protection up to 48”.

Ceilings

2 layer of 5/8 Typ. X GWB., on wood structure.

Doors and Frames

2 - 3’-0” x 7’-0” grout filled pressed steel frame;

2 - 3’-0” x 7’-0” metal insulated rated doors;

Two sets commercial grade lever set c/w electronic strike and card access con-trol.

Miscellaneous New 1.5” continuous handrail c/w powder coating.

Chair and Table Storage Rm # 172:

Floor and Base

Prep the concrete and install 12 x 12 VCT tile;

4” Rubber Base.

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District of Peachland Community Centre Feasibility SECTION 4.1.1 Chair and Table Storage Rm # 172: (continued)

Partitions:

North




Paint walls;

Wall protection up to up to 7’ - 0”.

South




Paint walls;

Wall protection up to 7’ - 0”.

East




Paint walls;

Wall protection up to up to 7’ - 0”.

West




Paint walls;

Wall protection up to 7’ - 0”.

Ceilings


Painted finish.

Doors and Frames

Existing Door and Frame, paint and make good;

Existing door hardware;

One set lever handle lock set.

Electrical Room # 174:

Partitions:

North


5/8” thickness type ‘X’ gypsum board level 4 finish on both sides;


Paint walls.

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SECTION 4.1.1 Electrical Room # 174: (continued)

South




Paint walls.

East


5/8” thickness type ‘X’ gypsum board level 4 finish on both sides;


Paint walls.

Electrical Room # 174 Cont:

Partitions:

West




Paint walls.

Ceilings


Painted finish.

Doors and Frames

New Rated Door and PSF;

New Store Room locking hardware;


Storage Room Room # 175:

Partitions:

North

New 2x4 wall construction & Existing 2x6 wall construction allow for structural tie ins and remedial work;


Paint walls.

South



Paint walls.

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SECTION 4.1.1 Storage Room Room # 175: (continued)

East



Paint walls.

West



Paint walls.

Ceilings


Painted finish.

Storage Room Room # 175 - Cont:

Doors and Frames

Existing Door and Frame, paint and make good;

Existing door hardware;


Miscellaneous

Provision of a new dumb waiter;

Framing:

2x6 framing c/w 2 layer of 5/8 Typ. X GWB., on 1/2” ply;

Painted finish.

Phase 2 - Kitchen Area:

It is anticipated that this renovation will be a project undertaken by a community service club. We recommend the requirement for consultants on this project to ensure that all BC Building Code requirements meet the ministry of health requirements.

Demolition The demolition of the kitchen area will include removal of the existing millwork which has reached the end of it’s life. It was also noted that this will provide an opportunity for improved ergonomic. The stainless steel tops to be removed and set aside for reuse.

Remove the existing flooring and rubber base and prepare the slab for new flooring. Cleanup the walls and prepare for new finishes.

New Construction The work will include design and installation of new millwork throughout the area. Also included will be wall finishes that allow for ease of maintenance and cleaning. The floor-ing materials will be a slip resistant sheet vinyl c/w integral base. Also included in the project is a new access to allow for entry directly off of the corridor to improve the func-tionality of the space.

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SECTION 4.1.1 Kitchen & Bar # 124 & 125:

Demolition:

Remove the existing finishes including millwork, fittings and fixtures. Remove the existing flooring material and prep the floor for the new finishes.

New Construction:

The client to confirm the Kitchen’s precise use to determine code and health implica-tions.

Partitions:

North/ South/ East/ West

Existing wall construction;

Clean up and prepare the new finishes;

Ceramic Tile to 7’ AFF;

Paint walls above Ceramic Tile.

Flooring:

Sheet Flooring: Tarkett Granit or approved alternate;

Rubber Base: 4” Flash Cove.

Ceilings:

Paint existing ceilings.

Doors and Frames:

Clean up and refinish all of the doors and frames in the existing wall construc-tion;

Provide 1 new - Interior Doors solid core c/w maple veneer;

Glazed panel (6” x 1’-8”);

Pressed Steel frames;

Door Stops;

Lever hardware (locking to be coordinated with the owner).

Fixtures

Millwork uppers and lowers reuse stainless steel counter tops were possible (plastic laminate veneer c/w 3mil PVC edging typical);

New clean food prep area c/w Sink;

New Soils area c/w Sinks and dishwashing to meet ministry of health require-ments;

Hand wash stations to meet ministry of health requirements (provision for all dispensers);

Provision for the install of the cooking equipment to meet the BCBC and minis-try of health requirements.

Cold Room #123:

Existing construction to remain.

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SECTION 4.1.1

Phase 3

Demolition This phase will require the demolition of the interior rooms and fixtures on the west side of the entrance corridor. The demolition includes the washrooms, change rooms, admini-stration area and the existing council space.

New Construction The goal of the new construction is to increase the area of administration space, improved washrooms, create individual change rooms and a new more functional council space. These spaces have been configured to improve the visibility and safety in the facility. Also of importance is resolving a number of code related items.

Corridor # 159:

Partitions:

North/ South/ East



Wall Protection - Altro - White Rock installed to 48” AFF;

Paint walls above wall protection.

East




Paint walls.

Flooring:

Sheet Flooring: Tarkett granit or approved alternate;

Rubber Base: Johnsonite Tight lock or approved alternate.

Ceilings

2x2 T Bar.

Doors and Frames

Interior Doors solid core c/w maple veneer;

Kick plates;


Lever handle Hardware;

Door Stops;

Panic hardware at the exits.

Windows

Cut in 3 new openings;

1800 x 1800 Kawneer - 5500 ISOWEB Window - 3 sets.

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SECTION 4.1.1 Corridor # 157:

Partitions:

North/ South





Flooring:



Ceilings

2x2 T Bar.

Doors and Frames


Kick plates;


Lever handle Hardware;

Door Stops;


Locker Area # 158:

Partitions:

North/ East



Wall Protection - Altro - White Rock tie in to the wall protection around the corners;

Paint walls.

Flooring:



Ceilings

2x2 T Bar;

Specialties

12 units of Triple Tier Coin Operated Lockers (coin operated locks Hadrian Manufacturing Inc. or approved alternate);

1 unit of purse lockers;

Lockers to include a fixed base.

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SECTION 4.1.1 Change Rooms # 154, 155 & 156:

Partitions:

North/ South/ East/ West





Flooring:

Flooring: Ceramic Tile;

Base: Tile.

Ceilings

GWB Painted.

Doors and Frames


Kick plates;


Door Stops;

Lever Passage hardware;

Dead Bolt.

Fixtures

Toilet;

Vanity c/w mirror and Sink;

Shower constructed and finished in ceramic tile;

Grab Bars;

Wall mounted electric dryer;

Bench.

Miscellaneous

Provision for heated floors either electric or mechanical.

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SECTION 4.1.1 Male Washroom # 153:

Partitions:

North

New 2x4 wall furring;




South/ East/ West





Flooring:

Sheet Flooring: Tarkett granit or approved alternate:


Ceilings

GWB Painted.

Doors and Frames


Kick plates;


Door Stops;

Push/ Pull;

Dead Bolt.

Fixtures

Toilets (refer to code report for the fixture count);

Vanity c/w mirror and Sinks (refer to code report for the fixture count);

Grab Bars;

Provision for all dispensers i.e. soap, toilet paper, napkin disposal, paper towel, electric dryers (to be coordinated with the owner supplied items).

Miscellaneous

Solid Phenolic Patricians c/w hardware (Hadrian Manufacturing Inc. or ap-proved alternate).

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SECTION 4.1.1 Female Washroom # 150:

Partitions:

North

New 2x4 wall furring;




South/ East/ West





Flooring:



Ceilings

GWB Painted.

Doors and Frames


Kick plates;


Door Stops;

Push/ Pull;

Dead Bolt.

Fixtures

Toilets (refer to code report for the fixture count);

Vanity c/w mirror and Sinks (refer to code report for the fixture count);

Grab Bars;


Miscellaneous

Solid Phenolic Patricians c/w hardware (Hadrian Manufacturing Inc. or ap-proved alternate).

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SECTION 4.1.1 Handicap Washroom # 152:

Partitions:

North/South/ East/ West





Flooring:



Ceilings

GWB Painted.

Doors and Frames

Interior Doors solid core c/w maple veneer; (out swing door install)

Kick plates;


Door Stops;

Lever hardware;

Dead Bolt.

Fixtures

Toilets;

Vanity c/w mirror and Sinks;

Grab Bars;


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SECTION 4.1.1 Janitor Room # 151:

Partitions:





Paint walls above Wall protection.

Flooring:

Sheet Flooring: Tarkett Granit or approved alternate:


Ceilings

GWB Painted.

Doors and Frames

Interior Doors solid core c/w maple veneer; (out swing door install)

Kick plates;


Door Stops;

Lever hardware;

Dead Bolt.

Fixtures

Floor Drain;

Floor mop sink in conformance with work safe BC recommendations;

10’ of open shelving.

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SECTION 4.1.1 Staff Room # 162:

Partitions:


New 2x6 wall construction insulated;

STC 50

2 layer 5/8” thickness type ‘X’ gypsum board on one side and 1 on the opposite c/w level 4 finish;

Chair rail installed to 48” AFF;

Paint walls.

Flooring:

Sheet Flooring: Tarkett Granit or approved alternate;


Ceilings

2x2 T Bar.

Doors and Frames

Interior Doors solid core c/w maple veneer; (Sound isolation door into the coun-cil chambers)

Kick plates;


Door Stops;

Lever hardware;

Weather stripping for sound isolation.

Fixtures

12’ of Millwork uppers and lowers (maple veneer c/w 3mil PVC edging typi-cal);

Sink;

Dishwasher;

Microwave.

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SECTION 4.1.1 Offices and Meeting Room # 161, 163, 166 :

Partitions:



STC 50

2 layer 5/8” thickness type ‘X’ gypsum board on one side and 1 on the opposite c/w level 4 finish;

Paint walls.

Flooring:

Flooring: Carpet tile, Tufted, manufactured in one colour dye lot; Simply Artis-tic Avant manufactured by Milliken Carpet (or approved alternate);


Ceilings

2x2 T Bar.

Doors and Frames


Glazed panel (full light door)


Door Stops;

Lever hardware (locking to be coordinated with the owner);


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SECTION 4.1.1 Council Chambers # 160:

Partitions:



STC 50 (2 layer 5/8” thickness type ‘X’ gypsum board on one side);

5/8” thickness type ‘X’ gypsum board c/w level 4 finish;

Chair rail installed at 3’6” AFF;

Paint walls.

Flooring:



Ceilings

2x2 T Bar.

Doors and Frames



Door Stops;



Fixtures

8’ of Millwork uppers and lowers (maple veneer c/w 3mil PVC edging typical);

Sink.

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SECTION 4.1.1 Reception/ Work Room # 164 & 165:

Partitions:



STC 50 to the public areas (2 layer 5/8” thickness type ‘X’ gypsum board on one side);


Paint walls.

Flooring:


Admin circulation noted in yellow to be Tarkett Granit or approved alternate.


Ceilings

2x2 T Bar.

Doors and Frames

Interior Doors solid core c/w maple veneer; (Sound isolation door into the coun-cil chambers);

Glazed panel (full light door);


Door Stops;



Fixtures

Built in millwork for the reception area 2 work stations;

Built in millwork for the Work Room.

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SECTION 4.1.1 Lobby & Vestibule # 168 & 169:

Partitions:

North/ South

Modify the existing storefront glazing at the vestibule to facilitate the construction of the new office #166.



Paint walls;

East

Remove carpet on the lower 4’ of the wall and clean up the existing wall finish.


prep for the new finish;

Install chair rail to be coordinated with the new wall protection;



West





Flooring:

Remove the existing ceramic tile and clean up and prep the concrete slab for the new finish.



Ceilings

Make good and paint the existing open ceiling.

Doors and Frames

Clean up and refinish all of the doors and frames in the existing wall construc-tion;


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SECTION 4.1.1 Works Storage #170:

Demolition:

Cut in a new opening to facilitate a door from the exterior.

New Construction:

Partitions:

North


2 layers 5/8” thickness type ‘X’ gypsum board on 1/2” plywood c/w level 4 finish;



South/ East/ West


Clean up and prepare the new finishes;

Paint walls.

Flooring:

Existing concrete.

Ceilings:

2 layers 5/8” thickness type ‘X’ gypsum board;

Paint ceiling.

Doors and Frames:

Provide 2 - 3’x7’ New - Exterior metal insulated Door;


One door flush bolted top and bottom;

Door Stops;

Weather stripping;

8” anodized aluminum threshold;


Dead bolt.

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SECTION 4.1.2

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SECTION 4.2

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SECTION 4.2.1 OPTION A: General Requirements

The basic construction of the building is summarized as follows:

The existing building is comprised of combustible and non combustible elements. This code classifica‐tion requires non combustible construction and therefore will require a code consultant to complete a review and determine if an equivalency is possible to retain the combustible elements.

Building Height

In order to determine the building Height of this building the following three terms must be defined in accordance with the 2006 BC Building Code.

The building Height is defined by the number of storeys contained between the roof and the floor of the first storey.

The First Storey is defined by the upper most storey having its floor level not more than 2m above grade.

Grade is defined as the lowest average levels of finished ground adjoining each exterior wall of a building, except that localized depressions such as for vehicle or pedestrian entrances need not be considered in the determination of average levels of finished ground.

As per the architectural drawings, the lowest average level of the ground is 0m. Therefore the building is considered a two storey building.

Construction Requirements Relative to Occupancy and Building Size

The construction requirements of the building are summarized in the tables below:

Table 2.0 General Building Classifications (Article 3.2.2.24)

Major Occupancies: A2 Allowable Actual

Main Floor Area: Any Area 1,657sm

Mezzanine Area (Non ‐ Conforming): N/A NA

Building Area: Any area sm 2,600sm

Building Height: 6 Storeys 2 Storey

Table 2.2 A Building Classifications

Classification Main floor Group A2

Construction Article 3.2.2.24

Streets 1 street

Max Building Area UNLIMITED

Max Building Height 6 storey

Sprinklers Required

Construction Type Non Combustible

Floor Assembly 1 HR FRR

Roof Assembly 1 HR FRR

Mezzanines 1 HR FRR

Load Bearing Walls & Columns Not less than 1 HR FRR

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SECTION 4.2.1 OPTION B: General Requirements


The existing building is comprised of combustible and non combustible elements. This code classifica‐tion requires non combustible construction and therefore will require a code consultant to complete a review and determine if an equivalency is possible to retain the combustible elements.

Building Height






Continued next page

Table 2.1 General Building Classifications (Article 3.2.2.24) ‐ Community Centre


Main Floor Area: Any Area 1,657 sm.

Mezzanine Area (Non ‐ Conforming): N/A NA

Building Area: Any area sm. 3,800 sm.


Major Occupancies: F3 Allowable Actual

Main Floor Area: Any area 1,068.35 s.m.

Mezzanine Area (Non ‐ Conforming): NA NA

Building Area: Any area 3,800 s.m.

Building Height: Any Height 3 Stories

Table 2.2 General Building Classifications (Article 3.2.2.73) ‐ Parking Garage

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SECTION 4.2.1 OPTION B Cont: Construction Requirements Relative to Occupancy and Building Size


Table 2.2 C Building Classifications

Classification Main floor Group F3 ‐ Parkade


Streets 1 street


Max Building Height UNLIMITED

Sprinklers Required




Mezzanines NA


Table 2.2 B Building Classifications

Classification Main floor Group A2 ‐ Community Centre


Streets 1 street



Sprinklers Required




Mezzanines 1 HR FRR


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SECTION 4.2.1 OPTION C: General Requirements


The building is comprised of two distinct elements, the Community Hall and the Council Chambers. Both of these fall under the A2 occupancy. The existing building is comprised of combustible and non combustible elements.

Building Height






Construction Requirements Relative to Occupancy and Building Size


Table 2.0 General Building Classifications (Article 3.2.2.25)


Main Floor Area: N/A 1,388 sm

Mezzanine Area (Non ‐ Conforming): N/A 58 sm

Building Area: 1,600 sm 1,388 sm


Table 2.2 A Building Classifications

Classification Main floor Group A2


Streets 1 street

Max Building Area 1,600 sm 1 street 2,000 sm 2 streets


Sprinklers Not Required

Construction Type Combustible or Non Combustible

Floor Assembly 45 min FRR

Roof Assembly 45 min FRR

Mezzanines 45 min FRR

Load Bearing Walls & Columns Not less than 45 min FRR

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SECTION 4.2.1 OPTION C ‐ cont.: General Requirements

Fire Separations

All fire separations are to be continuous to the underside of the floor above. Where there is no floor above, fire separations are to be continuous to the underside of the roof or terminate on the underside of a rated ceiling assembly (3.1.8.1).

The following Table shows the fire resistant ratings of the fire separations between the different areas within the building based on Table 3.1.3.1 and the As‐Built Drawings, dated January 15, 1988.

Where there is a conflict of fire separations between rooms, it is required to use the higher fire resis‐tance rating of that particular fire separation.

Fire Separations

Fuel fired equipment is located within Mechanical Room 126. This room is required to have a fire sepa‐ration with a 1 Hr Fire Resistance Rating (FRR) as per article (3.6.2.1) and is currently non‐conforming. A ULC rated assembly meeting the 1 hr FRR c/w sealed penetrations are required to be implemented to meet the requirements of the 1985 and 2006 BCBC.

Closures

Any opening in a required fire separation must be protected with a closure with a fire protection rating as per (3.1.8).

Maximum Openings

The size of an opening in an interior fire separation required to be protected with a closure shall be no more than 11sm, with no dimension more than 3.7m, if a fire compartment on either side of the fire separation is not sprinklered (3.1.8.6)

Spatial Separations

Unprotected openings limits for a non‐sprinklered building must conform to Table 3.2.3.1.A.

Table 2.4 Fire Separation Requirements

Service Rooms containing Fuel Fired Appliances

1 Hr

Table 2.4.2 Closure Requirements (Table 3.1.8.4 BCBC)

Rating of the Fire Separation Required fire protection of the closure

Non‐ Rated 20 Min

45 Min 45 Min

1HR 45 Min

2HR 1.5 HR

2

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SECTION 4.3

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FEASIBILITY STUDY REPORT FOR

PEACHLAND COMMUNITY CENTRE REDEVELOPMENT

DISTRICT OF PEACHLAND PEACHLAND, B.C.

Prepared by:

CWMM Consulting Engineers Ltd. 200 -1854 Kirschner Road

Kelowna, B.C. V1Y 4N6

Tel: (250) 868-2308 Fax: (250) 868-2374 [email protected] Prepared for: Renaissance GHM Architects Inc.

303 Queensway Ave Kelowna, B.C., V1Y 8E6

CWMM No. K3934 September 25, 2012

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FEASIBILITY STUDY REPORT

FOR PEACHLAND COMMUNITY CENTRE REDEVELOPMENT

DISTRICT OF PEACHLAND, PEACHLAND, B.C.

TABLE OF CONTENTS 1.0 INTRODUCTION 2.0 DESIGN CRITERIA AND CLIMATIC DATA

3.0 EXISTING STRUCTURE 4.0 EXPANSION PROPOSALS 5.0 CONCLUSIONS

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District of Peachland September 24, 2012 Peachland Community Centre, Peachland B.C. Design Development – Structural Report Page 1

CWMM CONSULTING ENGINEERS LTD.

1.0 INTRODUCTION

CWMM have been engaged to advise on, and provide structural input into proposed renovations and/or expansion projects at the Peachland Community Centre. Following an in depth study undertaken by RGHMA, three distinct options have now been proposed, and so the purpose of this report is to examine each option in terms of identifying the possible structural systems and suitable construction materials and to highlight any considerations or concerns with regards to existing structures. The options include the addition of a second storey over part of the original structure (A), demolition of part of the original structure and replacement with a new two storey building, with provision to increase add a third storey, in conjunction with the construction of a new separate three storey parkade (B). The final option includes renovating the interior space of the existing facility to improve the usage of space, functionality, security and flow around the building (C). The design requirements will be reviewed in accordance with the current British Columbia Building Code, 2006 edition.

2.0 DESIGN CRITERIA AND CLIMATIC DATA 2.1 Design Loads

The design values used in the preparation of the design are based on the current edition of the British Columbia Building Code requirements, and local municipal bylaws, as follows:

Corridors/Assembly Areas 4.8 kPa Office/Administration Areas: (main floor) 4.8 kPa (2nd floor) 2.4 kPa Mechanical Rooms 3.6 kPa Storage 4.8 kPa

In addition to the above, a superimposed partition dead load of 1.0 kPa is allowed for. Specific localized loadings from mechanical equipment, etc. will be incorporated where appropriate.

2.2 Climatic Data Seismic Parameters: Sa(0.2) = 0.28 Sa(0.5) = 0.17 Sa(1.0) = 0.094 Sa(2.0) = 0.056

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PGA = 0.14 Site Class = D (Assumed)

Importance Factor, IE = 1.0 Reduction Factors, Rd = 1.5 (Steel Structures - Conventional Construction)

Ro = 1.3 Rd = 3.0 (Timber Structures-Wood based nailed shear walls)

Ro = 1.7 Rd = 1.5 (Concrete Structures – Conventional Construction)

Ro = 1.3 The reduction factors above affect the magnitude of the calculated seismic forces depending on the ability of the material to undergo inelastic deformation to dissipate energy, and the ability of the structure to redistribute and share load throughout the lateral force resisting system of the structure. Seismic forces will vary depending on the choice of building material and the type of force resisting system that can be utilized.

Wind Loads (hourly wind pressures):

1 in 10 year = 0.34 kPa 1 in 50 year = 0.47 kPa Snow and Rain Loads:

Ss (ground snow) = 1.8 kPa Sr (rain) = 0.1 kPa

Snow accumulations will occur at the various roof steps. Snow accumulation factors are calculated in accordance with the B. C. Building Code requirements.

2.3 Geotechnical Conditions

A Geotechnical report has not yet been created for this project however the foundations for any new structures shall be formed a minimum of 600 mm below finished exterior grade for frost protection or as per local bylaws. Deeper foundations may be required to avoid surcharging existing footings or to resist uplift due to certain load combinations.

3.0 EXISTING STRUCTURE

The existing facility was constructed around 1988 and is divided into two main sections: (1) a 7900 sq. ft. rectangular auditorium with a stage at the west end and storage rooms at the east end, and (2), a 6550 sq. ft. predominantly rectangular multi-purpose section consisting of an entrance and lobby area, meeting rooms, commercial kitchen, changing facilities and an

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office/administration area. In 1999, a portable structure that currently houses the fitness area was installed at the facility, on the west side of the main building. Roof: ½” plywood sheathing on pre-manufactured wood trusses spaced

at 24” on centre: Upper roof (gym) – 72” deep trusses, clear spanning Lower roof (gym storage) – 40” deep trusses, clear spanning Lower roof – 40” deep trusses, with interior bearing line Atrium – 2x10 joists at 24” on centre Ext. Walls: 8” thick precast concrete waffle panels, 8’ wide by 24’ high at the

gym and 15’-8” high around the lower level building, reinforced with 1-15M bar running in each vertical rib and 1-10M bar in each horizontal rib. Welded Wire Mesh is also provided at the centre of the panel. Additional reinforcement is provided around openings.

Int. Walls: 2x6 load bearing and non load bearing walls The building is founded on conventional strip footings, typically 18” wide by 10” deep. All exterior footings are reinforced and are placed at approximately 24” below grade to the underside of the footing. Interior strip footings are placed just beneath the slab-on-grade and have a small up-stand supporting the sill plate. The slab on grade is a 4” thick concrete slab. According to the existing reference drawings available, no details of mechanical connection between the footing and panel base are shown however it is likely that each panel has nominal anchorage, perhaps a single bolt at each end of each panel. In terms of lateral resistance for wind and seismic loads, the plywood roof decks act as horizontal diaphragms to transfer the lateral forces from wind and seismic loads to the precast concrete exterior walls. The precast concrete walls in turn transfer the lateral forces directly to the foundations. It is anticipated that the plywood roof decks and attachments to the walls, particularly for the gym, will be found to be inadequate when evaluated against the requirements of the most recent Building Code.

4.0 RENOVATION PROPOSALS 4.1 Option A:

Option A involves the addition of a second storey over the lower roof area of the existing building. Given the nature of the roof framing it is anticipated that the existing structure will be unable to support the live load requirements of a floor structure. In the absence of specific design data for each truss, calculating the

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actual capacity of each, particularly for the truss joints will be a challenge, and given the existing slopes to drain, additional remedial work will be required to level the roof as it becomes the floor. Furthermore, the current roof sheathing is ½” thick plywood which is not permitted by the current Building Code for flat roofs or floors and will also need to be replaced. Therefore it is envisaged that completely removing the existing roof within the footprint of the second storey in order to accommodate a suitable new floor structure will be the most cost effective solution. By removing the existing roof it will enable a new independent structure to be constructed within the existing precast walls. The new structure should not bear upon the existing precast concrete walls and narrow foundations to avoid exceeding the allowable soil bearing capacity, as well as avoiding potential problems associated with apportioning liability for the design, and evaluating the structural capacity of the existing concrete walls to support increased gravity loads. Given the site constraints and limitations imposed by the existing structure, a steel framed structure would likely provide the most economical solution. The new roof would comprise of open web steel joists spanning in an east to west direction, supporting a 1.5” deep 20 gauge profiled metal deck, and would bear on new support lines running north to south, located within the walls currently on each side of the atrium. Alternatively, wood joists with metal webs could be used to achieve the same spans using a 5/8” thick plywood deck in lieu of the metal deck if desired. At the exterior walls, new support lines would also need to be introduced, positioned just inboard of the precast concrete walls. New HSS5x5x.313 steel columns would be required to support the new beams. It is anticipated that three steel posts would be required along each of the four bearing lines. The floor structure could be framed using wood I-Joists running in an east to west direction and a 5/8” thick plywood diaphragm to minimize weight. The joists would be supported by steel beams running north to south. Alternatively a 1.5” thick, 20 gauge metal deck with concrete topping, 4” thick overall, on open web steel joists, also supported by steel beams could be used. In addition to the beam lines to support the roof, it is expected that an additional interior beam line and columns would be required to break up the longer span on the west side of the building. All new column supports will require corresponding footings to transfer vertical gravity loads to the ground. All new footings will require the existing slab-on-grade to be broken out to accommodate the new foundations.

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The exterior walls will be formed with light gauge steel stud framing complete with cladding as per the architectural specifications. It should also be noted that the addition of a second storey could result in snow build up and drifting against the higher portion of the structure, depending on how much the new second floor exceeds the height of the gym roof. Given that the gym roof is sheathed with ½” thick plywood only, portions of this roof may also require upgrading to accommodate any drift loads that may be created. Furthermore, the existing trusses may not be capable of carry such load and given the lack of available data for these trusses, calculation of the actual capacity may prove to be problematic. When examining the effects of adding a second floor to the building, increasing the height and structural weight of a building will also attract larger wind and seismic loads. At the upper level, a system of braced bays around the perimeter would be most appropriate. Diagonal steel braces would transfer the load from the roof level down to the new floor level, and from there it may be possible to make a new connection between, and utilize the existing concrete wall panels as shearwalls to transfer lateral loads to the foundation level. With the large increase in lateral load at the former roof level, as well as the load from a new roof, it may be necessary to introduce additional anchorage the footing. This will be achieved by breaking excavating to expose the base of the panel in discrete locations, or along the entire length of the wall and installing epoxy grouted anchors to the wall and footing around the perimeter of the building. Also, since there is a common wall between the gym and the multipurpose area, seismic upgrading will also become necessary for the gym, particularly for the roof diaphragm and also connection between the roof diaphragm and the precast concrete walls. This proposal is the most efficient use of the property in terms of development area and land use, however we are of the opinion that, although adding a second storey over part or all of the existing building is considered possible, very significant upgrading/reconstruction work will be necessary to accommodate the increased gravity and lateral loading that will be imparted into the existing structure. Structural upgrades and renovations are generally more complex in nature than the construction of a comparable new building. This is especially true when the two structures have been designed and constructed using two distinctly different codes and load criteria. Justifying how to apply the new code regulations to an existing (and code deficient) structure and to what extent will have a substantial impact on the overall cost and design and construction timescales. Given the nature of the potential deficiencies in the existing structure in terms of meeting current code, not to mention the significant load increases, it does not

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appear that adding another floor to this building would be a viable or cost effective solution.

4.2 Option B:

Option B is a two phase program that highlights the construction of a new two storey building abutting the south and west walls of the existing structure and would involve demolishing the existing lower level structure accommodating the office, multipurpose rooms, changing facilities and kitchen. Also, the gym storage rooms would also be demolished to create sufficient space for the new extension. The second phase would involve the addition of a third floor to the new building as well as a new three storey parkade located on the west side of the property, adjacent to the highway. Steel frame construction is best suited for this option, to allow interior flexibility as well as being able to incorporate details to permit construction of a third floor with minimal disruption to the structure and function of the two storey building. The roof of the new phase 1 extension would comprise of a 1.5” deep, 20 gauge ‘Hi Bond’ profiled steel deck diaphragm supported by open web steel joists running in an east to west orientation, bearing on a two exterior beam lines and central beam line running approximately north to south along the length of the building. HSS 5x5x.313 supporting columns would be located to suit window openings and interior partitions to maximize the use of space. A concrete topping to form the future third floor will be required and the weight should be allowed for in the design of the columns, footings and lateral load resisting system. The second floor will be designed similar to the roof structure as described above using the same beam and column layout as the building architecture dictates, and the floor structure will comprise of a concrete topped “Hi Bond” metal deck diaphragm carried by open web steel joists spanning between the beam and column framework. The exterior walls will be formed with light gauge steel stud framing complete with cladding as per the architectural specifications. The roof of the phase 2 third floor extension will also be of a similar construction however it may be possible to clear span the building, omitting the interior line of support. The roof will comprise of a 1.5” deep 20 gauge profiled metal deck supported by open web steel joists, bearing on beam lines running around the perimeter of the building.

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The lateral wind and seismic loads would be transferred from the roof and floor diaphragms to the foundation using tubular steel diagonal braces that would be provided in several bays around the perimeter of the building depending on the positions and dimensions of architectural openings. The new structure would be designed and built to be independent of the existing structure. This will avoid the problem of high seismic design loads being attracted into the new portion as well as necessitating a seismic upgrade to the existing building. Structural alterations, such as the forming of openings in the existing external walls to provide access will need to be made if necessary. Reinforcing the panels to accept the openings will likely involve a significant amount of work to reinstate the strength lost by cutting vertical ribs and reinforce around the new openings. Strip footings, typically 450mm wide x 250mm thick, formed at 600mm below the finished grade supporting a 200mm thick x 500mm high reinforced concrete foundation wall would be required to support the new building. Pad footings would be provided at all column locations, the sizes would be determined depending on the final structural layout chosen. It should be noted that the construction of some portions of the foundation may encounter minor interference with the existing foundations along the north wall depending on the choice of structural system. Generally, at the interface between new and existing, new foundations will be tied to existing by way of drilling and grouting reinforcing steel. Both foundations would be formed at the same level below grade. It should also be noted that the addition of a second storey will result in snow build up and drifting on the gym roof against the higher portion of the new structure. Given that the gym roof is sheathed with ½” thick plywood only, portions of this roof may also require upgrading to accommodate any drift loads that may be created. Furthermore, the existing trusses may not be capable of carry such load and given the lack of available data for these trusses, calculation of the actual capacity may prove to be problematic. The parkade proposed as part of the phase two expansions to satisfy the additional parking demands of adding a third floor to the facility. The structure would likely be constructed using a reinforced concrete frame consisting of 12”x24” interior columns carrying approximately 8’ wide x 18” deep slab bands and 10” deep +/- suspended slab. The exterior walls would likely be 8” thick reinforced concrete spanning between frame elements. Foundations would consist of 600mm wide x 250mm deep strip footings beneath the perimeter walls and pad footings beneath any interior columns.

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Lateral loads generated from wind pressure or seismic event would be transferred through the deck diaphragms to stair and/or elevator shaft cores which would act as vertical cantilevers to transfer load to the foundations. Foundations would be adequately sized based on structural analysis to resist overturning and sliding forces generated by the structure. This type of scheme is preferable as the cost and complications associated with the assessment, design and upgrading of an existing building is eliminated by separating the two buildings.

4.3 Option C: Option C consists of a series of interior renovations split into three phases, starting with work on the stage area, renovation of the kitchen and improvements to the administration and washroom areas. Renovations to the stage will involve the creation of a separate space in place of the stage complete with enclosed mezzanine above, to accommodate fitness and storage rooms at the main floor level, and storage and electrical rooms at the mezzanine level. The partition walls will be of wood framed construction finished as per the architectural specifications. The layout of the floor framing will largely be dependent on the allowable bearing capacity of the soil beneath the exterior footing. The most efficient framing layout would comprise of 16” deep wood I-joists spanning 22’ from a new 2x4 or 2x6 framed wall constructed against the existing exterior precast wall to the new partition wall, however this will only be possible if the soil has sufficient capacity to support the increased load. A new 10” deep by 18” wide strip footing or slab thickening will need to be constructed beneath the partition wall, breaking out the existing slab-on-grade, to support half of the load from the mezzanine. Alternatively, installing intermediate beam lines spanning 22’ from the new partition to the exterior wall and 16” deep I-joists spanning perpendicularly will avoid major foundation upgrades, however new pad footings will likely need to be installed beneath the posts supporting the new beams along both the exterior and partition walls. A lateral load resisting system will also be required to ensure stability of the mezzanine during a seismic event. For the three interior walls, wood based panel type shear walls designed to resist load transferred from the floor diaphragm will be most economical. These walls will be sheathed with 3/8” thick plywood panels and anchored to the foundation at each end. The fourth wall will be the exterior precast wall of the gym. Attachment of the diaphragm by means of fastening a ledger to this wall will safely drag load from the diaphragm into the wall system and from the wall into the footing. Further analysis will be required to determine if this wall requires additional anchorage to the footing. It should also be noted that since the renovations result in modifications to the structure as well as introducing additional load to the system, a full seismic analysis and upgrade

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will be necessary to ensure compliance with the Building Code and the safety of the public is not put at risk. The result of this analysis may indicate that upgrading the roof diaphragm is necessary, as well as improving the load path from diaphragm to the wall, including anchorage and blocking between trusses. In addition to constructing the mezzanine and associated supporting structure, structural changes to the existing building are required to improve natural lighting to the interior as well as access and egress for the building to ensure Building Code compliance. Several new openings will be cut through the precast wall panels in order to install new windows and doors. Again, this leads to problems associated with apportioning responsibility for the design and capacity of the existing walls given that significant changes will be made to the existing structural elements. Assuming that these issues can be resolved, new openings should be located within individual panel widths where possible to avoid cutting panel edge reinforcing. Depending on the size of each opening, significant concrete reinforcing will be required to ensure that each panel can safely resist the applied wind loads and replace any lost strength arising from cutting vertical ribs when forming the new openings. Reinforcement will consist of drilling through ribs and casting new frames around openings to transfer the load. The amount of work involved in forming each opening is expected to be significant and therefore we advise on limiting the number of openings where possible. The second and third phases of this option do not involve any significant changes or modifications to the structure other than forming new openings in the existing precast panels as described above.

5.0 CONCLUSIONS Overall, each of the three options has distinct benefits as well as disadvantages, and all three are structurally possible. One major problem associated with upgrading the existing structure is how to apportion liability for the structural capacity of existing elements, such as the precast walls. These elements were designed, inspected and approved by a BC registered P.Eng for specific design criteria. Any subsequent Engineer who authorizes changes or modifications to the design, if not approved by the original P.Eng, will be required to assume liability for the elements. Since ‘CWMM’ were not involved with the design, specification of materials or inspection of the original elements and installation, extensive testing and scanning of the existing structure would need to be undertaken to satisfy ourselves that the elements were produced as per the original drawings, still meet code and strength requirements and that the modifications will not adversely affect the integrity of the structure in any way.

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Any of the latter two solutions (B and C) have greatest preference from a design perspective. Due to the flexibility associated with new build projects, option B would likely be the least complex solution whereby the new building will be designed to meet current codes of practice without compromise, and at the same time should circumvent any problems associated with liability, code compliance and upgrading the existing structure. Furthermore, the construction of a separate building will ensure minimal disruption to daily activities undertaken in the existing building. Whilst Option C is anticipated to be the least costly in terms of design and construction, significant seismic upgrading will likely be required for the existing structure to ensure compliance with the British Columbia Building Code. Improving anchorage to the foundations, upgrading the roof diaphragms and attachment of the diaphragms to the walls will form the majority of the work. Furthermore, reinforcing new openings in the precast wall panels will be a significant expense both from a cost and time perspective. Option A is anticipated to be the most complex solution in terms of demonstrating the integrity of many structural components, including wall panels, roof trusses and foundations. This option will also necessitate seismic upgrading as described above for the gym building. Furthermore, given potential snow build up and drifting considerations, upgrading of some of the gym roof trusses may become necessary to carry the additional load.

Report prepared by: CWMM Consulting Engineers Ltd.

Per: M. Naylor M.Eng., P.Eng.

Reviewed: Don D. Bergman, M.Eng., P.Eng. Principal

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SECTION 4.4

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Peachland Community Centre – Mechanical Systems for Proposed Design Options Prepared for: Renaissance – GHM Architects Inc. 303 Queensway Kelowna, BC V1Y 8E6 September 27, 2012 Prepared by: Rocky Point Engineering Ltd. 200-595 KLO Rd Kelowna, BC V1Y 8E7 Phone: 250-763-3759 www.rpeng.ca Project: 11348-K-668 Contact: Emmanuel Lavoie, P.Eng. LEED AP Email: [email protected] - Cell: 250-863-4630

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District of Peachland Community Center Feasibility Study - Mechanical

2

Table of Contents 1 INTRODUCTION ......................................................................................................... 3 2 Design Option A: ....................................................................................................... 3

2.1 Option A-M1: Cost Effective Mechanical Systems ............................................... 4 2.1.1 HVAC Implications: ........................................................................................ 4 2.1.2 Plumbing Implications: ................................................................................... 4 2.1.3 Fire Protection Implications: ........................................................................... 5

2.2 Option A-M2: High Efficiency Mechanical Systems ............................................. 5 2.2.1 HVAC Implications: ........................................................................................ 5

3 Design Option B ........................................................................................................ 6 3.1 Option B-M1: Cost Effective Mechanical Systems ............................................... 7

3.1.1 HVAC Implications: ........................................................................................ 7 3.1.2 Plumbing Implications: ................................................................................... 7 3.1.3 Fire Protection Implications: ........................................................................... 8

3.2 Option B-M2: High Efficiency Mechanical Systems ............................................. 8 3.2.1 HVAC Implications: ........................................................................................ 8

4 Design Option C ........................................................................................................ 9 4.1 Option C-M1: Cost Effective Mechanical Systems ............................................. 10

4.1.1 HVAC Implications: ...................................................................................... 10 4.1.2 Plumbing Implications: ................................................................................. 11 4.1.3 Fire Protection Implications: ......................................................................... 11

4.2 Option C-M2: High Efficiency Mechanical Systems ........................................... 11 4.2.1 HVAC Implications: ...................................................................................... 11

5 CONCLUSION: ......................................................................................................... 12

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3

1 INTRODUCTION Rocky Point Engineering was retained to perform a Mechanical Systems Assessment of the Peachland Community Centre located at 4450 6th St RR6 in Peachland, British Columbia. Emmanuel Lavoie, P.Eng., performed a site review on January 12, 2012 and the summary report was submitted on January 18, 2012.

Based on the results of the Peachland Community Centre Feasibility Study, GHM Architects completed three proposed design options which are presented in the “Community Centre Feasibility Study Master Planning Report”.

The purpose of this report is to comment on the impacts to HVAC, Plumbing and Fire Protection systems for each of the Design Options A, B and C. This information will be used by the Quantity Surveyor to provide a cost estimate of each design option.

The information in this report is first presented as the lowest initial capital cost alternative from a mechanical systems perspective. Subsequently, for each architectural design option, a Sustainable Design High Efficiency package is presented with potential environmental, operational and comfort improvements. Both options can be priced by the Quantity Surveyor.

2 DESIGN OPTION A: Design Option A consists of re-using the existing community hall with the addition of a second storey above the existing building to the South and East of the gym. The total building size in Option A would be 27,775 ft2.

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2.1 Option A-M1: Cost Effective Mechanical Systems

2.1.1 HVAC Implications:

The existing gym is currently served by 2 @ 10 ton Lennox gas fired rooftop units RTU-1 and RTU-2. These units are original to the building and will be demolished. Two new 10 ton gas fired rooftop units with DX heating sections complete with economizers and CO2 control will be installed on the roof and connect to the existing ductwork.

Rooftop units RTU-3, RTU-4 and RTU-5 serving the Level 1 spaces will be removed from the existing roof and relocated on the new Level 2 roof. Duct chases will be installed from the roof down to Level 1 and connect to a mix of existing and new ductwork. It is anticipated that 6 new air source heat pump rooftop units with backup gas heating sections @ 4 tons each will be installed on the roof to serve the new Level 2 spaces. All rooftop units will include CO2 demand controlled ventilation with free cooling economizers.

The general exhaust fans located on the existing Level 1 roof will be demolished. New washroom and change room exhaust fans will be installed on the new Level 2 roof.

As listed in the Mechanical Systems Assessment report, the existing kitchen does not meet code relative to ventilation. The exhaust fan does not contain a hinge kit and most importantly, there is no dedicated make-up air unit interlocked to the exhaust fan. The kitchen exhaust fan will be demolished and replaced with a new 2,000 cfm exhaust fan that meets the requirements of NFPA 96. A new 2,000 cfm gas-fired MUA will be installed and interlocked with the exhaust fan as per the requirements of NFPA 96. Clearances between ducts and combustible materials shall be verified and designed to NFPA 96.

A new building Direct Digital Control (DDC) System will be installed.

Please refer to table below for list of new equipment with approximate number and sizes of units required:

2.1.2 Plumbing Implications:

The existing 2” water service will be demolished and a new 6” combined domestic water and fire protection entry station will be installed.

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5

The existing 13 lavatories, 15 water closets and 3 urinals will be demolished. An estimated new total of 18 lavatories and 38 water closets (of which 2/3 can be substituted for urinals) will be provided. New domestic cold, hot and recirculation piping will be required for the majority of spaces.

The existing gas fired domestic hot water heater will be re-used with a new flue to the roof.

The existing solar hot water system will be re-used. The solar collectors currently located on the existing roof will be moved up to the new Level 2 roof. This represents an extension of approximately 2 @ 12’ of ¾” insulated copper pipe.

New roof drains and storm piping will be required for the new Level 2 roof. It is assumed that existing underground Storm pipe is sufficient to handle the new load.

2.1.3 Fire Protection Implications:

The new building classification of Option A requires the building to be sprinklered. The existing 2” water service will be demolished. The District of Peachland shall confirm that the municipal water system can provide the required 300 USGPM at the fire protection system pressure. This pressure to be calculated during detailed design.

2.2 Option A-M2: High Efficiency Mechanical Systems


The high efficiency mechanical system would conserve the rooftop unit concept but would provide water source heat pump rooftop units connected to a 45 ton geoexchange field in the adjacent park. This represents approximately 45 boreholes at 200’ deep each.

A new 399 MBH condensing boiler would provide backup to the distributed heat pump loop during periods of peak heating loads. New heat pump loop circulation pumps will be installed in a small mechanical room. All rooftop units will include CO2 demand controlled ventilation with free cooling economizers.

A new 3,000 cfm roof mounted HRV (Heat Recovery Ventilator) will provide heat recovery from the washrooms and other exhausted areas. Considering the outside air heating and cooling represents the largest energy use in buildings, this device can save considerable energy.

Implementing the High Efficiency Mechanical Systems Option A-M2 would provide annual energy savings of approximately 35% over Option A-M1.


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6

3 DESIGN OPTION B Design Option B consists of re-using only the gym of the existing community hall with the addition of a new 2-storey 22,500 ft2 community center building to the East of the gym (Phase 1) with a potential additional 10,000 ft2 level 3 above the community center (Phase 2). The Phase 2 of Option B would require the construction of a new 108 stall parking structure. The total building size in Option B – Phase 1 will be 30,000 ft2 and Phase 2 will be 40,000 ft2.

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7

3.1 Option B-M1: Cost Effective Mechanical Systems


The existing gym is currently served by 2 @ 10 ton Lennox gas fired rooftop units RTU-1 and RTU-2. These units are original to the building and will be demolished. Two new 10 ton water source heat pumps will be connected to the new building plant and serve this space.

Rooftop units RTU-3, RTU-4 and RTU-5 serving the Level 1 spaces will be demolished. The general exhaust fans located on the existing Level 1 roof will be demolished. New washroom and change room exhaust fans will be installed on the new Level 2 roof.

The existing general and kitchen exhaust fans will be demolished. New washroom and change room exhaust fans will be installed to serve those areas. A new 2,000 cfm kitchen exhaust fan with 2,000 cfm gas fired make-up air unit will be installed.

A new distributed heat pump system will be built for this Option B. The system will consist of approximately 28 @ 2 ton distributed ceiling hung heat pumps plus 2 @ 10 ton vertical heat pumps to serve the existing gym with connection to existing ductwork. A mechanical room on the new Level 2 will house 2 condensing boilers at 500 MBH each, 2 @ 200 usgpm (3 HP) circulation pumps. A new 100 ton fluid cooler will be installed on the roof of the new Level 2 mechanical room. The boiler, fluid cooler, pumps and pipes will all be sized to accommodate the future Phase 2 addition. Connecting additional distributed heat pumps to the base system will be easy at a later date.





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8

The existing 13 lavatories, 15 water closets and 3 urinals will be demolished. An estimated new total of 18 lavatories and 38 water closets (of which 2/3 can be substituted for urinals) will be provided. New domestic cold, hot and recirculation piping will be required.

The existing gas fired domestic hot water heater will be re-used and relocated to the new mechanical room.

The existing solar hot water system will be re-used. The preheat tank, pump and controls will be relocated to the new mechanical room. The solar collectors currently located on the existing roof will be moved up to the new Level 2 roof at a location which will not be disrupted by the Phase 2 addition.

New roof drains and storm piping will be required for the new Level 2 roof. A new underground storm pipe will be installed and connected to existing if possible. Rain water leaders in the building will be designed to be extended for Phase 2 Level 3 addition.


The new building classification of Option B requires the building to be sprinklered. The existing 2” water service will be demolished. The District of Peachland shall confirm that the municipal water system can provide the required 300 USGPM at the required fire protection system pressure. This pressure to be calculated during detailed design.

3.2 Option B-M2: High Efficiency Mechanical Systems


The high efficiency mechanical system would conserve the distributed heat pump concept but would connect the heat pump loop to a new 80 ton geoexchange field consisting of approximately 80 borehole at 200’ deep each.

A single 500 MBH condensing boiler would provide backup to the distributed heat pump loop during periods of peak heating loads. Additional geoexchange field circulation pumps would be installed. The fluid cooler size would be reduced to 50 tons to provide backup capacity to the geoexchange field only.

A new 3,000 cfm roof mounted HRV (Heat Recovery Ventilator) will provide heat recovery from the washrooms and other exhausted areas. Considering the outside air heating and cooling represents the largest energy use in buildings, this device can save considerable energy. A separate HRV would be installed at the time of the Phase 2 Level 3 addition.

Implementing the High Efficiency Mechanical Systems Option B-M2 would provide annual energy savings of approximately 35% over Option B-M1.


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9

4 DESIGN OPTION C Design Option C consists of a major renovation to the existing Community Centre utilizing the existing shell but with 3 separate phases as follows:

• Phase 1: Stage Area Renovations

• Phase 2: Kitchen Renovations

• Phase 3: Administration and Washrooms

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10

4.1 Option C-M1: Cost Effective Mechanical Systems


The following HVAC work is presented as per the Phases of work:

Phase 1 - Stage Area Renovations:

The existing gym is currently served by 2 @ 10 ton Lennox gas fired rooftop units RTU-1 and RTU-2. These units are original to the building and will be demolished. Two new 10 ton gas fired rooftop units with DX heating sections complete with economizers and CO2 control will be installed on the roof and connect to the existing ductwork.

A new air source heat pump rooftop unit with natural gas backup will be installed on the roof above the new fitness and storage room and serve both spaces. A local exhaust fan will provide exhaust for the exercise room directly through the wall to outside.

Phase 2 – Kitchen Renovations

As listed in the Mechanical Systems Assessment report, the existing kitchen does not meet code relative to ventilation. The exhaust fan does not contain a hinge kit and most importantly, there is no dedicated make-up air unit interlocked to the exhaust fan. The kitchen exhaust fan will be demolished and replaced with a new 2,000 cfm exhaust fan that meets the requirements of NFPA 96. A new 2,000 cfm gas-fired MUA will be installed and interlocked with the exhaust fan as per the requirements of NFPA 96. Clearances between ducts and combustible materials shall be verified and designed to NFPA 96.

A new 1.5 ton air source heat pump rooftop unit with natural gas backup will be installed to serve the kitchen.

Phase 3 – Administration and Washrooms

Rooftop units RTU-3, RTU-4 and RTU-5 serving the Level 1 spaces will be re-used as they are in good condition. The design of the mechanical system serving the council chambers will be reviewed as it appears to be causing some discomfort issues.

New washroom and change room exhaust fans will be installed to serve these spaces. The fans will be installed on the roof.

Economizer sections with demand controlled CO2 ventilation will be installed on all existing and new rooftop units.



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11



The existing 13 lavatories, 15 water closets and 3 urinals will be demolished. A new total of 12 lavatories and 25 water closets (of which 2/3 can be substituted for urinals) will be provided. A domestic hot water return system will be provided.

The existing gas fired domestic hot water heater will be re-used and remain as-is. A domestic hot water recirculation system will be installed.

The existing solar hot water system will be re-used and remain as-is.


The new building classification of Option C requires the building to be sprinklered if a code equivalency cannot be obtained for the fitness/storage area. The existing 2” water service will be demolished. The District of Peachland shall confirm that the municipal water system can provide the required 300 USGPM at the required fire protection system pressure. This pressure to be calculated during detailed design.

4.2 Option C-M2: High Efficiency Mechanical Systems


The high efficiency mechanical system option would see the installation of a heat recovery ventilator to serve the new washroom / change rooms instead of the exhaust fans.

Implementing the High Efficiency Mechanical Systems Option B-M2 would provide annual energy savings of approximately 20% over Option C-M1.


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12

5 CONCLUSION: This report contains our proposed mechanical systems for the three design options created by GHM Architects. For each option, we have provided a cost effective as well as high efficiency mechanical systems solution. While the high efficiency systems solution would incur a higher initial capital cost, the energy cost savings would provide annual energy and greenhouse gas savings into the future.

We have appreciated the opportunity of working with you on this project to date and trust that this report is satisfactory to your requirements. Please feel free to contact the undersigned regarding any questions or further information that you may require.

Report prepared by:

Rocky Point Engineering Ltd.

Emmanuel Lavoie, P.Eng. LEED AP Mechanical Engineer / Principal

[email protected]

Cell: 250-863-4630

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ELEC

TRIC

AL D

ESIG

N RE

PORT

SECTION 4.5

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210 - 1715 Dickson Avenue Kelowna British Columbia V1Y 9G6 250 762 9993 f 250 861 3290 smithandandersenfalcon.com

ELECTRICAL REPORT ON

MASTER PLANNING OPTIONS

PEACHLAND COMMUNITY CENTRE

DISTRICT OF PEACHLAND

2012-10-02

11-RAP-72

Vancouver Kelowna Victoria Calgary Edmonton Toronto Ottawa

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REPORT ON OPTIONS FOR THE 2012-10-02 PEACHLAND COMMUNITY CENTRE PAGE 1

INTRODUCTION

The report assesses the ramifications for existing electrical systems of the three design options under consideration for this facility.

OPTION A Option A consists of a new two storey addition partly on the existing facility. Total building area would be 27,775 SF.

SERVICE AND DISTRIBUTION.

1. Calculated electrical demand for this option is 200 kilowatts (kW) or 555 Amps (A) at 120/208 Volts (V) three phase. As such a new 800A service would be required from a new BC Hydro supplied outdoor pad mount transformer run underground to a new electrical room. A 400A subfeed would be run back to the existing service.

2. The existing 150 kW stand-by generator could be retained and utilized to feed most loads

in the new facility by selectively shedding air conditioning loads during a power outage. Alternatively, the generator could be replaced to pick up all building loads.

3. Electrical equipment and panels installed in the existing building are approximately twenty

years old (except for the newer transfer switch). The equipment is generally in good condition and spare parts are available. This equipment would be retained where possible.

LIGHTING

1. Interior lighting generally consists of fluorescent strip lights and recessed troffers with

K12 acrylic lenses and T12 lamps. Lighting in some areas consists of lampholders and pot lights which have been retrofitted with self-ballasted compact fluorescent lamps. Significant energy savings and improved visual comfort could be achieved by retrofitting the old T12 lamp/ballasts to T8 or T5 lamps with electronic ballasts.

2. New interior lighting would generally consist of energy efficient T8/T5 fluorescent

luminaires and/or LED with electronic ballasts. 3. New exterior lighting would consist of energy efficient LED luminaires.

EMERGENCY LIGHTING

1. Emergency lighting for both the addition and existing facility would be provided by the standby generator system.

FIRE ALARM SYSTEM

1. The existing fire alarm system is an Edwards Fireshield panel located at the main entrance. This panel would be replaced by a new addressable fire alarm system and existing devices re-connected. New devices and new sprinkler zones would be connected to the new panel and existing redundant devices (for example heat detectors) would be removed.

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INTRUDER ALARM SYSTEM

1. The existing intruder alarm system is DSC PC4010 series and appears to be in good

condition and functional. Infrared motion detectors are located throughout the facility and door contact switches are located at each exit door.

2. The system could be expanded to include new devices in an addition.

VOICE/DATA COMMUNICATIONS 1. Telus service cable currently runs overhead with the BC Hydro service and terminates in

the main electrical room where the telephone system is installed. Telus and cable tv services would be run underground to the new electrical room.

2. Voice and data network cabling would be run from the new electrical room to workstations

throughout the facility. OPTION B Option B consists of demolishing the community centre with the exception of the gymnasium and providing a new three storey addition to the east as well as a three storey parking structure to meet parking requirements.

SERVICE AND DISTRIBUTION.

1. Calculated electrical demand for this option is 290 kW or 805 A at 120/208 V three phase. As such a new 1200 A service would be required from a new BC Hydro supplied outdoor pad mount transformer run underground to a new electrical room. A sub-feed would be run back to the gymnasium mezzanine to pick up the remaining gymnasium loads.

2. The existing 150 kW stand-by generator could be retained and utilized to feed many

loads in the new facility by selectively shedding air conditioning loads during a power outage. Alternatively, the generator could be replaced to pick up all building loads.

3. A separate feed would be run from the new service to supply lighting and other devices in

the parking structure.

LIGHTING

1. Existing Interior lighting generally consists of fluorescent strip lights and recessed troffers with K12 acrylic lenses and T12 lamps. Lighting in some areas consists of lampholders and pot lights which have been retrofitted with self-ballasted compact fluorescent lamps. Significant energy savings and improved visual comfort could be achieved by retrofitting the old T12 lamp/ballasts to T8 or T5 lamps with electronic ballasts.

2. New interior lighting would generally consist of energy efficient T8/T5 fluorescent

luminaires and/or LED with electronic ballasts. 3. New exterior lighting and parking garage lighting would consist of energy efficient LED

luminaires.

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EMERGENCY LIGHTING

1. Emergency lighting for both the addition and existing facility would be provided by the standby generator system.

FIRE ALARM SYSTEM

1. The existing fire alarm system is an Edwards Fireshield panel located at the main entrance. This panel would be replaced by a new addressable fire alarm system and existing devices re-connected. New devices and new sprinkler zones would be connected to the new panel and existing redundant devices (for example heat detectors) would be removed.




2. The system could be expanded to include new devices in an addition.

VOICE/DATA COMMUNICATIONS 1. Telus service cable currently runs overhead with the BC Hydro service and terminates in

the main electrical room where the telephone system is installed. New Telus and cable tv services would be run underground to the new electrical room.

2. Voice and data network cabling would be run from the new electrical room to workstations

throughout the facility.

OPTION C Option C consists of a phased renovation to the existing facility including construction of a full mezzanine over the existing stage area.

SERVICE AND DISTRIBUTION

1. The existing main electrical service consists of an overhead connection to a BC Hydro pole mounted 150 kVA transformer bank located on the west side of the property. The service entrance to the building is currently at the southwest corner of the gymnasium and enters the mezzanine electrical room via weatherheads at that location.

2. Calculated demand for the existing facility based on current Canadian Electrical Code

rules is 108 kVA or 300 Amps. As such, the existing 80% rated service entrance equipment is at capacity but is sufficient for the current size and use. Upgrades, such as additional air conditioning or other equipment with large electrical loading would require a service upgrade.

3. The main electrical room is located on the mezzanine at the southwest corner of the

gymnasium and contains a 400A-120/208V main switch, a current transformer cabinet for BC Hydro metering, sub switches feeding panels and HVAC equipment, and panel A/A1. An automatic bypass/isolation style transfer switch is located in the room and is connected to the main service and an outdoor generator. The entire service is backed up by the stand by generator. This room will be demolished to make way for a new stairwell

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to the expanded mezzanine and as such the service and all electrical equipment will need to be relocated to the new electrical room. Construction would need to be carefully staged to allow for completion of the new electrical room prior to demolition of the existing room.

4. Sub-panels are located in on the main floor in the janitor’s closet adjacent to the kitchen

and in the storage room adjacent to the office. These panels would be re-fed from the new electrical room. Additional panels and/or breaker space capacity would be added to the sub-panels during the renovations.

5. A 150kW Kohler diesel fired emergency generator is located outside the building at the

northwest corner of the gymnasium. This generator has a weatherproof self-contained housing and skid mounted diesel tank. It has been connected to the automatic transfer switch such that the entire service is picked up on loss of utility power. The generator is adequately sized.

LIGHTING

1. Existing interior lighting generally consists of fluorescent strip lights and recessed troffers

with K12 acrylic lenses and T12 lamps. Lighting in some areas consists of lampholders and pot lights which have been retrofitted with self-ballasted compact fluorescent lamps. Significant energy savings and improved visual comfort could be achieved by retrofitting the old T12 lamp/ballasts to T8 or T5 lamps with electronic ballasts as part of any renovation program to match new lighting being installed in the renovated areas.

2. Exterior lighting consists of pot lights which have been retrofitted with self-ballasted

compact fluorescent lamps. These should be replaced with energy efficient low maintenance LED luminaires.

3. Occupancy/vacancy sensors will be installed in renovated areas to control lighting.

EMERGENCY LIGHTING

1. Existing emergency lighting consists of DC battery packs which provide power to remote

lighting heads and exit lights. This system appears to be turned off since the entire lighting system is now connected to the emergency generator. The equipment can be removed as part of the renovation project. Emergency lighting in renovated areas will be provided by the standby generator.

2. Existing exit lights are generally older style incandescent and should be upgraded to LED

style for energy savings and reduced maintenance costs as part of the renovation project.

FIRE ALARM SYSTEM

1. The existing fire alarm system is an Edwards Fireshield 5 zone panel located at the main

entrance. This panel is relatively new and spare parts are readily available. This fire alarm panel can be retained for option C.

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VOICE/DATA COMMUNICATIONS 1. Telus service cable runs overhead with the BC Hydro service and terminates in the main

electrical room where the telephone system is installed. 2. New communications entry demarcation and distribution space would be provided in the

new electrical room, or in a separate communications room. New network cabling drops would be provided to workstations as part of the renovation project.

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COST

PLA

NNIN

G

SECTION 5.0

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CLASS “D” ESTIMATE – CONCEPTUAL COST PLAN OPINION OF PROBABLE COSTS

PEACHLAND COMMUNITY CENTRE

PEACHLAND, BC

October 17, 2012

Prepared by:

SSA Quantity Surveyors Ltd. COST PLANNING | VALUE MANAGEMENT | PROJECT CONTROLS

Suite 203, 3320 Richter Street

Kelowna, BC V1W 4V5 Telephone: (250) 762‐6628; Fax: (250) 762‐6684.

505, 1201 Marinaside Crescent Vancouver, BC V6Z 2V2

Telephone: (604) 732‐0707; Fax: (604) 732‐0057.

www.ssaqs.com

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CLASS “D” ESTIMATE – CONCEPTUAL COST PLAN OPINION OF PROBABLE COST

PEACHLAND COMMUNITY CENTRE ‐ PEACHLAND, BC October 17, 2012

Page 1

CONTENTS PAGE NO.

1. INTRODUCTION .............................................................................................................. 2

2. PROJECT SCHEDULE .................................................................................................... 6

3. LEVEL OF RISK ............................................................................................................... 6

4. BASIS OF THE OPINION OF PROBABLE COSTS AND OTHER ASSUMPTIONS ......... 6

5. GROSS FLOOR AREAS .................................................................................................. 7

6. STATEMENT OF PROBABLE COSTS ............................................................................ 7

7. OPTION A - PROJECT COST SUMMARY ...................................................................... 8

8. OPTION B (PHASE 1 & 2) - PROJECT COST SUMMARIES ......................................... 9

9. OPTION C - PROJECT COST SUMMARY .................................................................... 10

10. FACILITY ASSESSMENT - PROJECT COST SUMMARY (WORK NOT INCLUDED WITHIN OPTION C) .............................................................................................................. 11

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Page 2

1. INTRODUCTION The District of Peachland is in the process of preparing a Feasibility Study for the Redevelopment of the existing Community Centre. The existing facility on Beach Avenue, is for Community use and this report investigates three possible options and costs relating to the Facility Assessment Report: Option A ‐ Addition of Second Floor on the Existing Hall and Minor Renovation Option B ‐ Three Storey Addition to the Community Centre and 108 Stall Parkade Option C ‐ Renovations to the existing Facility The costs associated with the Facility Assessment Report (Project Cost Summary Included under Section 10) include all scope of work items derived from the Facility Assessment Building Code Review that has not been included within Option C ‐ Renovations to the existing Facility. These include exterior envelope upgrade (walls and roofing), site development and remaining electrical upgrades (Exterior lighting, electrical upgrades to meeting rooms, electrical upgrade exiting requirements, network cabling, external below grade services) and mechanical upgrades(backflow protection, hot water recirculation system, hot water tank floor drain, roof drainage, kitchen exhaust and make‐up air upgrades, minor RTU and controls maintenance) In order to prepare the estimate's for each option, we have been provided the information contained in this overall report by Renaissance ‐ GHN Architects Inc, Rocky Point Engineering, Smith + Anderson Flacon Engineering Ltd, CWMM Consulting Engineering Ltd and H. Brookham Consulting Ltd. Note:

We have included a Summary breakdown of the hard and soft costs, based upon the existing building areas provided for renovations and programme areas provided for new build.

Fees have been based upon current fee scale.

Equipment has been excluded.

Remedial measures for hazardous materials studies have been EXCLUDED.

Values have been EXCLUDED for special soil and sub‐soil conditions on the site, based upon no information without the benefit of a geotechnical investigation.

HST is included in the Estimate, at the full value, no rebate is shown.

Pricing for this Opinion of Probable Costs is based upon current 4th Quarter 2012 unit rates that, in our opinion, are considered reasonable, for the work envisaged, taking into account the size, nature, accessibility and complexity of the work and the location in Peachland.

This Opinion of Probable Costs is our opinion of fair market value for the construction of these projects and is not a prediction of low bid. It reflects our opinion of the current construction industry market conditions for this size and type of project in Peachland.

We have assumed that the Work will be procured on a stipulated sum Design/Bid/Build basis

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Page 3

using an independent General Contractor. The pricing in this Estimate is predicated upon competitive bidding for all components of the work, with no “sole source” tenders and no sole source labour acquisition.

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Page 4

Comparative Costs We have been requested to include comparative costs of the options for this study. These costs are done on a life cycle basis. The values have been placed in a life cycle matrix for each option, with projected costs‐in‐use which have been estimated in current dollars and then escalated to the future year in which they are expected to occur and then discounted to present value to make a fair comparison of the options on a Net Present Value basis. The basic variable parameters used are as follows:

GENERAL VARIABLE PARAMETERS

Start Year 2012

Discount Rate 6.00%

Annual Forward Escalation Rate ‐ Construction Costs 3.00%

Annual Forward Escalation Rate ‐ Electricity 3.00%

Annual Forward Escalation Rate ‐ Gas 3.00%

Annual Forward Escalation Rate ‐ Cyclical Renewal Costs 6.00%

Operating Costs and Maintenance Costs Included in LCC GFA Gas Electricity M

$/m2 per year

Option A ‐ ADDITION AND MINOR RENOVATION 2,580 $8.00 $4.20 $35.00

Option B ‐ MAJOR ADDITION 6,533 $7.50 $4.00 $30.00

Option C ‐ MAJOR RENOVATION 1,484 $9.00 $4.50 $40.00

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Page 5

The Life Cycle Cost Analysis results, in Summary, are the following:

NPV AT THE FOLLOWING OPERATING YEARS Option A Option B Option C

GROSS FLOOR AREA

2,580 6,533 1,484

YEAR

0 $7,196,077 $15,678,654 $1,880,574

5 $8,114,974 $17,236,979 $2,433,141

10 $8,959,107 $18,628,852 $2,936,965

20 $10,641,637 $21,312,873 $3,870,599

30 $12,128,754 $23,561,828 $4,676,829

40 $13,289,323 $25,170,721 $5,340,436

$1,500,000

$4,000,000

$6,500,000

$9,000,000

$11,500,000

$14,000,000

$16,500,000

$19,000,000

$21,500,000

$24,000,000

$26,500,000

0 1 2 3 4 5 6 7 8 9 10111213141516171819202122232425262728293031323334353637383940

Accumulated Net Present Values

YEARS

LIFE CYCLE COST ANALYSIS

Option A Option B Option C Unused

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Page 6

2. PROJECT SCHEDULE A Project Schedule has not been developed. Forward escalation is SPECIFICALLY EXCLUDED. 3. LEVEL OF RISK As a Class “D” Estimate, it is our opinion that, in the current market, the risk associated with this Opinion of Probable Costs is ‐20%/+20%, 18 times out of 20. 4. BASIS OF THE OPINION OF PROBABLE COSTS AND OTHER ASSUMPTIONS

4.1. Cost Base

Pricing reflects our opinion of the current construction industry market conditions for this size and type of facility in Peachland, being procured and built on a Design/Bid/Build stipulated sum basis using an independent General Contractor. The pricing in this Estimate is predicated upon competitive bidding for all components of the work with no “sole source” tenders and no sole source labour acquisition.

This estimate is our opinion of fair market value for the construction of this project, as currently designed, and is not a prediction of low bid.

4.2. Contingencies

4.2.1. Design Contingency

A Design Contingency allowance of 10% has been included. This allowance, when included, is a reserve of funds included in the construction estimate which is allocated to cover design and pricing adjustments resulting from lack of or incomplete design information and design detailing that is not currently available.

4.2.2. Escalation Contingency

An Escalation Contingency has been EXCLUDED. This allowance, when included, is a reserve of funds to cover possible price increases from the time that this estimate is prepared to the time that the project is scheduled to be tendered. When a Schedule is developed, an allowance for forward escalation should be included within the budget.

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Page 7

4.2.3. Phasing Allowance

A phasing allowance for each Option has been included. This allowance, when included, is for the work required to maintain the operational effectiveness of a facility while construction proceeds, recognising the phasing and staging requirements required for construction of the project.

4.2.4. Construction Contingency

A Construction Contingency allowance of 5% has been included. The construction contingency, when included, is a reserve of funds included in the construction estimate which is allocated to cover change orders that are required during the course of construction. It is not intended to be a scope change contingency.

4.3. Exclusions

The following are specifically excluded from this Estimate:

4.3.1. Unusual subsoil conditions on site; 4.3.2. Furniture, Furnishings and Equipment; 4.3.3. IT Equipment Costs; 4.3.4. Portering and Relocation Costs; 4.3.5. Off‐site Services including Municipal Requirements; 4.3.6. Site Acquisition; 4.3.7. Financing etc. during design and construction; 4.3.8. Escalation.

5. GROSS FLOOR AREAS The Gross Floor Area for the building has been has been derived from the information provided 6. STATEMENT OF PROBABLE COSTS Estimates of construction costs prepared by SSA Quantity Surveyors Ltd. (SSAQS) represent our best judgement as Professional Cost Consultants/Quantity Surveyors, familiar with the construction industry. It is recognised, however, that we do not have control over the cost of labour, materials or equipment, over architect/engineering design, over a contractor's method of determining prices, or over market or negotiating conditions. Accordingly, we cannot and do not warrant or represent that bids or negotiated prices will not vary from this nor any subsequent estimate of design/construction cost or evaluation prepared by or agreed to by us.

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Page 8

7. OPTION A ‐ PROJECT COST SUMMARY

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PEACHLAND COMMUNITY CENTRE,

PEACHLAND, BC

CONCEPTUAL COST

PLAN ‐ OPTION A

PROJECT COST SUMMARY 2,580

ELEMENT ‐ HARD COSTS Element $/m2 %

1 Substructure $248,400 $96.28 4.6%2 Structure $949,620 $368.07 17.6%3 Exterior Cladding $631,140 $244.63 11.7%4 Iinterior Partitions $231,250 $89.63 4.3%6 Vertical Movement $97,750 $37.89 1.8%6 Interior Finishes $181,710 $70.43 3.4%7 Fittings and Equipment $129,000 $50.00 2.4%8 Electrical $267,030 $103.50 4.9%9 Mechanical $925,920 $358.88 17.1%10 General Requirements and Fee ‐ Building $512,655 $198.70 9.5%11 Site Development $447,500 $173.45 8.3%12 General Requirements and Fee ‐ Site Development $62,650 $24.28 1.2%

ESTIMATED CONSTRUCTION COST EXCLUDING CONTINGENCY $4,684,625 $1,815.75 86.6%Design Contingency (10%) $468,462 $181.57 8.7%Escalation Contingency ‐ Excluded $0 $0.00 0.0%Construction Contingency (5%) $257,654 $99.87 4.8%

ESTIMATED CONSTRUCTION COST INCLUDING CONTINGENCY $5,410,742 $2,097.19 100.0%

13 Design Fees and Disbursement $535,663 $207.6214 Project Management and Disbursements $89,277 $34.6015 Survey and Disbursements $6,000 $2.3316 Quntity Surveying Fees and Disbursements $20,000 $7.7517 Building Permit ($12 per $1,000 of construction cost) $64,929 $25.1718 Development Cost Charges ($32.08 per m2 of new construction) $39,843 $15.4419 Furniture, Furnishings and Equipment ‐ Allowance EXCLUDED $0.0020 Geotechnical Testing and Inspections $10,000 $3.8821 Materials Testing $5,000 $1.9422 Off‐Site Service Costs ‐ Allowance $100,000 $38.7623 Feasibility Study Costs $80,000 $31.0124 Project Contingency (1%) $63,615 $24.66

ESTIMATED PROJECT SOFT COSTS $1,014,327 $393.15

TOTAL ESTIMATED PROJECT COST EXCLUDING HST $6,425,069 $2,490.34

25 Harmonised Sales Tax (12%) $771,008 $298.84

TOTAL ESTIMATED PROJECT COST INCLUDING HST $7,196,077 $2,789.18

GROSS FLOOR AREA (m2)

PROJECT SOFT COSTS

SSA/QS PAGE: A DATE: 11/10/2012

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Page 9

8. OPTION B (PHASE 1 & 2) ‐ PROJECT COST SUMMARIES

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PEACHLAND, BC

CONCEPTUAL COST PLAN ‐

OPTION B PHASE 1



1 Substructure $208,400 $73.95 3.5%2 Structure $1,074,030 $381.13 18.0%3 Exterior Cladding $712,660 $252.90 12.0%4 Iinterior Partitions $270,800 $96.10 4.5%6 Vertical Movement $96,750 $34.33 1.6%6 Interior Finishes $234,344 $83.16 3.9%7 Fittings and Equipment $104,200 $36.98 1.7%8 Electrical $448,060 $159.00 7.5%9 Mechanical $1,054,980 $374.37 17.7%10 General Requirements and Fee ‐ Building $630,634 $223.79 10.6%11 Site Development $280,000 $99.36 4.7%12 General Requirements and Fee ‐ Site Development $42,000 $14.90 0.7%









PROJECT SOFT COSTS

SSA/QS PAGE: B1 DATE: 11/10/2012

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PEACHLAND, BC

CONCEPTUAL COST PLAN ‐

OPTION B PHASE 2



1 Substructure $178,200 $47.97 3.1%2 Structure $1,640,170 $441.50 28.4%3 Exterior Cladding $471,160 $126.83 8.2%4 Iinterior Partitions $223,900 $60.27 3.9%6 Vertical Movement $196,750 $52.96 3.4%6 Interior Finishes $187,910 $50.58 3.3%7 Fittings and Equipment $52,100 $14.02 0.9%8 Electrical $295,310 $79.49 5.1%9 Mechanical $508,845 $136.97 8.8%10 General Requirements and Fee ‐ Building $563,152 $151.59 9.7%11 Site Development $597,000 $160.70 10.3%12 General Requirements and Fee ‐ Site Development $89,550 $24.10 1.5%









PROJECT SOFT COSTS

SSA/QS PAGE: B2 DATE: 11/10/2012

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Page 10

9. OPTION C ‐ PROJECT COST SUMMARY

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PEACHLAND, BC

CONCEPTUAL COST PLAN

OPTION C

Estimated

Value

Estimated

Value

Estimated

Value

Description $ $ $

Phase 1 2 3

ESTIMATED CONSTRUCTION COSTS1 Demolition $11,750 $1,950 $18,940 2 Architectural $69,423 $17,180 $196,595 3 Structural $232,350 $7,500 $125,000 4 Mechanical $99,360 $7,330 $217,205 5 Electrical $24,840 $1,500 $75,525 6 Contractor General Requirements and Fee $70,036 $5,674 $101,322 7 Design Contingency $50,776 $4,113 $73,459 8 Construction Contingency $27,927 $2,262 $40,402

PHASED ESTIMATED CONSTRUCTION COSTS INCLUDING

CONTINGENCY$586,461 $47,509 $848,448

PROJECT SOFT COSTS

9 Design Fees and Disbursement $103,217 $8,362 $149,32710 Project Management and Disbursements $9,677 $784 $13,99911 Survey and Disbursements $0 $0 $012 Quntity Surveying Fees and Disbursements $6,000 $1,000 $3,00013 Building Permit ($12 per $1,000 of construction cost) $7,038 $570 $10,18114 Development Cost Charges ($32.08 per m2 of new construction) $0 $0 $015 Furniture, Furnishings and Equipment ‐ Allowance EXCLUDED EXCLUDED EXCLUDED16 Geotechnical Testing and Inspections $0 $0 $017 Materials Testing $2,000 $1,000 $2,00018 Off‐Site Service Costs ‐ Allowance $0 $0 $019 Feasibility Study Costs $45,000 $10,000 $25,00020 Project Contingency (1%) $7,594 $692 $10,520

ESTIMATED PROJECT SOFT COSTS $172,931 $21,716 $203,508

TOTAL ESTIMATE PROJECT COST EXCLUDING HST $759,393 $69,225 $1,051,956

21 Harmonised Sales Tax (12%) $91,127 $8,307 $126,235

ESTIMATED TOTAL PROJECT COST (excluding HST) $759,393 $69,225 $1,051,956

PROJECT COST SUMMARY

SSA QUANTITY SURVEYORS LTD.PAGE NO: C DATE: 11/10/2012

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Page 11

10. FACILITY ASSESSMENT ‐ PROJECT COST SUMMARY (WORK NOT INCLUDED WITHIN OPTION C)

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PEACHLAND, BC

CONCEPTUAL COST PLAN

FACILITY ASSESSMENT COSTS


Description $ $/m2 %

ESTIMATED CONSTRUCTION COSTS1 Demolition $32,410 $24 3.2%2 Architectural $455,960 $332 45.7%3 Structural $25,000 $18 2.5%4 Mechanical $75,900 $55 7.6%5 Electrical $115,930 $84 11.6%6 Site Development $40,000 $29 4.0%7 Contractor General Requirements and Fee $119,232 $87 11.9%8 Design Contingency $86,443 $63 8.7%9 Construction Contingency $47,544 $35 4.8%

ESTIMATED CONSTRUCTION COSTS INCLUDING CONTINGENCY $998,419 $727 100.0%

PROJECT SOFT COSTS

10 Design Fees and Disbursement $175,722 $12811 Project Management and Disbursements $16,474 $1212 Survey and Disbursements $0 $013 Quntity Surveying Fees and Disbursements $6,000 $414 Building Permit ($12 per $1,000 of construction cost) $11,981 $915 Development Cost Charges ($32.08 per m2 of new construction) $0 $016 Furniture, Furnishings and Equipment ‐ Allowance EXCLUDED 017 Geotechnical Testing and Inspections $0 $018 Materials Testing $15,000 $1119 Off‐Site Service Costs ‐ Allowance $0 $020 Project Contingency (1%) $12,236 $9

ESTIMATED PROJECT SOFT COSTS $225,177 $164

TOTAL ESTIMATE PROJECT COST EXCLUDING HST $1,223,596 $891

22 Harmonised Sales Tax (12%) $146,831 $107

ESTIMATED TOTAL PROJECT COST (excluding HST) $1,223,596 $891


SSA QUANTITY SURVEYORS LTD.PAGE NO: F DATE: 11/10/2012

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