long-term strategy for 39 pools in the toronto district

8/14/2019 Long-term Strategy for 39 Pools in the Toronto District

http://slidepdf.com/reader/full/long-term-strategy-for-39-pools-in-the-toronto-district 1/25

LONG-TERM STRATEGYFOR 39 POOLS IN THE

TORONTO DISTRICT SCHOOL BOARD

March 2009



Pools Report, March 2009 i

CONTENTS

Executive Summary.................................................................................................. 1

I. Introduction ........................................................................................................ 3

Meet the Aquatics Working GroupMap of 39 PoolsReasons to Invest in Pools

II. A Cost-Effective Strategy for Pools .................................................................. 8

Findings on CostsFindings on the Demand for Pool UseFindings on Equity

Summary of the Analysis

III. Long-Term Sustainable Solution for Pools ...................................................... 15

Capital RecommendationsOperational RecommendationsManagement RecommendationsDecision-Making and Governance Recommendations

Appendices

A. TDSB Resolution of April 16, 2008 requesting support from D. CrombieB. Aquatic Summit Report, May 2008C. D. Crombie response to J. Campbell, TDSB ChairD. Aquatic Working Group Participant ListE. Map of Indoor Pools across TorontoF. Pool-by-Pool Analysis ResultsG. Pool Audit ResultsH. Let’s Make Waves Testimonials



ii Pools Report, March 2009

This report was made possible by the efforts of many individuals and organizations dedicated to finding a long-term sustainable solution to pools inToronto. Busy people attended regular meetings and in many cases also served as voluntary Pool Captains and Co-Captains to help ensure we had the most accurate information on each pool. Their participation improved our collectiveunderstanding of the state of these 39 pools, the communities they’re connected to and the value they provide. They also helped significantly develop our thinking around programming, governance, and communications issues.

We appreciate the contribution that Canadian Tire and its Foundation for Families have made to the process, particularly in the design and delivery of the Aquatic Summit in May 2008. Also the YMCA of Greater Torontogenerously provided meeting space for Aquatic Working Group meetings and outstanding logistics support.

A special note of thanks to the Toronto District School Board staff for their many hours of support in providing and verifying data in developing thisreport.

The strength of this report is rooted in the process through which therecommendations were developed. It was a collective and collaborative effort –an effort which we all believe must continue to ensure the long termsustainability of our pools as celebrated community assets.

If you have any questions or comments on this report, please get in touch withus through the Toronto Lands Corporation at [email protected].



Pools Report, March 2009 1

EXECUTIVE SUMMARY

In April 2008, the Toronto District School Board (TDSB) asked David Crombie, Chair of theToronto Lands Corporation, to propose a long-term sustainable solution for the continued use of the Board’s pools. A total of 23 pools had been slated for closure in June of 2008, with anadditional 16 to follow in June 2009.

The Province of Ontario’s Ministry of Health Promotion agreed to support the pools for one yearwhile solutions for the pools were being explored. That year will be complete in the June of 2009.

This report proposes a solution for June 2009 and onward. It is a solution that has beendeveloped over the past several months by David Crombie and the Aquatics Working Group. Thesolution is based on: professionally compiled information on the capital and operating costs of thepools; promising partnerships to increase the revenue generated by the pools; current policypriorities expressed by all three levels of government; and a proposed governance/managementmodel.

HIGHLIGHTS OF RECOMMENDATIONS:

Reduce costs by investing in 24 pools with some/significant community use and closing 7pools that are currently prohibitive to repair. Costs will also come down through opportunitiesto achieve energy efficiencies and reduced labour costs.

Increase revenues by working with community partners to significantly increase pool use.Revenues will also increase through adjustments to permit fees, enhanced community andTDSB programming, and expansion of provincially supported aquatics programs. Creation of an endowment fund is also recommended to enable philanthropic contributions. Sponsorshipopportunities also need to be pursued.

Strengthening management of the pools. This includes asking the TLC to continue to work with the AWG over the next five years to oversee and implement the recommendations of thisreport and develop a long-term governance strategy.

Delivering on the recommendations in this report will require the collaborative efforts of anumber of players. We recommend the following roles and responsibilities for all levels of government and key stakeholders:

The Province of Ontario support these pools as part of their commitment to investing ininfrastructure. This helps meet the Provincial need for “shovel-ready” infrastructure projects,and could fulfill the Ministry of Energy and Infrastructure policy agenda by funding thecapital cost for the community pools with a capital contribution of $12 million over 5 years.This could be accelerated if there was an interest in completing the work sooner. There is alsoan important role for the Province in funding programs (e.g. Swim to Survive, Focus on YouthToronto and the Community Use of Schools) that continue to offset the operating costs of thepools and provide for continued program delivery.

The TDSB expand the use of these pools through increased aquatics programming as part of the curriculum, and support the costs associated with the use of the pools as part of thecurriculum. This cost will decrease annually as capital improvements are completed, solarthermal technology is in place and community use is increased. Continue to work with TLC toset up a separate cost center for each pool.



2 Pools Report, March 2009

The Toronto Lands Corporation (TLC), in conjunction with the AWG, continue tooversee the pools on behalf of the community and the TDSB. Be responsible formanagement of the capital upgrades outlined in the Altus Group Cost Consultingreport and continue working with the TDSB fstaff to establish operating cost centersfor each pool. Be responsible for managing and monitoring a solar thermal pilotproject and report back on the viability of expanding the number of sites in futureyears.

The Government of Canada consider providing support to pools as part of Recreation Infrastructure Canada (RInC), in particular for supporting the 8 pools onprobation and the additional 33 TDSB pools. RInC has $500 million to renew and tobuild facilities over 2 years (to March 31, 2011). This program provides matchingdollars (50-50) and is designed to partner with provinces, municipalities, not-for-profits, private partners, universities, aboriginal communities, and others. It isdesigned for shovel-ready projects that can start within 2-10 months.

The Community play a central role in generating demand for pool use and

expanding aquatic programming opportunities – both which contribute directly toincreasing revenues and covering operational costs. Work with the TDSB to establisha charitable foundation to support the community pools.

The City of Toronto continue delivery of community programming in 33 TDSBpools (agreement in place until 2011). Fulfill previous commitment to complete anindoor pool analysis for the City of Toronto, including consideration of school poolsin that analysis, and drawing on the knowledge/expertise of the AWG to help shapethe future of aquatics in Toronto.

.




I. INTRODUCTION

In April 2008, the Toronto District School Board (TDSB) asked David Crombie, Chair of the Toronto Lands Corporation, to propose a long-term sustainable solution for thecontinued use of the Board’s pools. A total of 23 pools had been slated for closure in Juneof 2008, with an additional 16 to follow in June 2009.

David Crombie and the Toronto Sports Council held an Aquatic Summit on May 14,2008, bringing together over 60 participants with an interest in the matter. The meetingreport is attached (Appendix B). The input from the meeting was used to develop atransition plan to keep the pools open for a year while a community based,long-term strategy for the use of the pools could be developed. The PoolTransition Plan letter is attached (Appendix C).

Living Next to Water…

“In Canada, we are endowedwith the largest proportion of fresh water in the world. Inaddition, we are surrounded on3 sides by ocean. In thesummer, we take refuge againsthe heat, in water - lakes, poolsponds, rivers, splash pads andoceans. In the winter, we needto be aware of the effects of cold water and thin ice, and atall times - even in large cities –flooding. Learning to swim is anecessary learning experiencefor all Canadians”.

Laura Silver, ProvinciaCoordinato

Restricted Registration Pilot fOntario Medical Residen

The Province of Ontario’s Ministry of Health Promotion agreed to supportthe pools for one year while solutions for the pools were being explored.That year will be complete in June 2009.

This report proposes a solution for June 2009 and onward. It is a solutionthat has been developed over the past several months by David Crombie andthe Aquatics Working Group. The solution is based on:

Professionally compiled information on the capital and operatingcosts of the pools;

Promising partnerships to increase the revenue generated by thepools;

Current policy priorities expressed by all three levels of government,and the TDSB; and

A proposed governance/management model.

Meet the Aquatics Working Group

The Aquatics Working Group (AWG) was created in September 2008 and ismade up of individuals and organizations who are strongly motivated by the possibility of creating a well thought out and accessible aquatics program, a more generous andvigorous community use of schools, and a determination to employ new approaches tofinancial and environmental sustainability. Over 180 people representing a wide range of interests and organizations are involved, with a core group of over 40 that have met fivetimes over the last six months to develop a community-based, long term strategy for theuse of pools.

The AWG includes swim clubs, aquatics instructors, parent councils, trustees,representatives from the City, Province, and TDSB, as well as organizations like the

YMCA of Greater Toronto, the Canadian Tire Foundation for Families, the communitygroup Let’s Make Waves (see Appendix H), the Lifesaving Society, and others (see fulllist in Appendix D). Agendas and minutes from all AWG meetings are available online atwww.torontosportscouncil.com . The work of Mr. Crombie and the AWG has beensupported by Karen Pitre, consultant to the Toronto Lands Corporation (TLC), andNicole Swerhun (Facilitator).

http://www.torontosportscouncil.com/

http://www.torontosportscouncil.com/




Map of 39 Pools

(for map of all indoor pools, see Appendix E)

Overview of the 39 Pools

The 39 pools that are the focus of this report are located in schools across the city. They wereoriginally built by the taxpayers of the former Metropolitan Toronto, now the City of Toronto, andare owned and operated for them by the Toronto District School Board.

These pools are located in high schools, middle schools, and elementary schools. Some are instand-alone buildings; others are integrated into the school. Some are used heavily by thecommunity; others are used heavily by the school; and some are used by both. Some have been wellmaintained, while others require capital upgrades.




REASONS TO INVEST IN POOLS

There are a number of reasons why it is critical to protect and invest in thecontribution that pools make to our communities and quality of life in Toronto.

Here are some key reasons:

Toronto CitySummit Alliance &

Toronto Board of Trade

“The fate of the poolshas been a political hotpotato tossed betweenthe board, the provinceand the city for severalyears. Many of thepools are old andoverdue for repairswhile newer ones alsoneed updates. A retrofitof the pools forcommunity use wouldmake them accessiblefor several thousand

students and adults.”

Globe & Mail January 2009

1. In times of economic uncertainty, it is vital to the community to repair,improve, and better utilize existing assets. It is also important to createopportunities for people to come together to participate in low cost activitiesin public places such as schools. Pools in schools are community assets thatbring people together and help build relationships that individuals andcommunities rely on.

2. Swimming meets multiple public policy priorities for health andcommunity safety. Not only is swimming a lifetime activity that developssuperior coordination, improves posture, flexibility, muscular endurance,strength and balance – it is also one of many types of programming that keepour children active and healthy.

Recent reports by People for Education (2008 Annual Report on Ontario’sPublic Schools) and The Honourable Roy McMurtry and Dr. Alvin Curling(The Review of the Roots of Youth Violence, 2008) reference the importantrole that schools have as community hubs, which is consistent with the goalsof the Provincial Community Use of Schools Program. TheMcMurtry/Curling report recommends that the Province do much more toprovide full access to schools for community activities, and that “thegovernment recognize the value of sports and arts in supporting the learning,development and creativity of youth”.

Review of the Roots of Youth Violence

2008

“Shortage of space putsyouth on the streets,exposing them to negativepeers and negativeinteractions with residentsand the police. At thesame time, it deprivesthem of the positivedevelopment that comesfrom engagement insports or arts orinvolvement with positivepeers, youth workers andcommunity leaders inactivities that would buildtheir skills, confidence,optimism and belief intheir futures.”

The Honourable Roy McMurtry &

Dr. Alvin Curling

Toronto schools also have had a long history as community hubs and manygroups advocate invigorating and expanding this role. Organizationssupporting hubs, serving the social, economic, and cultural needs of communities include the United Way, the Toronto Arts Council, the YouthChallenge Fund, and Canadian Heritage. People For Education, for example,note that: “schools and school buildings have the potential to be centres of communities….they should have the capacity to provide every student andevery student’s family with a range of services, with a sense of belonging,and with an equitable chance for success”.

There are also a number of ways that swimming helps meet multiple publichealth priorities (see box on next page for a snapshot on health).




A Snapshot on Health…

Toronto residents of all ages need opportunities to learn to swim and to maintain their fitness. Swimming is anactivity that helps people stay healthy and active throughout their lives. These outcomes are key to several publicpolicy goals:

A policy goal of the Ontario government is to improve population health. In 2006, the Ministry of Health

Promotion and Longterm Care published Ontario’s Action Plan for Healthy Eating and Active Living (OAPHEAL). The Plan responded to a report from Ontario’s Chief Medical Officer of Health (2004) thatwarned of an epidemic of unhealthy weights in the province. The report revealed that both children and youthfrom low-income families and those who were newcomers to Canada were less physically active than their betteroff and Canadian-born peers. It goes on to urge “all levels of government, the health sector, the food industry,workplaces, schools, families and individuals to become part of a comprehensive province-wide effort to changeall the factors that contribute to unhealthy weight.”

Childhood obesity is an emerging health crisis in Ontario. Today, twenty-eight per cent of children in theprovince are overweight or obese, a proportion that has tripled over the past 15 years (HSFO Annual Report,2008). Children need to be active 60 to 90 minutes a day, most days of the week, to support optimal health anddevelopment. More than half of Canadian children between the ages of 5 and 17 are not sufficiently active.Fewer than half of Canadian children walk to school. And, according to Active Healthy Kids Canada, all

children, regardless of background, are spending too much time in front of screens. The health risks tooverweight and obese children include juvenile onset of ‘adult’ diseases such as heart disease, high bloodpressure and Type 2 diabetes.

Obesity is estimated to cost Ontario $1.6 billion each year (Katzmarzyk and Janssen, 2003).

The cost savings associated with physical activity and healthy weight is staggering. They have beenreported to prevent 80% of coronary heart disease (Hu et al, NEJM, 2001), 90% of Type 2 diabetes (Hu et al,NEJM, 2001), 30-40% of all cancers (World Cancer Research fund, 2006), and halt the progression of osteoporosis (Osteoporosis Canada, 2006).

The number of seniors in Canada is expected to increase dramatically in the next decade. Good health inseniors, as in any age group is related to physical activity and healthy weight (Shields and Martel, StatisticsCanada, 2006).But more than half of all seniors are inactive and the rate of obesity in this group has increased at

a rate of 60%, over the past 10 years (Heart and Stroke Foundation, 2006 Report Card on Health).

OAPHEAL reported that a lack of recreation facilities and a lack of awareness about existing facilities in thecommunity are part of the problem of inactivity across the life span. Their report recognizes that the habits andattitudes of children last a lifetime and suggests that focusing fitness promotion now on children and youth willmake for a future generation of physically active citizens with healthy weights. An Ontario Ministry of HealthPromotion (OMHP) initiative in this area is to identify ways to make it easier for children and youth to bephysically active.

ACTIVE2010: Ontario’s Sport and Physical Activity Strategy (OMHP; 2005) states that “swimming and aquafitness are great aerobic activities that also build strength. Because you’re moving through water instead of airyour muscles work harder. Add some stretches before and after you swim and you’ve go a complete workout.”

The Community Use of Schools program, led by the Ontario Ministry of Education in collaboration with

OMHP, promotes the reduction of fees for community groups to use school facilities for recreational purposes.




3. Keeping these pools open is important to ensure equity. Equity has longbeen a central value in Ontario. Coupled with access, equity recognizes andaccommodates differences so that individual and community potential can berealized. These pools contribute to equity:

Through geographic proximity to residents (to reflect the density of

neighbourhoods and school enrolment, providing access within walkingdistance for residents);

Through their location in schools (which facilitates access for children andyouth to basic instruction during school hours);

“I swim to keep fit,

pain-free andhappy…Keepingpools open meanskeeping thecommunity healthya smart way to saveon health-carecosts.”

Marici Dillo A e 6

By offering the opportunity to acquire an essential life skill (especially toresidents from countries in which water is not a routine part of recreation);and

By serving the physical and recreation needs of people with mobilitylimitations.

4. These pools make an important contribution to the community. Studentsare an important part of any community, as are the families, adults and seniors

who live in the areas around school pools. People tend to stay in theircommunity to use nearby resources (especially those who have limitedtransportation options). This is a reflection of the neighbourhood andcommunity diversity which in turn allows for community engagement andcapacity building. Swim programming offered through the TDSB physicaleducation program, after school programs, and community use take some of thestrain away from the already overburdened City pools.

5. These pools provide training facilities for swim clubs who train andcompete throughout the City. Toronto is home to over 20 competitive andrecreational swimming clubs, the largest of which are North York AquaticClub, North Toronto Aquatic Club, Toronto Swimming Club and Scarborough

Swimming Club. Pools also offer training facilities to other users like theScarborough Diving Club, Scarborough Shadow Water Polo, TorontoSynchronized Swimming Club, Water Line Sports, Water Sports Scuba, York Mavericks Water Polo, and dragon boaters.




II. A COST-EFFECTIVE STRATEGY FOR POOLS

This analysis assessed pools for cost-effectiveness. The principle factorsconsidered for each pool were: the state of repair of each pool; the use of each pool; and equity in terms of geographic and socio-economic access to a

pool.

The data to inform our decision-making was drawn from a number of sources, including Altus Group Cost Consulting (cost consulting engineerscommissioned by the Toronto Lands Corporation to visit all 39 pools andupdate the 2002 Life Cycle Cost Report previously commissioned by theTDSB), surveys completed by volunteer Pool Captains and Co-Captains whowere members of the AWG (and worked with school administrators,custodial staff, aquatics staff and others to collect data on each pool), theTDSB, and others.

“As social worker, Ibelieve that ourschool pools areinvaluablemunicipal resourcesthat provide broadaccess tocommunitymembers for whomaquatics wouldotherwise beinaccessible. Wehave an establishedand functioninginfrastructure thatallows people toenjoy recreation,exercise andcommunity-building.”

Raquel Cader M.S.W., R.S.W.

Our approach to analyzing each pool through each “lens” was as follows:

The state of repair of each pool. The condition of each pool wasassessed and a five year capital plan was prepared by Altus Group CostConsulting. The pools were ranked from the most to the least expensiveto repair. If a pool’s projected capital costs are in excess of $400,000over 5 years, it is deemed an expensive pool and there would have to beother reasons to support its continuing operation.

The use of each pool. Based on the information received by poolcaptains, community use was reviewed for each pool. Current permit usewas collected and we also looked at historic use to determine why a poolwas used in the past but was no longer utilized by the community. Some

of the reasons for a drop in use were disrepair, cost of permitting,organizational restructuring, and receptivity of the school community. Wealso sought to determine future use should the pools be repaired andavailable at a reasonable rate. If a pool did not have any community useand it cost in excess of $400,000 over 5 years, then the next considerationwas whether there were reasons of equity that should be included as partof the analysis.

Equity in terms of geographic and socio-economic access. Certainpools are in parts of the city that have little or no other recreationopportunities. The pool may not have been utilized by the community inthe recent past but there has never been a community discussion as to how

to bring the community into the pool – whether because of organizationalrestructuring, programming considerations, safety concerns or simplybecause the community was not aware of a pool in the school. Inaddition, some of the pools are specially equipped with pool lifts, rampsand elevators that make them ideal for special education, for seniorsand/or for people with physical challenges.

See pool by pool analysis (Appendix F).




FINDINGS ON COSTS

The operating costs of the 39 pools (utilities, caretaking, and supplies) were reviewed inetail.d

Key findings related to OPERATING COSTS included:

Existing square footage data does not provide an accurate methodology to reflect costson a pool-by-pool basis. Note that this practice of allocating costs on the basis of squarefootage is in the process of being updated so that costs can be tracked on a pool-by-poolbasis. Further work is required to determine whether the underground pipe tunnel areas,currently included in the calculation of square footage, impacts on stated costs of thepools.

Pool operating costs (utilities, caretaking, and supplies) are currently allocated based onthe square footage of the pool area, including change room and corridor areas. This canbe problematic because in some pools, change rooms and corridors would be in use evenwithout an operational pool. As a result, adjustments were made to the pool area squarefootage where appropriate (this was done in close consultation with the TDSB). Formany pools the number of square feet used to allocate operating costs was reduced. These

reductions in square footage, in turn, led to a reduction in the portion of operating costsallocated to pools. There are a number of pools that still need to be reviewed using thisanalysis.

There is no way to differentiate between the operating costs of newer pools withupgraded equipment versus pools that have not been upgraded. More energy efficientpumps and boilers have been installed in some pools and not others and these efficienciescannot be identified unless the costs of each pool are tracked individually. To understandcosts of utilities, the data would need to be collected and analyzed over a 12 monthperiod. Utilities are a key consideration since the allocated cost for heating the pools isone-third to one-half of the costs associated with operating each pool.

Savings are experienced by those pools built in the basement of schools versus those

pools built as stand alone facilities. Pools that are built in the basement of schools aremore cost-effective to heat than stand-alone pools. This difference is obscured when theoperating costs of pools are calculated on a system-wide, square footage basis.

Operational costs will continue to exist even when a pool closes. This is importantbecause previous work assumed 100% savings of pool-related costs should the 39 poolsbe closed. However in some cases, even though the pool would be closed, the school stillneeds the space to deliver its mandated curriculum. The pool space would be convertedto a gym or other use, which would still have operational costs associated with it. Alsoeven if a pool is closed and the space is moth-balled, some basic operational carryingcosts would continue to be incurred.

K

ey findings related to CAPITAL COSTS included:

The capital costs to keep the 39 pools in a state of good repair have been updated. AltusGroup Cost Consulting completed a pool audit after visiting each of the 39 pools. Thecomplete report is attached as Appendix G. The Life Cycle Report completed in 2002was used as the base case and the Altus Group Cost Consulting report indicates whetherextensive, modest, minor or no work was done on the pool since 2002. The result of thisanalysis is a five year capital plan for all 39 pools. In many cases, the most heavily usedpools require the most work.

The TDSB pool specific operating and capital costs follow on the next pages.




Pool-by-Pool Operating Costs

TDSB OperatingCosts*

2006-2007

TDSB OperatingCosts*

2009-2010

ProposedCost to

Community2009-2010

Permit Hours2009-2010

1 Allenby Jr PS $95,000 $80,543 $25,440 565

2 A.Y. Jackson SS $112,000 $113,242 $113,242 2840

3 Bickford Centre $202,000 $187,670

4 Bloor CI $122,000 $93,595

5 Carleton Village Jr PS (North) $137,000 $118,589 $118,589

6 Central Commerce CI $119,000 $83,898

7 Central Technical $213,000 $164,944 $164,944 250

8 Danforth C & TI $81,000 $60,841

9 Deer Park Jr & Sr PS $141,000 $110,842 $57,185 235

10 Downsview SS $112,000 $102,461 $102,461

11 Earl Grey Sr PS $152,000 $121,494 $121,494

12 Fern Avenue Jr & Sr PS $112,000 $83,047 $83,047 150

13 Forest Hill CI $243,000 $178,281 $178,281 356

14 George Harvey CI $183,000 $147,840 $147,840

15 George S Henry Academy $107,000 $97,990 $97,99016 Glenview Sr PS $203,000 $170,639 $93,629 1040

17 Harbord CI $189,000 $127,969 $84,418 500

18 Humberside CI $138,000 $110,127 $54,861

19 Jarvis CI $193,000 $153,903 $153,903 25

20 Keele Street Jr PS $183,000 $145,880 $145,880 540

21 Kensington CS Jr/Horizon Alt. Jr $129,000 $108,110 $108,110

22 Lawrence Park CI $142,000 $110,079 $56,919 1032

23 Malvern CI $128,000 $106,955 $46,234

24 Monarch Park CI $168,000 $144,488 $144,488

25 Newtonbrook SS $122,000 $110,355 $110,355 1048

26 North Toronto CI $116,000 $88,509 $88,509

27 Northern SS $99,000 $75,144 $75,144 145

28 Oakwood CI $130,000 $93,317

29 Parkdale CI $113,000 $86,442

30 Queen Alexandra Sr PS/S.E.E.D. Alt $108,000 $80,320 $80,320

31 R H King Academy $147,000 $150,342 $150,342 1274

32 Riverdale CI $197,000 $148,796 $148,796 800

33 Rosedale Heights School of the Arts $202,000 $169,210 $169,210 250

34 SATEC at W A Porter CI $163,000 $146,692 $146,692

35 Stephen Leacock CI/John Buchan Sr PS $184,000 $158,981 $74,269 350

36 Ursula Franklin Academy at W. Tech $95,000 $62,867

37 Western Technical-Commercial School $180,000 $153,303 $81,026

38 Westview Centennial SS $177,000 $145,752 $64,557 350

39 Winona Drive Sr PS $194,000 $141,164 $141,164

Total $5,831,000 $4,734,621 $3,429,339 11,750

Notes: $55/hr. - blended rate* $646,250*

pool required to timetable the school

pool not required to timetable the school

* Does not include the cost of aquatic instructors .




Recommendations:O - 24 open poolsP - 8 pools on probation

- 7 pools for closures

Pool-by-Pool Capital Costs(see Appendix G for Altus Group Cost Consulting Report)

Projected Capital Expenditures

School Name Immediate Year 1 Year 2 Year 3 Year 4 Year 5 Total

1 Allenby Jr PS O $0 $102,700 $159,900 $115,050 $84,500 $6,500 $468,650

2 AY Jackson SS O $0 $139,100 $165,750 $109,200 $99,450 $126,100 $639,600

3 Bickford Centre $16,500 $167,700 $240,500 $78,650 $39,000 $180,700 $726,050

4 Bloor CI $0 $152,100 $133,250 $78,650 $156,000 $191,100 $711,100

5 Carleton Village Jr PS P $0 $71,500 $70,850 $82,550 $78,000 $26,000 $328,900

6 Central Commerce Collegiate $243,500 $110,000 $54,500 $15,000 $28,000 $0 $451,000

7 Central Technical School O $126,100 $145,600 $81,900 $105,950 $22,100 $0 $481,650

8 Danforth C & T Institute $123,500 $196,950 $37,700 $55,250 $75,400 $22,750 $511,550

9 Deer Park Public School O $0 $81,250 $87,750 $117,000 $23,400 $74,100 $383,500

10 Downsview SS O $0 $131,300 $114,400 $106,600 $45,500 $53,950 $451,750

11 Earl Grey Sr PS P $102,700 $235,950 $61,750 $50,050 $75,400 $0 $525,850

12 Fern Avenue Jr & Sr PS O $118,950 $93,600 $36,400 $39,000 $32,500 $0 $320,450

13 Forest Hill CI O $0 $139,100 $165,750 $109,200 $99,450 $126,100 $639,600

14 George Harvey CI O $0 $26,000 $44,200 $60,450 $136,500 $84,500 $325,650

15 George S Henry Academy P $0 $109,850 $114,400 $103,350 $130,000 $74,100 $531,700

16 Glenview Senior PS O $36,400 $108,550 $180,700 $99,450 $58,500 $0 $483,600

17 Harbord CI O $0 $67,600 $48,750 $16,900 $37,050 $102,700 $273,000

18 Humberside CI P $0 $143,000 $208,000 $126,750 $72,800 $115,050 $665,600

19 Jarvis CI O $0 $115,050 $81,250 $177,450 $65,000 $74,100 $512,850

20 Keele Street Jr PS O $13,000 $152,100 $154,050 $92,300 $124,800 $100,100 $636,350

21 Kensington Community School P $0 $23,400 $23,400 $31,200 $52,000 $0 $130,000

22 Lawrence Park CI O $120,250 $136,500 $104,000 $100,100 $35,100 $6,500 $502,450

23 Malvern CI O $0 $68,250 $68,250 $68,900 $45,500 $74,100 $325,000

24 Monarch Park O $26,000 $114,400 $174,850 $217,100 $47,450 $97,500 $677,300

25 Newtonbrook SS O $0 $111,800 $53,950 $81,900 $27,950 $117,000 $392,600

26 North Toronto CI P Closing School Construction Closing

27 Northern SS O $91,000 $100,750 $52,000 $78,000 $63,700 $93,600 $479,050

28 Oakwood CI $130,000 $243,100 $128,375 $97,500 $42,900 $0 $626,925

29 Parkdale CI $0 $137,150 $105,300 $108,550 $130,000 $84,500 $565,500

30 Queen Alexandra Sr PS P $0 $174,850 $195,000 $81,250 $58,500 $148,850 $658,450

31 RH King Academy O $0 $76,050 $120,900 $103,350 $130,000 $80,600 $510,900

32 Riverdale CI O $0 $0 $44,850 $58,500 $15,600 $52,000 $170,950

33 Rosedale Heights O $0 $208,650 $107,900 $143,650 $143,000 $106,600 $709,800

34 Stephen Leacock CI O $0 $149,500 $96,850 $81,250 $76,700 $0 $404,300

35Ursula Franklin Academy@WTech $0 $192,400 $144,300 $121,550 $130,000 $91,000 $679,250

36 WA Porter CI O $0 $151,450 $140,400 $186,550 $67,600 $49,400 $595,400

37 Western Tech O $0 $49,075 $65,000 $56,550 $29,250 $120,900 $320,775

38 Westview Centennial SS O $0 $134,550 $124,150 $122,850 $130,000 $119,600 $631,150

39 Winona Drive Sr PS P $0 $35,750 $36,790 $42,250 $32,500 $20,800 $168,090

$1,147,900 $4,596,625 $4,028,015 $3,519,800 $2,741,100 $2,620,800 $18,616,290




FINDINGS ON THE DEMAND FOR POOL USE

Community use is being limited by above-market permit fees, especially whencompared to other pools (see comparison tables below). This is the message from allcommunity groups participating in the AWG. They describe scenarios where highpermit fees have meant many of the pools have been empty while clubs are on waiting

lists looking for pool space at a reasonable cost. Only recently, when the permit ratefor Riverdale was dropped, could the Toronto Swim Club afford the fee and permitthe pool.

Key reasons for the high fees include the fact that TDSB policy requires that permitholders pay 100% of the cost for the pool despite the fact that the school uses the poolfor programming. If a school requires the pool for programming purposes, theincremental cost is a more appropriate figure to charge back and it distributes the costbetween the school and the community user groups. High fees are also connected toadditional caretaking charges that are applicable weekday mornings before 7 am andon the weekends if no other permit activity is registered in the building and/or if caretaking services are required to facilitate the pool permit.

TDSB Pool Fees

Type of FacilityYouth$/hr

Adult$/hr

RegisteredNon-Profit

$/hr

Pool (under 6,000 sq. ft.) 40.00 52.00 65.00

Pool (6,001-10,000 sq. ft.) 70.00 86.00 105.00

Pool (10,001-14,000 sq. ft.) 95.00 120.00 145.00

Pool (over 14,000 sq. ft.) 125.00 155.00 185.00

Comparative Pool Fees

Pool Number of Lanes Cost per hour Cost perhour/lane

Keele St. (TDSB – youth rate) 6 $125.00 $21.50

Terry Fox (Mississauga) 6 $71.00 $11.83

Town of Markham $75.50

U of T $64.00

U of T – Mississauga 8 $60.00 $7.50

Gus Ryder –City 10 $45.00 $4.50




Demand for community use limited by present uncertainty about pool closures. Thisuncertainty leaves the aquatic community with no capacity to plan for growth. Given athree-five year commitment, the aquatic groups will be able to develop sustainableprogramming which provides for growth. They would be able to advertise in advanceand thus have a better sense of demand for the long term.

Demand is limited by lack of awareness about pools in schools. Some communities areunaware that a pool exists in their neighbourhood school and that it is available topermit. Moreover, should they wish to permit the pool, there is no program support(lifeguards, swim instructors).

FINDINGS ON EQUITY

Each of the 39 pools was also reviewed through an equity “lens”. Key findings related toequity include:

Location. Some of the 39 pools under review are located in close proximity to one

another. Others, especially those in the northern and eastern parts of the city are, inmany cases, the only pools in the area. Our analysis considered the significant anddetrimental impact of removing these pools.

Underserved areas. Consideration was given to the proximity of each of the 39 pools toneighbourhoods identified by agencies as underserved (City of Toronto, United Way of Toronto, Toronto Community Foundation, etc.).

Special pool features. Aquatic recreation and swim instruction provide uniqueopportunities for those with mobility limitations to exercise and enjoy their physicalcapabilities. Presently, the TDSB has several pools equipped with devices to assist andenhance use by swimmers with physical challenges.

Competitive sport requirements. Pools that were designed to meet the needs of competitive sports were also considered (e.g. 25 m pool).




SUMMARY OF THE ANALYSIS

Generally, pools are easier to make viable if they need less capital to continueoperations, are required by the school (in order to program students), are well used bythe community, and provide access independent from the school.

In addition to the equity concerns noted previously, there are also of number of otherpool specific considerations that informed the analysis: Special Education programneeds; recent infrastructure upgrades; use by swim teams and summer camps; andcompetition-level equipment.

Prohibitive to Repair7 pools

Some/SignificantCommunity Use

24 pools

Probationary Pools8 pools

Bickford CenterBloor CI*Central Commerce CI

Danforth C&TIOakwood CI*Parkdale CI*Ursula Franklin Academy

There pools requiresignificant capital investment and did not have significant community use or geographicequity. Of these, 3 (with anasterisk*) are required totimetable the school and therefore the TDSB will have

to convert these to other space.

Allenby JPSAY Jackson SSCentral Technical School

Deer Park PSDownsview SSFern Jr Sr PSForest Hill CIGeorge Harvey CIGlenview Sr PSHarbord CIJarvis CIKeele Street Jr PSLawrence Park CIMalvern CI,Monarch Park CINewtonbrook SS

Northern SSRH King AcademyRiverdale CIRosedale HeightsStephen Leacock CIWA Porter CIWestern TechWestview Centennial SS

These pools are permitted for close to 8000 hours currentlyand the demand is muchhigher and will be increased

over time.

The current incrementaloperating budget for the 24

pools is $3.5M with a revenuestream of $400,000.

Carleton Village Jr PSEarl Grey Sr PSGeorge S Henry Academy

Humberside CIKensington CSNorth Toronto CIQueen Alexandra Sr PSWinona PS

In a few cases these poolsrequire the least capital (i.e. inthe best shape).

In others, the pool requiresupgrades but is not well used by community groups

(although they may have had use in the past).

These pools will be put on probation and given a timelineto develop community demand

for their use.




III. LONG-TERM SUSTAINABLE SOLUTION FOR POOLS

CAPITAL RECOMMENDATIONS

The Province of Ontario

Invest in the 24 pools with some/significant community use and ensure they remain aspart of the aquatic infrastructure in the City of Toronto for at least five years. For thisperiod, the Province has a key role in addressing the capital budget of $12 M requiredfor these pools (includes metering, signage and exterior lighting).

Support these pools as part of their commitment to investing in infrastructure. Thishelps meet the Provincial need for “shovel-ready” infrastructure projects, and couldfulfill the Ministry of Energy and Infrastructure policy agenda by funding thecapital cost for the community pools with a capital contribution of $12 million over5 years. This could be accelerated if there was an interest in completing the work sooner.

Projected Capital Expenditures

Immediate Year 1 Year 2 Year 3 Year 4 Year 5 Total

Open (24 pools) $531,700 $2,602,925 $2,473,900 $2,447,250 $1,640,600 $1,665,950 $11,362,325

Probation (8 pools) $102,700 $794,300 $710,190 $517,400 $499,200 $384,800 $3,008,590

Total (32 pools) $634,400 $3,397,225 $3,184,090 $2,964,650 $2,139,800 $2,050,750 $14,370,915

Note: For the open pools, there are costs associated with the need to meter each pool, provide signage and exteriorlighting. The cost per pool is estimated at : $10,000 (exterior lights) + $5,000 (signage) + $30,000 (metering) for atotal of $45,000 per pool or $1,080,000 for the 24 Open pools.

The Government of Canada

Provide infrastructure funding for appropriate pools on probation and remaining 33TDSB pools as part of Recreation Infrastructure Canada (RInC). RInC has $500million to renew and to build facilities over 2 years (to March 31, 2011). Thisprogram provides matching dollars (50-50) and is designed to partner withprovinces, municipalities, not-for-profits, private partners, universities, aboriginalcommunities, and others. It is designed for shovel-ready projects that can startwithin 2-10 months.

For the 8 “probationary” pools, we recommend that there are no immediatesignificant capital upgrades until the community demonstrates demand.

“Building a strong and healthy country starts at the community level,” said TonyClement, Minister of Industry. “In the midst of global economic uncertainty, thesestrategic investments in our communities show that our Government is takingaction to boost our economy and help create a better future for Ontarians and forCanadians.”




OPERATIONAL RECOMMENDATIONS

T

DSB to provide operational funding:

The TDSB annual contribution would be $3.5 million (less permit revenue). This

includes the cost of its own program commitments excluding aquatic instructors.This cost should decrease annually as capital improvements are completed, solarthermal technology is in place, and community use is increased.

MANAGEMENT RECOMMENDATIONS

Reduce costs by:

1. Decreasing the number of pools*

Close 7 pools that are currently prohibitive to repair and refer them to the City of Toronto for inclusion in their review of the City’s Indoor Pool Aquatic Strategy.

*Note that before a final decision is made to close these pools we strongly recommend completing ageo-demographic analysis around pool locations. This will allow for a more comprehensive look at issues such as: catchment area characteristics, population growth projections, diversity. Thisapproach can help in particular to quantify and locate disadvantaged populations at the small arealevel.

2. Implementing energy efficiency measures

The cost of heating pools is significant and will continue to increase. We arerecommending a pilot project to install a solar thermal system which heats poolwater. Various options for this efficiency are now available on the market. The solarthermal system heats the city water prior to entering the pool and therefore there is norequirement to use gas to heat the water. This will eliminate all of the heating andelectrical costs associating with running the pool. An RFP would be recommended

to seek suppliers of this new technology.

3

. Improving the information on costs collected on each pool

The most accurate way to determine the costs of operating pools is to separatelymeter the utilities and track the supplies and caretaking time on a pool-by-pool basis.As a result, the five year capital costs in this report include an amount to meter thepools and, where practical, to install a separate pool boiler where one does notcurrently exist.

Cost savings can also be achieved by installing automated systems for chemicalbalancing in all pools (currently found in some pools). There is no need for a

caretaker to test the water levels when the systems are in place.




4. Reducing labour costs

CUPE 4400 has been involved with concerned community groups in the ongoing campaignto save the pools threatened with closure. CUPE is interested in assisting the AWG andTLC in discussions around capital improvements contemplated for the pools which include

automated systems for cleaning and chlorinating. In addition, AWG has identified permitfees as a significant barrier to the community use of pools. CUPE has agreed to participatein adiscussion about how to achieve fair and equitable permit fees to maximize communityaccess.

Increase revenues by:

1. Adjusting permit fees The community would play a central role in generating demand for pool use and

expanding aquatic programming opportunities.

The AWG would work with the user group to set a fair permit fee that is consistentwith other pool providers and ensures maximum utilization. Organizations that havecommitted to assist with increasing programming.

Aqua Kids Olympian Swim ClubCanadian Tire Foundation Families Scarborough Swim ClubLakeshore Swim Club Swim CanadaMobile Aquatics Swimming DragonsNYAC Toronto Swim ClubNYMAC YMCA

2. Enhancing the TDSB’s swimming curriculum

This includes extending the reach of programming to students in schools that do not currentlyhouse pools.

3. Working with community partnersSome Toronto neighbourhoods do not have the existing capacity to develop aquaticprogramming and some schools do not have functioning school councils. Increasing aquaticsprogramming will require a collaborative effort on the part of community partners, includingthe current aquatic instructors.

The TDSB aquatic staff possesses a wealth of knowledge, experience and skills that, if accessed, could enable the community to organize and run dynamic, innovative programs.These aquatic instructors train and certify TDSB students as instructors and lifeguards. These

students could be employed by the community groups to help run their programs. TDSBaquatic staff could also work independently with community groups to plan their programs.

4. Creating an endowment fund and enabling philanthropic contributionsThe Toronto Foundation for Student Success (TFSS) is the arms length charitable foundationof the Toronto District School Board. It exists to support TDSB students and to enableprograms and supports that enhance student success.




The TLC will be exploring the establishment of a segregated endowment fund to beheld within the TFSS to address costs associated with keeping school pools inoperation for its students. The disposition of this fund could be directed by aSteering Committee consisting of Community Representatives, students, TLC staff,TFSS and TDSB Trustees. Some ways promote this could include:

The creation of a web page on the TFSS site to encourage online donations.

A process for issuing charitable tax receipts for all donations.

Joint advocacy regarding the importance of physical activity for students.

Co-hosting special fundraising events.

Co-ordination of media events to increase awareness of the importance of poolsin local school communities.

5. Exploring sponsorship opportunitiesThe private sector has approached the Toronto Lands Corporation and the AWG withan interest in sponsoring pools. These relationships need to be fostered and developedfurther.

6. Provincial Programming

Currently the Province funds programs that directly and indirectly support the pools.These include: Swim to Survive, Focus on Youth Toronto and the Community Useof Schools. Funding to these programs will continue to offset the operating costs of the pools and provide for continued program delivery. In addition, communitygroups should be encouraged to look to the Communities in Action Fund and theObesity Fund, both of which are available to support programs designed to keeppeople active.

7. Capital LevyImplement a capital levy as part of the permit fee to ensure reinvestment incapital maintenance.




DECISION-MAKING AND GOVERNANCE RECOMMENDATIONS

1. Ask the TLC to continue to work with the AWG and the TDSB over the next fiveyears to oversee and implement the recommendations of this report and develop along-term governance strategy.

2. The Toronto Lands Corporation (TLC), in conjunction with the AWG, continue tooversee the pools on behalf of the community and the TDSB.

Be responsible for management of the capital upgrades outlined in the AltusGroup Cost Consulting report and continued work with the TDSB facility staff toestablish operating cost centers for each pool.

Be responsible for managing and monitoring a solar thermal pilot project andreport back on the viability of expanding the number of sites in future years.

3. Request TLC and TDSB to collaborate closely in developing strategies to reducecosts and increase revenues wherever possible.

4. Complete additional analysis on the 33 TDSB pools operated by the city and theintegration of the 30 city pools. Continue delivery of community programming in 33TDSB pools (agreement in place until 2011).

5. Advocate to ensure that any public plan to build new pools in Toronto firstevaluate the cost-effectiveness of renovating and adequately maintaining existingpools.

6. Increase the community use of pools by adding capacity to deliver aquaticsprogramming.

7. Fulfill previous commitment to complete an indoor pool analysis by the City of Toronto, including consideration of school pools in that analysis, and drawing on theknowledge/expertise of the AWG to help shape the future of aquatics in Toronto.

long-term strategy for 39 pools in the toronto district

Documents