Newcastle West · Maynooth Co. Kildare t: 01 6106900 e: [email protected] Leisure...

Newcastle WestPool Feasibility Report

November 2013

Version: V07

The European AgriculturalFund

For Rural Development:Europe investing in Rural

Areas.

This project was supported by West Limerick Resources under the Rural Development Programme 2007-2013

Contents: Preface p.03

ReportProductionTeam p.04

01 ExecutiveSummary p.05

02 Introduction p.06 Overview Studyaimsandobjectives

03 Need/demandevaluation p.07

04 Brief development p.13 Anticipatedattendance Facility aims Facility mix New build vs refurbishment Layoutplanningandadjacencies 05 Siteevaluation p.21 Site1:DesmondComplex Site 2: Demesne Site Site 3: Killeline Road Site Services Assessment

06 Managementandoperations p.36 Attendance Programming Pricingpolicy ManagementOptions Staffingstructure StaffSkillsandqualifications Stafftraininganddevelopment HoursofOperation Health & Safety

07 Financial p.50 Capitalcosts Operationalcosts Incomeprojections Forecast net cost Sinkingfund Indicativefees/charges Membership

01

Newcastle West & District: Indoor Swimming Pool Feasibility Study

08 Fundingoptions p.56 Planningandfundingoverview Relevantprogrammesandpolicies Summaryoffundingoptions

09 EnvironmentandSustainability p.62 Appendices p.74

02

This reportdetails theneed fora swimmingpool complexinNewcastleWest,Co. Limerick. Anoperationalplanandassociated staffing requirements to maximise profitabilitywill be outlined.

Itisconcludedthattheneedsofpotentialusersofthefacility,themanagementcommitteeandthelocalcommunitywouldbebestmetbyerectinganew,multi-purposefacility.Suchafacilitywillbereferredtointhisdocumentasa‘swimmingpool complex’ to correspond with terminology used inaccompanyingreports.

This report combines and consolidates the inputs of thefull design team in a single source documents. Individualreportspreparedbythedesignteamhavebeensubmittedseparately.

Preface

03


Lead Consultant and ArchitectsDemesne ArchitectsDesmond HouseMain StreetMaynoothCo. Kildare

t: 01 6106900e:[email protected]

Leisure ConsultantKilianFisherLeisureSolutions1 The CloseGraydon ManorRobertstownCo. Kildare

e:[email protected]

StructuralandCivilandServicesEngineeringTorqueConsultingEngineers10 Castle Downs GroveMalahideCo. Dublin

t: 01 8457603e:[email protected]

ServicesEngineeringandSustainabilityO’ConnorSutton&CroninMalahideCo. Dublin

t: 01 8682000e: [email protected]

Cost ConsultancyO’ByrneJenkins5-7WestlandSquarePearse StreetDublin 2

t: 01 449 8000e: [email protected]

ReportProductionTeam

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01ExecutiveSummary

• Therearenootherpublicswimmingpoolswithina10-mile (16 km) catchment areaaroundNewcastleWest.There are no current planning applications or knownplans for any new swimming pools or health/fitnessfacilitieswithinthe10-milecatchmentarea.

• Theneedanddemandfortheproposedpoolcomplexhasbeendemonstratedthroughtheuseofcatchmentarea analysis. The current population of a 15 minutedrive time radius catchment area is estimated atapproximately 25,000 but with amore realistic figurefromadjoiningDED’sis18,994.Theformatofthepoolshouldbea4 lane (8.5mwide) x 25mpool tankwithavariabledepthfrom1-2mtosupportawiderangeofoperationaluses.

• Swimmingpoolsareanetcostinalmostallcases,henceitisrecommendedthatagym,fitnessstudioandartificialpitches are included as the net revenue generators inordertocreateanoverallviableproject.

• Theoutdoorswimmingpool inNewcastleWestclosedin the mid-1990’s following a state of disrepair andvandalism. Refurbishment is not deemed to be a viable option.ItisstronglyrecommendedthatdevelopmentinNewcastleWestpoolshouldtaketheformofanewbuildasthemostpracticalandeconomicallyviablesolutiontocurrentissuesfacingthemanagementcommittee.

• Thepreferredmanagementmodel for thenewcentrewouldbethroughaDirectManagementroute.

• Adetailedcostestimateof the recommendedoptionshavebeenundertaken.Fromthisishasbeendeterminedthat the preferred option for the proposed facility isprojectedtocostintheorderof€5m.

• An assessment has been carried out of the three available sites from which it has been determined that the site of the current Desmond Complex offers thegreatestamountofpotentialfordevelopment.

• FurtherworkwillbeneededtodeterminewhatlandisavailablewithintheDesmondComplexsiteandenvironsfor thepoolandthereforethestrategygoing forward.However if land could be secured to the north of the site then a greatermix of facilities could bedeliveredon the site.

• Projections show an annual income to the facility of€988,450afterthethirdyearofoperation.Theannualrunningcostofthefacilityisanticipatedtobe€825,000.Theproposedleisurecentrewouldthereforegenerateaprofitof€163,450.

• A suggested management strategy for the proposedcentreisincludedinSection06.

• Capital funding opportunities through centralgovernment funding is not anticipated to take placeuntil 2015. In order to take the initiative in deliveringthe project and secure capital funding we arerecommending a phased approach as outlined in thisreport. It issuggestedthatan‘enablingdevelopment’consisting of 5-a-side pitches with changing facilitiesmaybeconsideredinitially.

• A strategy alongwith a rangeof potential sustainabletechnologies to help reduce the carbon footprint andrunning costs for the centre have been identified inSection09.

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02Introduction

AimsandObjectivesoftheStudy

Objectives-Overview

Fromthetendersubmittedandsubsequentmeetingswiththe Project team, we list the objectives for the LeisureConsultantpartoftheReport(designteamaspectscoveredseparately)Objectives:

• Evaluate the need, demand and support for theproposeddevelopmentofa25metreindoormunicipalswimming pool by engaging in a consultation processwithagreedstakeholders.

• Explore the most suitable and cost effective sitelocation for the proposed pool. A list of advantagesanddisadvantagesforeveryoptionshouldbeprovidedincluding an assessment of the capacity of theinfrastructure to cater for the proposed development(roadaccess,carparking,sewagefacilities,watersupply,electricitysupplyetc.).

• A detailed cost estimate of the recommended optionoutliningwhyitisthemostsuitableandeconomicoptionbased on initial capital costs andwhole-life operationandmaintenancecosts.Developasiteplanthatreflectsthe aspirations of the committee and set out a blueprintforthefutureplanningandimplementationofthedevelopment.

• Engagewith LocalAuthorityandPlanningdepartmentto establish principals of zoning, planning permission,access and site services and conduct pre-planningdiscussionsasappropriate.

• Recommendationsonenergyefficiencieswhichshouldincludenewtechnologiesandhowtheproposeddesigntakesadvantageofnaturalsunlight/heat.

• Assessmentofthemanagementandstaffrequirementsform the proposeddevelopment basedonmanpowerandlevelofexpertiserequired.Quantifycostsassociatedwith the operation/staffing of the facility and identifyanyfundingstreamsavailabletosupportthesecosts.

• Identify what options are available to the group toleveragefundingtosupporttheproposeddevelopmentandoutlinethechallengeswhichadevelopmentofthisnatureposesforthegroup.

• Explorealternativeusesfortheexistingsiteifthereport

recommends aGreenfield site as being themost costeffectiveandpreferredoption.

• Assesstheimpact,ifany,thisdevelopmentwouldhaveon existing facilities such as Killeline Leisure Centre,Newcastle West and Askeaton Municipal SwimmingPool.

• EngagementwithPromoters:-meetandliaisewiththeexecutiveteamwhichhasbeenputinplacetoliaisewithconsultantsonaregularbasisthroughouttheprocess.

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03Needs/DemandEvaluation

Project Methodology and Overview of outcomes

1. Evaluate the need, demand and support for the proposed development of a 25 metre indoor municipal swimming pool by engaging in a public consultation process with the wider community of Newcastle West and surrounding parishes and with all relevant stake holders.

Theteamhasusedtheapproachasdetailedunder“projectmethodology” in the tender document in accordancewiththeagreedworkplan.ByagreementwiththeProjectsteering group at the Desmond Centre on 11th February2013, the detail of the consultationwas varied slightly totakethefollowingapproach:

• Qualitative research through written submissionsfrom the key clubs identified by the project steeringcommittee

• Meetingswithsomeofthekeyclubson25thFebruary2013

• Meeting with Killeline Leisure Centre owner on 25thFebruary 2013

• Analysisofcatchmentareaanddemandstatistics

• Demographicprofiles

• Specifictargetmarkets

• Trendsinleisureprovision,publicandprivate

• Analysis of competitor activity within the proposedcatchment area

Section 2 of this report cover all of the above in depthtogetherwithfurtherdataonfacilityusageinsection3

2. Assessment of the management and staff requirements form the proposed development based on manpower and level of expertise required. Quantify costs associated with the operation/staffing of the facility and identify any funding streams available to support these costs.

The team has assessed this based on our extensive experience of both operating facilities and consultation inthe UK and Ireland plus our comprehensive network andaccesstoInternationalresearchandbestpractice.

Section 4 of this report covers management & staffrequirements and sections5 and6 coverfinancial costs&revenues

3. Identify what options are available to the group to leverage funding to support the proposed development and outline the challenges which a development of this nature poses for the group

An assessment has been carried out based on our extensive experience of both operating facilities and consultation intheUKandIrelandplusoursuccessesatbothGovernmentandprivate funding includingSportsLottery,Fáilte Ireland,Exchequerfunding,EUFundsandFinancialInstitutions.

Section6ofthisreportcoversthisindepth.

4. Assess the impact, if any, this development would have on existing facilities such as Killeline Leisure Centre, Newcastle West and Askeaton Municipal Swimming Pool.

Section2in2.3and2.5coverstheseaspects

5. Engagement with Promoters: - As requested the team have had several site visits and meetings with the Project executive team in addition to regular emails and phone calls throughout the process.

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StrategicNeed

There is adearthof swimmingandhealth/fitness facilitieswithin Newcastle West 10-mile (16km) catchment area.Asidefromthecurrentprivatemembersclubwhichonlyhasan18metrepoolnoother facilitiespublicorprivateexist.Noschoolintheareahasapoolorgym/fitnessfacility.

Referring to the Newcastle West Local area Plan 2008 to2014“NewcastleWesthasawiderangeoflocalcommunityservicesandbenefitsfromvarioussportsclubsandfacilitiesincludingGAA,rugbysoccer,tennisandathletics.Althoughrecreationalsportingfacilitiesarewellcateredfor,expansionofthesefacilitiescanbeexpectedtocontinue.

The town has an excellent Community Park, children’splaygroundandplayingfieldsattheCastleDemesneinpublicownership.Thisfacilityiswellutilisedbythecommunityandhasbeensubjecttocommunityplantingand improvementschemesinrecentyears.Elsewhereinthetownandwithinthenewhousingareasinparticular,publicrecreationalspaceis limited.

Within the town there are 5 primary schools (MonogayNS, Scoil Iosaf (St Joseph’s Convent), Scoil O Curain B, SNCill Lachtain, and Gaelscoil O Doghair), and 2 secondaryschools (ScoilMhuire& Ide and Desmond College)withinNewcastleWest.” LookingwithinthecatchmentareaKFLShasidentifiedatotalof29PrimarySchoolswith3,267pupilsand5postprimaryschoolswith2,646pupils.

Strengths:

• Newcastle West is the key Urban Centre for WestLimerick.

• Arra River and Castle Demesne near the core of the town.

• WelllocatedonN21LimericktoKillarneyRoad.

• Good range of local services (i.e. pubs, petrol station,convenience stores.

• Postoffice,Gardastation,banks).

• Good accessibility to Limerick and County Kerry withstrongtouristpotential.

• Compact and distinctive town centre. (Excerpt fromCountyDevelopmentPlan2008to2014)

Theoverallgoalisthecreationofacleanandsafe,sustainableenvironment, in communities where people want to live,workorvisit,andwhereresidentshaveaccessto local jobopportunities. The town should continue to develop as agoodplace to live,with high quality housingwhichmeetslocalneedsandwithagoodqualityoflife,andwhereleisureandrecreationalactivitiesareavailabletoall.

The Council is committed to delivering the vision throughworkinginpartnershipwithlocalpeopleandorganisations,andthroughpromotingtheobjectivesandpoliciescontainedwithin this LAP.

In the absence of any comprehensive Irish Models, theEnglish Sports Councils Facilities PlanningModel identifiesthatpeoplelivinginruralareasarepreparedtotravel8-10miles in order to access a swimming pool. It is thereforeassumedthatthe10-mile(16km)catchmentarearepresentsa large proportion (70%-80%) of the user group of thefacility.OurconsultationanddataanalysisshowsthatmanyschoolgroupsaretravellingmuchgreaterdistancestoaccessswimmingnotcurrentlyavailableinNewcastleWest.

TheFacilitiesPlanningModelwasappliedtoNewcastleWestpool complex in terms of supply, demand and catchmentarea analysis to determine the need for the facility.

CatchmentAreaandDirectCompetitionAnalysis

The catchment area for Newcastle West, by origin ofcustomers, isvastandextends intotheborderingdistricts.ByDEDscontainedwithinthecatchmentareaitisviewedtohaveapopulationbaseof18,994.ItisbelievedthatsomegroupswilltravelfromawidercatchmentareastoNewcastleWesttoaccessfacilitiesatthepoolcomplex.However,forthepurposesofthisreportthemostmodestorpessimisticcatchment area populations will be used to forecast poolcomplex usage. Potential demand of the pool will beforecastat14%saturationlevel,andofdryfacilitiesata16%saturation level of the 10-mile catchment area population(Mintel,2002).

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NewcastleWest16kmcatchmenthasapopulationof18,994&includesthefollowingtownsandvillages(basedonDED’s):

• Newcastle West Urban

• Dangabey

• Newcastle West Rural

• Monagay

• Ardagh

• Garryduff

• Knockaderry

• Rooskagh

• Kilsconnell

• Glensharrold

• DunmoylanEast

• Riddlestown

• RathkealeUrban

• RathkealeRural

• Ballyallinan

• BallynolWest

• Mahoonagh

• Croagh

• Dromard

• Kilfinny

• Nantinan

• Lismakeeny

ThetownofAdareliesjustoutsidethe16kmcatchmentareabut couldwell attract users especially from theNewcastleWest side of Adare.

There is no direct competition from swimming pools andgymsinthecatchmentarea.TheclosestpoolstoNewcastleWest are located in Killeline Leisure (a private commercialmembersclubwithonlya18metrepool)inNewcastleWest.Fitzgerald’s Woodlands Hotel Leisure Club in Adare andAskeatonLeisureCentre(localauthorityleisurecentreunderprivatemanagement)bothapproximately24kmaway.

Itisdifficulttoassessthepreciseimpact(ifany)anewpublicswimmingpoolwouldhaveonKillelineLeisureorAskeatonLeisure Centre, as most swimmers are casual users so informationisnotkeptoncasualuserstoshowwheretheyarecomingfrom,butwedonotbelievethatAskeatonwouldbeadverselyaffected

WewouldbeoftheviewthatfromourIndustryknowledgeandexperienceanduseofcatchmentareaprojectionsthereshouldbeveryminimalimpactifany.ThereasonsforthisisthatinthecaseofKillelineisthatitisaprivatemembersclubwhichhassetitsfeesatapremiumclublevelandwouldhavea different targetmarket than apublic/community facility.Inadditionwithonlyan18metrepoolandnofitnessroom(aerobics)facility,thenewproposedfacilitycancaterforarangeofactivitiesnotcurrentlypossibleatKillelineLeisureCentre

Consultation&TargetMarkets

Consultation

KFLS carried out Qualitative research through writtensubmissions from the key clubs identified by the projectsteeringcommitteefollowedbyMeetingswithsomeofthekeyclubson25thFebruary2013.

SubmissionswerereceivedfromSoccer,Rugby,Tennis,andGAAClubs.TheKeyPointsfromthesubmissions/meetingsare:

• Clubsinvolvedrepresentover1,200members

• Activitiesundertakencurrentlyinclude:GaelicFootball,Hurling, Squash, Soccer (including catering for specialneeds),Rugby,Gym

• All felt that therewasahugedemandandneed forapublicswimmingpooltocaterforbothtrainingsessionsof their own club members as well as the generalpopulation

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Newcastle West & District: Indoor Swimming Pool Feasibility Study 10

TheExistingDesmondComplex

Potentialdemandbasedonactivitystatistics

The following isbasedon theMintel surveyas referencedabove:

TheMintel2002reviewofLeisure&LifestylesamongIrishAdultsfoundthat60.4%ofsportingadultsenjoytakingpartinsportorphysicalactivityduringtheirfreetime.Fourteenpercent of adults participate in swimming. 16.2% of Irishadultsaremembersofleisureclubs.Obtainingmembershipofa leisureclub in thenextyear isapriority foroveronefifthofyoungadults.Iftherearenoleisureclubswithinthecatchmentareathealternativesmaybelesshealthful.

Whilstthesestatisticsarefrom2002(nomorerecentsurveysofthisnaturehavebeencarriedout),theyareborneoutbyIrish Sports Council “Irish SportsMonitoring Report 2011”(whichisthemostrecentreportavailablepublishedin2012).Somerelevantfactsfromthisreport(SportsParticipationin2011):

• Participationinsportshasrisenconsiderablyfrom34%to46%

• Whileparticipationinteamsportshasremainedsteady,participation in individual sports such as personalexercise, running, cycling and swimming have risenconsiderably

• Increases in participation are strongest amongst theyounger (aged under 25) and the older (aged 55 orolder)agegroups

• Notable increase in participation amongst theunemployed

• A strong correlation between sports participation andsocio-economicstatus

• And income with those in lower socio-economic andincomegroupslesslikelytoparticipate

Facility Potential Demand

Swimming 135,609

Gym/Fitness 154,989

• Threeoftheclubsalsohaddemandforagymastheyhavenoneoronlyfreeweights.Oneclubalsoproposedahighperformancegym

Target Markets

• SportsClubs:(asabove)

• Schools:29Primaryschoolswith3,267pupilswithinthecatchment area and 5 Post Primary Schools with 2,648 pupils

• Casual Swimming: based on population statisticsreferred to above, at 14% equals potentially 2,659individualswimmersandbasedonanaverageofonceper week over 51 weeks is 135,609 casual swimmingattendancesperannum

• Gym/Fitness: Again based on population statisticsreferred to above, at 16% equals potentially 3,039individualsandbasedonanaverageofonceperweekover51weeks is154,989gym/fitnessattendancesperannum

PotentialDemand

SportsFacilitiesPlanningModel

BasedonSportEnglandFacilitiesPlanningModel(theonlysuch tool available),basedonapopulationof18,994, thisstates a need for a minimum of:

• Aswimmingpoolof202m2with3.81lanes(roundedupto4)and0.95pool(roundedto1)

Based on the 15 minute drive time population of 25,000(reference Tesco retail, source Steering committee) thisstates a need for a minimum of :

• Aswimmingpoolof266sqmtrswith5.01lanesand1.25pool

Thesefiguresindicatetheneedforaswimmingpoolwithaminimumof4or5lanes.Wenowlookatthedemographicsanduseanothercalculationmethodinthissection

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The three closest indirect competitors to sport or physicalactivity participation among sporting adults are ‘going tothepub’(72.1%),‘goingtowatchasportingevent’(71.6%)‘Watching television’ (47.2%). All of these pursuits aresedentary&theSLANsurvey(1999)foundthat58%ofIrishpeoplearesedentaryandweneedtotrytoincreasephysicalactivityparticipationamongIrishadults.Inaddition,WorldTrendStudy2002resultswhichshowthatIrishpeoplehavethehighestconsumptionlevelsofalcoholintheworld,thisindicatesaneedtoofferdiversionstopeopletoreducethepopularityofgoingtothepubasaleisurepursuit.

The World Health Organisation (WHO) asserts that oneshould take 30minutes of physical activity daily, in ordertomaintain fitness and health. Given the inclement Irishweather,particularlyduringthewintermonths,this isverydifficult to obtain, without having access to an adequateindoor facility.

One of the main reasons nationally, that one does notparticipateinphysicalactivityisbecauseoflackoffacilitiesinone’slocality(Dept.ofEducation&theHealthPromotionUnit,1996).Itiswiththeaboveinmind,thatwehaveseenincreasesinexchequerfundingoverthelastfewyears,totryto address the imbalance in provision, particularly in ruraland remote areas.

A further fact from the Irish Sports Council “Irish SportsMonitoringReport2011”Exerciseisnowthemostpopular“sport” in Ireland, with 11% having participated in itwithintheprevious7days.Oneintenhaveparticipatedinswimming.

We do not believe that this contradicts the earlier Mintel reports as the above is based only on a 7 day period and overall the ISC report states that more people than ever are participating in fitness and swimming.

TheWorldHealthOrganisation(WHO)assertsthatoneshouldtake30minutesofphysicalactivitydaily,inordertomaintainfitnessandhealth.

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Facility Usage

Overview

Attendanceforthenewcentrehasbeenprojectedthroughthe use of data from Sport England’s facilities planningmodel,theMintel(2002)reportonIrishLifestyles,togetherwithanalysisofthecurrentprogrammes.

• Projected attendance at the new Newcastle WestLeisureComplexis290,036.

• A balanced programme of use has been establishedfor all of the facilities in the new centre. Swimmingdevelopmentplanshavebeenestablishedandsampleprogrammes for the pools and fitness facilities havebeenproduced.

• In order to ensure maximum usage of the centre bya full cross section of the community, in particulartargetingthemostdisadvantaged,itisrecommendedtodeveloppricingpoliciestospecificallytargetthesociallydisadvantaged.Arangeoffundingsourcestosubsidisethecostofusageofthecentreforpatronsunabletopaycurrentmarketratescouldalsobepotentiallyaccessed

AnticipatedAttendance

Anticipatedattendancehasbeenestimatedbyutilisingthedata from the facilities planning model as detailed in theprevious section, data from the Mintel (2002) report onIrish Lifestyles, togetherwith analysis of programmes andindustry information.Anticipated attendance is also basedonacomprehensiveswimmingdevelopmentprogramme. The information gained from the demographic analysis,theMintel report and facilities planningmodel have beentreated with extreme caution in estimating attendance.However,theyprovideausefulindicationofthepotentiallymostpopularandleastpopularactivitiesandtakeuprates.Inaddition,thegrowthinactivesportsparticipationgenerally,asborneoutbytheincreasesinattendancesoverthepastyear infacilitieselsewhere-especially infitnessswimmingandgymandfitnessprogrammes-demonstratesabuoyantdemand(Mintel2002)andsupportedbyIrishSportsCouncil“SportsMonitoringReport2011”.

• Detailed below is a summary of the types of use

envisaged for the proposed centre. Full details are inthe sample programmes attached in Appendix. Thesedemonstrate a balanced programme of use betweenclubs, schools and casual users. It is acknowledgedthat seasonal demandswill change the format of theprogramming.However,usagelevelsmaybemaintainedbydeployingdifferentmarketingstrategiese.g.summercampsandtouristmarkets.

Overall Facility Aims

General

• Toprovideachoiceofcasual/“pay&play”andinclusivememberships (inclusiveof swimming, gymandfitnessclassesetc.)

• Developmentofanover50’sprogramme.

• Specific sessions and instruction for people withdisabilities

FitnessSuite

• Toprovidetrainingandrehabilitationsupportforpeoplethroughintroductionofspeciallydesignedrehabilitationequipment,togetherwithensuringappropriateexerciseequipmentisintroducedintothefacilities.

• Toprovidearangeof‘value-added’servicestoclientse.g.personal training, fitness testing, lifestyle evaluations,therapiesandfitnesschallenges.

• Toprovideafullrangeofequipmentsuitableforpeoplewithdisabilities

• Toreflectcurrent industrytrends in termsofactivitiesofferedandtheinstructionalcompetenciesofstaff.

SwimmingPool

• Topromotelifelonglearningopportunitiesinanaquaticenvironment

• Toreflectcurrentbestpracticeinrelationtoprogrammingandinstruction.

• Toprovideabalanceofaccessforschools,clubsandthegeneralpublicbasedonexpressedneeds.

Design Issues

04 Brief Development

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Anvaluedaddedpartofthisstudyistoadvocateadherencetoguidelinesforbestpracticefordesignofleisurefacilitiesasidentifiedbyinternationalexperts.TheMinistryofSportandRecreation(MSR)inWesternAustraliaoutlineanumberofprinciplesofdesignthatoughttobeadheredtoinordertooptimisetheusageofanycommunityfacility.TheseareasfollowsandasappliedtoNewcastleWest: Uniqueness: Any proposed facility should be unique toNewcastleWestas itwillbedesigned tomeetcommunityand user group needs. These needs have been addressedthroughsecondaryresearch.

Functionality: The facility should be designed toaccommodate its potential uses. It ought to cater for theactivity and ‘people’ requirements that are highlighted intheneedsassessment.Thebuildingdesignshouldensureaflowaroundthepremisesthatwillfacilitatearangeofusesatanyonetime.

Flexible Spaces: The design needs to be flexible toaccommodatearangeofcompatibleactivities,withaviewtobeingadaptabletochangingcommunityneeds.Theincreasedpool size and enhanced schedule of accommodation willincreasetheusagepotentialofthefacility.

Effective and Cost Efficient Management: The design should minimise staffing levels by incorporatinglow-maintenance surfaces and having recreation specifictechnology for administration. Operating procedures willneedtoreflectcurrentbestpracticeatalltimes.

Energy Efficiency:Where possible the facility ought toutilise energy efficient products and design elementswitha view to minimising energy consumption. The DesmondComplexusesgeothermalandsolarheatinganditwouldbeexpectedthatanynewfacilitywouldbesimilarlyequippedwithactivesustainabilitymeasures.

FutureModification and Extension: The possibilityoffuturemodifications,extensionsandadditionsneedtobeprovidedfor.

Accessible: The facility will accommodate all sectors of the community; children and their carers, older adults and people with disabilities by incorporating wide doorways,shallow ramps and appropriately modified toilet andchangingfacilities.

Integrated: The proposed community centre should

complement the surrounding facilitiesandactivities in thearea.Thefacilitywillbea‘hub’ofcommunityactivity.Itwillaccommodatesocial,cultural,sportingandcareprogrammesfor all. It will provide complementary amenities for thesurrounding sports outlets e.g. tennis courts and playingpitches.

www.havestroad.com.au

DesignconsiderationsappliedtoNewcastleWestswimming pool complex

Theproposedlocationisverycentralinthetownandalsolocatednearothersportsfacilitiesinthetown.

Allactivityspacesarehighlyvisiblethusallowingeaseofsupervisionbystaffatalltimes.

A range of storage spaces are included in the design in locations easily accessible by staff i.e. close to areasrequiring equipment e.g. pool and aerobics room.

The Newcastle West design is intended to host a wide range of activities,whichwill be outlined in section 4. Lifelongprogramming is possible in the range of spaces provided.

A mix of village style changing areas and family/group changing will be provided to accommodate peak usage.

The new design will be aesthetically pleasing and willincorporate eco-friendly design elements.

Thenewfacilitywillbefullyaccessiblehavingalifttothesecondflooranddoorwaysandcorridorssufficientlywideto accommodate all levels of mobility. Proposedscheduleofaccommodation,associated

Accessible facilities to accommodate the full spectrum ofcommunity users

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space requirements

Swimming Pool: A 25m, 4-lane swimming pool withdepthsrangingfrom1to2metresisproposed.Thisprofileprovidesflexibilityinusetocaterforawiderangeofactivitiesincludinglaneswimming,lifesavingclassesandteaching.Aminimumof2msurroundwouldberequiredwith3matoneend.Easyaccessiblestepsandaportabledisabledhoistforwheelchairusersshouldbeprovided.

Viewing Area: Spectator viewing area should cater forapproximately100patrons.Accesstospectatorareashouldencourage fill of spaces from the rear tomaximise use ofviewing area. A poolside bench to be provided for use byswimmersduringlessonsandgalas.

PoolSideStorage:Astorageareashouldbeprovidedtocaterforthestorageoffloats,buoyancyaids,starterblocksetc.

• Hooksarerequiredforropes,lifesavingrings&buoys.

• Reelsshouldbelocatedonthepool-deckorwall-mountedforstorageofanti-turbulencelanemarkers.

• Amechanicallyassistedpoolcoverstoragemechanismshouldbeprovided.

PoolChanging&AncillaryServices:Villagechangingfacilities should be provided for general changing. Groupchanging/ family changing areas should be provided inadditiontoabove.

• Showeringandchanging facilities forwheelchairusers

arerequired.

• Pre-bathingshowersshouldbepositionedclosetopoolaccesspoints.

• A grooming area should be fitted with mirrors, hairdryers&countertop.

• Toilets should be provided and should include awheelchair accessible WC.

• Lockersofvaryingsizestosuitgeneralandgroupusersshouldbelocatedinthechangingarea.Lockersshouldbeconstructedincompactgradelaminate

Health Suite: An adult only health suite with access using swipe cards and allowing for CCTV monitoring isrecommended. This suite should comprise a sauna withprovisionforupto8patronsandasteamroomcateringforasimilarnumbercoldshoweringfacilitiesshouldbeprovidedin this area.

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Health & Fitness Suite: The Health and Fitness suite shouldincludeagym,aerobicsarea,treatmentarea,fitnesstesting/activityprogrammingarea.

• Thegymshouldcaterfor40patronsatanyonetime.Aspaceof175m²wouldallowfor40stations.Therealsoneedstobeareceptiondeskwithaccommodationforprogrammecardsandothergymrelatedfiles.

• Theaerobicsareashouldbeatleast100m².Thisspacemayalsobeusedasameetingarea.

• A fitness testing /activity programming area ofapproximately15m²willallowfor1-1clientconsultationsandtesting.

Health&FitnessSuiteStorage:Storageof20m²withdirect access to aerobics studio will cater for storage ofaerobicsequipment,matsetc.Spaceshouldbeallowedforstorageof20spinningbikes/orchairsinthestudio.

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Health& Fitness Suite Changing: Separatemale &femalechangingareaswithshowering,toilet,groomingandlocker facilities are required. Such changing rooms shouldprovide immediate access to the gym and aerobics areas.Heavy-dutywoodenlockersarerecommendedforthisarea.Finishes can be more luxurious than in the wet changingareas. A carpeted surface in the changing areamight beconsidered. Concourse: Anentranceconcoursetoprovideforeaseofaccess&processingofgroupsisrequired.

Reception&StaffSuite:Thereceptionareainthemainconcourseshouldprovideviewingofmainentrance,stairs,pool,cateringareaandpublictoilet.Itshouldprovideaccesstoanofficeforthegeneralmanager&astaffroom.

Catering: Catering needs will be addressed through theprovision of a range of vending or prepackaged food andbeveragesfromaserveryannexedtothereceptioncounter.

First Aid Room: Afirstaidroomshouldhaveaccessfromthe pool deck and staff suite and be easily accessible forambulance transfer.

Plant&AssociatedAccommodation:Aplant roomofsufficientsizeshouldbeprovidedtoaccommodateallthenecessaryplantandtoalloweaseofaccessformaintenance.Forefficiency,filtrationplantassociatedwiththepoolwouldbelocatedonthelowestlevelwithboilers,switchgearandairhandinglocatedonmezzaninelevelsover.

Parking Requirements: Carparking spaces for generaluseandwheelchairuseshouldbeprovided.

Abusdrop-off&turningareashouldbecateredfor.CycleParkingshouldbelocatedinviewofreceptionarea.

5-a-sidepitchesincorporatingarunningtrackattheperimeter:ESBSportsco,Dublin

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Other Outdoor Sports Facilities: Considerationshouldbegiventotheprovisionofotheroutdooractivitiesof a complementary nature. Elsewhere in this report,Section 8 describes how an enabling development suchas5asidefootballofferingcouldbeprovidedonsitewiththeassistanceof grant funding toenable the constructionof a swimming pool at a later date. Appendix A includeslayoutsthatdemonstratehow2no.5-a-sidepitchescouldbeimplementedaspartofthescheme.

Further activities could also be considered as part of theproposalssuchasa200mrunningtrackandsomeelementoftrackandfieldprovisionsubjecttospaceconstraints.


ConsiderationofnewbuildversusRefurbishment

A specific elementof thebriefwas to considerwhether arefurbishment option might be considered to the nowdisused pool infrastructure located to the southern endof theDesmondComplex site. Such similar projects havealreadybeensuccessfullyundertakenelsewheresuchasthatatBirr,CountyOffaly.

BirrLeisureCentreisanexampleofarefurbishmentschemewereanexistingswimmingpoolbuildingthatwasextendedandrefurbishedtoincludesteamroomsaunaandspapoolas well as a gymnasium and studio. The pool tank waspartially filledwith concrete at thedeep end tomake thedepthandprofileofthetankmoreconsistentwithmodernbestpractice.TheCentrewascompletedandopenedtothepublicin2007withfurtherinvestmentsincethattime.

Theextenttowhichsuchanapproachcanbesuccessful isverymuchdependentuponthenatureandconditionofthecurrentfacilities.

In summary it should be noted that:

• Thecostofarefurbishment istypicallyaround90%ofthat of a new build. This is due to the fact that with the harsh nature of the pool hall environment, thefabric and structure generally needs to be upgradedsubstantially to meet current building legislation anddesignbestpractice.

• Some existing problems will be inherited by thenew facility: building location, size, orientation andaccessibility,structuralandservicingissues

• Thelifespanofarefurbishedfacilitycannotnormallybeguaranteedbeyond10-15yearsagainst25-30yearsfornew build

Where such projects have been successfully achieved inthepasttheabovefactorshavebeenovercomeduetothefabricofthebuildingwasfoundtobeinexceptionallygoodconditionorbecausethewetareaistobereusedasadryfacilitywhichplaceslessstressupontheexistingstructure.

Itisnotwithinthescopeofthisreporttoconductadetailedconditionsurveyoftheexistingpoolbutavisualappraisalofthesiteandplansestablishedthefollowing:

1. There is no roof structure over the pool hall. Thechangingfacilitiesandplantaregenerallyinapoorstateofrepairandwouldneedtobefullyreplaced.

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2. The condition of the concrete pool tank would needmore detailed intrusive investigation to determineit’s exact condition although it could be assumed atpresentthat itcouldberetainedsubjecttorepairandmodification by partially filling in the deep end withmassconcreteandremediatingandrefinishinginordertoensurethatthestructureiswatertight.

Realisticallythereforetheonlyelementoftheexistingfacilitythat couldbe retainedwouldbe thepool tank (subject tothe above factors. A budget estimate of the saving thatthissolutionoverandaboveacompletenewfacilitywouldbe€50,000-€55,000exclusiveofVAT.Thecostthereforeofbuilding a new facility that incorporated the existing pooltankwouldbe€5,274,658

Insummarythesavingsgainedbythere-useofthepooltankwillgenerateasmallcapital savingto theprojecthoweverthis will be offset by the loss of potential operationalsynergieswith theResourceCentre and theprobable riskandandincreaseinwholelifecoststhroughthereuseoftheexistingpooltank.

The strategy of a new build solution over re-use of theexistingpoolisthereforerecommended.

LookingSouthtowardspooltank,DesmondComplex

SwimmingPoolchangingfacilities

No. Component Location Area (m2)

1 EntranceLobby Ground Floor 15

2 BuggyStore Ground Floor 11

3 FoyerandQueuingArea Ground Floor 44

4 InformalViewingArea Ground Floor 248

5 Public Toilets Ground Floor 36

6 Cleaner Store Ground Floor 90

7 First Aid Room Ground Floor 17

8 StaffRoom Ground Floor 9

9 Manager’sOffice Ground Floor 7

10 CashOffice Ground Floor 11

11 GeneralOffice Ground Floor 15

12 ReceptionCounterArea Ground Floor 11

13 FemaleGymChangingRoom Ground Floor 9

14 MaleDryChangingRoom Ground Floor 11

15 HealthSuite-Sauna,Steam Ground Floor 11

16 4LaneMainPool-8.5x25m Ground Floor 20

17 SpectatorSeatingArea Ground Floor 86

18 VillageChangingRoom Ground Floor 86

19 Pool Store Ground Floor Ground Floor 40

20 Studio(1) Ground Floor 237

21 Gym and Studio Store Ground Floor 79

22 AssessmentRoom/Office Ground Floor 80

23 Gymnasium-40stations Ground Floor 537

SubTotal: 1424

Circulation(10%GIA) 142

PlantArea(15%GIA) Basement/Ground 214

Total Area: 1780

Scheduleofareasfornewbuildleisurefacility

19


Entrance Lobby

Foyer and Queuing Area

ReceptionControl

Informal ViewingToilets Pool Hall

Spectator Seating

views

views

General Office

Cash Office

ManagerOffice

Staff Room

Village Changing

Pool Store

Circulation Core

Plant Room

Serv

ice

and

deliv

ery

Gym

GymChange

Health Suite

Studio AssessRoomStore

Entrance

Adjacencies

Thebriefinformationandscheduleofaccommodationhavebeendevelopedintotheabovediagram.Thisillustratesthepreferredadjacenciesforthedevelopedtoexplainhowthespacesmightbeplannedtooptimisethebuildinglayoutinoperation and maximise potential interfacing with otheractivitiesandfeaturesonthesite.

NewcastleWestSwimmingPool-Diagramofadjacencies

Public Areas outside control point

Staffandadministrativefunctions

Wetsportandfitness

Drysportandfitness

Circulationandancillary

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05SiteEvaluation

1

2

3

21

NewcastleWest:AerialView(nottoscale)


SiteAppraisals

ThreesiteshavebeenpresentedforevaluationaspartofthestudyTheplansareincludedasAppendixA.

It should be identified here that Site 3: Killeline Road is included for completeness of reference for the study however this site is no longer available for development and therefore will be discounted from further consideration:

Site1:The‘DesmondComplex’

The site is located within the northern town area, directly northoftheFireStation,schoolandpubliclibrary.AccessisviaalinkroadfromBishopStreet.

ThesiteisoccupiedbytheDesmondComplex,acommunityresourcecentreofferingarangeofservicesandfacilitiestoNewcastleWestincludingcommunityresourcesandacrecheinastandalonebuildingonthesite.Vacantlandtothenorthiscurrentlyunderdevelopmentasabusinesscentre.Thereis a Council owned yard to the east and north of the site and it is understood that this land may be made available for developmentifrequired.

Theoverallareaofthesiteisapproximately3.1acreswithanadditional1.0acresfortheyard.

Constraints

The site is recognised locally due to the presence of theDesmond Complex however visibility from the highway isnotparticularlygoodduetothesetbackfromtheapproachandthepresenceofhighwallsaroundtheboundary.

Thesiteis‘locked’byotheruseswhichpresentslimitedscopeforfurtherexpansionshouldtheCouncilownedstorageyardarea not be available.

Opportunities

Historicallytherehasbeenaswimmingpoolalreadylocatedonthesitetothesouthsiteandplanningconsenthasbeenpreviously obtained to develop a new facility. Thiswouldsuggest that there should be few problems in terms ofplanningshouldapoolfacilitybedevelopedonthissite.

Desmond Complex - public entrance

Desmond Complex - rear and service area looking from the north

CrecheFacility,lookingsouth

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FromacommercialpointofviewtherearestrongsynergiestobeexploredwiththeDesmondComplexwhichcouldbeadvantageous for themanagement and operation of bothfacilitiesinthefutureshouldtheybelocateduponthesamesite.

Elsewherethesiteiscentrallylocatedwithinthetown,closetootheramenitiesandcanbeeasilyaccessedbycaroronbicycle/foot.

Site2:TheDemesneSite

The site is located within the north western site of Newcastle West.

ThesiteisoccupiedbyaCommunityCentrethatincorporatesandGymandYouthClubwithinthemainbuildingonthesite.The site isbounded to thenorthandeastwith residentialdevelopment.TothewestisagrassturfGAApitch.Thesiteis accessed directly from the south by the Demesne Road.

Theoverallareaofthesiteisapproximately2.2acres.Thesiteisfairlyflatandismainlyopenlandwiththeexceptionofthe community centre itself.

Constraints

The site has good access and visibility from the highway.Thereishowever,limitedspacetodeveloponthesitewhicheffectively is ‘locked’byotheruseswhichpresents limitedscopeforfurtherexpansion.

Opportunities

Therearealreadysportsrelatedactivitiesoperatingfromthesiteandelsewhereclosebywhichwouldbecomplementaryto theusesproposed for thepooland leisure facility. Theuses proposed would be consistent therefore with localplanningpolicy.

Thesitehasgoodaccessandvisibilityfromthehighway.Itiscentrally locatedwithinthetown,closetootheramenitiesandcanbeeasilyaccessedbycaroronbicycle/foot.

DemesneSite-CommunityCentreSportsHall

DemesneSite -CommunityCentreSportsHall looking fromthenorth east

DemesneSite-CommunityCentremainelevationfromthesouthat the entrance to the site

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Site3:KillelineArea

The Killeline Road site is situated to the south of Newcastle West, out of the main urban centre.

Thesiteiswasformerlyagolfcoursehoweveritiscurrentlynotbeingused. The site is accessed fromWoodfieldPark.andhasanoverallareaofapproximately34.4acres.Thesiteisfairlyflatandcomprisesopengreenspace.Awatercourserunsalongthesouthboundarywithopenspacetothewestandpredominantlydomesticresidentiallandtotheeastandnorth.

Constraints

Thesiteisawayfromthemainhighwaywithlimitedvisibility.TheexistingKillelineLeisureCentrewithswimmingpool islocated close to this site.

The site is currently in private ownership and this factorwouldneedtobetakenintoconsiderationasanelementofriskifthesiteisnotwithinthecontroloftheclient/developer.

Allsiteservicesandinfrastructurewouldneedtobeprovidedaspartoftheinitialcapitaloutlayfortheproject.

Opportunities

There is considerable amount of space available whichcreates potential for future expansion as part of a sportscampus development should the demand arise for such afacility.

KillelineRoad-Lookingwestacrossgolfcourse

KillelineRoad-lookingeasttowardsPreSchoolfacility

Killeline Road - looking north towards Killeline Leisure CentrefromWoodfieldPark

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SiteServices

Thissectiongivesabriefoutlineofsupplyutilitiesservicesandtheir impactonthethreeavilablesitesfortheLeisureCentreatNewcastleWest,Co.Limerick.

Thefollowingservicesarecovered:

Gas, ESB power cable distribution, Telecoms providersdistribution

BordGaisDistribution

We are informed by Bord Gais Eireann that there are nodistribution gas mains in Newcastle West, Co. Limerick.ThereforetherewillbenoimpactoneithersiteofBordGaisEireanndistributionpipework.

Anyneedforgassupplies,e.g.forwaterheating,willneedtobemetbyLPG(LiquidPetroleumGas).

ESBPowerCables

DesmondComplexSite:ESBcablesrunalongBishopStreetto the south of the site and branches North adjacent to the sitealongtheboundarybetweentheNewcastleWestDentalClinic and Fire Station on one side and Courtenay BoysSchool and NewcastleWest Swimming pool on the otherside.Havingpassedtheswimmingpoolbuilding, thecablethenrunsWesttowardstheBishopCourtEstate.

Thecabledividesthesitebetweentheproposedbuildinganditscarpark.Diversionofthecablecouldbeavoidedprovidedsufficient care is taken at the boundaries of the buildingsite itself. If this cannot be achieved, it may be necessary to consideralteringtherunsofcablesfromBishopStreettore-feedthevariousbuildingssurroundingthesite.Thisislikelytoaddconsiderablecosttotheproject.

Any live supply cables specific to the existing buildingwillneedtobemadesafebeforedemolition.

DesmesneComplexSiteDemolishingExistingBuilding:ESBcables run along the Desmesne road to the South of thesite and then follow the boundary of the site between the proposedcarparkandthebuildingsbeyondtheSouthEastboundaryofthesite.TheythencontinueNorthEasttowardsand across the Churchtown Road.

Again,diversionofthesemainESBcablescouldbeavoidedprovided sufficient care is taken at the boundaries of thebuildingsiteduringconstructionofthenewcarparkswheretheyrunalongtheboundaryofthesite.Themaincablesdonotpassclosetotheexistingbuildingsoitshouldbepossible

todemolishthisbuildingsafefromproblemswiththeseESBcables.

Supplycables specific to thebuilding itselfwillneed tobemade safe.

Dependingupontheelectricalloadofthenewbuildingandavailabilityofexistingsupplycapacityatlowvoltage(400V,3ph) inthe immediatearea(includingtheexistingbuildingsupplyarrangements),itmaybenecessarytoallowfortheprovisionofanewsub-stationforthenewbuilding.

Desmesne Complex Site, Keeping Existing Building:DiversionofthemainESBcablesdescribedabovecouldbeavoidedprovidedsufficientcare istakenattheboundariesofthebuildingsiteduringconstructionofthenewbuilding.Thebuilding isseparatedfromtheSouthEastboundaryofthesitealongwhichthecablesrunsothisshouldnotpresenttoomuchdifficulty.

Dependingupontheelectricalloadofthenewbuildingandavailabilityofexistingsupplycapacityatlowvoltage(400V,3ph)intheimmediatearea,itmaybenecessarytoallowfortheprovisionofanewsub-stationforthenewbuilding.

KillelineRoadSite: ESBpower isavailableadjacenttothesite in Woodfield Park. An existing substation is locatedapprox. 80 meters from the existing entrance to the site(Woodfield roundabout).This substationsprimary functionistosupplypowertotheresidentialunitsintheWoodfieldestateandthecommercialunit(TicTocNursery)alsolocatedincloseproximitytotheexistingroundabout.

Dependingupontheelectricalloadofthenewbuildingandavailabilityofexistingsupplycapacityatlowvoltage(400V,3ph)intheimmediatearea(includingtheexistingbuildingsupplyarrangements),itmaybenecessarytoallowfortheprovisionofanewsub-stationforthenewbuilding.

TelecommunicationProviders

Eircom

Desmond Complex Site: There is no Eircom distributionthrough the site which will need to be diverted. Eircomplantexists intheenvironsofthesitefeedingsurroundingbuildings. There should be no problem with the futureprovisionoftelecomsservicestotheproposedbuilding.

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SiteEvaluation

OwnershipServicesSpatial

Contamination

Physical

Population centreCompliment other sport usesConflict with other sport uses

Location

Access by carAccess by public transport

Access for pedestriansSite access

Planning

Accordance with local policyCommunity benefit

AdjacenciesImpact on open spaces/parks Impact on highways network

Accessibility

Visibility of sitePreparation & land costs

Availability within timeframe

CommercialSiteEvaluation-keyassessmentcriteria

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Desmesne Complex Site: There is no Eircom distributionthroughthesitewhichwillneedtobediverted.EircomplantexistsintheenvironsofthesiterunningalongtheChurchtownRoad.Thereshouldbenoproblemwiththefutureprovisionoftelecomsservicestotheproposedbuilding.

KillelineRoadSite:ThereisnoEircomdistributionthroughthesitewhichwillneedtobediverted.EircomplantexistsintheWoodfieldresidentialestateadjacenttothesite.Thereshouldbenoproblemwiththefutureprovisionoftelecomsservicestotheproposedbuilding.

UPC: UPC have no services in the Newcastle West area.

Verizon: Verizon have no services in the Newcastle Westarea.

Aurora: Aurora have no services in the Newcastle West area.

Complement other sports uses

ConsiderationofFloodRisk

Sites which are being reviewed for planning applicationsorforgeneralduediligencearerequiredtobeassessed inaccordance with the recommendations contained in theDepartment of the Environmental, Community and LocalGovernmentsFloodguidelinesandbestpractice.

Sitesaretobereviewedforanumberofdifferentfloodingtypes,namely:

1. Fluvial–floodingfromrivers&streams.

2. Pluvial – extreme rainfall events.

3. Overlandflooding–fromadjacentlands.

4. Groundwater–Karstortourloughs.

5. Surchargingofstormsewerssystems.

6. Tidal.

In order to fully establish potential flood risks from thesub groups highlighted above a number of historical andsite specific knowledge is required. In the absence of therequiredinformation,localfloodmaps,drainagerecordsandtopographicalinformationonlyageneralassessmentofthesitesfloodriskispossible.

ThefollowinginformationwasreviewedaspartoftheinitialFloodRiskreview:

• MapsproducedaspartoftheOPW’s(Draft)PreliminaryFloodRiskAssessment(DPFRA)

• OSDiscoverySeriesmaps(10mcontours)

• OSihistoricalmapsandorthophotography

• OPW“Floodmaps”databaseofhistoricalfloodingevents

• GooglemapsStreetview.

TheOPW’sDPFRAassessesfloodrisksfromfluvial,coastal,pluvialandgroundwatersources.Thestudycoverstheentirecountry and is only a preliminary level assessment, usefulfor flood risk scoping, but not for site-specific flood riskassessment(FRA).OneofthekeyassumptionstheOPWhasmadeisthatstructures(suchasbridges)areignored–thestudyisbasedonthe“natural”channelandfloodplain.

Note that Flood Risk Zones (and associated Planningimplications)aredeterminedbyfluvialandcoastalfloodrisksonly.Floodrisksarisingfromothersources(suchaspluvial,groundwater,infrastructure,etc.)donotimpactonplanningstatusandneedonlybeconsideredindesign.

DesmondSite

Thissitedoesnotappeartobesubject tosignificantfloodrisk.Wewouldexpectasite-specificFRAforthissiteto(a)compriseasimplechecklistoffloodrisksandacompilationofsourcedataand(b)concludethatthesiteisinFloodRiskZoneC.

DemesneSite

Thissitedoesnotappeartobesubject tosignificantfloodrisk.Theroadprovidingaccesstothesiteissubjecttopluvialfloodrisk.Thisshouldbefurtheranalyzedatdesignstagetoensure that access to and (more importantly) egress fromthesiteispossible.

We would expect a site-specific FRA for this site to (a)compriseasimplechecklistoffloodrisksandacompilationofsourcedataand(b)concludethatthesiteisinFloodRiskZoneC.

KillelineRoad

The site is located just south of the main centre of Newcastle West. The limited information available will allow onlya general over view of potential flooding risk, a detailedassessment would required further information notably atopographical survey. The assessment has therefore beenbased on CFRAM (Catchment Flood Risk Assessment andManagementmapsproducedbytheOfficeofPublicWorks,OPW), and the historical flooding database available forreviewatwww.floodmaps.ie,and theGeologicalSurveyofIreland database. No physical investigation or discussionswiththirdpartieswerecarriedout.

Fromreviewingthe locationof thesite it isnotvulnerabletotidalflooding.TheCFRAMmaps indicatethatthesite isnotlocatedwithinpotentialfloodingzonesfor1in100yearflood events and the flood maps database also does notindicatepastfloodingeventsatthislocation,therebyrulingoutpotentialfluvialflooding.

AreviewofGeologicalmapsfromtheGSIdatabasedoesnotindicateKarstfeaturesinrelationtothesite.

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Without further investigation the potential for pluvial,overlandfloodingorsurchargingofsewers,causingoverlandfloodingcannotberuledout,althoughthefloodingrecordsdoes not indicate that this mechanism for flooding hasaffectedthesiteinthepast.

Overall based solely on the data gleaned from the abovementionedsourcesthesitedoesnotappeartohaveahistoryofbeingeffectedbypastfloodeventsanddoesnotliewithina locationwhich has been predicatedmay be affected byflooding in the future. For a greater degree of certaintyfollowupinvestigationswouldberequired.

RefertoAppendixAforOPW(Draft)PreliminaryFloodRiskAssessment(DPFRA)maps.

DrainageandWaterSupplyInfrastructure

A number of attempts were made in June and July of2013 to obtain information from Limerick County Councilregional office at Newcastle West regarding the drainageandwatermaininfrastructureinthearea,throughMr.MarkCollins.

Informationwas received verbally fromMr. Collins on 9thSeptember2013totheeffectthatthepublicdrainageandwatermainnetworkinthevicinityofboththeDemesneandDesmond siteshad the capacity to cater for theproposednew facility. Mr. Collins noted that surface water would have tobedealtwith via attenuationorother sustainablemethod inorder to limit thedischargeof surfacewater tothepublicdrainagesystem,whichcombinesbothfoulwaterand surfacewater intoonecombinedpipe. Frompreviousexperience dealing with discharge from swimming pools,the authors noted to Mr. Collins that the discharge frombackwashfilterswouldmost likelyneed tobe limited toasustainablefigure that thenetwork could sustain (afigureof5litrespersecondhavingbeingimposedonaswimmingpoolprojectinFingalCountyCouncilpreviously).

Mr.Collinsagreedwiththisinprinciple.A request wasmade to Limerick County Council (throughMr. Collins) to provide records drawings for drainage andwatermainrecords.Thesewereprovidedon12thSeptember2013butnotedtobeinaccurateinplacesintermsofphysicallocationanddiameterofpipework,withtheonusbeingputon theclient/designers toaccurately locate theservices intheeventoftheprojectproceedingfurther.

RefertoAppendixBforrecordsmapsprovidedbyLimerickCounty Council.

A subsequent request was made to Mr. Mark Collins toprovide information in relation to the Killeline Road site.Informationwasreceivedbyemail24thOctober2013totheeffectthattherewerenoissueswiththesupplyofwatertothesitebutthattherewereissueswiththegradientsofthecombined(foulwaterandsurfacewater)seweradjacenttothe site.

Therearetwopossiblesolutionstotheissueasfollows:

Pump from a foul holding chamber in the swimming poolcomplex to a point further downstream on the foul runwhere there are no issues with falls. This would be very costlyastherisingmainwouldbepassingthroughafinishedhousingestate.Therewouldalsobeanannualmaintenancechargewiththeupkeepofthepumpingstation.

Dealwiththefouldrainageonsitebymeansofatreatmentplant,anddealwiththedischargethroughapolishingfilter/soakaway.Again,thiswouldbecostlytoinstallandalsotomaintainonanannualbasis.Therearealsounknownsatthisstageintermsoftheabilityofthereceivinggroundtocaterfortherun-offfromthepolishingfilter.

With the above comments taken on board, we wouldrecommend that the Demesne and Desmond sites would be moresuitablefromafouldrainageperspective.

RoadsandTraffic

The authorsmade a number of attempts in June and Julyof2013toobtaininformationfromLimerickCountyCouncilregional office at Newcastle West regarding the roadsinfrastructure and traffic capacity in the area, throughMr.PadraicVallely.Mr. Vallely reverted to theundersignedon4thSeptember2013by telephone regarding theDemesneand Desmond sites.

Mr. Vallely had no major concerns in terms of the roads infrastructure for either of the two sites. He did note that a traffic impact assessment would be required for anyproposedplanningapplication.Thisistobeexpected.

Othercommentsthatweremade,specificallyintermsoftheDesmond site, are as follows:

1. Footpathalongtheentranceroadistobeextendedtothenewdevelopment.

2. Publiclightingwillberequiredalongtheentranceroad.

3. Theroadsurfacewillneedtobeupgraded.

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None of the above requests by a local council would beconsidered unusual; however the main discussion will be aroundthecostsofsameandwhetherthecouncilwillpayforaproportionoftheupgradetothepublicinfrastructure. A subsequent request wasmade toMr. Padraic Vallely toprovide information in relation to the Killeline Road site.Informationwas received by phone 25thOctober 2013 totheeffectthattherewerenomajorissuesfromaroadsandtraffic perspective, other than having to extend the mainroadtothesite(whichwouldbeexpected)andalsohavingtocarryoutaTrafficImpactAssessmentatplanningstagetojustifythetrafficflowswiththereceivingenvironment.

SummaryofDrainage

Onthebasisofadeficitinthepublicdrainageinfrastructureserving the Killeline Road Site, wewould not recommendthis site as favorable to the development in terms ofinfrastructuresupply.

DiscussionswiththerelevantofficialsinthelocalNewcastleWestofficeofLimerickCountyCouncilhave indicatedthatboth the Demesne and Desmond sites are suitable for redevelopment to facilitate the proposed swimming poolcomplex, both in terms of Drainage and Watermain andRoadsandTrafficinfrastructurecapacity.

SiteEvaluationMethodology

A set of criteria have been established by the team to evaluate the suitability of each site to accommodate developmentandtheirperceivedabilitytosupportawetanddryfacilitytomeetthebriefthathasbeenestablishedinSection04ofthisreport.ConceptuallayoutshavebeeddevelopedfortheeachofthesitesandareincludedinthisreportasAppendixA.

Thekeycharacteristicsconsideredwere:

1. PhysicalCharacteristics

2. Location

3. PlanningandPolicy

4. AccessibilityandTransport

5. Commercial

Amatrixcontainingtheabovehasbeenestablishedandeachsitescoredundertheappropriateheadingbasedupontheinformationobtainedfromsitevisits,desktop investigationandliaisonwiththirdparties.

Weightings have been applied to each score under theappropriate heading in accordance with the relevance/importanceofeachcriteriawithinthecontextof thisbriefinordertoarriveatafinalscorethatisthenconvertedtoapercentagevalue.

30

No. Criteria 1: Desmond 2: Demesne 3: Killeline Road

1 PhysicalCharacteristics

1.1 CapacitytoaccommodateLeisureCentre(tobrief) 8 7 10

1.2 Capacitytoaccommodatefutureexpansion 4 3 10

1.3 Ownership 8 7 1

1.4 FloodRisk 10 10 6

1.5 Otherdevelopmentconstraints 8 9 8

SubTotal: 38 36 35

CategoryWeighting: 10 10 10

Weighted Total: 380 360 350

2 Location

2.1 ProximitytoPopulationCentre 9 8 4

2.2 Proximity to Schools 9 7 6

2.3 Proximitytoservicesabletosupportdevelopment 8 8 6

2.4 ProximitytocomplementarySportandLeisureuses 6 9 7

2.5 Conflictwithotherrelateduses 9 8 3

SubTotal: 41 40 26



3 Planning and Policy

3.1 Accordance with Local Policy 10 9 9

3.2 Communitybenefit 9 8 7

3.3 Adjacent uses 10 10 5

3.4 Impactuponopenspace/parksstrategy 8 8 6

3.5 Impactuponhighwaysnetwork 9 9 8

SubTotal: 46 44 35



31


No. Criteria 1: Desmond 2: Demesne 3: Killeline Road

4 Accessibility and Transport

4.1 Access by Car 9 8 4

4.2 AccessbyFoot/Pedestrian 9 7 6

4.3 Site Access 8 8 6

SubTotal: 41 40 26



5 Commercial

5.1 Site visibility 10 9 9

5.2 SitePreparationandlandcosts 9 8 7

5.3 Availabilityofsitewithintimeframe 10 10 5

SubTotal: 46 44 35



OverallTotalScore(maximumof1240) 967 952 745

Scoreexpressedasapercentage 78 77 60

Overall Ranking 1 2 3

Conclusion

The outcome of the site evaluation process is that theDesmondComplexSite(Site1)offersthegreatestpotentialforthedevelopmentofanewwetanddryleisurecentre.

This arises from a combination of the central accessiblelocationwithin the town, the presence of complementaryuses and suitable infrastructure and the availability of sufficientspacewithinthesitetosupportthedevelopment.

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33

TheDesmondComplexSite

The scoring process determines themost suitable site forthepool tobe thatat theDesmondAbilityComplex. Theadvantagesofthesitecanbesummarisedthus:

• The site iswithin very closeproximity to twoprimaryschools and one secondary school (1000 approx.students in total) which will provide an accessibleresourcetothepupilsforswimminglessonswithouttheneed to travel excessive distances

• AnewEarlyInterventionCentreoperatedbytheWestLimerick Childrens/brothers of Charity has opened tothe north of the site and is accessed via the same route. Thishelpstocreateacriticalmassofactivityonthesiteand thereare synergies toexplore in thecrossoverofuserstobothfacilities.

• Thesite isreadilyaccessibleviathetheWestLimerickRuralBusservices.http://ruralbus.com/

• ThewidedemographicprofileofthosewhoattendtheDesmond complex, TheGael scoil, 232TheCourtenayBoysSchool236,TheDesmondCollege520,ThePublic

Library, The Creche, and the Start Childrens Service Centre,ensuresthatfromtheget-gothiswillprojectwillfulfillmanyoftheplanningtargetsoutlinedonpage58.

• There are existing facilities on the site and it is ofsufficient size that additional complementary outdoorfacilities(i.e.trackandpitches)couldbelocatedwithincloseproximity toallowdualmanagementand createenablingandadditional income for theCentre.)Thereis a geothermal system on that side of the Desmondcomplexwhichwouldhavetobemoved

TheDesmondSite-OptionsforthePoolLocation

ThereareanumberofopportunitiesforlocatinganewpoolontheDesmondComplexsite:

1. OnthesiteofthecurrentDeanO’BrienPooltothesouth

2. TothenorthoftheexistingDesmondComplexannexedtothemainbuilding

3. On lands to thenorthof theComplexadjacent to theEarlyInterventionCentre

25mPoolsizeandsuggestedlocation

Plant Space

Frontofhouse,staff,viewing,changingareas etc.

Dropoffandpickupareatofront

Proposedschematic-PoollocatedonDeanO’BrienSite(scale1:1000)

Constriants to three sides of sitecreateaccessproblemsinbothconstructionandoperationofthefacility


1.Current(DeanO’Brien)PoolSite

Thesiteofthecurrentfacilitywouldseemtoofferthemostobvious location for a new facility as there is already anexistingpool tankand infrastructureandplanningconsenthasbeenpreviouslyobtainedtobuildinthislocationwhichwouldpresentalowerriskinregardtofutureapplications.Asuggestedstrategyisshowninthediagramopposite.Therearehoweveranumberofissuesinregardtothisapproach:

• Difficulty in construction–The site is constrainedandthere is very little space around the footprint for acontractor within during construction. The adjacentuses of the Fire Station and School wouldmean thatthereislittleopportunitytosecurefurtherlandtoopenthesiteup.Thissituationmayhaveissuesforhealthandsafety andwould have an upward influence upon thebuild cost.

• Close proximity to boundary would necessitate an‘inward looking design’ due to views and potentialspread of fire issues (the ‘unprotected area’ of theoutsideofthebuilding)

• Operational issuespost construction–difficult togainaccess formaintenance/deliveries etc. (the plant areaforthepoolwouldalmostcertainlyneedtobelocatedatthebackofthepooltothesouthofthesite).

2. Linked to the Desmond Complex

AnewfacilitylinkedtotheDesmondComplexwoulddeliverbenefits in terms of reduced capital cost and operationalcosts.Thereareissuesassociatedwiththisoptionhowever:

• The existing buildingwould needmodification as partofthedetaileddesigntoensurethatadequatelightingandmeans of escapeweremaintained aswell as theintegrationofthebuildingservices.

• TofullimplementtheplanshowninAppendixAwouldrequirethattheadjacentDepotsitetotheeastwouldbelosttoitscurrentuseinordertofacilitateadditionalparkingandoutdoorsportsfacilities.

3.SitetoNorth

Subject to discussions with the owner of the land north of and adjoining The Desmond Complex theremay be anopportunitytoexpandontothissitewiththeconstruction

of anewLeisureCentre. The site layouton the followingpage illustrates how this might be achieved on a site ofapproximately 1.7 acres. The current pool site would bereconfiguredasparkingaspartofthescheme.Thisapproachhasthefurtheradvantageofbeingpotentiallyaccessedfromthe Industrial Estate off StationRoad. Factors to considerwiththisapproachareasfollows:

• The site is not currently under the control of the client atpresent

• Thecostofprocuringthesitewouldneedtobefactoredintothedevelopmentcost

ConclusionThe preferred approach would depend upon furtherinvestigation and development of the 3 options abovehoweveritisconsideredthatoption3shouldbedevelopedin more detail through further discussions with the siteowner.

1. Existing Pool site converted to parking (add. 80spaces)

2. Boundarywall removedtoopenuppoolsite toDesmondAbilityComplex

3. New Leisure Centre

4. Service Yard

5. 2no.5-a-sidepitches

6. 200mrunningtrackwithpolymericsurface

7. 60m sprint track plus run-off with polymericsurface

8. EarlyInterventionCentre

9. Existing Community Centre - The DesmondComplex

1

2

3

4

5

6

7

8

9

N

Entrance

Service Yard

AccessOutdoorSport

Access

ProposedSiteLayout(CostOption1b)(scale1:1000)

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06ManagementandOperation

ProgrammingConsiderations

Swimming

Given the fact that 60.4%of Irish adults enjoy takingpartinsportandphysicalactivityduringtheirfreetime(MintelReport2002)combinedwiththefactthatnon-participationratesarehighat58%(Slan1999)anewbuildisrecommendedas a major investment in facilities in Newcastle West.Swimmingwillbecateredforunderthefollowingheadingsinthenewpool:

• Casualswimming/use

• Swimmingdevelopmentprogramme,

• Schoolsprogramme

• Clubs

CasualSwimming

“Swimming is an important skill and health exercise formanythousandsofadultsandchildren.”(SportEngland).

The provision of a pool offering casual swimming inNewcastleWestwillaffordallpeopleinthecatchmentareawiththeopportunitytodevelopthisskillandtoengage inhealthfulactivity.Thefacilitywillprovideopportunitiesforall sectorsof thepopulation fromyoungchildren, toolderadults, people with a disability and minority populationgroups. Lane swimming and swimming programmes canoperateatthesametimegiventheincreasedpooltanksize. In addition to swimming other aquatic activities will beprovidedforincludingwaterpolo,canoeclub,aqua-aerobicsand water safety.

Swimmingdevelopmentprogramme

Teaching facilities and staff to provide for all populationgroupsincludingthosewithadisability.

Schoolsprogramme

Facilitate the provision of a comprehensive schoolsprogramme,tocaterfor34schools inthecatchmentarea.Opportunities for casual swimming and classes for schoolgroupswillbeconsideredintheplanningphase.Alongsideprovisions at thepool deck, the village changing structureshould facilitate the management of this programmingopportunity.

Clubs

EnsuredevelopmentofNewcastleWestSwimmingClubandMasters Club.

1. Gymnasium/ Aerobics Area: Gymnasium- providespace and equipment for 40 stations with a mixof cardiovascular equipment (20 x 4m), resistanceequipment (15 x 4m), free-weights (5 x 4m) area andfree-floorareaforflexibilitywork/skipping/kickboxingetc.(2x4m).

2. Examine pay per play usage vis-a-vis membershipstructuresrelevanttousergroups.

3. Allow for disability access to both gymnasium andaerobicsareasandalsotoequipmentandprogrammingopportunitiesinbothareas.

4. Ensuremulti-functionaluseofaerobicsareatofacilitateexerciseclasses,meetings,workshopsetc.

Sauna/Steamroom

1. Saunaandsteamroomfacilitiesare tobeprovidedtoallow for a relaxation and well-being experience foradultsusingthecentre.

2. Contra-indicationswillbeadheredto,staffwillbeawareof these and signage, such as that provided by ILAMIrelandwillbeclearlydisplayedtoindicatesame.

3. Saunaandsteamroomstructuresandoperationsshouldcomplywithguidelinesasoutlined inthe ISRMHealthandFitnessOperatorsGuide

SwimmingProgrammes

Note:Asampleswimdevelopmentprogrammeisdetailedinappendix2.

• LearntoSwimProgramme-cateringfornon-swimmersto advanced, from babies to the elderly. To include both small group lessons and individual one to onelessons (which are increasing in popularity). Also toincludesurvivaland lifesavingaswellasotheraquaticdisciplines, such as introduction to synchronisedswimmingandwaterpolo.Toprovidesomesubsidisedcoursesandplacesaspartoftheconcessionaryscheme.

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• SchoolsLessonProgramme-toincreaseprovisioninthisareatocaterfullyfortherequirementsofthePhysicalEducation curriculum and beyond, including providingcourses for schoolteachers.

• SwimmingClub(s)-tosupportthedevelopmentoflocalswimmingclubs.

• Masters-tosupportthedevelopmentofaMastersClub

• Aquafit-todevelopfitnessthrougharangeofaquaticbasedactivities

• Over50’s - todevelop this area inwaterexercise andswimming programmes. This programme is to includelearnersandimprovers.

• Women - to specifically target women, by providingwomenonlyactivities,withlessonsandexerciseclasses.

• PeoplewithDisabilities-toprovidearangeofintegratedand segregated activities in conjunction with localorganisations.

• Minority aquatic activities: to examine the feasibilityofprovidingforarangeofaquaticactivitiese.g.waterpolo,watersafetyetc.

‘Dry’Programmes

Thegymnasiumcanaccommodatea rangeoffitnessgoalse.g. strength development, local muscular endurancedevelopment and cardiac fitness/health. Individuals orgroupssuchasteamsmaypursuethesehealth/fitnessgoals. Theaerobicareahassignificantpotentialforhostingawiderangeofpursuitsforallagecategories.

Thefollowinglistindicatestherangeofactivitiespossible:

• Children’sgames

• Short mat bowls

• Martialarts

• Aerobics

• Circuittraining

• Yoga

• Drama

• Meetings/trainingseminars

• Dance

• Table tennis

• Childminding

• Children’sparties

Proposed Pricing Policy Asaproposedpublic/communityfacilityitisrecommendedtoensurepricingpolicies thatpermitaccesstoallandwillensurethat,asfaraspossible,everythingisdonetoreducebarriers to participation. The business plan and financialprojectionscontainedinsection7ofthisreportfullyreflectthesepricingpolicies. Whilewerecognisethepotentialbarriertoinvolvementofmarket rates, it isalsovital toensure that the facility runsas a sustainable community resource. Thus, it is intended to tailor programming to funding sources available,whereappropriate,inordertooptimisesocialinclusione.g.targetschool retention funds for after school programmes. Themanagementofthefacilitywillliaisewithagenciessuchas;

• LimerickandClareEducationandTrainingBoard(LCETB)

• HSE

• EnableIreland

• AgeandOpportunity

• Garda Siochana

• LimerickCityandCountyCouncil

• LocalSportsPartnership

• A range of trusts and foundations as the opportunityarises

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The management of the facility will endeavour to tailorprogrammestotheneedsofspecificgroupswhoareunabletoaffordcurrentmarketprices.Arangeofstrategicallianceswillbedevelopedwithagenciessuchasthosecitedabove,whereby funding interventions may be provided to offsetcostsforsomepatrons.

The attention Limerick City and County Council should bebroughttoitsscopeforcontributingtoarangeofinitiativesundersections66,67and109oftheLocalGovernmentAct(2001). EstimatedAttendance

Attendance levels are based on a catchment populationof 18,994patrons.Using theMintel (2002) reporton Irishlifestyles the estimated demand for the swimming pool is14%usageonceaweek,whiletheestimatedgymusageis16%onceaweek.51weeksayearistheexpectedavailabilityof the facility. The majority of users in the gym and fitness classes areanticipatedtobeadultsTherefore,toestimatelikelyuse,thefigures below are taken as aminimumpotential for theseactivities.Thisfigurehasbeenreducedmoreconservativelytoallowformorecareful forecastingespecially intermsofpotentialincomeandstaffinglevels(therewillalsobesomeusers from outside this immediate catchment area). Anyincrease in usage and subsequent staffing requirementswouldbebalancedbyadditionalincome. It should be also noted that these attendance projectionsallowacomprehensiveswimmingdevelopmentprogramme,whichreduces thenumberofbatherspersquaremetre incomparisontocasualswimming. Theprojectionsforswimmingattendancearemadeonthebasisofprojectedschoolsswimming,thefacilitiesplanningmodeland the fact that swimming trendshavegone fromapproximately2:1ratiotoa1:1attendanceratioforchildrentoadults.,butthisofcourseexcludesschoolswimming(allchildren)andlessons(approximately2:1ratio).

CalculationofAttendance

1. TheSwimProgrammefiguresinclude‘LearntoSwim’andotheraquaticactivities.

CasualSwims33hoursx30peoplex51weeks=50,490

Target groups7hoursx16peoplex51weeks=5,712

Masters2hoursx20peoplex51weeks=2,040

Learning to swim12hoursx25peoplex51weeks=15,300

Schoolattendance23hoursx50pupilsx35weeks=40,250

Clubs(swim/lifesaving)8hoursx27peoplex51weeks=11,016

Water polo4hoursx20peoplex51weeks=4,080

Totalswimattendances=128,888

It will be possible to accommodate more than oneprogrammeatmanytimese.g.parentandtoddlerandlaneswimming.

2. DryProgramme(toincludeusageofgymandaerobicarea)

Gym17stations/usersx94hoursx51weeks=81,498

Schools13hoursx20childrenx30weeks=7,800

General public20hoursx20usersx51weeks=20,400

Targetpopulations30hoursx10usersx50weeks=15,000

Parties7hoursx10usersx45weeks=3,150

Clubs/meetings24hoursx15usersx50weeks=18,000

Totalattendances=145,848

3. HealthSuite

15plusatpeak.Assume20hourspeakuse=300by51weeks=15,300minimumattendances.

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ManagementOptions

Thereareavarietyofmanagementstructuresonecanuseforaswimmingpool/complex/sportandrecreationfacility,dependingonthesocialandfinancialoutcomesoneseeks.In addition theoverall developmentoptionpursuedmightfavouroneorotherofthefollowingmanagementoption.

DirectManagement/CommitteeManagement

Theowner,inthiscasepotentiallytheDesmondCentreand/orLocalAuthoritypartnership,employsafacilitymanager.The owner is responsible for all aspects of the facility'soperationincludingoperatingpolicies,financialperformanceand asset maintenance.

Insomecases,amanagementcommitteemaybeestablishedtohelpwithpolicydevelopmentandtoensurecommunityinvolvement in management decisions. The managementcommitteemaybeformedintoeitheranotforprofittrustor limitedcompany toavailofgrantopportunitiesand taxexemptions. This could be the existingCompanyor a newone. Themanagementcommitteeforapool inNewcastleWestcouldincluderepresentitivesfromneighbouringlocalparishessuchasMonagea,DromcollogherandBroadfordtohelppromoteasenseofWestLimerickbasedownershipofthe new facility.

Irish Examples:

• DublinCityCouncil facilitiesarerununder thismodel,exceptforonewhichisunderaseparatenotforprofitCompany.

• Courtown Adventure & Leisure Centre used to contract outtotwodifferentmanagementCompaniesbutsince2013 now run directly.

• West Limerick Community Workshop, run by theBrothersofCharity.

Contract Management

Theowner contracts themanagementof the centre toanindividual manager, a community-based organisation or afacilitymanagementcompany.

Responsibilitiesoftheownerandcontractoraresetout ina formal contract for a fixedperiod of time. The owner is

usuallyresponsibleformajorbuildingmaintenanceandanyloanrepayments.

The contractor negotiates an operating budget and isresponsible forfinancial performance in return for greaterfreedominoperatingpolicies.

FacilitiesmanagementinPPPisusuallydividedintohardandsoftservices.Thehardservicesarethosesuchasrepairsandmaintenance which are directly connected to the asset, its availabilityandthereforetothepaymentmechanism.

TheseservicesarealwaysanintegralpartofthePPPprojectandwillbecarriedoutbytheprivatecontractor.Softservicesaresupportservicessuchascleaning,groundsmaintenance,receptionandcatering,whicharenotdirectlyconnectedtotheavailabilityoftheasset.Thereisscopefortheseservicestoberetainedbypublicsectorin-houseservices.

Irish Examples:

• CountyMeath: TheNavan swimmingpool and leisurecomplexisrunasapublic-privatepartnershipbetweenMeath County Council and Leisurelink. Leisurelink inturnhavecontractedthemanagementofthisfacilitytoAura.LotsofothersimilarexamplesaroundtheCountry

Lease Management

Aformalleasedetailingtherightsandresponsibilitiesoftheowner (leasor) and the operator (lessee) is adopted. Thelesseehasfullpropertyrightsandisresponsibleforfinancialperformance,assetmaintenanceandoperationalpolicies.

Theleasorreceivesanagreedrentalincome(orapercentageofthenetprofitsurplus)buthasnodirectcontroloverday-to-daymanagement.The lease isusuallysetforamediumtolongterm.

Examples:

• ThisisanincreasingformofmanagementintheUKandisnotascommoninIrelandatpresent.Leasestendtobe of a 7-20 year duration depending on the level ofinvestment.

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Joint Management

In the case of jointly developed facilities a workablemanagement agreement should be prepared before thefacilityisbuilt.Jointmanagementagreementsshoulddetailfunding,cost-sharing,legalandaccessarrangements,sothatresponsibilitiesandusagerightsareclear.

Irish Examples:

• TraleeRegionalSportsandLeisureCentre

Local Authority Designated Company

In this case the facility is owned by the local authority and operated by a company set up by the local authorityoperatingunderaspecifiedtradingname.

Points to Consider Notes

DirectManagement/Committeemanagement

• Thefacilityownerhascompletecontrolovercentreoperations.

• Mostsuitableoptionifthereisaneedtoprovidesocialservices/programsthatmayneedfinancialsupport.

• Recreation administrators and programme staff often work eveningsand weekends. Overtime and penalty rates set by awards can result inhigherstaffingcosts.Theseincreasesmaybeavoidablewherealternativemanagementstructuresareused.

• Whereonlyafewstaffareemployedatthefacility,theownermayneedtoprovideadministrativesupportforthecentremanager(banking,financialreports,assistancewithtakingbookingsandkeycollection,secretarialandmailservices).

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The directors of the company are generally made up ofrepresentatives of the local authority together with otherinterestgroups in thearea suchas,VEC,HigherEducationInstitutions etc. Chairmanship of such a company wouldremain within the control of the local authority.

Irish Examples:

• LeisureworldBishopstown.

• LongfordLeisure.

• South Dublin Leisure Services manage a number ofCentres on behalf of South Dublin County Council including, Clondalkin Leisure Centre, Lucan Sportsand Leisure Centre, CountyDublinOutdoor EducationCentre.

• AskeatonPool&LeisureCentre

Contract Management • Theownerhaslessadministrativeresponsibility.

• Management‘freedup’tooperateindependentlyoftheownerorganisation.Thismaypresentopportunitiestoimproveoperationalefficiencyandadoptamorecommercialapproach.

• The contract can be structured so as to increase the reliability of the centre’s operating budget. Where financial performance falls short ofbudget projections the contractorwouldnormally be liable for the loss.Whereanoperationalsurplus isrealised,thecontractornormallyretainstheexcess,oritmaybereservedforcapitalpurchasesorimprovements.

• Financial incentives are often built into the contract to encourage theoperatortosucceed.

• Ownerhasminimalcontroloverday-to-dayoperations.

• Potentialforreducedsocialbenefit-contractormayonlyofferprofitableprograms and competitions and may disregard the social needs of thebroader community.

• Facilityownerisusuallyrequiredtopayamanagementfeetothecontractor

Lease Management • Theownerhasnoday-to-dayadministrativeresponsibility.

• Theownerhasminimalfinancialrisk.

• Lesseemay invest funds in the facility if they have sufficient tenure togenerateanacceptablereturnontheirinvestment.

• Difficulttoleaseacentrethatprojectsanoperatingdeficit.

• Thedegreeofcontrolthatthefacilityownerhasovercentreoperationsislimitedbythewaytheleaseagreementisstructured.

• Broadercommunitybenefitssoughtbythefacilityownermustbespecifiedintheleaseagreement.

• TheLesseeretainsoperationalprofits.

• Difficultforeitherpartytowithdrawfromorchangethetermsoftheleasewithouttheconsentofbothparties.

• Operatingcostsareshared.

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Joint Management • Lessduplicationandmaximumuseofcommunityfacilitiesandservices.

• Wheretwoormoreserviceprovidersarelocatedonthesamesiteitcancreateacommunityhub-afocalpointforcommunityactivity.

• Increasedcommunityownershipoffacilities.

• Accesstoabroaderrangeofservicesandexpertise.

• Increasedusagelevelshavebeenlinkedtoreducedlevelsofvandalism.

• Eachpartymustconsidertheusageneedsoftheotherandbepreparedtoshareaccessandfacilities.

• Administrationsystemsmaybemorecomplex.

Local Authority Designated Company • LocalAuthorityhascompletecontroloverbuildingdesign.

• Thefacilityisundercontroloflocalauthoritybutnotofday-to-dayconcern.

• Not restrained by local authority bureaucracy.

• Perhapsprovidesanopportunity toaccess funding sources inabroaderrangecontext.

Recommendation

Baseduponthe informationgainedtodateandtakigntheabove factors into consideration, The DirectManagementmodelisrecommendedfortheNewcastleWestDevelopment,butthiswilldependonthefinalfundingmodel.

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Management

The management committee should be responsible fordevising the mission statement for the facility, eitherbeforetheemploymentofafulltimefacilitymanager,orinconjunctionwiththenewmanager.Thisisformedbyposingthefollowingquestions:

• Thepurposeofthecentre-Whatisourbusiness?

• Whyitexists-Whatisourunderlyingphilosophy?

• What it has to offer - What services/products do weprovide?

• Whowilluseit?-Whoisourtargetgroup?

Themission statement should reflect a community sharedvision, which will in turn create unity and commitment withintheorganisation,andwillalsoassistinthegenerationofapositiveimagewithinthecommunity.

Example:

“To provide constructive, integrated programmes which promote the benefits of an active lifestyle for all members of the community, by increasing opportunities for their participation in sport and recreation.”

Leisure Facility Manager

Duty Manager

Duty Manager

Leisure Assistant

Leisure Assistant

Leisure Assistant

Leisure Assistant

Leisure Assistant

Leisure Assistant

ReceptionistReceptionist

Casual Instructors

(Swimming)

Casual Instructors (Exercise

Leadership)

Cleaning Person (p/t)

Organogramofpotentialmanagementstructure

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Facility Manager

“Good management is the single most important component of any leisure Facility. Excellent facilities will never achieve their optimum with poor Management.

Yet, dynamic, creative management can turn a poorly planned and poorly designed facility into something close to a great success”. (Marriot,1986)

It is important that the above quotation is consideredwhen recruiting and selecting staff. Staff is the mostvaluable resourcewithin the delivery of sport, leisure andrecreationservices.Awell-plannedrecruitmentprocesswillbeundertaken,fortwomainreasons.Firstly,oneneedstoestablish the most appropriate match between individualand job specification, and secondly, one needs to ensurethat interviewees see Newcastle West Leisure Centre as adesirableplace towork.Aprofessionalandbusiness-likeapproach to the recruitment and interview process willprovide added confidence in the management committeeand the facility.

In order to attract a manager with both academicqualifications and leisure industry experience, the salarywillbecommensuratewiththe levelof responsibility. (SeeFinancial Section5) Themoremulti-skilled themanager isthebetterforthefacility.Ideallyonewilllookforamixofthefollowingskills:

• Practicalability/qualificationsinexerciseleadership(forclasses,circuits,exerciseprogramming,poolplant)

• Experience of: writing operating procedures, staffplanning,health&safety,

• Maintenance requirements, customer careprogramming, client retention strategies, qualitycontrol,reportwritingandperformancemonitoring.

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Position Qualification Duties

GeneralManager • Degree/Diploma in Health & LeisureManagement, ILAM Ireland Cert inLeisure Facilities Management orequivalent;with5years’experienceinafacilitymanagementcapacity

• Poolplantcertificate;

• First aid

Overall responsibility for the Facility: staffrecruitment & selection, training, motivating,leading & performance appraising; planning& programming; effective communicatingwith community groups; marketing; budgetarycontrol;health&safetyadherence;performancemonitoring;legislativecompliance.

AssistantManager(2) • Diploma/Certificate in Health & LeisureManagement or ILAM Ireland Cert inSupervisoryManagement, or equivalentwith3years’experienceinasupervisoryrole.

• Poolplantoperator’scertificate;

• Exerciseleadershipqualification;

• Poollifeguardqualifications;

• SwimmingTeacher’squalification;

• First aid

Facility operational duties, and sportsdevelopment:- swimdevelopment&programmemanagement;gym/aerobicsareadevelopment&programmemanagement.

Responsibilitiesalsoinclude:

Staffrotas&shiftsupervision;staffteambriefings;effectivecustomercare;performancemonitoring;health&safetyadherence;marketing.

Receptionists(2) • ComputerSkills(ECDLmin.)

• Good administrative & organisationalskills

• Customer care capabilities, friendlymanner

Client communication; Bookings; Data inputting;Queries;Complaints;Cashhandling&balancing;Product sales

Fitness Instructors/Life-guards(LeisureAssistants)(6)

• Exerciseleadershipqualification

• First aid

• GPreferralexperienceortraining;

• Life-guarding& swim teaching: IWSAorRLSSpoollifeguardqualification

• SwimIreland’sTeacher’scertificate

• Poolplantoperator’scertificate

Gym supervision:- fitness assessment,programming, monitoring, motivating, memberadherence; client card updating & indexing;receptionmanagement;hygiene&cleanliness;

Aerobics instructing:- high/low impact,contemporarytrendclasses;allpopulations.

Life-guarding&swimteaching:-pool supervision; swim classes all levels; poolwater testing; pool plant room operations; poolhygiene&cleanliness

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Position Qualification Duties

CleaningStaff(p/t)(1) Facility hygiene& cleanliness; hovering, dusting,polishing.

CasualStaff:ReceptionistI n s t r u c t o r s (swimming, aerobics,personal trainers,aqua aerobics, yoga,kick boxing, stressmanagement; tai chietc.)

• Firstaid,andspecialistareaqualification Delivery of classes as demand dictates

PhasingofStaff

Priortothere-openingofthefacilitythefollowingstaffwillbeengagedtooverseetheequippingofthefacility,andthere-launchmarketing:

• GeneralManager: 4months

• 2AssistantManagers: 2months

• 2Receptionists: 1week

• 6LeisureAssistants: 1week

Hours of Opening

Mon Tues Wed Thurs Fri Sat Sun Total

8-10 8-10 8-10 8-10 8-10 9-9 9-9

Total 14 14 14 14 14 12 12 94 hours

Facility opening hours and totals on a weekly basis

Overa7-dayperiod the centrewill be inoperation for96hours.

Considerationwillalwaysbegiventotheminimumnumberof staff required to adequately and safely supervise theworkingsofthefacilityatanyonetime.Theopeningtimesmaybere-assessed,toensurethatstaffcosts are not greater than revenue generated by stayingopenatnonprofitableperiodsoftheday/night.

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SampleLeisureAssistantShiftSchedule

Early 7.30 am to 3.30pmLate 2.30 pm to 10.30

Staff Mon Tues Wed Thurs Fri Sat Sun

A Off Off Late Late Early Early Late

B Late Late Early Early Off Off Late

C Early Early Off Off Late Late Early

2membersof staffwillwork shiftAoneweek, shiftB thenextandshiftCtheweekafterinrotation,thushavingoneweekendoffinthree.Thissystemcanalsobemanipulatedtocaterforspecialstaffrequestsfortimeoff,ifdesired.

StaffTrainingandDevelopmentPlanning

Trainingofstaffisimperativetothesuccessfuloperationofthefacility,andtoensurethatallstaffmembersarekeptuptodateincontemporaryleisuretrendsandtechniques.Theprofessionalismofthestaffandtheirevidentexpertisewillbecrucialtothedeliveryofaqualityservicetocustomers.Inordertoestablishapositive‘learningenvironment’withinthefacility,astafftrainingplanwillbedeveloped.

Allstaffwillreceivefullfacilityinductionfromthemanager,to include health and safety; remuneration arrangements;employment contractual agreements; disciplinaryprocedures; grievance procedures; normal operations;emergencyoperations;andperformanceevaluation.

A staff training needs analysis will be carried out and atraininganddevelopmentplanagreedannuallyforeachstaffmember. Trainingmay encompass the following: manualhandling, health& safetymanagement, first aid, coachingcourses,customercare,sportsleaderaward,summercamporganisation,ethicsinchildren’ssport,specificclientgroupexerciseprogramminge.g.olderadults,physicallydisabled,children, and women.

Allstafftrainingwillbedocumentedforeachstaffmember,bythemanager,aswillallperformanceevaluationmeetings.Such details will bemaintained on personnel files. This isconducivetoaworkenvironmentwhichwillnotbeafflictedbyhighstaffturnover,andthuswhichinthelongtermwillsafeonrecruitmentandselectioncosts,andtimedevotedtotheinductionofnewstaff.

Asumof€20,000hasbeensetasideasatrainingfundforstaffdevelopment.

HealthandSafety

Thefacility,accessandegressroutes,andparkingfacilitieswillallcomplywithlegislationassetdownbytheSafety,Health&WelfareatWorkAct,1989,togetherwithRegulations1993and 1995. That is to say that appropriate safety signage,rulesandconditionsofuse,andasafetystatementwillallbedisplayedtotheusersofthefacility.Personalprotectiveequipment, as required,will be inplace for thoseworkersthatitappliesto.

The facilitywill alsocomply fullywith theBuildingControlAct 1990 and its regulations in that theneedsof disabledusers are fully furnished.

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OperationalRulesandProcedures

The facility will develop an operating policy in relationto ensuring that the facility conducts its activities in astandardisedmanner.Thepolicywillconsiderthefollowing:

Fairandequitableaccessforallpersonswishingtousethefacility, irrespective of race, gender, religion, sex, maritalstatus, disability, socio economic background, occupation,memberoftravellingcommunityandage.

• Thebookingprocedureswillbeconducted inanopenand fully accountable manner.

• Allindividualsusingthefacilitywillbetreatedwiththerespect all paying customers deserve, regardless ofwhether paying peak or off peak rates, or whether astudent or member of the community.

• Respectforthefacilityisaconditionofusage,andthosefound to be guilty of damage,malicious or otherwisewill be issuedwith awarning, whichwill be followedbyexpulsionfromthefacility,shouldasecondincidentoccur.

• Individualsassociatedwith the facility (staff)will treatandexpecttobetreatedbyalluserswithrespect,andwill have authority on use, time keeping etc. of theprogrammingsessions.

A facility normal operating procedure document (NOP)will be furnished for all areas of the facility, which will also includeproceduresinregardtoemergencies,

Client Care Policy

Theoperationofthefacilitywillfollowadesignatedoperatingpolicywhichwillputusersofthefacilityatthecentreoftheprocess,theaimbeingtofacilitateclient/groupsatalltimes.

Theobjectiveof the client careoperatingpolicywill be tonotonlymeettheexpectationsoftheclientgroups,buttoexceedtheirexpectations.Thiswillcommencewithensuringthatthefirstpointofcontact isapositiveandprofessionalone, which will be established through courteous andefficientstafftelephoneskills.Thebookingsystemwilltakethe individual user/group considerations into account andwillensuretheprocessisasclientfriendlyaspossible,beingconductedatalltimeswithaconfidentandefficientmanner.

Customer satisfaction will be assessed periodically by useof critical incident assessment (qualitative assessment)and dissemination of questionnaires (for quantitativeassessment).

Afastandefficientsystemwillbe inplacefordealingwithcustomercomplaints.

Quality Assurance

Total quality management (TQM) will be to the forefrontofNewcastleWest Leisure Facility‘s operations, essentially‘meetingtheagreedrequirementsofthecustomernowandinthefuture’.

Operating systems will be constantly under supervision,andanychanges required toensuregreaterefficiencyandeffectivenesswillbeimplemented.Feedbackwillbesoughtfromtheclientusergroupsandstaff,astohowoperationalsystemsmeet their needs or not, and suggestions will betakenonboard,asappropriate.

The facility will be entered for external quality assuranceassessmentschemes,suchastheILAMWhiteFlagandtheFASExcellencethroughPeopleAward.

MarketingStrategy

MarketingObjectives:

• To create an awareness of the facility throughout thelocal community and its environs.

• To publicise and promote the facility as being of thehighestquality,easilyaccessible,andofvalueformoney.

• Toensurethattheclientusergroups,determinedfromthe research undertaken are effectively targeted, toensuremaximumusageofthefacility.

• Topromotethespecificactivityprogrammes(swimmingdevelopment,health&fitness)

• Topromotethefacilitytoallsectorsofthecommunity,encouraginganall-inclusiveaspecttothefacility’susage.

• Topromotethefacilitysothatitisattractivetosectorsofthecommunitynothighlyrepresentedinteamsports,ie.Females,thosewithphysical/mentaldisabilities,andolder adults.

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• To work towards the development of “the LoyaltyLadder” (Murray Raphel), which involves selectingthe ‘suspects’, creating ‘prospects’, converting into‘customers’,growinginto‘client’s,andfinallybecoming‘advocates’,whowill,onbecoming loyalusers,marketand sell the facility to their friends.

MarketSegmentation

“The fact that a substantial number of potential customers have a basic need or want in common does not mean that they are all the same and can be treated in the same way”.

(Kotler,1997)

In this context thegroupsofpotentialusersof this facilityhavebeenidentifiedandaprofilecreatedoftheirneeds,inorderthatthefacilitymaybemarketedsuccessfullytothem,andthat theserviceprovidedwill reach,or indeedexceedtheirexpectations.

Thebasisforsegmentation,followingtheresearchanalysis,focusedondemographic,life-styleandusagefactors.

Target Markets

Schools

Withinthetownthereare5primaryschools(MonogayNS,Scoil Iosaf (St Joseph’s Convent), Scoil O Curain B, SN CillLachtain,andGaelscoilODoghair),and2secondaryschools(ScoilMhuire&IdeandDesmondCollege)withinNewcastleWest.LookingwithinthecatchmentareaKFLShasidentifieda totalof29PrimarySchoolswith3,267pupilsand5postprimaryschoolswith2,646pupils.

Schools are one of the main target users groups of theNewcastleWest pool, expected to be utilising 34% of theopeninghoursofthepoolduringtheschoolyear.

ThepreviouscurricularchangesinPEforbothprimaryandsecondary schools involves theprovisionofmoretime forphysicaleducation,particularlyinthehealthrelatedfitnessareas.TheNewcastleWestcentrewillcaterexceptionallyforthischangeandgrowthinschooldemand.

SportsClubs

Fromtheconsultationscarriedoutthereisademandfromallthesportsclubs.

Forwintertraininganindoorleisuresuitewillbeattractivetothese club members.

Pre-launchMarketing

Theabovemarketsegmentswillbespecificallytargetduringthepre-launchmarketingofthefacility.Theschoolgroupsinparticularwillbetargeted,andsignedupfortheirrequiredusage,fortheschoolyear.

An intensive marketing campaign will be ongoing over a4-weekperiod,whereby local radio advertising, local printmediawill carry features on the re-launched facility. Thiswill be augmented by the dissemination of promotionalmaterials, brochures, application forms, flyers into theprivate homes of all within the catchment areas. Localclubsand industrywill alsobepersonally approached, theintention being to pre-sell sessions/memberships prior totheopeningofthefacility.

Anongoingmarketingcampaignwillbeexercisedtoensuremaximumdisseminationofinformationonthenewfacility.Amarketingbudgetof€30kperannumisforecast.

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07 Financial

Capital costs

A capital cost analysis has been carried out for theimplementationofthebriefofaccommodationdescribedinSection4forallthreeofthesites.Ineachcasethequantumof accommodation to be provided varies depending uponthatwhichisalreadyprovidedonthesiteandreused.

Asthedesignforthefacilityhasnotyetbeenfullydeveloped,thefeasibilitybudgetswerepreparedbasedonfloorareasas

Area/m2 Area/sq.ft Rate/m2 (€) Rate/sq.ft(€) Total(€)

Option1-DesmondComplex:Extensiontomainbuilding

BuildingWorks-ShellandCore 1,593 17,147 1,345.50 125.00 2,143,382

BuildingWorks-FitOut 1,593 17,147 1,259.39 117.00 2,006,205

ExternalWorks 1,593 17,147 247.57 23.00 394,382

DesignDevelopmentAllowance 1,593 17,147 142.62 13.25 227,198

TotalOption1(excl.VAT) 1,593 17,147 2,995.08 278.25 4,771,167

Option1a-DesmondComplex:Refurbishmentofexistingpool


(Allowanceforpooltankretention) (-55,000)


ExternalWorks 1,780 19,160 247.57 23.00 440,678


TotalOption1a(excl.VAT) 1,780 19,160 2,941.26 278.25 5,180,443

Option1b-DesmondComplex:NewBuildStandaloneFacility



ExternalWorks 1,780 19,160 247.57 23.00 440,678


TotalOption1b(excl.VAT) 1,780 19,160 2,938.57 273.00 5,230,658

presentedelsewherewithinthisreportandthenbyapplyingconstructioncostmarketratesperm2forthevarioussectionsofwork.

Allowanceshavebeenmade intermsofreductionoffloorareas where the brief is for the extension of an existingfacility and therefore where certain elements of the brief wouldnotbe requiredas theywouldduplicate thatwhichis already built.

Thesecostsarepresentedbelow:

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Notes and Exclusions from Cost Report

• Thisfeasibilitybudgethasbeenpreparedusingin-houseandhistoricaldataand isbasedondesign informationwhichmayvaryduringthedevelopmentofthedesignbrief.

• This feasibilitybudget isbasedonprices rulingon1stSeptember 2013 and does not take into account aprovisionforinflationfromthatdate.

• Land purchase costs and associated charges have notbeenincludedinthisfeasibilitybudget.

• Professional consultants fees have not been included in thisfeasibilitybudget.

• Value Added Tax normally recoverable by registeredcompaniesisnotincludedinthisfeasibilitybudget.

• Statutoryleviesandchargessuchasconnectioncharges,local authority levies, capital contributions, planningand fire certificate charges have not been included inthisfeasibilitybudget.

• This feasibility budget allows for mechanical andelectrical budgets prepared by O'Byrne Jenkins in

advanceofinformationfromtheservicesengineer.

• The structure for this building has been assumed inadvanceofanyinformationfromastructuralengineer.

• Wehaveassumedthatnomajordiversionsofexistingservices are required for carrying out the works, thisinformationisunknownatthisstage.

• No allowance for the treatment and / or disposal ofcontaminated material is allowed for in this feasibility budget.

• No allowance for Archaeological investigation or theimpactofthesameontheproposedworks.

• Normal ground conditionshavebeenassumedon theproposedworks.

• Worksoutsidethesiteandinthepublicroadhavenotbeen included and we have assumed that no major diversionsofexistingservicesarerequiredforcarryingouttheworks;thisinformationisunknownatthisstage.

• Loose Fittings and Gym equipment have not beenincludedinthisfeasibilitybudget.

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Option2-DemesneSite:Extensiontoexistingbuilding



BuildingWorks-Workstoexistinggym 175 1,884 538.20 50.00 94,185

ExternalWorks 1,688 18,170 247.57 23.00 417,902



Option3-KillelineRoad:NewBuildStandaloneFacility



ExternalWorks 1,780 19,160 247.57 23.00 440,678




OperationalCosts

ThissectionsetsouttheforecastrevenuecostsarisingfromtheproposedNewcastleWestSwimmingPool.Therevenuecostscoverboththeexpectedyearonyearcostsoncethecentreisfullyoperationalplusthecashflowovertheinitialyearsafteropening.Itisenvisagedthatthecentrewillreachits full operational potential after three years. This allowstimeforthecustomerbasetobebuiltup,togetherwiththeintroductionofthesinkingfundtocoverthemaintenanceofthe structure of the new centre.

BasisofProjections

Inproducingtheestimatedrevenuecostsandincomearisingfrom the new centre, all costs have been based on current rates.Thisreflectscurrentratesofpay.Noaccounthasbeentakenofanyinflationaryincreasesthatmayoccurbetweenthe date of the grant and the actual opening of the newcentre.Itisanticipatedthatanysuchincreaseswillhavenosignificanteffectontheprojectednetrunningcosts.

StaffingCosts

Theproposedstaffingstructureofthenewcentreiscoveredat some length in the previous Section. This structure hasbeencostedatexistingmarketratesofpayandallowingforemploymenton costs. Theproposedprogrammes coveredelsewhereinthebusinessplanhavebeenusedtoquantifytheexpectedlevelsofcasualemployeesrequiredwithinthecentre.

Provisionhasbeenmadeforanannualsumforstafftraining.Thetotalcostforecastis€350,000andisbrokendownassetout below.

Staff Costs Cost (€000)

Centremanagementstaff 80,000

Operationalstaff 180,000

Casualstaff 70,000

Stafftraining(2%oft/o) 20,000

Total: 350,000

ProjectedStaffCosts

Premises Costs

All premises costs have been forecast on the basis of thescaleofthefacilitieswithinthenewcentreandcomparativeinformationprovided.Thisincludestheexistingforecastandactualcostsincurredatothersimilarcentres,andspecialistadviceonutilitycosts.

Utilitycostshavebeenforecastfromtheanticipatedusageof the centre, estimated annual consumption, and theplant and systems to be installed within the new centre.Usewillbemadeofenergyefficientmeasurestominimiseconsumptionwhilstensuringthatthecentreismaintainedataconstanttemperature,usingSEAIbestpracticeguidelinesandexploringpotentialSEAIgrants

Provision has also been made for the use of external agencies for both general cleaning and mechanical andelectricalmaintenance. In general terms, overall provisionfor maintenance of the building has been based onapproximately 1% of the projected capital value plus anaddition for feestocovermanagementandadministrationofthemaintenanceprogramme.Itisproposed,thatcontractforthepurchaseandinstallationofmajorplantwillallowforbothonsitemaintenanceandlongtermreplacement.Someof the revenue costs include provision for replacement aswellaswearandtearworks.

Thecontractorwouldmeetmaintenancecoststhroughthemanagementcontract.Thesemaintenancecostshavebeenincludedwithin the revenueprojections for the centre forthepurposesofthebusinessplan.Thetotalcostforecastis€345,000andisbrokendownassetoutbelow.

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Cost Item Cost (€)

Cleaningcosts 20,000

Maintenance costs 30,000

Utility/poolChemicalcosts 80,000

Cleaningmaterials,refusecollection 5,000

Businessrates/water 50,000

Insurance 50,000

Phone/refuse/adminetc 30,000

Misc.supplies/expenses 10,000

Finance/Locker,Fitness,otherequipleasecosts 70,000

Total: 345,000

These,again,havedrawnoncomparativedata fromothercentres.

Marketing; The projected annual spend on marketing is€30K.Avarietyofpromotionalandmarketingactivitieswillbecarriedoutthroughthisbudget

IncomeProjections

The potential customer base and forecast usage of thenew centre has been considered in detail elsewhere. These projectionsofusagehavebeenusedtoquantifytheexpectedlevels of income that the new centre should generate foreachofthemainfacilities.

No account has been taken of any potential increases incharges.Itisexpectedthatthesewillincreasefromcurrentlevelsuptothetimewhenthenewcentrewouldopen,butto be consistent with the cost projections, such increaseshavebeen ignored. TheCouncil’s policies on chargeshavebeenaddressedearlierinthebusinessplan.

Basedonthe forecastusageof thecentreandthecurrentscheduleofprices,theoveralllevelofincomeexpectedoncethenewcentreisfullyoperationalis€931,700.Thisisbrokendownover themainareasofactivity in table5C, togetherwithafive-yearprofileinappendix3.

Projected Premises Costs

Activity Area Income (€)

CasualSwimming 292,500

SwimmingProgramme 120,000

Schools/Clubs 95,200

Fitness/gym 396,000

Health Suite 37,500

Vending/Lockers 47,250

Total: 988,450

Forecasted Income

The forecast income levels are regarded as realistic andachievable,bothfromthepotentialusageofthecentreandpredictedlevelsofactualusage,butalsofromcurrentlevelsof income generated from other similar Swimming Pools.The marketing budget and collection of information fromcustomers will be used to ensure that these income levels aremaintainedinthelongerterm.

IncomeProjections

Basedontheprojectedcostsandincomediscussedabove,is as below:

Item Cost (€)

Projected costs 292,500

SinkingFundcontribution 120,000

Less Projected income 95,200

NetProfit: 163,450Profit/Surplus

Note: Thiswill bebyYear 3, profit levels in years 1 and2willbeconsiderablylessandwillbeoffsetbystart-upcosts(includingpre-launchstaffing),whichwillnegateanyprofit inyears1and2-tomakeupdeficitandstart-upcostsinYear1,nosinkingfundput in Year 1 andwill bemadeup fromYear 3 profits/ surplusonwards.Allsurpluseswillgobackintocontinuallyupdatingandimproving the Facility

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SinkingFund

Thenewcentrewillincorporateawiderangeofequipmentandplant. Toensure thatusageof the centre reaches theexpectedlevels,thecentrewillcontinuallyseektoenhancethe facilities provided, and to provide a comfortable andpleasant environment for customers. To avoid loadingsignificantcostsontotheoperationalsideofthecentre,weproposetoestablishasinkingfund.

The initial contributions will be relatively small and willincrease over a period of time to ensure that sufficientprovisionisavailabletocarryoutreplacementandupgradesattheappropriatetime

Thefacilitiesthatarelikelytorequireshort-termreplacementandupgradingaregenerallyitemsofequipment,especiallythosewithinthefitness/gymandhealthsuites.Majorplantitemswillnotrequireanymajorinvestmentforanumberofyears. It isgenerallyexpectedthattheequipmentinstalledwithin thefitness roomandgymand thehealth suitewilllastbetween3to5years,allowingforbothwearandtearandchangesincustomerneeds.Theactualstructureofthebuilding(roof,walls,etc.)andthemajoritemsofplant,suchaswaterfiltrationandventilatingequipment,isexpectedtolast foraminimum18to25yearsbeforeanymajorworkswill be necessary.

The contract for the supply and installation of the majorplantwillprovideformaintenanceandreplacementbythesupplier. This will certainly reduce the cost to be coveredfromanylong-terminvestment.

Itisproposedtoestablishasinkingfundthatwillbeusedtofinancethereplacementandupgradeofequipmentwithinthecentre,basedonananalysisoftheprojectedcapitalcost,andusingthestatedlifeexpectancies.

Usingtheabovecapitalvaluesandlifeexpectancy,proposesto create an annual sinking fund of around €100,000 toprovide for replacement. This fund will be kept underreview to ensure that adequate provision exists to fundall replacement and upgrade works within the centre. Inaddition,separateprovisionhasbeenmadeelsewherewithintherevenuebudgettocovermaintenanceofthecentre,forexampleminor repairs, redecorations, lockermaintenance,andtherenewalofsportsandrecreationequipment.

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Anymajorworkswillrequireseparatefundingsources.Thepotentialcostofcarryingoutmajorworkshasbeenassessedfromtheprojectedcapitalcost.Giventhatthecentrewouldbeexpectedtohavealifeof18to25years(majoritemssuchastheroofstructurehavealifeexpectancyof60yearswiththeroofitselfalifeof40yearswitha20yearguarantee;eventhewindowsanddoorsaredesignedwithakeyperformancerequirementof25years-),itisnotproposedtoestablishaseparatefundtocoversuchcostsatthisstage.

Activity

Proposed Charges New facility (€)

Conces-sion (€)

Adult Swim 6.50 2.50

Child Swim 3.50 1.50

WaterInflatablessession 4.00 2.00

25MtrPool-Commercial 200.00 N/a

25metrepool-perhourSchools 150.00 N/a

25metrepool-perhourClubs 80.00 N/a

Fitness Class 80.00 N/a

Gym session 7.00 2.50

GymInduction 15.00 6.50

Health Suite 5.00 N/a

Fitnessprogramme&minitest 25.00 N/a

Fullfitnessassessment 40.00 N/a

Membership Type Joining Fee (€)

Monthly Payments (€)

Gold Plusadultall-inclusive 50 40

Gold PlusTrialall-inclusive N/a 60

Gold PlusCoupleall-inclusive 80 60

Gold PlusFamilyall-inclusive 80 80IndicativeListOfFeesandCharges–CasualUsageand Hire Rates

Listofindicativecostsfortheactivitiesatthenewcentre

Memberships - Proposed

Membership Categories Gold Plus - This is an “all-inclusive” membership where customers payajoiningfeeandthenamonthlyfee.Theycanusethegym,fitnessclasses,swimming,sauna,steam,spapoolasoftenastheywish,withnoextrasessioncharge.

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08FundingOptions

Planning & Funding for Sports and Recreationprovision in Ireland

NationalPolicy

Anumberofdocumentsaimedatguidingthedevelopmentofnationalpolicyacrossabroadnumberofareashavebeenreviewed.Manyofthesespecificallyaddressaspectsofruraldevelopment and the requirement to have facilities thatserve the current and future needs of all sectors of these communities.Theseincludethefollowing:

• Programme for Government – Action Plan for theMillennium(1997)

• ProgrammeforGovernment–2011

• ProgrammeforGovernment-AnnualReport2012

• ProgrammeforGovernment-AnnualReport2013

• TheNationalSportsFacilitiesStrategy-Draft2012

• WhitePaperonRuralDevelopment(1999)

• ProgrammeforProsperityandFairness(2000)

• NewEraforSport(2000)

• NationalDevelopmentPlan(2000)

• NationalYouthWorkDevelopmentPlan(2001)

• NationalChildren’sStrategy(2000)

IrelandasasignatorytotheCouncilofEuropeSportsCharter(1975),subscribestothefollowing:

“Every person, regardless of physical capacity, should be given the opportunity to participate in the activity of their choice – at a level of their choice”.

To this end the Government has a duty to ensure that the above is true of every individual and community in Ireland. Unfortunately with the economic restrictions imposed onIrelandfromtheIMF(internationalmonetaryfund)andtheEuropeanCommission,theGovernmentsfundingplanshavebeenstalledinmanyareas.Thisincludestheswimmingpoolcapital programmewhichwas frozen. FundingoptionswillbecoveredinSection6inmoredetail.

SpecificRelevantNationalProgrammes&Policies

ProgrammeforGovernment2011andProgressreports2012and 2013

Excerpt“The National Sports Facilities Strategy will become the blueprint for the future development of all sports facilities in the country and will inform any future investment on sports infrastructure.

In future sports funding should prioritise projects which further greater participation in sport on a local and national level”

This is the only relevant reference in the Programme forGovernment 2011.

Programme for Government- Annual Report 2012

Local authorities are merged in Limerick to form a newentitycalledLimerickCityandCountyCouncil.Thisobviouslyhas some impact onNewcastlewest in termsof potentialrestructuring,responsibilityforSportsfacilities/Strategyandfunding.

In 2011, €4.52 million was allocated to 111 local authority sports projects with a focus on participation. In addition,fundingwas secured for twonew roundsof sports capitalfundingwiththefirstin2013toenhancemodestsportingfacilitiesthroughoutthecountry.GovernmentapprovalwasalsoreceivedforastrategyfortheincrementaldevelopmentoftheNationalSportsCampusandpartnershipagreementshavebeen,orwillveryshortlybe,concludedinthisregardwith the IRFU, the FAI, the GAA and the Irish HockeyAssociation.

Programme for Government- Annual Report 2013

New funding of almost €31 million has been provided tosportsprojectsacrossthecountry,inthefirstroundofsportscapitalfundinginfouryears.Additionalgrantsof€2.6millionhave been approved to allow twenty-two national sportsbodiestobuynewequipmenttohelpboostparticipationinsport

FutureSportsCapitalFunding

TheexcerptbelowfromDailproceedingsconfirmsnonewfundingexpecteduntilatleast2015:

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PatrickO'Donovan(Limerick,FineGael)|Oireachtassource

To ask the Minister for Transport, Tourism and Sport his plans to bring forward a sports capital grant programme for the period 2013/2014; and if he will make a statement on the matter.[55082/12]

PatrickO'Donovan(Limerick,FineGael)|Oireachtassource

To ask the Minister for Transport, Tourism and Sport if he brings forward a sports capital grant programme for the period 2013/2014, if he will consider prioritising the applications of the unsuccessful organisations for the sport capital grant programme 2012 when setting out the criteria; and if he will make a statement on the matter. [55129/12]

MichaelRing(Mayo,FineGael)|Oireachtassource

I propose to take Questions Nos. 541 and 544 together. There are no plans to advertise another round of the Sports Capital Programme until 2015

TheNationalSportsFacilitiesStrategy

The National Facilities Strategy, which Kilian Fisher onbehalfof ILAM,campaignedformanyyears,wasoriginallycommissionedbytheDepartmentin2006butonlypublishedasaDraftdocumentforconsultationinSeptember2012andas of July 2013 the final version has not been published.WehavetakentherecommendationsfromtheDraftreportandwillhighlight the relevantonesbelowanddiscuss theconsiderationstobetakenintoaccount.

On 3rd July 2014, The Government has pumped up itsspending on sports projects across the country with theannouncementofa€40.5mfundtobedividedupbetween880clubsandorganisations.

See more at: http://www.independent.ie/sport/government-announces-405m-in-funding-for-900-sports-clubs-nationwide.

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Stakeholders

Recommendations

No. Recommendation Agency/Body

1 Continuetoinvest,asresourcespermit,intheprovisionofsportsfacilitiesatnational,regionalandlocallevel,inrecognitionoftheeconomic,healthand social benefits associated with participation in sport and physicalactivity.

DTTAS

2 Establishaninterdepartmental/agencyforumtoimproveinformationflowsandidentifyopportunitiesbetweentherelevantstakeholdersinvolvedinthesupportofsportsfacilityfundingandprovision.

DTTAS,DECLG,DAHG,DES,DCYA,DH, HSE, ISC, NSCDA, LAs, LSPs,NGBs

3 Targetfundingtowardsthedevelopmentofsportsfacilitieswhichwillhelpadvance social inclusion.

DTTAS

4 Target the refurbishment of existing facilities to broaden the range ofsportsactivitieswhichcanbeaccommodated.

DTTAS,LAs,Allgrantees

5 Prioritise the provision of weather independent multi-purpose sportsfacilitiesinnewlydevelopedareasandareasplannedfordevelopmentinfuture.

DTTAS

6 Future provision of sports facilities to be considered within a broaderframeworkofactiveleisure,recreationandamenity.

DTTAS,DECLG,DAHG,DES,DCYA,DH, LAs,

7 Develop a coordinated National Outdoor Recreation InfrastructureDevelopmentPlanwithallkeystakeholders.

DTTAS, DECLG, ISC, Coillte, FáilteIreland, Waterways Ireland, NPWS, LAs

8 Promote the better use of existing sports facilities as an alternative tofundingentirelynewprojectswheremorecosteffective.

DTTAS,LAs,LSPs,NGBs,DES

9 Continue to promote the sharing of facilities between key stakeholderssuch as schools and sports clubs by giving priority to joint school/clubapplicationsforfunding.

DTTAS,DES

10 Engagewith stakeholders to identifyunder-utilisedbuildingswhichmayhave alternative sports uses and address barriers and constraints toparticipation.

DTTAS,LAs,NGBs,LSPs

11 Promote the development of local sports facilities strategies by localauthorities, which are based on a commonmethodology and link intocountysettlementstrategies/developmentplans,tohighlightandprioritiselocalneedsandinformtheplanningandfundingoffacilities.

DTTAS,DECLG,LAs

12 Encourage local authoritieswhendeveloping Local Area Plans (LAPs) ormasterplanstoprovideforamulti-sportfacility ideally locatednexttoaschoolcomplexandpublicopenspace.

DTTAS,DECLG,LAs

13 The design of all new publicly funded sports developments and theredevelopmentofexistingfacilitiesshouldbedesignedtobeaccessibletopeoplewithdisabilities.

DTTAS, LAs,

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Newcastle West is a rural community situated in South Limerick. It is facing all of the challenges outlined in theWhite Paper for Rural Development (1999). This policydocument has identified the need for rural developmentandsocialinclusionstrategiesamongitskeypriorities.ADM(1999:6)contendsthat ‘socialexclusionmeansthatpeopleare unable to take part in what are considered normal,socialandeconomicactivitiesandrelationships.’Therefore,accessible,well-designed anddynamicallymanaged sportsfacilitiesarecriticalelements intheadvancementofsocialinclusioninruralcommunities.

The National Development Plan NDP (2000:49) asserts‘Communityfacilitiesandamenitiesareimportantelementsof the social infrastructure required to support andencouragecommunityruraldevelopment’.Therefore,afocalpointforthedeliveryofcriticalservicessuchasrecreational,cultural andother typesof community activity is essentialfor enhancing the fabric of rural areas. This in turn willmake them more attractive and thus more sustainablecommunities. The White Paper on Rural Developmentoutlinesavisionforsustainablecommunitieswhichinvolvestheco-existenceofa

‘..range of age, income and occupational groups, such as to allow them to adapt to on-going economic, social, cultural and environmental change and to enjoy a standard of living and a quality of life which will make them attractive communities in which to live and work’.

TheNationalDevelopmentPlan(pg.45)referstotheEuropeanSpatial Development Perspective (ESDP) policy orientationfor parity of access to infrastructure and knowledge. TheLocal Infrastructure Sub-Programme outlined in the NDPhas allocated £232.6m to enhance the culture, recreationandsport infrastructurenationally.Theplanacknowledgesthatthereare‘placeswheretheinfrastructureisdeficientorlackingaltogether’(pg.169)andhasspecificallyearmarked£173mingrantaidforthedevelopmentofnewinfrastructureandtherefurbishment/re-developmentofexistingfacilities.Theimperativeofallowingyoungpeople‘accesstoarangeof opportunities to develop positive relationships andsupportivenetworksthroughsport,play,leisureandculturalactivities is highlighted in TheNational Children’s Strategy(2000:46).Suchopportunitiesareascritical to ruralyoungpeople as any other and require that good quality multi-purpose facilities are available to promote and facilitatethesetypesofactivity.

The most recent report “Publication of Value for MoneyandPolicyReviewReportoftheLocalAuthoritySwimmingPoolProgramme”whichwaspublishedbypreviousMinisterMartinCullenconcludedthattherearesignificantsporting,recreationalandsocialcohesionreasonsforcontinuingtheprogramme into the medium term and this is recognisedbytheGovernmentwiththeprovisionof€184mundertheNationalDevelopmentPlan2007-2013.TheNationalSportsFacilities Strategywill become theblueprint for the futuredevelopmentof all Sports facilities in the country andwillinformanyfutureinvestmentonsportsinfrastructure.

In future sports funding should prioritise projects whichfurthergreaterparticipationinsportonaLocalandnationallevel.

LimerickCountyDevelopmentPlan2010-2016

The County Development Plan emphasises that thedevelopmentofsettlementsmustbepromotedinaplannedand sustainable manner. Urban sprawl on the edge oftownsandvillagesshouldbeavoidedandacleardistinctionbetween the built up areas and the open countrysidemaintained. The long termviability of settlements in ruralareasshouldalsobesupportedbystrengtheningthefabricof towns and villages through public private collaborationandencouraging the regenerationofderelictandobsoleteareas.

Factorsidentifiedintheimplementationplanrelatedtothisapplicationaresummarisedbelow:

Excerpt from County Development Plan: “policies andobjectives for community, recreation and leisure facilitiesbasedonthefollowingprinciples:

• Sustainableandbalancedcommunities:Promote at the earlieststageofplanning,theprovisionofservicesandfacilitiesthatarecompatiblewithhousingdevelopmentand that are required for sustainable and balancedcommunities.

• Strengthen settlements: Strengthen the fabric oftownsandvillagesthroughthepromotionofadequateprovision of community services and facilities of highstandard, which are age appropriate and accessiblefor all age groups and sectors of society, in themostappropriate locations in partnership with all relevantbodiesandgroups.

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• Provision of co-ordinated facilities and services:Promote the provision of, and optimum use of,co-ordinated community facilities and services tofacilitate social integration, and integrated communitydevelopment through state, local authority andvoluntarysectorpartnerships.

• Retentionofservicesandfacilities:Ensuretheretentionof services and facilities in the County in partnershipwith all relevant bodies and groups and toworkwiththe local communities to enhance the use of physicalresources.

Facilitiesplanningandprovision

Sportsfacilitiesarecriticaltoenhancingthequalityoflifeinanyarea.Well-designedandprofessionallymanagedfacilitiescan act as a catalyst for facilitating people in pursuing lifeenrichingandenjoyableactivities.Asoutlined in TargetingSportingChangeinIreland(1997:57).

Facilities +Management +Programmes= Opportunities

ThemanagementcommitteeofNewcastleWestswimmingpoolintendtofollowbestpracticeinplanningtheproposedredevelopedpoolandancillaryfacilities.

The involvement of the local community is critical to thedevelopmentofanycommunityfacility.InNewcastleWestthelocalcommunitywillbeinvolvedintheplanningofthenewfacilityinviewoftheirrepresentationontheboardofmanagementofNewcastleWestpoolandLimerickCityandCounty Council representatives. The benefits of involvinglocalpeopleintheplanningstageofafacilitywillincludethefollowing;

• Provisionoffacilitiesthatareappropriatetotheneedsof the community.

• Unnecessary duplication or over-provision of facilitiesand services will be avoided.

• Involvementof the communitywill ultimately fosterasense of ownership of facilities and programmes thatareultimatelyprovided.

• Motivation and momentum will be heightened forfurtherance of the project by involving the widercommunity

• Newopportunitiesmaybeidentifiedwhichwillenhancethelifestylesofpersonswithinthecommunity.

(MinistryofSportandRecreation1995:2)

Philosophy of Use and Management

The followingdesirablemanagementoutcomeshavebeenidentified:

• Increased levels of participation in physical activity byindividuals,familiesandthecommunitiesasawhole.

• Improvethecondition,availabilityandsustainabilityofsportandrecreationfacilities.

• Provideequitableaccesstosport,recreationandfitnessopportunities.

• Increase participation and performance of NewcastleWestathletesinsport.

• Providequalityleadersinswimmingandlifesaving.

• Improvepublicattitudesandawarenessofthebenefitsofregularparticipationinsport,recreationandfitness.

• EnhancepublicsafetywhenparticipatinginactivitiesatNewcastleWestPoolComplex.

• Ensure quality of support and assistance to enhancethecapacityofuserstobesuccessfulinattainingtheirpersonalgoals.

• Achieve quality of management functions including:client and public satisfaction; staff performanceand morale; cost effectiveness and good financialmanagement.

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PhasedapproachtoPotentialFundingOptions

Plantobuildtwo3Gpitchestocaterforupto6or7asideSoccer games... Thesewould potentially generate up to €perannumbasedonfiguresasbelow:

Costs&pricinglowpitchestocaterforupto6or7asideSoccergames:

• 2pitches-€90perhour

• Peakhours6pmlowpitch360pernight

• 5nightsperweek=€1,800perweek@100%

• Annualincome-€1,800x40weeks=€72,000

• Pluspotentialforschoolsandotherusageandincome

• ReceptionandManagementprovidedbytheDesmondCentre

• Maintenancecostsestimated€22,000perannum

The proposal above would generate an annual surplus inexcessof€50,000whichcanbebuiltupoveranumberofyears to act as a swimming pool fund to go towards thematch funding to thenapply for theSwimmingPoolGrantProgrammewhenitisrevivedplusfurtherapplicationforthe“dry”facilitiestotheSportsCapitalGrantProgramme

ThenextstepistoapplytothenextroundofSportsCapitalGrant Funding expected in 2015, with Business Plan andapplicationplanningcommencedinNovember2013.

The income and expenditure for these pitches have beenkeptseparatetothemainprojectionsastheoverallsumisnegligibleforthefullprojectbutwouldassistingeneratingfundingasoutlinedabove.

SummaryofPotentialFundingOptions

Based on our research, involvement in other projects andIndustryexperienceandreferringtoprogrammescoveredinprevioussections:

1. Application could be made to future rounds of theGovernment Sports Lottery Programme for the gym/fitness facilities and possibly artificial pitches if this isdeemed a way forward as outlined above.

2. If/when the Government Swimming Pools CapitalProgramme is reactivated, this would give the bestsourceofpotentialfunding

3. Apublic/privatepartnership couldbeexplored,butatpresentwithsiteappraisalwedonotenvisageasitethatwouldmakethisattractivetoinvestors.

4. A further option as indicated in 1 above is to takea phased approach and seek funding for the “dry”facilitieswhichareincomegeneratingtobuildupafundtocontributetowardstheswimmingpool.

5. Whilst consultation did take place with the owner ofKillelineLeisureCentreandhewasopentodiscussiononsomeformofpotentialpublic/privatepartnership,thiswoulddependonpublicfundingbeingavailable.

6. Further consideration may be given by the LocalAuthoritytoexamineanyemergingopportunitieswiththeexistingpoolfaciityinNewcastleWest

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09EnvironmentandSustainability

Performance Overview

ThetableabovesummarisestheminimumregulatorytargetsandtheaspirationaltargetssetbytheCentralBankofIrelandforBlock1NorthWallQuay.

SynergyofSustainableandEnvironmentalTargets

Delivering a holistically sustainable building requires the“cradletograve”approach.Designingalowenergybuildingensures that the building has the potential to providecomfortableenvironmentalconditionswhileusingminimalenergy.

Integrating energy management systems and sustainableoperational factors allows the design philosophy to becontinuedonanon-goingbasis.

Energy Performance

Standard Mandatory Aspirational Level

CurrentBuildingRegulationsBERtarget(2008) Yes No C1

ImminentBuildingRegulationsBERtarget(2013) No Yes A3

NewcastleWestSwimmingPool No Yes B2

Ongoing Energy Monitoring and Efficiency

Standard Mandatory Aspirational Level

ISO 50001 No Yes Standard Achieved

SynergyFlowDiagram

SustainableMeasures

Management

BuildingUserGuide:A“BuildingUserGuide”willbeproducedand disseminated to all building users. This building userguidewillprovideanontechnicaldescriptionofthebuildingand its features and it should be operated efficiently. Theguidewillcoversuchtopicsas:

• Heating,Cooling&Ventilation

• PoolHeating

• Energyandtheenvironmentalstrategy

• Emergencystrategy

• Transportfacilities

• Materials&wastepolicy

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Access to amenities: It is advised that amenities suchas Grocery shop, Doctors surgery, cash machine and drycleaners are located within 1000m of the front door of the building.

WaterConsumption

Thegoalofthissectionisthereductionofwaterconsumptionand waste through management, controls and recyclingwherepossible.

Potable Water consumption: To reduce potable waterconsumption all WC’s will have dual flush toilets withdelayedinletvalves.Theshowerswithinthechangingfacilitywillincludeaeratedfittingstoreducewaterconsumption.Inorder to avoidminor leaks through tapswhich occur overtime,solenoidvalvecontrolwillregulatethewaterflowtotoiletareasandopenonceoccupantsenterthetoiletfacility.Toensurewaterconsumptioncanbemonitoredandmanagedandthereforeencouragereductionsinwaterconsumptionamainswatermeterwillbefittedtotheincomingmains.Leakdetection:Toreducethe impactofmajorwater leaksthatmayotherwisegoundetected,aleakdetectionsystemwill also be installed.

Health and Wellbeing

Daylight: The building will be designed to maximisedaylighting into occupied spaces to maximise occupantcomfortduringtheworkingday.Thefaçadedesignwillallowdaylightingintothespacewhilereducingsolarheatgain.

Lighting:Toreducetheeffectsoflowfrequencyluminairesthat flicker and cause health problems such as headachesand occupants feeling sick, all occupied areas should beilluminated with high frequency ballasts and controllableby the occupant. To ensure that all lighting operates asefficientlyaspossible, theElectricalengineersmustdesignalllightinglevelsinaccordancewithrelevantCIBSEguides.

Occupant thermal comfort:Thedesignoftheenvironmentalcontrol will be tailored to allow the occupant maximumcontrol of their individual spaces without effecting theefficiency of the system. This will be achieved via localcontrols in the vicinity of the occupant to control the airtemperaturewithinthearea.There isanadditional facilityalongperimeterareastoopenexternalwallventstoallowexternal air to enter. The Local ventilation unit will rampdownthesupplyairtothespaceandallowtheairtomoveintotheperimeterzone.

Transport

Public transport network connectivity: With sustainability inmindaccesstoregularpublic transportationandbicycleinfrastructureimportant.Atransportmanagementplanwillhighlight the extent of the existing transportation and theplanwillalsohighlighttheextentoffutureextensionstothemodesoftransportmentionedabove.

63


Water re-use and recycling: The collection and re-use ofwastewaterorrainwatertomeettoiletflushingneedsandreduce the demand for potable fresh water used in thebuilding.

SwimmingPoolWaterConsumption:Anefficientdesignwilllimittheamountofwaterevaporatedbykeepingthewaterand air temperatures close. Meanwhile covering the poolwhennotinusewillalsoreduceevaporation.

Materials

The materials section focuses the whole life cycle of thematerialsusedintheconstructionofaswimmingpool.

Embodied life cycle impact of materials: To increase the overall sustainability of the construction the materialsspecificationofthemajorbuildingelements(Externalwalls,windows, roof, upper floor slabs, internal walls and floorfinishes)willbeselectedonthebasisofalowenvironmentalimpactoverthefulllifecycleofthebuilding.

A swimming pool also has unusually high humidity levelswhich may lead to condensation build up. Consequentlymaterials that allow for this condition will need to beconsidered.

Waste

The waste section covers all waste generated from theconstructionprocesstothewasteproducedbythebuildingprocessesandoccupantsoncecompleted.

Construction waste: To promote the management ofconstruction site waste, it will be the main contractorsresponsibilitythattheyimplementasitewastemanagementplan (SWMP). This management plan must contain settargetsonwastegeneratedfromsiteandwhatpercentageisdivertedfromlandfill.

Recycling facilities: A dedicated waste facility area withinthebuildingwillallowforsegregationofwasteforrecyclingpurposes.

Land Use and Ecology

Land use and ecology involves the improvement of theoriginalsiteandtheadditionofecologicalfeatures.Itcanbedividedintothreemaintopics.

SiteSelection:Itisencouragedtoselectpreviouslydevelopedsites for new building projects instead of developing onGreenfieldsites.

Enhancing ecology on site:Itisencouragedthatanyon-siteplantspeciesandthegeneralecologyfeaturesofthesiteareincreased.Theselectionofthecorrectplantspeciesforthesite,buildingandlocalenvironmentisusuallyselectedbyaqualifiedecologist.

Long term biodiversity:Complyingwiththiscriterionensuresthat the plant species introduced during the constructionstagearecorrectlymaintainedandencouragedtoprosper.

64

Pollution

Pollutiongeneratedby theprojectcanaffect the localandgreater environment in a number of ways. The followingmeasureswillhelpminimizethisimpact.

Allrefrigerantsystemswillbefittedwithleakdetectionandhavetheprovisionofautomaticrefrigerantpumpdowntoaheatexchanger.

NOx Emissions:TheuseofCHPandNaturalGasBoilerswillensure that NOx emissions are reduced to minimal amounts. External light and noise: All external lighting includingilluminated advertisements should be designed inaccordancewith ILE guides on obtrusive light. All externallighting systems will automatically switch down to lowerlevels between the hours of 2300hrs and 0700hrs.

Anoiseriskassessmentshouldbecarriedoutbyasuitablyqualifiedacousticiantoassessthebuildingsintheareaandthenoiseemanatingfromthesiteactivities.Aspartoftheassessment the only noise sources to be assessed will be buildingservicesplant.

65


Energy Performance

BuildingEnergyRating

The EU Energy Performance Buildings Directive (EPBD),transposed into Irish Law from 2006 onwards, contains arangeofprovisions to improve theenergyperformanceofnew and existing buildings. The EPBD’s targets have beentransposed intothe IrishBuildingRegulationsviaTechnicalGuidanceDocument(TGD)PartL–ConservationofFuelandEnergy.ThecurrentversionofthePartLTGDenforcedis2005as amended in 2008. The amendment in 2008 introduced theprocedureforcalculationoftheBuildingEnergyRating(BER).

ABERratingsummariesthePrimaryenergydemandfortheanalysedbuilding.Itcalculatestheprimaryenergyusageandassociatedcarbonemissionsbasedonthefollowingfactors:

Building Factors:

• Thermal performance of the building envelope(U-Values)

• Airtightnessofthebuilding

• Orientationofthebuilding

• Shadingtoreducesolargains

• System factors:

• Spaceheating

• Spacecooling

• Domestichotwater

• Internallighting(notexternal)

Element Part L U-Value Standard Recommended

Wall 0.27 0.24

Roof – Pitched (insulationatceiling)

0.16 0.14

Roof – Pitched (insulationatslope)

0.2 0.18

Roof-Flat 0.22 0.19

Floor 0.25 0.22

Glazing 2.2 1.98

66

Primary Fuel factors:

• What fuel is used to deliver energy (natural gas, LPG,Electricity)

• Are renewable technologies used to reduce energydemand and burden on fuels

Based on the factors above, a Building Energy rating iscalculated.TheEnergy rating scale ranges fromGwhich istheleastefficientratingtoanA1ratingwhichclassifiesthebuildingasthe“mostefficient”buildinginitsclass.

The BER scale above shows the targets currently set fortheNewcastleWest Swimming Pool and it also includes acomparisontotheexistingdesign,currentPartLregulationsandexpected2013updatetoPartLbuildingregulations.

67


Energy strategy

Themosteffectivemethodofreducingenergyconsumptionis to follow the energy hierarchy plan. This plan identifiesthattoreduceenergyconsumptioninthemosteconomicalway;athreestepplanshouldbefollowed.

The key philosophy of this plan is to reduce energyconsumption by firstly limiting the energy needed byimprovingthebuildingsinsulation.

The second step is toprovideenergy in themostefficientwaythroughenergyefficientplant,pumps.Tomaximisethisenergydelivery,acontrolandmonitoringsystemshouldbeinstalled.

Thefinalstepistointroduceenergyfromrenewablesourcesto reduce the burden on Fossil Fuels.

Energy Hierarchy Matrix

68

Air Tightness

Onemajor contributing factor to unnecessary heat loss isinfiltration.Infiltrationistheairleakageofexternalairintoa building due to the pressure difference associated withinternalandexternaltemperatures.

Inpracticetherearefourmainareasofairpermeability:

• Joints around components (e.g. windows set withinwalls)

• Gaps between one element and another (e.g. wall tofloorinterface)

• Gapsaroundservicespassingthroughtheconstruction

• Buildingmaterials that are permeable (e.g. unpaintedlightweightblockwork)

Theairtightnessofthebuildingisjudgedbyapressuretestwhere a large fan is placedusually at the entrance to thefrontdoorwithallpassiveventsandwindowsclosed.Thespaceispressurisedtoapressureof50paandtheresultantfanreadingatthispressureistheairleakage.

Currentbuildingregulationsstatethataminimumstandardneededtobeachievedbyanairpermeabilitytestis10m3/(h.m2)@50Pa.

It is intended that Newcastle West Swimming Pool willachieveanairpermeabilityratingof5m3/(h.m2)@50Pa.

STEP1(BEMEAN)–UseLessResources

EnergySavingOptions

Thefollowingmeasureswillbeimplementedtoreducetheenergyconsumptionofthedevelopment:

• HighperformanceU-values

• Airtightness

• Thermaltransmittance

• Passivedesignmeasures

• Mixed mode

• HighperformanceU-values

To limit the heat loss through the façade, carefulconsideration was shown when designing the externalfaçade. The specification of the insulation used and thecontinuityofinsulationiscrucial.Insulationslowstherateatwhichheatislosttotheoutdoors.Heatflowsinthreeways:byconduction,convectionandradiation.Themainfunctionofinsulationistokeeptheheatin.Tobeeffective,insulationmustfillaspacecompletelyandevenlywithoutcompacting.RefertotherecommendedU-valuesintheprevioussectionfordesignguidance.

Typical air leakage paths

69


ThermalTransmittance

Thermal bridges occur where the insulation layer ispenetrated by a material with a relatively high thermalconductivity and at interfaces between building elementswhere there is a discontinuity in the insulation. Thermalbridgesresultinlocalheatlosses,whichmeanmoreenergyisrequiredtomaintaintheinternaltemperatureofthebuildingandlowerinternalsurfacetemperaturesaroundthethermalbridge.Cold surface temperatures cancausecondensationwhichmayleadtomouldgrowth.Localheatlossescausedbythermalbridgesbecomerelativelymoreimportant,asthethermalperformance(i.e.U-values)oftheplanarelementsof thebuildingenvelopeare improved.Thermalbridges inbuildingenvelopesmaybecausedby:

• Geometry(e.g.atcornerswhichprovideadditionalheatflowpaths)

• Building envelope interfaces (e.g. window sills, jambsandheaders)

• Structuralinterfaces(e.g.floortowalljunctions,eaves)

• Penetration of the building envelope (e.g. balconysupports,fixingsandstructuralelements)

• Structuralconsiderations(e.g.lintels,claddingsupports,)

• Poorconstructionpractice(e.g.gapsininsulation,debrisinwallcavity).

• Newcastle West Swimming Pool will be designed toachieveathermalbridgingvalueof0.08W/m².K.

Passive Design

Passivedesignisbestappliedinnewbuildings,wherealotof factors that cannotbeproperlyevaluated inanexistingbuilding such as the orientation of the building, the sizeand position of the glazed areas, the density of buildingswithin an area, and materials used can be selected to best aidpassivedesign.Thekeyobjectivesofpassivesolardesignare:

• Maximizingdaylight

• Reductionofheatlossinwinter

• Beneficialheatgainsinwinter

• Shadingandreducingheatgainsinsummer

• Increasingthermalmassofconstruction

The key balance tomaximizing daylight is to increase theamountofdaylightentering thespace to reduce theneedforartificiallight,whileminimizingtheheatlossthroughtheglazingunit.Thebenefitofincreasingtheglazingratiototheproportionofexternalwallisthatenergyconsumptionduetoartificiallightingisreduced.

Shading to reduce heat gains in summer can be achievedinmany ways such as Bris Soliel, Louvers, internal blinds,natural obstructions (Trees) and the shading coefficient oftheglazingpanel.

Louvrescanofferanattractivefeatureontheexternalwallsof the building. These louvers act as a barrier against thedirect rays from the sun while still allowing daylight intothespace.Theselouversareusuallysizedandpositionedtooffsetthesolargainsinsummeratpeaktemperatureswhilestillallowingheatgainsinwintertopenetrateintothespaceduetothelowersunangle.

Anothersolutiontoreducetheheatgainswithinthespaceistheimprovementoftheshadingcoefficientoftheglazingpanel. In most cases due to the cost implications of thisimprovement, only theworst affected areas are upgraded(i.e. south, south west and south east orientations).Improvements of the shading coefficient can also havenegativeeffectsinthatitcanreducethelighttransmittancewithin the space and potentially reduce the heat gains inwinter.

The use of suitable thermal mass within walls can allow the sun to be 'soaked up' during daylight hours and thenreleased into the building at night preventing overheatingduringthesummerandavoidingcoldconditionsduringthewinter.Sunlightisoftenwelcomeinbuildingsbutthesuncanalsohavenegativeimpactsintheformofexcessivesolargainleadingtooverheatingparticularlyinthesummer.Glarecanalsocauseproblems,particularlyininteriorswithcomputeror television screens.

70

STEP2(BELEAN)–UseResourcesEfficiently

EnergySavingOptions

Tomaximisetheeffectivenesschangestotheconstruction,itisimportanttousetheenergysourceswithinthebuildingasefficientlyaspossible.

AllapplicableenergyusingdeviceswithinthebuildingwillbeselectedfromtheSEAITripleEscheme.TheTripleEProductsRegisterisanewbenchmarkregisterofbestinclassenergyefficient products. Products on this register all meet aminimumsetofstringentefficiencycriteriaandtypicallywillbeofabestinclassefficiencystandard.

EnergyefficientlightingEnhancedlightingcontrolsVariablespeedpumpingImprovedHVACcontrols

Lighting

Lightsaccountsforalargepercentageoftheannualenergyconsumption.Theprovisionofenergyefficientluminairesiscriticalthroughoutthebuilding.Acriticalparttotheamountof energy consumed is the control of the luminaires. Butalthoughtheneedfor light is inevitable, itcanbereducedby using good control systems and choosing the rightequipment.Carefulconsiderationshouldbegiventotheuseofvariousspacesandspecifying lighting levelsappropriatetofunctionandbackgroundratherthananoverallhighlevellighting;thisalso,canmakeeffectivelightingcontroleasier.

VariableSpeedPumping

VariablespeedDrivescanmaximisetheefficiencyofspaceheating systems. During partial load conditions when thedemandislessthanatpeakloadsituations(Normallypumpsandfansaredesignedtomeetthispeakload)asthecontrolvalves close due to signal from the sensor located in thespace, the pressure in the system increases. This pressureincreaseismonitoredbytheVSDwhichinturnrampsdowntomeetthepartialloadrequirements.

The provision of Variable Speed Drives will extend to thefans supplying fresh air and extracting exhaust air to theoccupied spaces within Newcastle West Swimming Pool.Theadditionalfacilityofopenableventsonthefaçadewillintegratewiththesupplyairfromtheairhandlingunitoncethewindowisopentomaximiseefficiency.

BuildingEnergyManagementSystems

Building Energy Management Systems (BEMS) provide acentral control for all building services plant items. Thesewould include boilers, pumps, control valves, hot watergenerators, booster sets, etc. They generally provide amethod ofmonitoring all of the above systems aswell asotheritemssuchasfuelconsumption,spacetemperatures,externaltemperatures,watertanklevels,etc.BEMSsystemsare often integrated into a computer interface for ease ofusebytheoccupant.Suchsystemscanprovidealarmstotheuserswhenplanthasfailedortemperaturelimitshavebeenexceeded.

They can also be programmed to provide the user withhistoricaldatasuchasgraphsofspacetemperaturesversusexternaltemperatureoroperatinghoursorparticularplant.Theyarealsofrequentlyusedtoprovideenergyconsumptionreports toallowusers tomonitor fuelconsumptionoveraperiod of time in order to instigate improvements wherepossible. A computer interfaced BEMS also provides theuser the opportunity to alter the operating parameters ofanyofthesystemsinordertoimproveenergyconsumption,e.g.reduceroomsetpointsinwinterandincreasetheminsummer.WherebuildingmanagershavesuchasystemthatallowsthemtomonitorsystemsandmakealterationsfromadesktopPC,itisfarmorelikelythatthesealterationswillbe made.

71


STEP3=(BeGreen)–UseofLZCTechnology

On-SiteRenewableEnergyGenerationOptions

There are anumberof low to zero carbonand renewableenergy technologieswhichmaybe suitable for integrationinto thedevelopment.Each technology represents specificcost, planning, design and long term ownership andoperation implications. A specific energy strategy analysiswill be carriedout toevaluate thepotential integrationofeach technology with the intent of identifying the mostappropriatetechnologyforNewcastleWestSwimmingPool.Thisenergystrategyanalysiswillbecarriedoutatdetaileddesignstage.

SolarThermalPanels

Solar collectors, at the heart of most solar thermal systems, absorb the sun's energy and provide heat for hot water,heatingandotherapplicationsinresidentialorcommercialbuildings.Modernsystemsarehighlyefficient.

Thereare twobasic typesof solarheating systems. Liquidbasedsystemsheatwaterorliquidantifreezeina‘hydronic’collector,whilstothersystemsarebasedon‘aircollectors’.Both systems collect and absorb solar radiation, thentransferthesolarheatdirectlytotheinteriorspaceortoastoragesystem(e.g.hotwatertanks),fromwhichtheheatisdistributed. Ifthesystemcannotprovideadequateheat,anauxiliaryorback-upsystemprovidestheadditionalheat.

The best locations in the northern hemisphere for solarthermal systems are on buildingswith a roof orwall thatfaces within 28 - 45° of south. Buildings which face aneasterly directionwill benefit from the heat earlier in thedaywhichcanbeanadvantagewheretherearefacilitiestostoreheat.Ifthecollectorsurfaceisinshadowforpartsoftheday,theoutputofthesystemdecreases.Theavailabilityofsolarthermalisconfinedtodaylighthourswhichchangeseasonally.

Solar thermal panels are an option for swimming poolprojects;howevera largesolararraywouldberequiredtomeet demand.

SolarPhotovoltaic

Although energy from the sun has been harnessed forthousandsofyears,photovoltaics(PV)cellsarearelativelymoderntechnology.Photovoltaicsystemsusesolarcellstoconvertsunlightintoelectricity.ThePVcellconsistsofoneortwolayersofasemi-conductingmaterial,usuallysilicon.Whenlightshinesonthecellitcreatesanelectricfieldacrossthe layers,causingelectricity toflow.Thegreater the lightintensity,thegreatertheflowofelectricity.

Therearethreebasickindsofsolarcells:

• monocrystalline:whichhasatypicalefficiencyof15%

• polycrystalline:whichhasatypicalefficiencyofatleast13%

• thinfilm:whichcanbeappliedtoothermaterialssuchasglassormetalsandhasatypicalefficiencyof7%.

However due to Ireland’s lack of abundant sunlight, SolarPhotovoltaicgenerationisnotaspopularasotherrenewableoptions.

CombinedHeatandPower(CHP)

Combined heat and power (CHP), or cogeneration, referstothelocalsimultaneousgenerationofelectricityandheatin the formofhotwateror steam.Electricity is generatedusinganengineoraturbine,andheatisrecoveredfromCHPoperatesinparallelwiththeincomingmains,anditscarbonemissionsaremuch lowerthanforconventionalelectricitygeneratingplantwhich‘dump’heatwhichcannotbeputtogooduse.Theoverall efficiencyofCHPplant canbemorethan80%,whichcomparesfavourablywith40%achievedatanaveragepowerstation.

CHPisnotconsideredafullyrenewabletechnologyunlesstheprimaryfuelsourceisrenewable(e.g.biomassorbiodiesel)However it can significantly reduce overall CO2 emissionsandimproveenergyefficiencyincomparisontoconventionalheatingandhotwatersystemsandisacosteffectivemethodofreducingthesitesenergydemandpriortoassessingthecontributionrequiredfromrenewablesources.

Due to Newcastle West Swimming Pool’s large thermaldemand,thecombinationofelectricityandheatgenerationcouldbeanidealsolution.

Ground source heat pumps

72

Heat pumps use refrigerant gases and an electricalcompressortotakeheatfromasourceanddeliverittoanoutput. Chillers and refrigerators are examples of systemsthat removeheat, butother typesof systemuse theheatremovedfromasourcetoheatabuilding.

Traditionalheatpumpsuseairasthesourceofheat.However,theidealsourceformaximumefficiencywouldonehavingastabletemperature,andthegroundprovidessuchasource.Thegroundactsasahugesolarcollectorandthermalstore.Thesurfaceiswarmedbythesunandtheadjacentairduringdaytimeandinthesummer.Similarlyitiscooledduringnight-timeandinthewinter.Fluctuationsingroundtemperaturereducewithdepthandstabiliseattheannualmeanforthelocationbyabout12mbelowthesurface.TypicallyinIrelandthistemperatureliesbetween9°Cand12°C.

Ground-source heat pumps (GSHPs)make use of the heatstoredinthegroundatthisrelativelystabletemperatureofaround9°Cand12°Candraiseittoamoreusefuloutputtemperatureofaround40–50°Cforuseinheatingbuildings.These output temperatures are ideal for low temperaturesystems,e.g.underfloorheatingcoilsandradiantpanelsinmosttypesofbuilding.

Heat canbeextracted from thegroundeitherbyaburiedloopofpipeworkthroughwhicharefrigerantfluid(orwater)iscirculated,ordirectlybyabstractionofgroundwater.Withcorrectdesign,thedepletionoftheheatsourceismatchedbytherateofheatflowbackfromthesurroundingearthandunder these circumstances the technology is a renewablesourceofenergy.

This technology could be a feasible solution to meet theprojectsheatingdemands.Howeveritsviabilitywilldependon site conditions. Horizontal piping will require a largesitesurfacearea,meanwhileverticalpipingwouldneedaneconomical analysis.

73


Appendix A: SitePlans

DesmondComplex

Gortboy

BishopCourt

Bishop’s

Street

Site1:TheDesmondComplexasExistingScale1:1250

N

Depot

74

Community Centre

Chuchtown Road

Demesne

Scale1:1250Site2:TheDemesneSiteasExisting

N

75


Golf Course

WoodfieldPar

k

Demesne

WoodfieldGrove

Scale1:2500Site3:KillineRoadSiteasExisting

N

76

Gortboy

BishopCourt

1. UpgradedVehicularandpedestrianEntrancealongGortboy

2. 2no5-a-sidepitches(3G)

3. Upgradedandexpandedparking(130spaces)

4. NewLeisureCentre(1592m2)

5. ExistingCommunityCentre-TheDesmondComplex

6. Newplazalandscapedarea

7. Service & Delivery Yard

8. PotentialpedestrianlinktoGortboy


1

2

2

3

3

4

5

5

6

7

8

N

Site 1: The Desmond Complex Site as Proposed(CostOption1)

77

9


1. UpgradedVehicularandpedestrianEntrancealongGortboy

2. 2no5-a-sidepitches(3G)

3. Upgradedandexpandedparking(130spaces)

4. NewLeisureCentre(1592m2)


6. Newplazalandscapedarea


8. 60msprint trackplus run-offwithpolymericsurface

1

2

2

3

6

4

5

7

8

Site1:TheDesmondComplexSiteoptionswithrunningtrackaround5-a-sidepitches

78

1. Existing Pool site converted to parking (add. 80spaces)

2. Boundarywall removedtoopenuppoolsite toDesmondAbilityComplex

3. New Leisure Centre

4. Service Yard

5. 2no.5-a-sidepitches


7. 60m sprint track plus run-off with polymericsurface



1

2

3

4

5

6

7

8

9

N

Entrance

Service Yard

AccessOutdoorSport

Access

Site1:ProposedSiteLayout(CostOption1b)(scale1:1000)

79


CommunityCentre

Chuchtown Road

Demesne

Scale1:1250Site2:TheDemesneSiteasProposed

N

Service and Deliveries

SiteEntrance

AdditionalParking

ProposedNewLeisure Centre

Access Route

80

Future ExpansionPotential

WoodfieldPar

k

Demesne

WoodfieldGrove

Site3:KillineRoadSiteasProposed

N

Access Route

CarPark

ProposedNewLeisure Centre

Service and Deliveries

Site Entrance

Scale1:2500

81


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todd

ler)

30

31.3

Part

ies

7 7.

4

Club

s/m

eetin

gs

24

25

TOTA

L 96

10

0

Br

eakd

own

of u

sage

of a

erob

ic a

rea

82

8.

00

9.00

10

.00

11.0

0 12

.00

13.0

0 14

.00

15.0

0 16

.00

17.0

0 18

.00

19.0

0 20

.00

21.0

0 M

on

Lane

swim

Sc

hool

s Sc

hool

s Ad

ult s

wim

cl

asse

s Sc

hool

s La

ne sw

im

Scho

ols

Scho

ols

Less

ons

Publ

ic

Club

s Aq

ua

aero

bics

Ad

ult

less

ons

Wat

er P

olo

Tues

La

ne sw

im

Scho

ols

Scho

ols

Scho

ols

Adul

t sw

im

Clas

ses

Lane

swim

Sp

ecia

l ne

eds

grou

ps

Gene

ral

publ

ic

Less

ons

Publ

ic

Club

s W

omen

on

ly sw

im

Life

-sav

ing

Aqua

ae

robi

cs

Wed

La

ne sw

im

Scho

ols

Scho

ols

Scho

ols

Scho

ols

Lane

swim

Sc

hool

s Af

ter

scho

ols

prog

ram

me

Less

ons

Publ

ic

Club

s Aq

ua

aero

bics

W

ater

pol

o M

aste

rs

club

Thur

s La

ne sw

im

Scho

ols

Scho

ols

Scho

ols

Scho

ols

Lane

swim

Sc

hool

s Sc

hool

s Le

sson

s Pu

blic

Ad

ult

less

ons

Spec

ial

need

s gr

oups

Aqua

ae

robi

cs

Life

-sav

ing

Fri

Lane

swim

Ad

ult s

wim

cl

asse

s Sc

hool

s Sc

hool

s Sc

hool

s La

ne sw

im

Scho

ols

Spec

ial

need

s gr

oups

Less

ons

Life

-sav

ing

Wom

en

only

swim

Cl

ub

Wat

er P

olo

Lane

swim

Sat

Club

s Le

sson

s Le

sson

s Le

sson

s In

flata

ble

sess

ion

Publ

ic

Infla

tabl

e se

ssio

n In

flata

ble

sess

ion

Spec

ial

need

s gr

oups

Fam

ily

swim

W

ater

pol

o Pu

blic

Pu

blic

Sun

Fam

ily

Swim

Fa

mily

Sw

im

Fam

ily

Swim

Pu

blic

Fa

mily

Sw

im

Fam

ily

Swim

La

ne sw

im

Lane

swim

Pu

blic

M

aste

rs

club

Pu

blic

Theab

ovesche

duleind

icatesavailabilityofcertainacti

vitie

s.In

man

yinstan

cesthemainactiv

ityw

illnotexclude

otherusese.g.paren

tan

dtodd

lera

ndlane

swim

ming(in

orderto

encou

ragem

axim

umm

embe

rship

uptake,asw

imla

new

illbeavailabledu

ringothe

rsessionsasfarasis

po

ssible,b

yusingan

anti

turbulen

celane

rope

)

Itisrecogn

isedthatthe

Saturda

yan

dSu

ndaysched

ulesw

illnee

dtobe

cancelledon

occasionswhe

nthefacilityisho

sting

galas.

Samplesche

dulefo

rswim

mingpo

ol

Popu

latio

n #

Hour

s %

Hou

rs

Scho

ols

23

25.8

Club

s 8

9

Gene

ral P

ublic

33

37

Targ

et P

opul

atio

ns

(wom

en, s

peci

al n

eeds

gro

ups,

pare

nt/t

oddl

er/a

fter s

choo

ls pr

ogra

mm

e)

7 7.

9

Swim

less

ons

12

13.5

Wat

er P

olo/

mas

ters

6

6.8

TOTA

L 89

10

0

Br

eakd

own

of u

sage

of s

wim

min

g po

ol

83


Appendix C: SwimDevelopmentProgrammesfor various user groupsSWIMMINGDEVELOPMENTForTheNewcastleWestPoolComplexNotesonProgrammingtheDifferentGroups

INTRODUCTION

WhenplanningforthefutureswimmingdevelopmentforNewcastleWest,Wehavetoconsiderallsectionsofthecommunity.Wehavethereforelookedatthedifferentgroupswhocurrentlyusethepoolandbrieflyconsideredtheirdevelopment.

LANESWIMMINGThefitnessswimmerwhowishestoswimcontinuouslywillbeabletodoso,aswehaveplannedswimmingthroughoutthetotalopeningtimes,aswellasspecificsessions.Theonlyinconvenienceisthesharingthe6lanepoolwiththeotherusergroups.

COMPETITIVESWIMMINGItisplannedthattherebeadefiniteprogressionsetupfromtheLessonProgrammetotheClub,andfromtheClubtotheProvincial/NationalSquads.ThiswillcomeinlinewiththeAmateurSwimmingAssociation’s"ArmBandstoGoldMedals"Programme,whichshouldfallintolinewithfuturestrategiesfromSwimIreland.

SCHOOLSSWIMMINGConsideration for thecompliancewith theelementsof theNationalCurriculumhas tobeconsideredwhenplanning thisgroup,aswellastheASA,ISRM,ISTC;RLSSdocumentSafeSupervisionforTeachingandCoachingSwimming.

PARENT AND BABY OR TODDLERTimewillbeprogrammedinforthisimportantgroup,sothatsoleuseofthisareaisavailabletothisgroup.

UNDER5CLASSES(3-5YEARS)Aswiththetoddlers,theabilitytoprovideforthecorrectdepthwillenhancethisgroupslearning,forthepupilswillbeabletolearntoswimwhilstbeingconfidentoftheirsurroundings.

ADULTSWIMMINGTheadultswimmingprogrammewillbedevelopedfromLearntoSwim,throughtoImproverLevel,toAdultSwimFit(basiccoachingtoimprovestrokesandstamina)throughtoMastersCompetitiveSwimming.

50PLUSThis isaveryactivegroup in thecommunity,and swimming for thisgroup isplanned todevelop in linewithGo for Lifeprogrammes...ItisplannedtoofferAquafit.

SWIMMINGFORPEOPLEWITHDISABILITIES.Adisabledhoistandwarmwaterisessentialforthisgroup,lookingatbothsegregatedandintegratedsessions.

FAMILYSWIMMINGTheFunPoolisidealforMum,Dad,Grandparentsorcarerstobringtheirchildrentoenjoythefeatures.TimeistheMainPoolisset-asideforthefamilytojointhegeneralswimmingalso.

INFLATABLEFUNSESSIONSTheextrawidththatthe6lanesgives,meansthatthiscanbeprogrammedinatthesametimeasthelaneswimming,takingintoaccountsafetyproceduresandIndustrycodesofpractice.

AQUAFITThecorrectdepthcanbeprovidedfortheseexerciseclasses.

84

THENEEDFORDEEPWATERLearningthebasicskillsofdivingneedsdeeperwater.Theruleof"donotdiveunder1.5m,donotteachitunder1.8m"isallverywell,ifthepupilissmallandlight.Howevertoteachatallandheavyadultorteenagertodiveinto1.8wouldnotbeadvisable.Thereforebringingthedepthto2metresissomewhatsafer.

SYNCHRONISEDSWIMMINGThisevergrowingOlympicsportcouldbeofferedattheNewcastleWestLeisureCentre,toofferadiversificationfromtheordinaryswimming.AsuccessfulclubcouldberunfromtheNewcastleWestLeisureCentre.

WATERPOLOWaterpoloisbestswuminapoolwithaconstantdepthofdeepwater(whichwouldbeanadvantageofamoveablefloor),buta1-2metredepthwouldstillsufficefortrainingpurposes.

IWS/ILAMIreland/RLSSCOURSESAllstaffhavetorenewtheirexambi-annuallyandcasualstaffcanberecruitedfromsuccessfulcandidates.

85


Appendix D: Income&AttendanceProjections

ACTI

VITI

ES

YEAR

1 YE

AR2

YEAR

3 YE

AR4

YEAR

5 N

OTE

S

Casu

al S

wim

min

g €2

25,0

00

€270

,000

€2

92,5

00

€292

,500

€2

92,5

00

Assu

mes

1:1

ratio

adu

lts: c

hild

ren-

- 10%

con

cess

ions

Swim

Pro

gram

me

€96,

000

€100

,000

€1

20,0

00

€120

,000

€1

20,0

00

Less

ons a

ssum

e av

erag

e €8

per

less

on- a

dults

: chi

ldre

n

Scho

ols

€70,

000

€70,

000

€70,

000

€70,

000

€70,

000

25 se

ssio

ns p

er w

eek

at €

80 (b

oth

pool

s) p

er se

ssio

n *

35 w

eeks

Fitn

ess C

lass

es

€108

,000

€1

26,0

00

€144

,000

€1

44,0

00

€144

,000

As

sum

e 50

% le

ss d

ue to

mem

bers

hip/

join

t act

iviti

es-1

0% c

once

ssio

n

Gym

€2

20,5

00

€236

,250

€2

52,0

00

€252

,000

€2

52,0

00

Assu

me

50%

less

due

to m

embe

rshi

p/jo

int a

ctiv

ities

-10%

con

cess

ion

Vend

ing

€10,

975

€12,

475

€13,

500

€13,

500

€13,

500

Assu

me

5c p

er u

ser

or 5

% o

f cus

tom

ers a

t €1

Lock

ers

€27,

438

€31,

188

€33,

750

€33,

750

€33,

750

Assu

me

50c

per l

ocke

r with

shar

ed u

se o

n 2:

1 av

erag

e

TOTA

L €8

08,1

13

€901

,113

€9

88,4

50

€988

,450

€9

88,4

50

(ope

rato

r use

s loc

ker i

ncom

e to

pay

leas

e/fin

ance

cos

ts)

IncomeProjectio

ns

86

ACTI

VITI

ES

YEAR

1

YEAR

2

YEAR

3

YEAR

4

YEAR

5

Casu

al S

wim

min

g 50

,000

60

,000

65

,000

65

,000

65

,000

Swim

Pro

gram

me

12,0

00

12,5

00

15,0

00

15,0

00

15,0

00

Scho

ols

- Wet

35

,000

40

,000

40

,000

40

,000

40

,000

Club

s - W

et

12,5

00

15,0

00

15,0

00

15,0

00

15,0

00

Tota

l Sw

imm

ing

109,

500

127,

500

135,

000

135,

000

135,

000

Heal

th S

uite

10

,000

12

,000

15

,000

15

,000

15

,000

Fitn

ess C

lass

es

30,0

00

35,0

00

40,0

00

40,0

00

40,0

00

Gym

70

,000

75

,000

80

,000

80

,000

80

,000

Tota

l Hea

lth &

Fitn

ess

110,

000

122,

000

135,

000

135,

000

135,

000

GRA

ND

TO

TAL

219,

500

249,

500

270,

000

270,

000

270,

000

Projectedatt

enda

nces

Note:Projected

atte

ndan

cesu

sedforincom

eprojectio

nsare

takenatam

oreconservativ

eleveltha

nestim

ated

inse

ction

3ofth

isRe

port.

87

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