In a reduced format these drawings are included in the appendix of this document.

Three cost estimates were developed based on the work of this study, a project budget, a construction budget and program and operating budget overviews.

1. Project Budget includes all the construction and non-construction costs. Often referred to as hard and soft construction costs. The project budget that follows was developed over the course of the study and refined in the third and final draft with the input of Quantity Surveyors construction cost estimate.
    
2. Construction Budget was developed by the BTY Group, Charter Quantity Surveyors, based on drawings of the preferred option. The estimate includes contingency for design and construction changes. The estimate is prepared in an elemental format based on areas and scope taken from the drawings and based on experience with similar built examples and references.
    
3. Program and Operating Budget Overviews were prepared by PERC (Professional Environmental Recreation Consultants) and in collaboration with Revelstoke Recreation Department. This report provides comparisons to related and similar projects, aquatics program schedules, and operating costs with specific recommendations on rates.

Notes:  

1. Costs have been estimated for Building Permits or DCC's
2. This estimate includes GST
3. Contingencies have been inducted for design and construction phases
4. Contingencies have been included for project costs
5. Professional Fees based on Fee Guidelines for Engineering Services published by APEGBC, Tariff of Fees for Architectural Services, fourth edition published by AIBC based on new construction under 2000m2
    

Programs have been developed on the basis of the following assumptions:

• The pool will be open for 49 weeks of the year: 38 weeks in the winter, spring and fall; 9 weeks for summer programming; and 2 weeks for the Christmas holidays.
• The facility will be closed for the first 3 weeks in September for an annual maintenance program. (Most pools are closed for this purpose for 3 to 4 weeks.)
• There will be extended hours during the summer, in part, to attract tourists.
• The facility will be closed on statutory holidays.
• Revenue and expenditures are based on 2001 figures.

• Instructors have not been calculated into the daily schedule. In the case of schools, due to the existing agreement between the City and the School Board, revenue and wages have been "balanced". For other lesson programs, we have estimated revenue of $37,000 and expenditures of $29,500. This is based on Revelstoke's practice of generating an overall profit of 25% on lessons. 
   
• In terms of lifeguards, the budget includes two or three guards on at any time, with three being required for the weekend afternoon swims. During Pool Manager and Head Lifeguard shifts, these individuals will serve as one of the required staff. This also follows current practice.
   
• The wage rates that have been used are as follows:
  • Pool Manager $21.96 per hour, plus 20% fringe benefits
  • Head Lifeguard $16.25 per hour, plus 20% fringe benefits
  • Instructors $16.26 per hour, plus 14% fringe benefits
  • Lifeguard $13.19 per hour, plus 14% fringe benefits
     
• For budget purposes, the Pool Manager and Head Lifeguard are entitled to about four weeks vacation. They have been left off the schedule for two weeks at Christmas and 3 weeks during shutdown.
   
• For maintenance duties, thirty minutes have been allowed after the close of swimming for two staff to clean the pool areas after customers leave. One hour of custodial time (at $12.00 per hour) has been included for change room and restroom cleaning. The Head Lifeguard has Sunday mornings for cleaning the leisure pool.
   
• Pool maintenance includes a total of $18,400 in wages and benefits. This is a difficult area to predict, and varies from one community to another. As the pool ages, the amount can be expected to increase.
   
• Fitness revenue is based on a lease with a private contractor. This assumes, of course, that there is a private contractor interested in operating this space. It should be noted, also, that capital funds could be saved by providing a "shell" for a fitness area, and having the space completed by the contractor, who would also be responsible for providing the necessary equipment. The dance studio could be used for aerobics classes, and included in the agreement with the contractor. ($2,000 per month has been allocated for the rental of fitness "space".)
   
• Finally, fees for pool and fitness admissions should be finalized Jointly, in order that combined passes can more efficiently be sold.