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TableofContents

CoveringLetter 1. ExecutiveSummary 2. Process 3. SiteSelectionandCommentary 4. ConceptDesignDevelopment 5. TransportationandParking 6. AnEstimateofProbableProjectCosts 7. OperationalAssessment 8. AssessmentofEconomicBenefits 9. Recommendations 10. GeneralAssumptionsandLimitingConditions Appendix(separatebinder)

1 5 14 21 41 73 76 89 98 99

Phase 2 Feasibility Study

Thunder Bay Event Centre

October 9th, 2012

October9th,2012 Mr.MichaelJ.Smith GeneralManagerFacilities&FleetDepartment CityofThunderBay P.O.Box800 ThunderBay,ON P7C5K4 Re: Phase2FeasibilityStudy ThunderBayEventCentre TheConsultingTeamispleasedtosubmitthisfinaldraftofthePhase2FeasibilityStudy.Theprocesshasbeenan excitingandmeaningfulone,addressingthereplacementoftheFortWilliamGardens,asignificantCitylandmark.The outcomeofthisreportcreatesavisionforanewThunderBayEventCentreandspeakstolocation,possiblecomponents, andeconomicbenefit.ThislongawaitedreportwillgeneratemuchdialoguewithCouncil,andwithinthecommunity. ThereplacementoftheFortWilliamGardenshasbeenthesourceofongoingcommunitydiscussion,andhasreally gatheredmomentuminthepastthreeyears.TherehasbeenageneralconsensusforreplacingtheGardensbutmuch lessagreementonthebestlocation.TheConsultingTeamhashostedtwomajoropenhouseevents,andtheprocesshas includedmembersofthecommunity,businesses,learninginstitutions,Councillors,andCitystaff.Thecommunity discussionhasbeenengaging.Wehearwhatpeoplearesayingandknowthisreportwillbewidelydiscussedasakey elementinbuildingcommunityconsensusandmovingforward. ThePhase2FeasibilityStudyrecommendstheDowntown/Waterfrontsiteasthemostbeneficiallocationforthenew ThunderBayEventCentre.Thetransparentevaluationprocesslookedateconomicimpact,thebusinesscase,vision, overallcost,access,andparking.Thislocationisexceptionalintermsofcharacterandpotential.AnewEventCentreon thissitewouldresultinatrulyuniqueentertainmentvenuethatwillgarnernationalattention,buildonthesuccessof PrinceArthursLanding,andpromoteThunderBayasaneventdestination. ThisPhase2FeasibilityStudyhasbeenanexcitingopportunityfortheConsultingTeam.Werecognizeitsimportanceas themajorcomponentoftheCitysduediligenceprocessasitcontemplatestheverysignificantandimpactfulnextstepin replacingtheFortWilliamGardens.Ithasbeenarealprivilegeforourteamtocontributetotheprocess. WewishtheCityeverysuccesswiththisexcitingstepincreatingastrongerandmoredynamicThunderBay. ConradBoychuk,SeniorDirector CEIArchitecture

1.0
1.1

EXECUTIVESUMMARY

Overview
TheFortWilliamGardensisaniconiclandmarkinthelivesoftheresidentsofThunderBay.Firstopenedin1951,itwas oneofthemostmoderneventcentresforitstimeandgeneratedmuchcivicpride.Overtime,theGardenshasnotbeen abletoproperlyaccommodatethegrowingsportsandentertainmentrequirementsoftheregion.Spectaculareventsat thefacilitysuchastherecentBryanAdamsconcert,whileseeminglysuccessful,illustratesomeoftherealissuesasa moderndayentertainmentvenue. ThediscussiontoreplacetheFortWilliamGardenshasbeenanongoingonebutinthepastthreeyearsithasgained significantmomentum.ThisreportisoneofthestepsalongthewayandwasinitiatedbytheCitytodealwithanumber ofintegratedissues: Economicimpact, Operationalperformance, Conceptdesign, Overallprojectcost, Accessandparking, Preferredlocation ThunderBayisatrulyuniqueplacebutshareswithmanyothercitiesitssizeadifficultyincomingtotermswiththebest locationforamajornewentertainmentfacility.ThetwositesgarneringmostsupportareInnovaBusinessParkandthe Downtown/Waterfront.Intermsofcharactertheyrepresenttwocommonbutopposingalternates.IntheInnova BusinessParkoptiontheEventCentreislocatedonalargetractoflandwithabundantroomforparkingandeasy highwayaccess.IntheDowntown/WaterfrontoptiontheEventCentreissolidlyanchoredinadowntowncore,atrend thatweseeasbecomingthenorminothermidsizeCanadiancities. TheexpertiseoftheConsultingTeamincludesnationalandinternationalexperienceinbusinesscaseassessments,event centredesign,parkingandtransportation,andcostestimating.Theseareallcriticaltoevaluatingthesitesidentifiedby theCity.CommentsfromthecommunityreinforcetheideathatthenewThunderBayEventCentreneedstohavea significanteconomicimpactontheCityandthesurroundingregion.Thisisanopportunityforbuildingastronger community,andformakingThunderBayaricherandmorevisiblebusinessandtouristdestination.TheEventCentre playsapivotalroleinallofthisandthemostcriticaldecisionisaboutsiting.Itisnosurprisethenthatthediscussionon possiblesiteshascreatedsomuchcommunitydiscussion. ThePhase2FeasibilityStudyispartoftheCitysduediligenceprocessasitmovesforward.Whilesitingoftheprojectis ofsignificantcommunityinterest,itisthelongtermeconomicimpactofanewspectatorandeventvenuethatwillbe thereallegacyoftheproject.Longtermeconomicimpactwasoneofthekeycriteriaforthesiteselectionprocess. Duringthetwoopenhouseeventsandwiththeaccompanyingquestionnaire,itwaseconomicimpactthatwasseenby thecommunityasmostcritical.Developingastrongvisionandbuildingahealthiercitywerealsoconsistentlyidentified asfundamentalobjectives.Whiletherewasmuchdiversityofopinionintermsofapreferredsite,residentswere consistentintermsofwhatwasmostimportant.

Operationally,thelevelofbenefitthatisexpectedtoarisewillvarybasedonthelevelofspendingwhichtheFacilityand itsvarioususersanduseswillimpart.Inthisregard,theEventsCentrewithanassumedAmericanHockeyLeagueteam orOntarioHockeyLeagueteamasitsleadtenantisprojectedtoimpartahigherlevelofongoingbenefit(including spending,jobsandtaxes)thanwouldtheEventsCentrewithLakeheadUniversityandLakeheadUniversityHockeyasits leadtenant. TheconstructionofanEventCentreoneithertheInnovaBusinessParkorDowntown/Waterfrontsiteswillalsohave someleveloflongtermeconomicanddevelopmentalbenefit.Thereisdocumentationonanumberofrecently constructedmidsizefacilitiesinCanadawhichIllustratethedirectandmeasurablebenefitsoflocatinginurbansites. SpectatorfacilitiesinSaultSte.Marie(EssarCentre),Kingston(KRockCentre),Oshawa(GeneralMotorsCentre),Guelph (SleemanCentre)andLondon(JohnLabattCentre,nowtheBudweiserGardens)haveenhancedtheviabilityof surroundingbusinessesincludingrestaurants,barsandspecialtyretailshops,contributingtotheviabilityandliveability oftheirrespectivedowntowncores.WithrespecttotheDowntown/Waterfrontlocation,thereareanumberof underutilizedbuildingsintheareathatcouldseeredevelopmentorrefurbishingwiththeconstructionofanewEvent Centre,andduringthepreparationofthisFeasibilityStudy,twoseparatepartieshaveindicatedtheywouldinvestin existingfacilitiesshouldtheEventCentrebelocatedontheDowntown/Waterfrontsite. TherearefewerexamplesofinstanceswheregreenfieldEventCentreshavegeneratedasimilarlevelofeconomic developmentbenefit.Whereexamplesdoexist,suchprojectswerepositionedaspartoflargerredevelopmentstrategies tomaximizetheinvestmentintheEventCentreandthesurroundingcommercialdevelopment.Thelackofsucha developmentplanforInnovaBusinessPark(whosefocusisonemploymentusesintheminingnaturalresources,health careandknowledgeindustriesascomparedtoentertainmentandsupportivecommercialuses),coupledwithalackofa criticalmassofcomplementaryusesrenderthislocationasmuchlesslikelytopositivelyinfluencedevelopmentinthe shortterm;itsabilitytopositivelyinfluencedevelopmentinthelongertermwillalsobedependentontheoverallbuild outandsuccessofthebroaderInnovaBusinessParkinachievingitsbusiness/employmentintentions. Overall,thedevelopmentandoperationoftheEventsCentreisconcludedtoimpartsubstantialbenefitwithinThunder Bay,including: $148.3millionto$149.4millionindirectandindirectspendingduringthefacilitysconstruction,alongwithbetween $79.0millionto$79.6millioninemploymentincomegrowth,1,120to1,130personyearsofemployment,and$17.2 millionto$17.4millionindirecttaxrevenuetothefederalandprovincialgovernments;and $10.8millionto$16.8millionannuallyindirectandindirectspendingduringthefacilitysoperations,including$4.6 millionto$5.4millionannuallyinemploymentincomegrowth,265to380personyearsofemploymentannually, and$3.4millionto$4.6millionannuallyindirecttaxrevenuetothefederalandprovincialgovernments. Inaddition,theoperationoftheSpectatorArenaandConferenceCentrecomponentsareestimatedtoattractnumerous newevents,alongwithconferencedelegatesandothervisitorstoThunderBaytoattendthevariousconferences, meetings,tradeshowsandspectatoreventsheldattheEventsCentre.Theholdingofsucheventsisprojectedtoresult inapproximately$6.1millioninnewvisitorspendingannuallywithinThunderBayannually,aswellasassisttheCityin enhancingtherevenuesitreceivesfromitsNorthCareParkade,whereanadditional$91,800to$129,600inannual revenueisprojected.

1.2

EconomicImpact
ThenewEventCentrehasthepotentialtogeneratesignificantshortandlongtermeconomicbenefittotheCityof ThunderBay.Duringtheconstructionofthefacility,therewillbeadirectcorrelationbetweentheamountofmoney spentconstructingtheprojectandtheaccompanyingbenefitthemoremoneyspentontheconstruction,thegreater willbethenumberofjobscreated,theamountofspendingthatwillbecirculatedwithinthecommunity,andthe amountoftaxrevenuethatwillaccruetovariouslevelsofgovernment.Fromthisperspective,boththeInnovaBusiness ParkandDowntown/Waterfrontdesignsshouldbeconsideredasequallybeneficial.

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1.3

OperationalPerformance
Operationally,theperformanceoftheEventsCentreispredictedtovaryonlysomewhatbasedonlocation;its performanceis,however,predictedtovarymoregreatlybasedonthenatureoftheSpectatorArenasleadtenant.The natureoftheSpectatorArenasleadtenantwillgreatlyinfluenceanumberofdifferentrevenuegeneratingfeatures, includingthenumberandpricingofprivatesuitesandclubseats,attendanceandtheamountofrentpaidbythelead tenant,theamountofrevenuegeneratedfromconcessionsales,andsponsorshipandadvertisingrevenue.Locationis projectedtoonlyimpactrevenuesreceivedfromparking(wheretheInnovaBusinessParklocationistohavea2,000 spaceparkinglotswhereastheDowntown/Waterfrontlocationistohavea200spaceparkade)andfromaproposedin houserestaurant(wherethelikelihoodofathirdpartyleasingandoperatingsuchafacilityisfelttothesubstantially greaterattheDowntown/Waterfrontlocation).Inaddition,itisnotedthatparkingattheInnovaBusinessParksitewill belimitedtotheEventCentresspectatoreventswhiletheDowntown/Waterfrontparkingstructure,whilesmaller, wouldhavetheabilitytooperateyearround. Thisreportpresenttwooperatingscenarios,thefirstassumingLakeheadUniversityandtheLakeheadUniversity Thunderwolvesserveastheanchortenant(andusingthefacilityfor40datesperyear),whilethesecondassumesthat eitheranOntarioHockeyLeagueorAmericanHockeyLeagueisSpectatorArenasanchortenant.TheConferenceCentre componentprojectsatotalofsome180eventscoveringapproximately326eventdayscoveringanumberofconventions andtradeshows,consumershows,meetings,banquetsandreceptionsandotherevents. TheoperationalassessmentoftheEventCentreconsolidatesthefinancialperformanceofboththe5,700seatSpectator Facilityandthe50,000squarefootConferenceComponent: WithanAHLorOHLfranchiseasthevenuesleadtenant,theSpectatorArenaisprojecttorealizeanoperatingloss ofsome$307,900(excludingcapitalreservesandbuildingmanagementfees);withLakeheadUniversityand LakeheadUniversityHockeyastheanchortenant,thatdeficitisprojectedtobe$513,800(againexcludingcapital reservesandbuildingmanagementfees).Incomparison,FortWilliamsGardensincursanannualoperatingdeficitof some$600,000peryear(withthisfiguresimilarlyexcludingcapitalreservesandmanagementfees). TheConferenceCentrecomponentisprojectedtoincuranannualoperatinglossofsome$340,400priortocapital reservesandbuildingmanagementfees.WhiletheCitydoesnotcurrentlyoperateasimilarfacility,itisnotedfrom theevaluationofeconomicbenefitsthatthiscomponentoftheEventsCentrewillassistinattractingevents, conferencedelegatesandothervisitorstotheCitywitharesultingannualspendingimpactofsome$6.1millionper year.

1.4

ConceptualDesign
TheconceptualdesigndevelopedforInnovaBusinessParkandtheDowntown/Waterfrontsitearesuitedtotheunique featuresofeachlocation.TheslopeoftheDowntown/Waterfrontsiteworksexceptionallywellforaspectatorfacility andintegrateswellwiththesurroundinghistoriccontext.SimilarlythedesignfortheInnovasiteisthemostefficient approachforaflatsitewithaseasonallyhighwatertable.Theconceptdesignsweredevelopedtoutilizethe opportunitiesofferedbyeachsiteandtoallowforappropriatecosting.Thearchitecturalcharacterofthetwodesigns createsanimageforthedevelopmentbutisnotusedaspartofthesiteevaluationprocess. TheEventCentrewasoriginallyenvisionedashavingupto6,500fixedseatsandaconferencecomponentof approximately50,000squarefeet.Reviewingthecurrentandfuturemarketaswellasbusinesscaseworkpreviously prepared,theConsultingTeamrecommendedthattheEventCentrehavethefollowingmaincomponents: SpectatorArena Seatingbowlwithacapacityof5,700fixedseats, 24privatesuitesbasedonanOHLorAHLfranchise,or12privatesuitesbasedontheLakeheadUniversity Thunderwolvesasthemajorsportstenant, Upto700clubseats, ConferenceCentre BanquetingHallcapableofaccommodatingupto1,000peopleforasitdowndinner, 12,000squarefeetofflexiblemeetingroomspace, Amajorentry/prefunctionspaceseparatefromtheSpectatorArena, IntegrationwiththeSpectatorArenaevent/icelevel. Downtown/WaterfrontdesignwiththeConferenceCentreentrybehindthePagoda Restaurant 5,000squarefootrestaurantcapableofbeingoperatedinconjunctionwith,orseparatefromtheEventCentre program. ThisprogramofspacesappliestoboththeInnovaBusinessParkandDowntown/Waterfrontdesigns.

Includingcapitalreserveallowancesandbuildingmanagementfees,theplannedThunderBayEventsCentreisprojected torealizeanannualoperatinglossrangingbetween$1.198million(whereanAHL/OHLservesastheSpectatorArenas leadtenant)and$1.404million(whereLakeheadUniversityandLakeheadUniversityHockeyserveastheSpectator Arenasleadtenant). Acknowledginglocationaldifferences,theDowntown/WaterfrontlocationisprojectedtobetterInnovaParkbyroughly $125,000annuallywithLakeheadUniversityandLakeheadUniversityHockeyservingastheEventCentresleadtenant, whereaswithanAHL/OHLteam,theInnovaParklocationisprojectedtobettertheDowntown/Waterfrontsiteby approximately$20,000peryear.

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1.5

OverallProjectCost
TheoverallcostofdevelopinganewEventCentreonboththeInnovaBusinessParkandDowntown/Waterfrontsitesis impactedbyspecificfeaturesofeachsite.ForInnovaBusinessParkcostpremiumsincludepoorsoilsconditionsthatwill requirepilingforthebuildingaswellashigherthanaveragecostsfordevelopingtheatgradeparking.SincetheInnova siterequires2,000parkingspaceswithinthedevelopment,thecostsassociatedwithatgradeparkingaresignificant. TheoverallcostoftheEventCentreatthislocationis$106,510,000. TheDowntown/WaterfrontsiteisabletoefficientlyaccommodatethenewEventCentreonasmallerpieceofproperty. Howeveralayerofbedrockbelowthesiteaddstotheoveralltothecostofthefacilityduetoadditionalexcavationcosts. TheDowntown/WaterfrontdesignincludesapedestrianbridgetoconnectVanNormanStreettoPrinceArthursLanding andthishasbeenincludedintheoverallprojectcost.Finally,anallowancehasbeenmadefora200stall2levelparking structureonanadjacentpropertyincludinglandacquisitionanddemolition.TheoverallcostoftheEventCentreatthis locationis$106,116,750. Theselectionofapreferredsitecanbeimpactedbytheassociateddevelopmentcosts.Duringtheopenhouseprocess thecommunityexpressedaneedtodoitright.Onthequestionnairethecategoriesofcostimpactandeaseof developmentscoredrelativelylow.Lookingatvalueformoney,theDowntown/Waterfrontdesignincludestwo elementsthatareofsignificantdailyvaluetotheCity,theVanNormanPedestrianExtension,andthe200stallparking structurecapableofgeneratingrevenuesonadailybasis.TheInnovadesignprovidesalargesurfaceparkinglotthat doeshavetheabilitytobeprogrammedforotherusesduringnoneventdays.Thevalueformoneyappearstohigher withthedevelopmentoftheDowntown/Waterfrontsite.

TheDowntown/Waterfrontsiterequireslessinvestmentinnewparkinginfrastructurebutalsohaslongertraveltimesfor thosewalkingfromtheircartoorfromtheEventCentre.Howeveroncetheyareinthecarreturninghometherewillbe lesstrafficbackupordelaycomparedtotheInnovaBusinessParkoption.

1.7

TheSiteEvaluationMatrix TheConsultingTeampreparedaSiteEvaluationMatrixthatwaspresentedatbothopenhouseeventsandhasbeenwell documentedontheCityofThunderBaywebsite.Thismatrixwasbeenwellreceivedbythecommunityandformsthe basisforratingtheInnovaBusinessParkandDowntown/Waterfrontsites.Thescoresfromthematrixareincludedin Section 3 Site Selection and Commentary


VisionisthedevelopmentconsistentwiththelongtermvisionoftheCityanditspatternofstrategicgrowth? ComplimentaryBenefitsdoesdevelopmentofthissiteenhancetheneighbouringareaorcontext? EaseofDevelopmentarethereissuesorcostsassociatedwiththedevelopmentofthisparticularsite? Accessisthissiteeasilyaccessiblefromavehicular,pedestrian,andtransit(currentandfuture)perspective? ParkinghowmuchparkingisrequiredforeachsitetosupporttheEventCentre? CostImpactarethereissuesassociatedwiththedevelopmentofthesitethatresultinhighercosts? EconomicImpactdoesthedevelopmentofthissitehaveapositiveeconomicimpactontheCityandRegion? CityBuildingdoesthissiteenhancetheprocessofcitybuildingbycontributingtotheeconomicgrowth,quality oflife,citizensatisfactionandcommunitypride?

1.6

AccessandParking TheInnovaBusinessParksiteiswellsituatedintermsofvehicularaccess.ThunderBayExpressway,Harbour Expressway,andGolfLinksRoadallcontributetoeaseofaccess.Forthesitetoproperlyaccommodatetheleveloftraffic duringaneventsignificantupgradingofthesurroundingtrafficinfrastructurewouldberequired.Inaddition,theinternal roadwaysystemwithintheindustrialparkwouldalsorequiresignificantupgrading.Whilemajorroadsborderthesite therearearestrictednumberofentrypointswhichwillcausesomedelayinexitingthesiteafterevents.Transitservice tothesiteislimitedsovirtuallyeveryoneattendinganeventwillbearrivingbycar.Thishasresultedintheneedfora 2,000stallparkinglotaccessedbythreeentrypointsoffInnovationDrive.Inaposteventscenarioitisanticipatedthat theaveragewalkfromtheEventCentretothevehiclewillbe3minutesfortypicalevents(1,200vehicles)and56 minutesformajorevents.Onceinthevehicletheaveragetimetoleavethebusinessparkwillbe10minutesformajor events,resultinginatotaltimetoleavethefacilityof1516minutes. TheDowntown/Waterfrontsiteiswithinanexistingroadwayandparkinginfrastructurewithnoneedforanysignificant upgradingtothesurroundingstreets/roads.ThesiteiswellservicedbyanumberoftransitlinesandaspartoftheEvent Centredesign,willincorporateatransitpavilionatthecornerofCumberlandandCamelotStreets.Buseswillthenuse CumberlandStreetratherthanWaterStreetforthemaindropoffpoint.VehicleaccesstothesitehasCumberlandand WaterStreetsasthemainnorthsouthconnectorasRedRiverRoadastheeastwestconnector. ParkinginthedowntownPortArthurareaappearsadequateforsmalleraudiencesattheEventCentre.Forlargerevents orwheretherearesimultaneouseventsinboththeConferenceCentreandSpectatorArena,moreparkingisrequiredif walkingdistanceistobekepttoareasonablelevel.ForamajoreventthewalkingtimefromexistingCityownedlotsand onstreetparking(some1,775spacesthoughavailabilitycannotbeassumed)tothevenueis+/10minutes.Theprivate sectorhasofferedtonegotiatewiththeCityonanasrequiredbasisforanadditional220+stalls.TheConsultingTeamis alsorecommendingtheconstructionofa200stalltwolevelparkingstructuredirectlynorthoftheEventCentre.

InnovaBusinessParksitedevelopment

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1.8

Recommendations TheConsultingTeamisrecommendingtheDowntown/WaterfrontasthemostbeneficiallocationforthenewThunder BayEventCentre.Theprocessofsiteevaluationlookedateconomicimpact,theoperationorbusinesscase,overallcost, andvehicular/transit/pedestrianaccess.Theteamusedamatrixofquestionsthatweresharedwiththecommunityat twoopenhouseeventsaswellasontheCityswebsite.TheDowntown/WaterfrontsiteoutscoredInnovaBusinessPark inmostcategoriesalthoughultimatelyitwasntsimplythehigherscorethatjustifiesthisrecommendation.The FeasibilityStudydetailstheevaluationprocessandmatrixscoresandspeakstosomeoftheadditionalbenefitsofthe Downtown/Waterfrontsite.ThefollowingadditionalcommentsareincludedinSection 3 Site Selection and Commentary:
Transformation Transformationisafairlyconsistentoutcomewhencommunitieslocatetheireventorentertainmentcentreintheir downtowncore.Thisisoftenatoolforurbanrenewalandreinvestinginyourphysicalandsocialinfrastructure. PublicPerception ResidentsofThunderBayhaveacceptedthenotionofdowntownPortArthurasanentertainmentprecinct.The constructionofanEventCentrestrategicallylocatedwithintheNorthWardandmorespecifically,withinhistoric downtownPortArthurandwithimmediatevisualandphysicalaccesstoPrinceArthursLandingisconsistentwith thatvision. StrategicLandUse TheDowntown/Waterfrontsitewoulddedicate3.13acresor136,400squarefeettothedevelopmentofthenew EventCentrewitharecommendationthatatwolevel200stallparkingstructurebebuiltonanadditional35,100 squarefeetofland.Thiscommitsatotalof171,500squarefeetoflandwithanestimatedvalueof$1,155,000.The overalldevelopmenthastheadditionalbenefitofprovidingadditionalparkinginalocationthatcanutilizeitona dailybasis.TheInnovaBusinessParksitewoulddedicate1,240,666squarefeetoflandwithavalueof$2,068,500to theEventCentreplus2,000surfaceparkingstalls,mostofwhichwouldbeusedinfrequently.

TheDowntown/WaterfrontsitelieswithinthetraditionallandsoftheFortWilliamFirstNation.Thedevelopmentofthe EventCentreneedstorespectandembracethelongstandingrelationshipbetweentheCityofThunderBayandthe FWFN,aswellasmanyotheraboriginalcommunitiesinNorthwesternOntario.Thefuturedevelopmentofthe architecturaldesignshouldfindanopportunityreflectandincorporatethisspirit.

ViewofDowntown/WaterfrontEventCentre looking north on Cumberland Street

Inadditiontobenefitsidentifiedinsubsequentsectionsofthisreport,theConsultingteamoffersthefollowingadditional commentsandobservations: PrinceArthursLandingisaremarkabledevelopmentintheCitysnortherncoreandrepresentsoneofthefinest marineparkdevelopmentsinCanada.Thisparkwillgarnermuchnationalandinternationalattentioninthecoming years.ThedevelopmentofthenewEventCentreonasiteadjacenttoPrinceArthursLandingsolidifiesthisareaas criticalentertainment,businessandtouristdestination.ThereissimplynootherEventCentreinthecountrythat wouldrivaltheuniquenessofthisfacilityandalmostallofthatcomesfromtheveryspecialcharacterofthesite. TheintegrationofPrinceArthursLandingandtheEventCentrewillcreateanenhancedsenseofcommunitypridein thefacility.ThenewEventCentre,liketheCommunityAuditorium,willgenerateasenseofprideregardlessof whereitisconstructedbuttheDowntown/WaterfrontsitewithitsviewofLakeSuperiorandtheSleepingGiant,and itsproximitytoPrinceArthursLanding,embodieswhatistrulyuniqueandmemorableaboutThunderBay. RevitalizationofboththeNorthandSouthcoresandspecifically,thehistoricbusinesscentresofPortArthurand FortWilliamneedtobeakeyobjectiveoffuturestrategicdevelopment.TheDowntown/Waterfrontsiteisoneof thestepsalongthewaytoamorevibrant,peoplefriendly/accessibleNorthcore.Benefitsofthismagnitudeare simplynotachievablethroughthedevelopmentofInnovaBusinessParkasanEventCentrelocation. RecentEventCentresinCanadaandtheUnitedStatesconstructedindowntowncoreareashaveproventobekey elementsinrevitalizingtheirneighbourhoodsandenhancingbothlivabilityandviability.Weexpectthatanew EventCentreontheDowntown/Waterfrontwillbeanothersuccessfulexampleofthisinformedandemergingtrend. ThedevelopmentoftheThunderBayEventCentreontheDowntown/Waterfrontsitewillprovideatrulyuniqueand nationallyrecognizable252,500squarefootentertainmentandconferencevenueononeofthemostspectacularand marketablesitesinCanada.

1.9

NextSteps
ThefinalrecommendationinthePhase2FeasibilityStudyistoobtainsupportfromCounciltomoveforwardtoPhase3. ThedevelopmentoftheThunderBayEventCentrewillonlyhappenwithfundingfromotherlevelsofgovernmentand possiblytheprivatesector.Inaddition,theCityneedstoexploreopportunitiesaroundtheanchorsportstenant, whetherthatisLakeheadUniversity,oroneofthemajorhockeyleagues. NextstepsfortheThunderBayeventcentreinclude: 1. SecuringtheinterestofaprospectiveleadtenantfortheSpectatorArena,whetherLakeheadUniversityand LakeheadUniversityHockey,oranAmericanHockeyLeague/OntarioHockeyLeagueteam, 2. Securingtheinterestofathirdparttodesign,build,finance,andpotentiallyoperateandmaintaintheEventCentre,

3. MovingforwardwithPhase3oftheThunderBayEventCentreinitiativeincludingthefollowing: Higherlevelofarchitecturalandengineeringdesign, Amoredetailedestimateofprobablecostsbasedonthenewdesigndrawings, Arefinedbusinesscasebasedondiscussionswithanumberofpossibleanchortenants, Afinancingstrategybasedonidentifyingsignificantfundingsourcesinconjunctionwiththecontributionfrom theCityofThunderBay.

ThetermshovelreadyhasbeenusedfrequentlyinrelationtoInfrastructureCanadaandOntariofunding.Movingto Phase3willprovideamuchhigherlevelofaccuracyintermsoftheoverallprojectcostandprovideenoughdesign developmenttoallowforminimumamountoftimefromreceiptofpossibleInfrastructureCanadafundingtoonsite construction.

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2.0

PROCESS
TheFirstPhase
TheCityofThunderBayisoneofCanadaslargestcitieswithoutamodernandfunctionalmultipurposeEventCentre. ThisfacthasgeneratedmuchdiscussionwithinthecommunitybutwhiletheCitycontinuestomaintainandoperatethe FortWilliamGardens,othermunicipalitieshavemovedtoanewgenerationofspectatorandeventvenue.These include: MooseJaw,whichopeneda4,500seatfacilityin2011, Abbotsford,whichopeneda7,000seatfacilityin2009, Kingston,whichopeneda6,000seatfacilityin2008, DawsonCreek,whichopeneda4,500seatfacilityin2008, Windsor,whichopeneda6,500seatfacilityin2008, SaultSte.Marie,whichopeneda5,000seatfacilityin2006, Oshawa,whichopeneda6,000seatfacilityin2006, Other Proposed Major Capital Projects ThunderBayPublicLibraryFacilityRenewalCountyParkBranch, CityWideMultiuseTrailSystem, GolfLinksRoad/JunotAvenueMixedUseCorridorImprovements. Multiyear Capital Programs RecreationandParkFacilityRenewalmajorfacilityupgrades,revitalizationandreplacements,etc., Downtown/MixedUseAreasInfrastructureUpgradesstreetscaping,streetfurnishing,publicart,etc., SmartCityProjectsbroadbandconnectivityupgradesCitywideWIFIetc., GreenCityProjectsSustainableEnergyProjects,CommunityEnvironmentalActionPlan(CEAP)initiatives, UrbanReforestation,EnergyManagementprojects,etc., CommunityPartnershipCapitalProjectsCitycapitalcontributiontocommunitybasedprojects. MedicineHatandSt.Catharinesareintheplanningstagesforanewspectatorvenueandwilllikelyseeconstructionin late2012orearly2013. ThediscussiononareplacementfortheFortWilliamGardenshasbeenongoingforsometime.Thefacilitywasopened in1951andwasanexceptionalvenueforitstime.Ithadatotalseatingcapacityofover5,000althoughongoing renovationsandupdateshavedecreasedthatcapacityto3,630.Theeventcalendarincludedhockeyandothersporting events,concerts,bonspiels,dances,circuses,dirtflooreventsandotherformsofentertainmentmakingitanexcitingand importantentertainmentdestinationfortheregion.Inspiteofupgradestothefacility,theongoingevolutionofmulti purposeentertainmentvenueshaslefttheGardensanoutdatedeventcentre.Oneofitsmainfunctionstodayisasa venuefortheLakeheadUniversityThunderwolves.OvertheyearstheGardenshasbeenthehomevenueofother hockeyteamsincludingtheThunderBayFlyers,Senators,Twins,ThunderCats,Bulldogs,andmostrecently,theFort WilliamNorthStars. In2009theCitystartedatwophasedfeasibilityprocesstolookatreplacingtheGardens,movingontwoseparatefronts. DeloittewasretainedtoprepareareportentitledAssessing the Potential of an OHL/AHL Franchise in Thunder Bay.This reportwaspresentedtoCouncilonDecember14,2009.Meanwhile,initiativesbyCitystaffwereundertakeninpartto betterunderstandhowaneweventfacilitymightmoveforward.Theseincluded: Multiplex Facility Background Report: Phase One Study Comparative Summary of MultiPurpose Events Centres in Selected CommunitiesdatedNovember162009 Renew Thunder Bay Proposed FiveYear Strategic Infrastructure Plan datedNovember23,2009 RenewThunderBayisamajorstrategicplanninginitiativethatidentifiesanumberofmajorcapitalprojectsand categorizesthemintothefollowing: Proposed Thunder Bay Multipurpose Event Centre (Multiplex) Open House/Community Workshops Early Stage Public ConsultationheldMay5,2010 Thiseventlookedat10recentlybuiltfacilitiesinCanadaandtheUnitedStates.Thepopulationofthose communitiesrangedfrom80,000150,000andthefacilitiesvariedfrom5,0007,000fixedseats.Thepresentation identifiedtheneedforaPhase2FeasibilityStudythatwouldincludethefollowingkeyelements: Project Update Proposed New EventCentrePublicOpenHousesheldJune1&2,2011 ThepresentationintroducedthefollowingProjectGuidingPrinciples LeverageReNew Thunder Bayinvestment, Affordability/sustainability, PartnershipswiththePublicSector,PrivateSector,andtheCommunity, Publicengagementatallstagesoftheplanningprocess, Economicdevelopmentcatalyst. ThisOpenHouseintroducedanoverallestimatedprojectcostof$80millionwith$63milliontowardsthe190,000 squarefootSpectatorArenaand$11milliontowardsthe50,000squarefootConferenceCentre.TheCityalso introducedforthefirsttime,potentialsitingofthenewEventCentreontheDowntown/Waterfront,ThunderBay Airport,InnovaBusinessPark,ThunderBayCommunityAuditorium/CanadaGamesComplex,Pool6/Waterfront, andFortWilliamGardenssites.OverallprojectcostestimatesvariedfromsitetositewiththePool6/Waterfront developmenthavingthehighestat$128million.TheOpenHouserecommendedaReporttoCouncilonaPhase2 FeasibilityStudyinJuneof2012. Detailedmarketstudytoassessandquantifytherangeandmixofeventsthatanewfacilitywouldattract, DetailedeconomicimpactstudytoconfirmtheshortandlongtermbenefitsofanewMultiplexfacility includingdirectandindirectjobcreation, Evaluationofthevariousprogramandfacilitymixoptionsincludingthepotentialforintegratedconvention facilitiesandothercommunityfacilities, Assessmentofpotentialenvironmentalsustainablefacilityelementsincludingrenewableenergyopportunities (e.g.Solar), Assessmentoftheseatingcapacityrelativetopotentialeventsandcommunityneeds, EvaluationofvarioussitelocationsintheCity, Recommendationofapreferredlocation.

2.1

Legacy Capital Projects(havingamajoreconomicimpactontheCityoverthenext50years) WaterfrontDevelopment, MultiPurposeEventCentre.

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Final Report on Early Stage Consultation on the Proposed Thunder Bay Multipurpose Facility (Multiplex) ThisreportdealtwiththeprocessofengagingthecommunityinthevisioningofapossiblenewEventCentre.Public feedbackthroughtheconsultationprocesssuggested76%supportiveoftheproject,9%supportbutwithconcerns suchasfinancialimpactandsustainability,and15%opposedwithconcernsaboutpriorities,funding,andimpacton taxpayers.ThesitesgenerallyconsideredappropriatewerethePool6/Waterfront,InnovaBusinessPark,and Downtown/Waterfrontsites.

Thunder Bay Event Centre PreliminarySchematic ConceptsdatedJune27,2011 ThisreportfollowsthedecisionbyCounciltonarrowthepossiblesitestoDowntown/Waterfront,InnovaBusiness Park,andThunderBayAirport,andlooksatpossibledesignconceptsforeachofthethreesites.Thisisthefirsttime residentshadanopportunitytoseeapreliminarythreedimensionalsolutionratherthansimplefloorandsiteplans. Theestimatedprojectcostrangedfrom$80millionto$110million.Thisreportwasthefinaldocumenttobe assembledbytheCityinanticipationofselectingaConsultingTeamforthePhase2FeasibilityStudy.

InitiationoftheThunder Bay Event Centre Phase 2 Feasibility Study

Page6 ThunderBayEventCentrePhase2FeasibilityStudy

InJulyof2011theCityissuedaRequestforProposals(RFP)forconsultingservicesandultimatelyselectedtheteamof CEIArchitecturePlanningInteriorsasthePrimeConsultant,supportedby: PricewaterhouseCoopersLLCasfinancial/economicimpactconsultant, BAGroupastrafficandparkingconsultant, TrueGritConsultingLtd.asenvironmentalandinfrastructureconsultant. TheCitydevelopedtwointernalgroupstoliaisewiththeConsultingTeam.TheStaffWorkingGroupleadbyMichael Smith,GeneralManagerofFacilitiesandFleet,actedasthefunctionalclientfortheprojectonadaytodaybasisand generallymetwiththeConsultingTeamonabiweeklybasis.TheCityalsoorganizedaResourceWorkingGroupto reviewperiodicallytheworkbeingdone.TheResourceWorkingGroupwasmadeupofelevenrepresentativesof communityorganizations,membersofCouncil,andCitystaff. TheoverallprojectobjectivesasoutlinedintheRequestforProposalsandexpandedonbythesubmissionofthe ConsultingTeamincludedthefollowing: Confirmtheoverallsizeoftheprojectaswellasthemajorcomponentsincludingtheseatingcapacity,conference centre,andcomplimentaryorancillarycomponents, AssesstheimpactofanewEventCentreonexistinginfrastructureincludingtransportationandappropriateparking, AssesstheviabilityoftheDowntown/Waterfront,InnovaBusinessPark,andThunderBayAirportsitesaspossible locationsfortheEventCentre, PrepareanEconomicAssessmentandBusinessCasefortheproposedlocationsrecognizingthatthebeneficiary impactforeachsiteisdifferent, Prepareconceptdesignsforeachsitefullyutilizingwhateachsiteoffers, Prepareanestimateofprobablecostforeachsitedevelopment, Andfinally,makearecommendationastothepreferredlocationandsizeofthenewThunderBayEventCentre. TheConsultingTeamstartedworkontheprojectthefirstweekofJanuaryof2012,meetingwiththeStaffWorking Group,ResourceWorkingGroup,membersofCouncil,andmembersofthemedia.BymidJanuaryconceptswerebeing developed,firstontheDowntown/Waterfrontsitebecauseofthecomplexityofplanning,butquicklyfollowedschematic designsfortheInnovaBusinessParkandThunderBayAirportsitesaswell.BymidFebruarythefirstdraftofthe schematicdesignswascompleteandpresentedtothepublicatthefirstOpenHouseheldFebruary29thattheItalian CulturalCentre.

Thefirsttwoopenhouseeventsendedatapproximately9:00pmwithboththepresentationsandthequestionperiod beinglivestreamed.Thefirstopenhouseattractedover350attendeesaswellasasimilarnumberfollowingthewhole eventonline.Anadditional752peoplefollowedportionsoftheopenhouseonline.Thesecondopenhouseattracted over300attendees,againwithasimilarnumberfollowingthewholeeventonline.Anadditional1,934peoplefollowed portionsofthesecondopenhouseonline. Thefirsttwoopenhouseeventsincludedquestionnairestobecompletedbyattendees.Thesewerealsoavailableon line.Forthefirstopenhouseatotalof190questionnaireswerecompletedbyattendeeswithanadditional90being submittedelectronically.Thesecondopenhousehadatotalof157questionnairescompletedbyattendeeswithan additional34beingsubmittedelectronically.

3.2

ThePublicProcess
Theoriginalworkplanfortheprojectincludedtwoopenhouseevents,thesecondonebeinganopportunityforthe ConsultingTeamtopresenttheirdraftrecommendation.Howeverthelevelofpublicinterestandthestronglyheld feelingsinthecommunitysuggestedthatthesecondopenhouseshouldcontinuetheprocessofpublicinputwithathird openhousefortheactualpresentationofthefinalrecommendation.ThesecondopenhousewasheldonApril11that theDaVinciCentrewiththethirdplannedfortheCommunityAuditoriumonOctober10th. Theopenhouseformatforboththefirstandsecondeventswereconsistent.Thevenueopenedat3:00pmforviewingof thedisplayboards.TheConsultingTeammadeaonehourpresentationat4:00pmfollowedbyaquestionperiodof approximatelyonehour.Asecondpresentationwasheldat7:00pmfollowedbyanotheronehourquestionperiod.

OpenHouse1
Thethreeelementsoftheopenhousewerethepresentationboards,thepresentations,andthequestionnaire.Allwere availableonlineaswell.ThepresentationboardsgaveanoverviewofspectatorarenasinThunderBay,ahistoryofthe currentinitiative,andinitialconceptdesignsforthethreesites.Theboards,alongwiththequestionnaire,outlinedthe overallprioritiesoftheSiteEvaluationMatrixandprovidedattendeestooffertheircomments.Feedbackfromthepubic wasinlinewiththeoverallobjectivesofthematrix.

Page7 ThunderBayEventCentrePhase2FeasibilityStudy

ThePresentationBoardsOpenHouse#1

Page8 ThunderBayEventCentrePhase2FeasibilityStudy

Page9 ThunderBayEventCentrePhase2FeasibilityStudy

Responses Thequestionnaireforthefirstopenhousedealtwiththefollowingcategories: We would like to know a bit more about you 1. How old are you? ResponseAlmostonethirdofrespondentswereovertheageof60.Asageneralrulethenumberof respondentsreceivedattheopenhousewasdirectlyproportionaltotheirage.Themajorityofonline respondentswereinthe2150agegroup.Therewasalmostnorepresentationbythoseunder20. How would you describe the quality and quantity of events that are available in Thunder Bay? ResponseAlmostonethirdoftotalrespondentsfeltthattherewasarealshortageofdiverseentertainmentin ThunderBayandhaveactuallytravelledtootherlocationstoattendevents.Approximatelyonequarterof respondentsweresatisfiedwiththediversityofentertainment.Generally,theolderrespondentstendedtobe moresatisfiedwithwhatwascurrentlyavailableinpartbecauseoftheCommunityAuditoriumandother smallerperformancevenues. How would you describe your attendance at performance venues (Fort William Gardens, Thunder Bay Community Auditorium, Magnus Theatre or other similar facility in Thunder Bay? ResponseJustovertwothirdsofattendeesattendedeventsatperformancevenuesfourormoretimesayear and90%attendedeventsatleasttwiceayear. Specifically about the two larger venues in Thunder Bay how often do you attend events at the Fort William Gardens and the Community Auditorium? Response31%ofrespondentsattendedfourormoreeventsannuallyattheFortWilliamGardensandan additional24%attendedatleasttwiceayear.FortheCommunityAuditorium,35%attendedfourormore eventsayearwithanadditional41%attendingatleasttwiceayear.

9.

Do you think that renovating the Fort William Gardens is a realistic option? ResponsethreequartersofattendeesfeltthatrenovatingtheGardenswasunrealistic.Therespondentsfrom theonlinesurveywerenotasnegativeasthosewhoattendedtheopenhouse.Theonlineresponseswere 67%againstrenovatingtheGardens.

2.

10. Comment on the kinds of entertainment events that interest you. Responsenotsurprisingly,concertswerethemosteventofmostinteresttotherespondentsat89%,trade andconsumerfairssecondwith73%,festivalsthirdwith65%,asportsfranchise(hockey)fourthwith64%,and boat/carshowsfifthwith64% Comment on priorities/comments relative to the Site Evaluation Matrix that will be used by the Consulting Team 11. The questionnaire identified six different evaluation priorities for the attendees and participants to comment on. The list was described as follows: Vision is the development of an Event Centre at this location consistent with the overall longterm vision of the City and its pattern of strategic growth? Responsetheratingofthiscategorywas3rdbybothattendeesandonlineparticipants. Complimentary Benefits does development of this site enhance the neighbouring area or context? Responsetheoverallandonlineratingforthisprioritywas4th. Ease of Development are there issues or costs associated with the development of this particular site? Are there environmental issues that impact the development process? Responsethispriorityscored8thoveralland7thbyonlineparticipants. Access is this site easily accessible from a vehicular, pedestrian, and transit perspective? Are improvements/modifications required to support the site? Responsethiswasranked2ndoverallwithbut1stbyonlineparticipants. Parking how much parking is required for each site to support the Event Centre: is there existing parking in the area that can be reasonably used to accommodate demands: Can parking be added? Responseparkingranged6thoveralland7thbyonlineparticipants. Cost Impact are there issues associated with the development on the site that result in higher project or construction costs? Responsethisranked7thoveralland6thbyonlineparticipants. Economic Impact does the development of this site have an enhanced economic impact for the City and Region? Responsethisranked1stoveralland2ndwithonlineparticipants. City Building does this site enhance the process of citybuilding by contributing to economic growth, quality of life, citizen satisfaction and community pride? Responsethiswasranked5thbybothgroups. Overall thoughts on the Open House

3.

4.

We would like to hear more about the relevance of a new Event and Conferencing Centre 5. Do you believe a new Event Centre would have a positive effect on the quality of entertainment for you and your family? ResponseApproximately70%ofrespondentsstatedthatanEventCentrewouldhaveaverypositiveeffecton theirlifestylewithanadditional17%statingthatthelifestylewouldbenefitsomewhat. 6. Do you believe a new Event Centre would have a positive effect on the quality of entertainment in the region? ResponseOver70%agreedwiththisstatementwithanother16%agreeingsomewhat. 7. Would you support the replacement of the Fort William Gardens with a new Event Centre? Response60%ofrespondentsagreedwiththisstatement.Itwasclearinassessingtheresponsesthatpeople couldsupportanewfacilitywhilenotnecessarilyagreeingthattheFortWilliamGardensneededtobe demolishedordecommissioned. 8. Do you support the idea of a Conference Centre as an added component to the Event Centre? Responsetwothirdsofrespondentssupportedthestatement,11%werenotsure,10%didnotsupportit,and theremaindercouldsupportaConferenceCentrependingconditionsprimarilypriceandaffordability.

Page10 ThunderBayEventCentrePhase2FeasibilityStudy

12. Did you come away more informed? Responseoverall,54%weresatisfied,25%weresomewhatsatisfiedand10%notreallysatisfied.Online participantswere37%satisfied,33%somewhatsatisfied,and18%notreallysatisfied. 13. Were you satisfied with how the event was conducted? Responseforattendees58%weresatisfied,21%somewhatsatisfiedand10%notreallysatisfied.Fortheon lineparticipants39%weresatisfied,35%somewhatsatisfiedand11%notreallysatisfied.

OpenHouse2
ThesecondOpenHousehadthesamethreeelementsasthefirstopenhouseintermsofmaterial.Thesewerethe presentationboards,thepresentations,andthequestionnaire.Again,allwereavailableonline.Thepresentation boardsgaveanupdatedviewoftheevolvingdesignnowshowingallthreesiteswithgenerallythesamesized components.Thequestionnairewasstructuredsothatrespondentscouldactuallycommentonanyorallofthesites andoffertheirpreference. ThePresentationBoardsOpenHouse#2

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Page12 ThunderBayEventCentrePhase2FeasibilityStudy

OpenHouseQuestionnaireResponses Thequestionnaireforthesecondopenhousedealtwiththefollowingcategories: Wewouldliketoknowabitmoreaboutyou 1. How old are you? ResponseOver40%ofrespondentswereovertheageof60.AswiththefirstOpenHouse,thegreaterthe age,thegreaterthenumberofrespondentsreceived.Onlineparticipationwasatamuchhigherlevelforthe youngergroups.Oftheparticipantsunder40,onethirdparticipatedonlinecomparedtothoseover60where lessthan2%participatedonline.

6.

WewouldliketohearmoreabouttherelevanceofanewEventandConferenceCentre 2. Do you believe a new 5,700seat Event Centre and integrated Conference Centre would have a positive effect on the quality of entertainment for you and your family: Response67%oftotalrespondentswerestronglypositive,25%weresomewhatpositiveand8%feltthattheir qualityoflifewouldnotbepositivelyaffected. 3. At the first open house there was much support for a new Conference Centre as part of the proposed Event Centre. Do you see it as an integral part of the new facility? Response74%agreedwiththiscomment,13%werenotsureand10%didnotseeaConferenceCentreasa necessarypartofthenewfacility. 4. At the first open house participants were asked to indicate the kinds of entertainment events of interest as a spectator/attendee from the following list: Concerts, Curling competitions, Circuses, Rodeos, Boat and car shows, Festivals, Skating shows, Family shows, Religious assemblies, Monster trucks, Industry trade shows, Hockey (OHL and AHL league), Skating competitions, Dances, Trade/consumer fairs, BMX type events, Wrestling or boxing, Basketball or other league sports. Concerts were the highest level of interest followed by flat floor activity such as Trade shows and Boat/car shows. Are you generally in agreement with the idea of concerts and flat floor activity as being very important to this project? Response90%agreedwiththequestion,6%wereunsureand3%disagreed.Respondentswereabletorate thevariousactivitiesandeventsidentifiedinthequestionnaire. Theearliersessionsawconcertsasthehighestinterest,asportsfranchiseassecond,andboar/carshowsas third.Thelatersessionhadasportfranchiseandskatingcompetitionsasthehighestinterestwithfestivalsas third.Theonlinerespondentsratedconcertsasmostimportant,asportsfranchiseassecond,andhadfestivals andtrade/consumerfairstiedforthird. 5. Listed below are the overall categories in the Evaluation Matrix the Planning Team will use to make a recommendation as to a site that best suits the overall objectives of the City. Based on todays presentation what are your top three preferences in terms of criteria? Vision, Complementary Benefits, Ease of Development, Access, Parking, Cost Impact, Economic Impact, City Building.

ResponseIneveryinstancethetoprankedpriorityintermsoftheselectioncriteriawasEconomicImpact receiving21%ofallvotes.Visionfollowedasthesecondprioritywith16%ofvotes.Therespondentsfromthe 4:00presentationhadParkingastheirthirdprioritywith12.2%ofvoteswhilethelaterpresentationandonline attendeeshadComplimentaryBenefitsastheirthirdchoice.Whenallvotesweretallied,Complimentary Benefitsremainedasthethirdpriorityforsiteselection. We would appreciate your comments on the Downtown/Waterfront, Innova Business Park and Thunder Bay Airport sites. ResponseRespondentstooktheopportunitytobothcommentonthethreesitesandexpressapreference.A fewrespondentsofferedabroadrangeofcommentswithoutexpressingapreference.Howevermosttookthe opportunitytostatetheirpreferredlocation.Theattendeesofthe4:00pmpresentationwhoansweredthe questiontendedtoprefertheInnovaParksitevoting44infavourversus35supportingthe Downtown/Waterfrontsite.Thosewhoattendedthe7:00presentationhadtheoppositepreferencewith28 supportingtheDowntown/Waterfrontsiteand19supportingInnovaPark.Theonlinerespondentswerein favouroftheDowntown/Waterfrontsitebyamarginoftwotoone.Intotal,theDowntownsitereceivedatotal of85expressionsofsupportcomparedto73fortheInnovasite.

Overallthoughtsonthisopenhouse 7. Did you come away more informed? Response62%ofrespondentsfeltthattheyhadcomeawayfromtheopenhousemoreinformedwith another26%somewhatinformed.Aninterestingnoteisthattheonlinerespondentsscoredthelevel informationmuchlowerthanthosewhoactuallyattendedtheopenhouse. Were you satisfied with how the open house was conducted? Response67%ofrespondentsweresatisfiedwithhowtheopenhousewasconductedwithanadditional23% somewhatsatisfied.Again,thosewhocompletedthequestionnaireonlinewerelesssatisfiedwithhowthe openhousewasconducted.

8.

SubmittingtheReport
TheConsultingTeamwillbesubmittingthefinalreporttotheStaffWorkingGroupattheendofAugust.Administration inturnwillattachanaccompanyingStaffReportandonOctober15thwillprovidethereportforconsiderationbyCity CouncilasafirstreportonSeptember17th.OnOctober10th,theCitywillhostaMediaBriefingwhichwillbeattended bykeymembersoftheConsultingTeam. ThefinalOpenHouseeventwillbeheldonNovember21stattheThunderBayCommunityAuditorium.Thefundamental objectiveofthePlanningTeamwillbetoreviewtheirrecommendationoftheDowntown/Waterfrontsiteasthe preferredlocationforthenewEventCentre.UnlikepreviousOpenHouseevents,therewillbeasinglepresentation followedbyaquestionperiod. CouncilwilldebatetherecommendationsofboththePhase2FeasibilityStudyandCorporateReportonNovember26th andprovidedirectionintermsofapossiblenextphaseoftheproject.

Page13 ThunderBayEventCentrePhase2FeasibilityStudy

3.

SITESELECTIONANDCOMMENTARY
TheConsultingTeamwascommittedtoprovidingdistinctsitesensitiveconceptdesignsforeachofthethreesitesbeing consideredinthePhase2FeasibilityStudy.TheissueofsiteselectionhasbeencontroversialsincetheCitybegan consideringthereplacementoftheFortWilliamGardensin2010.Thisisbynomeansuncommon,anditisthe experienceoftheConsultingTeamthatmostcommunitiesthesizeofThunderBayfacethisverysameissue.The ConsultingTeamalsorecognizedthatproponentsforeachofthethreesiteswouldbepayingparticularattentiontothe conceptdesignfortheirpreferredsiteandwouldinsistonseeinganappropriateanduniqueapproachfortheirpreferred site.

3.1

GeneralSiteObservations
Eachofthesiteswasvisitednumeroustimesduringtheconceptdesignprocess.Informationwasalsoassembled regardingtheexistinginfrastructureonoradjacenttothesite,geotechnicalcharacteristics(loadbearingcapacity)ofthe site,changesrequiredaspartofthedevelopmentprocess,vehicularandpedestrianaccess,andoverallparking requirements.TheissuesofaccessandparkingarecoveredinamoretechnicallevelinSection5Transportationand Parking.

InnovaBusinessParkSite
TheInnovasiteisequidistantfromthenorthandsouthendsoftheCityandisconsideredtobecentrallylocated.The sitelieswestoftheIntercityareaandisboundonthesouthbyHarbourExpressway,onthewestbyThunderBay Expressway,andontheeastbyGolfLinksRoad.Thebusinessparkhasatotalof44parcelsoflandofwhich4are currentlydevelopedorbeingdeveloped.Thetotalareaoftheparkisapproximately70acresofwhichoveronethirdor approximately28acreswouldneedtobesetasideforthedevelopmentofanEventCentre.TheInnovaBusinessPark sitecanbedescribedasagreenfieldsiteandistotallyownedbytheCity.Themarketvaluefortherequiredpropertyis currently$2,068,500. AccesstoInnovaBusinessParkisprimarilyoffHarbourExpresswayalthoughtherearesecondaryentrancestothe easternportionviaexistingCitystreets.Theoverallplanningofthebusinessparkisstraightforwardwithaninternal loop,InnovationDrive,resultinginpropertieseitherbeinginboundoftheroad,oroutbound.Theoutboundproperties onthesouthandwesthaveexcellentexposuretoHarbourExpresswayorThunderBayExpressway.Allserviceswithin InnovaBusinessParkweredesignedforlightindustrialdevelopmentandwouldneedtobeimprovedtoproperly accommodateanewEventCentre.Upgradeswouldincludethefollowing: ImprovedaccessoffbothThunderBayExpresswayandHarbourExpressway, WideningandupgradingofInnovationDriveandPremierWay Relocationofamajorstormsewertrunkline ThegeotechnicalcharacteristicsoftheInnovasitewillrequirethebuildingfoundationtobeconstructedonpiles.The extentofmuskegonthesitewillrequirethattheparkingareawillrequiresomedegreeofexcavationandfill.Soils investigationindicatesthatduringthespringthereisthepotentialforatemporarywatertableapproximately4feet belowgrade.Thisfeature,alongwiththeflatnatureofthesitesuggestsanEventCentreconceptdesignthatrequiresa minimumofexcavationorsinkingthebuildingintotheground. AneasementrunsthroughthesouthernportionofInnovaBusinessParkandprotectsamajorstormsewertrunkline. Thissignificantlyimpactstheinfrastructureimprovementcostofthesite.Whilesmallerindustrialtypebuildingscould likelybesitedontheaffectedpropertieswithoutcompromisingtheeasement,themuchlargerfootprintoftheEvent Centrecreatesaconflictthatrequirestherelocationofthestormwatertrunkline.

Innova Site

Page14 ThunderBayEventCentrePhase2FeasibilityStudy

Downtown/WaterfrontSite
TheDowntown/WaterfrontsiteisenvisionedbytheConsultingTeamasaconsolidationofthreedistinctcomponents. ThefirstistheblockboundonthewestbyCumberlandStreet,ontheeastbyWaterStreet,onthenorthbyCamelot Street,andonthesouthbyVanNormanStreet.TheCityownsthemajorityofpropertywithinthisblock.Theother parcelsintheconsolidatedsiteareVanNormanStreetwhichwouldbedecommissionedandincorporatedintothe buildablearea,andtheCityownedparkingareadirectlynorthofthePagodaandaccessedoffWaterStreet.The DowntownsitewouldrequiretherelocationoftheexistingtransitterminalonWaterStreetandanearlier decommissioningandremovaloftheCamelotStreetHydroSubstation.TotalareaoftheDowntown/WaterfrontSiteis approximately3.13acresor136,400squarefeetwithanestimatedmarketvalueof$785,000. TheDowntown/Waterfrontsiteisslopedapproximately18feetfromthehighpointattheintersectionofCumberland andVanNormanStreets,tothelowpointattheintersectionofWaterandCamelotStreets.Whiletheblockisquite capableofaccommodatingtheEventCentre,theadditionofaconferencingcomponentrequiresthelargerconsolidated parcel.

VanNormanStreet

TheDowntown/WaterfrontsiteispartofPortArthurshistoricdowntowncoreanditsproximitytoboththeshorelineandthe traintrackswouldnormallysuggestsomelevelofsoilcontamination.Thissiteisinanareaofbedrockanddependingonits location,willimpacttheoverallcostoftheEventCentre.TestdrillholesweredoneinAprilof2012aspartofaPhase2 EnvironmentalAssessment.TheresultsindicateverylittlesoilcontaminationalthoughtheCamelotSubstationpropertywasnot includedinthescopeofwork.AnyremediationofthisportionofthesitewouldbedonebyThunderBayHydroaspartofthe normalprocessofdecommissioningthestation.Theboreholesindicatedbedrockbetween6feetand7.5feetbelowthesurface withtheexceptionthatbedrockisfoundwithin4.5feetatVanNormanandWaterStreet.Asaresult,someblastingofthe bedrockwillberequiredaspartoftheconstructionprocessiftheEventCentreisdesignedwithoutundergroundparkingand considerableblastingwillberequiredwithundergroundparking.ForthisreasontherearetwooptionsprovidedbytheConsulting Teamforadditionalparking.Thefirstistheprovisionof350stallsbeneaththebuildingwhilethesecondrecommendedoptionisa new200stall2levelatwolevelabovegradeparkingstructuredirectlytothenorth.BothoptionshavebeenpricedinSection 6 An Estimate of Probable Costs.

CumberlandStreet CamelotStreet TupperStreet

CumberlandStreet

Downtown/ Waterfront Site

Alternate ParkingStructure Location

PrinceArthursLanding

Page15 ThunderBayEventCentrePhase2FeasibilityStudy

ThunderBayInternationalAirportSite
TheAirportsite,liketheInnovasite,isrelativelyflatandbestsuitedtoatwolevelEventCentredesign(aswithInnova) asopposedtothethreelevelapproachproposedforDowntown.Unliketheothertwosites,thereareaminimumof propertylinestodealwith.GenerallythesiteisdefinedbyArthurStreettothenorth,andanimpliedsouthernboundary basedoncurrentexistingdevelopmentandairporttaxiways.Thesitecanextendtothewestasmuchasisrequired,and theoverallsiteconfigurationwillbeasimplerectangle.AccesstothesitewouldprimarilybeoffArthurStreet. TheConsultingTeamdevelopedaninitialdesignfortheAirportsiteandsubsequentlymodifieditaspartoftheprocess ofstandardizingthevariouscomponentswithineachdesign.Howeveritbecameclearearlyintheprocessthatthissite wasnotgoingtogarneranylevelofrealsupportwithinthecommunity.AfterthesecondOpenHousetheConsulting Teamrecognizedthatthisoptiondidnotwarrantadditionalconsideration.

ArthurStreet

Airport Site

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ThunderBayExpressway

3.2

ProposedSiteDevelopment
EachofthesitesisuniqueandpresentsaspecificopportunityintermsofaccommodatinganewEventCentre.Aspartof theinitialconceptdesignworkleadingtothefirstOpenHouseinMarchtheConsultingTeampreparedsignificantly differentbuildingconceptsforeachsite,respectingwhatthesiteshadtooffer,andalsotestingvarioussizesofbuilding components.ThiswasdonetoprovidePricewaterhouseCooperswithdifferentmodelstoevaluateintermsoftheoverall businesscaseandeconomicimpact.FollowingthefirstOpenHouse,theConsultingTeamconfirmedanoverallprogram ofspacesandappliedtheseconsistentlytoeachsite.Thedevelopmentofthefinalprogramofspacesisdiscussedin Section 4 Concept Design Development.

Downtown/Waterfront
TheDowntown/WaterfrontsiteislocatedintheheartoftheNorthward,ordowntownPortArthur.Thesiteisflankedon theeastbyWaterStreetandonthewestbyCumberlandStreetthehistoricnorthsouthroadandconnectortoFort William.BothWaterandCumberlandStreetsoffergoodvehicleaccesstothesite.RedRiverRoadisoneofthemain connectionstothenorthwestquadrantofThunderBayandwillbringbothpedestrianandvehiculartraffictowithina blockofthesite.WhiletheDowntown/WaterfrontsitedoesnotdirectlyfrontontoRedRiverRoad,thepanhandle configurationoftheintegratedpropertyallowsittoextendveryclose. Thesitesitsinahistoricprecinctsurroundedprimarilytothesouthandwestbyacombinationofhistoricbuildingsand smallcommercialsspaces,manyofwhichwouldbenefitdirectlyfromrevitalizationofthearea.Themostsignificant adjacentbuildingsinclude: TheWhalenBuilding,ThunderBaysmosthistorichighriseandatonetime,PortArthursCityHall, PrinceArthurHotel,ahistoricandwellpositioned120roomhotel, TheblockofbuildingsonthewestsideofCumberlandbetweenRedRiverRoad,andVanNormanStreet,including theLyceumandtheTomlinsonBlock, ThePagoda,auniquelittlepavilionthathasforoveracenturybeentheCitystouristinformationcentre,andthe oldestofitskindinCanada, TheProvincialBuilding,builtapproximately20yearsagoasamajorinvestmentbytheProvince,thebuildingissouth ofRedRiverRoadandliketheDowntown/Waterfrontsite,isboundontheeastandwestbyWaterandCumberland Streets. TheDowntown/Waterfrontsiteisnotableforthelackofdevelopmentontheproperty.Withtheexceptionofthetransit busloopandtheagingCamelotStreetHydroSubstationthesiteislargelyundevelopedandusedprimarilyforsurface parking.TheseusescreateissuesthatwillneedtobedealtwithaspartofanydevelopmentoftheDowntown/ Waterfrontsiteforaneventcentre: Thetransitbusloopisarelativelynewfacilityandwelllocatedintermsofexistingbuslines.Anyrelocationofthis facilityshouldbedoneinreasonablycloseproximitytotheexistinglocation.Thiswillrequirecoordinationwith ThunderBayTransitandsupporttheirlongtermplanningobjectives. TheCamelotStreetHydroSubstationwillbedecommissionedbeforetheendofthedecade.Theconstructionofan EventCentreonthissitewillrequireadvancingthedemolitiondate.Thecostofremovingthesubstationand environmentallyremediatingthisportionofthesiteisacostthatwouldbebornebyThunderBayHydro.However, costsassociatedwithadvancingthedecommissioningdateneedtobefactoredintothedevelopmentcostofthe Downtown/Waterfrontsite. ThedevelopmentoftheEventCentrewillremovethelargestcontiguousCityownedsurfaceparkingareainthe downtownandthiswillrequiretheadditionofnewparkingspaceselsewhereinthegeneralarea. TheDowntown/Waterfrontsitesharescertainsimilaritieswithotherurbaneventcentrelocations:
Page17 ThunderBayEventCentrePhase2FeasibilityStudy

InnovaBusinessPark
TheInnovaBusinessParksiteisaccessed,andhighlyvisiblefrombothThunderBayExpresswayandHarbourExpressway. Thisvisibilityisanassetforanumberofreasons: Oneoftheadvantagestothissiteishighwayaccess.Beinghighlyvisiblefrombothexpresswaysisanadvantagein termsofaccessingthesite. Visibilityisrelatedtopotentialrevenuefromsponsorshipandnamingrights. Capturingthecornerofthetwoexpresswaysmeansthatsmallerbuildingswillnotbebuiltincloseproximitytothe intersection.Smallerscalebuildingswiththeirbackdoorpotentiallyfacingeitherexpresswayareavoidedand overallimpactisbothmaximizedandcontrolled.

InnovationDrive,coupledwithCapitalWayandPremierWay,createaninternalringroadwithinthebusinesspark. Withintheringareanumberofsmallerandmediumsizeparcelsofwhichfourhavebeensold.Additionalproperties eastofPremierWayhavealsobeensold.ThemostappropriatelocationforthenewEventCentre,forbothmarketing andplanningreasons,isthelandoutsideoftheringroadandspecificallytheninepropertiesthatcaptureanLshaped sitewestofPremierWayandfollowingThunderBayExpresswayasfarnorthasCapitalWay.Allofthedevelopmentison onesideofInnovationDriveallowingspectatorstoaccesstheirvehiclesdirectlywithouthavingtocrossthestreet. Theapproachtomassingthebuildingonthesiterecognizesthatbuildingsseenfromahighwayareusuallyviewedat higherspeedsthanthoseseenfrommoretypicalcitystreets.TheEventCentreontheInnovaBusinessParksiteis positionedtodramaticallydominatetheintersectionofbothexpressways.Thesiteprovidesampleopportunityforon siteparkingwhichisabenefitduringeventtimesbutunderutilizedduringnonevents. TheconceptdesignfortheInnovaBusinessParksiteisdiscussedinSection 4 Concept Design Development,butit wouldbeappropriatetointroduceoneofthefundamentalprinciplesofthearchitecturalapproach.Thedesignconcept reflectsoneoftheemergingtrendsinmidsizespectatorfacilitieslocatedonaflatsitewhereexcavationiskepttoa minimum.InnovaBusinessParkshighseasonalwatertablemakesthisapproachparticularlyrelevanttoboththissite andtheThunderBayAirportsiteaswell.Thefundamentalfeatureofthisdesignapproachincludesthefollowing features: Theeventoricelevel(includingDressingRoomsandsupportbackofhousespace)isatgradealongwiththe Concoursearea.InsomesensesthisissimilartotheFortWilliamGardenslayout. Tomaintainseparationbetweenthepublicandtheentertainer/athlete,thepublicConcourseisonthreesidesofthe icesurfaceonly(intheFortWilliamGardensitisonallfoursidesrequiringteams,officials,andtheiceresurfacer drivertocrossthepublicareatoreachtheicesurface. TheintegrationofthebackofhouseandConcourseresultsinalargerbuildingfootprintalthoughthisdoesnt necessarilytranslateintoalargerbuildingarea.

Thereisahistoriccontextofoftenunderperformingmixedusebuildings, Theareaiswellservicedbynumerousexistingtransitsystemsorlines, Theneighbourhoodhasvehicularandpedestrianinfrastructureinplace, Thereisanopportunityto,inthereasonablynearfuture,havesomelevelofentertainmentandhospitalitybased upgradingandrevitalizingincludingexistinghotel/motelaccommodation, Thefutureopportunitiesarereasonablywellunderstoodandachievable.

3.3

SiteEvaluation
ThesitingofthenewThunderBayEventCentrehascreatedmuchdiscussioninthecommunitywithpassionatelyheld opinionsonallsides.WhilemanyresidentsmaynotfeelknowledgeableabouttheidealsizeorcapacityofthenewEvent Centre,everyonedoesfeelmorecomfortableandconfidentindiscussingtheadvantagesanddisadvantagesofeachsite. ThispublicdebateisnormalforanycommunitylookingtobuildanewEventCentrefacilityandhasoccurredinmany citiesinrecentyearsincludingWinnipeg,London,Kingston,andMooseJaw. Theselectionofapreferredsiteneedstobedonethroughaprocessthatisvisible,transparent,responsible,and meaningful.Morethantheactualdesignofthefacility,thesiteevaluationprocesswillbescrutinizedbythecommunity atlargeandthemedia.TheConsultingTeamdevelopedaSiteEvaluationMatrixcomprisedofsevendifferentvaluesor criteriaandpresentedthisinformationatbothOpenHouseevents.BasedonthePhase2RequestforProposalsissued bytheCitytheDetailedSiteAnalysisStudywouldincludethefollowing: Asiteconditionassessmentforeachproposedsite,includingahighlevelenvironmentalconditionassessmentand assessmentoftheneedandavailabilityofinfrastructurerequiredtoadequatelyservicetheproposedEventCentre; Updatedcapitalcosts,bysite,fortheproposedEventCentre,basedontheproposedconceptualdesignandthesite conditionandinfrastructureevaluation; PreparationofaconceptualdesignandrelateddrawingsfortheproposedEventCentreoneachproposedsite; Apreliminary,comparativeeconomicimpactassessmentforeachproposedsite,includingtheidentificationof potentialopportunitiesfordevelopmentand/orredevelopmentoflandsinproximitytothesite; Adetailedparkingstudyforeachproposedsiteincludingestimationofparkingrequired,confirmationofadequacy ofexistingparkingsupply,preliminaryparkingdesign/layoutconceptsandapreliminarytrafficassessmentforeach site.

Event OpenHouse#1 Resultshandedin atOpenHouse#1 Responses 213responses Top3Criteria 1EconomicImpact 2Vision 3Access 1Access 2EconomicImpact 3Vision 1EconomicImpact 2Vision 3CityBuilding 1EconomicImpact 2Vision 3CityBuilding

Resultssubmitted online

89responses

OpenHouse#2

Resultshandedin atOpenHouse#2

157responses

63 63 10 22

StatedSitePreference InnovaPark Downtown/Waterfront InnovaPark Downtown/Waterfront

Resultssubmitted online

34responses

EconomicImpactandVisionareconsistentlyratedasthemostimportantfactorsinsiteselection.Itisalsoclearthaton linerespondentshadaslightlydifferentviewcomparedtothosewhoattendedtheOpenHousepresentations.The secondOpenHousequestionnairealsoprovidedanopportunityforrespondentstocommentonany/allsitesandexpress anopinion.ThiscommentbasedsitepreferenceprocessindicatedsupportfortheDowntown/Waterfrontsitewith85 respondentsversus73forInnovaBusinessPark. BasedontheresponsesfromthetwoOpenHouseeventstheConsultingTeammodifiedtheweightingofthevarious evaluationpoints.TheConsultingTeamalsoevaluatedthesitesoverthreedifferentsessionsandduringthisprocessit wasconcludedthattheThunderBayAirportsitewasnotaviableoption.Themajorreasonspertainedtooverallaccess tothesiteaswellasthefundamentalissuethatthesitecouldonlybesecuredthroughalongtermlandleasewiththe AirportAuthority,whereastherewasnoissueintermsoftheCityowningtheothertwosites. ThefollowingisthefinalSiteEvaluationMatrixalongwiththescoringforboththeInnovaBusinessParkand Downtown/Waterfrontsites.ThefirstevaluationbytheConsultingTeamwasheldonMarch21standfocusedon: EaseofDevelopment Access Parking EvenatthispointitwasclearthattheThunderBayInternationalAirportsitewouldbeadistantthirdintermsofthe evaluation.SubsequentcommentsbyboththegeneralpublicandCouncilregardingthelattersiteallowedthe ConsultingTeamtoeliminateitfromtheevaluationprocess. TheEvaluationMatrixhaseachitemscoredwith10beingthemaximumallowed.Onecolumnidentifiestheweightingof boththecategoryandtheindividualquestionswithinthatcategory.Theweightedscoresforeachcomponentarenot showninthematrix.TheTOTALSCOREatthebottomofthematrixisnotsumoftheindividualscoresbutofthe weightedindividualscores.

TheSiteEvaluationMatrixreflectstheobjectivesoftheCitysothatthereisadirectandtransparentlinkwiththeoverall evaluationprocess.Inaddition,thematrixclearlyreflectstheissueofaccessandparkingwhichhastodatetypifiedthe communitysoveralldiscussionsonthisproject.BasedontheexpectationsanddeliverablesofthePhase2Report,the ConsultingTeamhasidentifiedthefollowingasoverallelementsoftheSiteEvaluationMatrix: VisionisthedevelopmentofanEventCentreatthislocationconsistentwiththeoveralllongtermvisionofthe Cityanditspatternofstrategicgrowth? ComplimentaryBenefitsdoesdevelopmentofthissiteenhancetheneighbouringareaorcontext? EaseofDevelopmentarethereissuesorcostsassociatedwiththedevelopmentofthisparticularsite?Arethere environmentalissuesthatimpactthedevelopmentprocess? Accessisthissiteeasilyaccessiblefromavehicular,pedestrian,andtransit(currentandfuture)perspective?Are improvements/modificationsrequiredtosupportthesite? Parkinghowmuchparkingisrequiredforeachsitetosupporttheeventcentre?Isthereexistingparkinginthe areathatcanbereasonablyusedtoaccommodatedemands?Canparkingbeadded? CostImpactarethereissuesassociatedwiththedevelopmentofthesitethatresultinhigherprojector constructioncosts? EconomicImpactdoesthedevelopmentofthissitehaveanenhancedeconomicimpactfortheCityandRegion? CityBuildingdoesthissiteenhancetheprocessofcitybuildingbycontributingtotheeconomicgrowth,quality oflife,citizensatisfactionandcommunitypride? ThequestionnairesavailableatthetwoOpenHouseeventsplusthecorrespondingonlinequestionnairesprovidedthe communitywiththeopportunitytoprovidedirectinputpriortothesiteevaluationbytheConsultingTeam.Theresults ofthequestionnaireresultswereasfollows:

Page18 ThunderBayEventCentrePhase2FeasibilityStudy

Downtown

Weighting

SITEEVALUATIONMATRIX
VisionisthedevelopmentofanEventCentreatthislocationconsistentwiththeoveralllong termvisionoftheCityanditspatternforstrategicgrowth? IsthedevelopmentofanEventCentredeemedappropriateforthissite? IsanEventCentreoneofthehighestandbestusesofthissite? DoesanEventCentreonthissitereflecttheCitysvisionandCitysOfficialPlan? Willthisdevelopmentstimulatefuturegrowth/expansionconsistentwiththeCitysvision? ComplimentaryBenefitsdoesdevelopmentofthissiteenhancetheneighbouringareaor context? Willthesurroundingneighbourhood/areabepositivelyimpactedbythisdevelopment? Canthissitesupportthedevelopment/expansionofanevent/entertainmentzone? Arethereadditionalbenefitsnotnecessarilyassociatedwithentertainment/eventactivity? EaseofDevelopmentarethereissuesorcostsassociatedwiththedevelopmentofthis particularsite:Arethereenvironmentalissuesthatimpactthedevelopmentprocess? Isthesitewellserviced? Arethereissuesthatwouldprolongthedevelopmentorapprovalprocess? Arethereenvironmentalissuesorconcernsassociatedwiththesite? Accessisthissiteeasilyaccessiblefromavehicular,pedestrian,andtransit(currentand future)perspective?Areimprovements/modificationsrequiredtosupportthesite? Doesthesitehaveeasyvehicularaccessandegressforeventsetup? Doesthesitehaveappropriatevehicularaccessandegressforspectatorsatevents? Doestransitcurrentlyservicethesiteand/orwouldservicebeprovided? Isthissiteaccessiblebypatronswalkingtotheevent(hotel,restaurants,etc.)? Parkinghowmuchparkingisrequiredforeachsitetosupporttheeventcentre?Isthere

1. a b c d 2. a b c 3. a b c 4. a b c d 5. a b c 6. a b c 7. a

15% 30% 25% 25% 20% 15% 40% 40% 20% 10% 40% 30% 30% 10% 10% 60% 20% 10% 10% 50% 25% 25% 10% 35% 35% 30% 15% 35% 35% 30% 15% 40% 30% 30%

8.5 8.5 10.0 8.5 8.5 8.0 8.0 8.0 8.0 10.0 10.0 8.0 9.0 6.0 6.0 8.0 7.5 5.0 5.0 7.0 8.0 9.0 9.0 7.0 7.0 10.0

6.0 5.0 4.0 5.0 4.0 8.0 8.0 7.0 8.0 10.0 10.0 9.0 2.0 3.0 10.0 3.0 10.0 5.0 5.0 7.0 8.0 5.0 4.0 5.0 5.0 6.5

BasedonscoringofthetwositestheSiteEvaluationMatrixconcludesthattheDowntown/Waterfrontsiteisthe preferredlocationandoffersthegreatestshortandlongtermbenefit.ItoutscoredtheInnovaBusinessParksitein almostallcategorieswiththeexceptionofParkingandAccess(slightly).Thematrixoffersavehiclefortheobjectiveand broadbasedevaluationofthefinaltwositesbuttheissueofsiteisapolarizingoneandtheConsultingTeamfeltobliged tooffersomeadditionalcommentsintermsofitssupportfortheDowntown/Waterfrontlocation.Thesecommentsare basedontheirobservationsofthesite,knowledgeofEventCentres,andtheirfamiliaritywithcommentsmadeby supportersofbothsites.

Innova

SiteSelectionCommentary
ThefundamentalquestioninidentifyingapreferredsiteisasimpleonewhichsiteofferstheCitythegreatestfuture benefits?Acorollarytothatquestioniswhichsitepotentiallyofferstheleastbenefitorhasaneutralornegativeimpact. TheConsultingTeamlookedatbothaspectsofthisquestion. Transformation Theissueoftransformationwasidentifiedbysupportersofbothsites.SomefeltthatanewEventCentreinInnova BusinessParkwouldencouragethepurchaseofotherparcelsoflandandspeedupthebuildoutofthispark.Thisis truetoanextentsincethedevelopmentoftheEventCentrewouldconsumeatotalof9oftheremaining40unsold lots.SomeofthemosthighlyvisiblepropertywouldbeusedfortheEventCentredevelopment.Theremaining31 availablelotswouldlikelybedevelopedasacombinationoflightindustry,commercialandrestaurant,andthe integrityoftheInnovasiteasabusinessparkwouldbehighlycompromised.Developmentwouldbeunfocusedand adhocandoneofthelegacieswouldbeamuchunderutilized2,000carparkinglot. ThereareaconsiderablenumberofexamplesinCanadawhereeventcentreshavebeenconstructedinurbanareas andintheprocess,contributedtosignificanturbanrenewal.Thisisawellunderstoodprincipleandexplainswhy mostoftherecentlybuiltfacilitieshavebeeninurbanlocations.Thishasalwaysbeenthecasewithlargerfacilities butitalsoholdstrueformidsizespectatorfacilitiesinsmallercommunities.AnewEventCentreintheDowntown/ Waterfrontlocationwouldhaveasignificantandimmediateimpactonthesurroundingurbanareaconsistentwith thegenerallyheldviewthatthedowntownNorthWardisanentertainmentdistrict.ThecombinationofanEvent CentreandPrinceArthursLandingwillcreatearemarkableurbandestinationthathasnorealequivalentinCanada.

existingparkingintheareathatcanbereasonablyusedtoaccommodatedemands?
Istherethepotentialforadequateparkingonornearthesite? Doestheeventcentreparkingalsoeffectivelysupportotherusesduringnoneventdays? Isthereappropriatespaceforeventloading/busing? CostImpactarethereissuesassociatedwiththedevelopmentofthesitethatresultin higherprojectorconstructioncosts? Isthereacostpremiumfordevelopingthespectatorcomponentonthissite? Isthereacostpremiumforoverallsitedevelopment? Aretherefundingopportunitiesassociatedwiththedevelopmentofthissite? EconomicImpactdoesthedevelopmentofthissitehaveanenhancedeconomicimpact fortheCityandRegion? Doesthedevelopmentofthissitehaveapositiveeconomicimpactonthesurroundingarea?

Parking
TheissueofparkinghasbeenpartofthesitediscussioneversincetheCitystartedconsideringthereplacementof theFortWilliamGardens.InnovaBusinessParkisadrivetodestinationandparkingrequirementswouldbe greaterthanforanurbanlocationwherethereisalreadyalevelofexistingparkingwithinwalkingdistance.Innova BusinessParkhasadequatelandtoaccommodatealloftheanticipatedparkingrequirementsandinthisregardthe siteoutscoredtheDowntown/WaterfrontsiteintheSiteEvaluationMatrix.However,dedicatingover1,000,000 squarefeetoflandtoperiodicsurfaceparkingisanunderutilizationofdevelopmentlands.Thepoorsoilsconditions arereflectedintheincreasedcostofdevelopingthatonsiteparking. TheDowntown/Waterfrontsitesitswithinacontextofexistingparkingmadeupofbothpublicandprivatelyowned stalls.WithinthedowntownareathereisadequateparkingfortheEventCentrebutthetimeittakestowalkto someoftheavailablestallscanbeexcessive.Atthistimethereareover200privatelyheldparkingstallswithinthe areathat,accordingtotheirowners,couldbededicatedtoeventparking.Thiswould,intheviewoftheConsulting Team,stillleaveashortfallofatleast200stallstokeepthewalkingtimereasonableforsoldoutevents,andrequires theconstructionofasmallerparkingstructureincloseproximitytotheEventCentre.Thereisnotasignificant differencebetweenthecostofa200carparkingstructureinthedowntowncoreanda2,000carparkinglotin InnovaBusinessPark.Thereishowever,asignificantdifferenceintheeffectofanewparkingfacilitydowntown, withconsiderablymoreuseforbothspecialevents(BluesFest)anddaytodayactivity.

b Wouldthissitebecomeanentertainment/eventdestination? c Isthissitepositivelyimpactedbytheexistingsurroundingdevelopment? 8. Citybuildingdoesthissiteenhancetheprocessofcitybuildingbycontributingtothe economicgrowth,qualityoflife,citizensatisfactionandcommunitypride? a DoesthedevelopmentonthissiteenhancetheprofileofThunderBayasadestination? b Wouldthedevelopmentofthissiteenhancethequalityoflifeforthecommunity? c WouldthedevelopmentasenvisionedfosterpridebytheresidentsofThunderBay?

TOTALSCORE

79.7

63.1

Page19 ThunderBayEventCentrePhase2FeasibilityStudy

TheCitysOwnView
ThereisastrongsensebybothCitystaffandresidentsthatdowntownPortArthurshouldhaveanentertainment focusandcurrentzoningsupportsthis.TheConsultingTeamalsorecognizesthattherearetimeswhenlong standingviewsorassumptionsneedtoberevisited.ThefactthatrezoningwouldberequiredtoallowanEvent CentretobebuiltinInnovaBusinessParkshouldnotbeseenasasignificantobstacleinevaluatingthesite.The morefundamentalquestioniswhetheritistimetoreconsidertheNorthWardbusinesscoreasthepreferred entertainmentprecinct.IntheviewoftheConsultingTeam,thisnotioncontinuestobethecorrectonerelatedto developingavibranturbanarea.PrinceArthursLandingsetsanewandhighstandardtodevelopmentintheNorth WardandtheplacementofthenewEventCentreontheDowntown/Waterfrontsitereinforcesthisdevelopment strategy. InnovaBusinessParkwasdevelopedaspartofalargerregionalvisionandwhiletherearealargenumberof propertiesavailableonlyasmallnumberhavesold.Themajorityofthosesaleshappenedinthelastthreeyears. Maintaininglanduseasabusinessparkcontinuestobeappropriateanditslocationinrelativelycloseproximityto LakeheadUniversity,ConfederationCollege,andThunderBayInternationalAirport,ismoresupportiveofitscurrent usethanasanEventCentrelocation.ThegeneralviewoftheConsultingTeamisthattheCitysvisionoftheNorth WardastheentertainmentprecinctandInnovaBusinessParkaslightindustrialuseissupportableandovertime, sustainable.Thepotentialforasignificantnewminingandindustrialcluster(i.e.supplyandservices)withinInnova BusinessParkisconsistenttheCityslongtermvisionforthissite.

TheIssueofPlanningandPrioritizing
Thedevelopmentandevolutionoftheintercityhasbeenongoingandthecharacteroftheareahaschanged significantly.Decadesagoitwasgenerallyalightindustrialareaalthoughovertimethathaschangedwithmore office,commercialandhospitalityareas.ThisdiversityhasservedtheIntercitywellanditslocationbetweenthe NorthandSouthwardshasconcentrateddevelopmentcomparedtoothercitieswheresuchdevelopmentwould radiatearoundthecentralhub.ThefactthatThunderBaycannotgrowtotheeastduetoLakeSuperiorhasfurther enhancedthedevelopmentoftheIntercityarea.

ThedevelopmentoftheIntercitymayhavecomeatatradeoff.Businessesthattypicallymightconsiderlocatingin eitherdowntownare,insomeinstancesdrawntoIntercity.UntilrecentlytheoldPortArthurandFortWilliam downtowncoreswereinastateofdecline,atrendthatisseeninothercitiesthroughoutNorthAmerica.Amoveby businesstotheIntercitydidnotcausethisdeclinebutitdidprovideanattractivealternativetoreinvestinginthe downtowncores.ForThunderBaytogrowproperlyasadynamiccitywithauniquenorthandsouthhistoric downtowncore,itneedsto: EncouragetheongoingdevelopmentofthenorthandsouthdowntownbusinessareasalongwithIntercity. ThunderBayisasinglecitywithanumberofuniqueneighbourhoodsandbusinessareas.Theyallneedand deservetogrowandprosper. TheCityneedstocontinueeffortstoenhancethenorthandsouthdowntownareas.PrinceArthursLandingis anexcellentexampleofsuccessfullycreatingavibranturbanarea,andthenewProvincialConsolidated CourthouseprovidesacomparativeexamplefortheSouth.CityCouncilsconsiderablepublicinvestmentand revitalizationeffortsinboththenorthandsouthdowntownareasneedtocontinue.Majorpublicandprivate development/redevelopmentprojectsarethebestmeansofbuildingthesustainabilityofthesecoreareas.

CentralversustheNorthand/orSouth
OverthecourseofthetwoopenhouseeventstheConsultingTeamheardmuchregardingthenotionthatthenew EventCentreshouldbecentrallylocated.OtherssuggestedthatanInnovaBusinessParklocationwouldgetbeyond theageoldPortArthur/FortWilliamargument.TheirviewwasthattheIntercityareaanditsgrowthtothewest couldbecomethenewcentreofThunderBay.However,inlookingmorecloselyatthenotionofbeingcentralthe followingneedstobeconsidered: ThemajortransitroutesreflectinpartthemovementofpeoplethroughouttheCity.Whiletherearebuslines thatmoveeastwest,mostmajortransitpointsorstationsarealongtheeasternurbanedgeoftheCity.The maintransitterminalsareatWaterStreet,Intercity,andCityHall.TheeasternsideoftheCityhasalwaysbeen businesscentrewiththegreatestdensityofactivityandthemostaccessibleintermsoftransitandpedestrian traffic. DevelopmentintheIntercityareatendstobeeitherbigboxorsmallercommercial/foodestablishments whereonsiteparkingisprovided,andinfactnecessaryforthesurvivalofthebusinesses.Thistypeof developmentistypicallyontheoutskirtsofacommunitybutThunderBaysuniquesituationhastendedto focusthetraditionaldevelopmentoftheoutskirtstoIntercity.Itisrelativelyequallylocatedbetweenthe northandsouthendoftheCityandinthatrespect,iscentral.Unlikeothercitycentres,Intercity,especially wheretherehasbeenrecentdevelopment,continuestobeadrivetoareawithlimitedtransitserviceand unfriendlytothepedestrianexperience.ThefactthatInnovaBusinessParkissurroundedonthreesidesby majorhighwaysmayhavebenefitsintermsofaccessbutcontradictstheimageoftheareaasacitycentre.The formofdevelopmentforInnovaBusinessParkandtheIntercityareahasbeenestablished,anditisfirmly suburban.

StrategicLandUse

LandwithinThunderBayhastheabilitytocontributestrategicallytothequalityoflifeinthecommunityinanumber ofways: ItcanbedevelopedbytheprivatesectorforbusinessandindustrygeneratingrevenuetotheCitydirectly throughpropertytaxes, ItcanbedevelopedasapubliclyownedcommunityresourcesuchasPrinceArthursLanding,enhancingthe qualityoflifeforresidents, ItcanbedevelopedaspartoftheCityscriticalinfrastructure(hospitals,schools,recreationandleisure,open space), Itcanbeleftessentiallyunchangedbutsafeguardedaspartofanenvironmentallegacy. ThedevelopmentoftheEventCentreontheDowntown/Waterfrontsitemaximizestheratiobetweenthesizeofthe siteandtheamountofusablespace(roughly250,000sfforeitherdesignconcept)placedonit.Themajorityof parkingforthislocationalreadyexistsandmuchofitwillbeontheexistingstreetnetwork.Theamountof additionallanddedicatedtonewparkingiskepttoaminimumandbyprovidinganew200spacetwolevelparking structure(withthepotentialtoaddathirdlevelandatotalcapacityof300stalls),theamountofadditionalsite requiredisalsokepttoaminimum.Anyadditionalparkingprovidedinthedowntownareawillbeusedevenwhen thereisnoeventattheEventCentre. TheInnovaBusinessParksitededicatesasignificanttractoflandsolelyforthepurposeofeventbasedparking.Thereisnoreal needbyneighbouringbusinessesforaccesstothisparkingastheywillberequiredbythezoningbylawtoprovidefortheirown requirementswithintheirindividualdevelopments.Asadrivetodestination,thedevelopmentoftheInnovaBusinessParksite willrequiresufficientonsiteparkingtoaccommodatemajororsoldouteventswhich,whileexcitingforthecommunity,arenot frequent.Thisisanextremelyunsustainableuseforover1,000,000squarefeetofland.

Page20 ThunderBayEventCentrePhase2FeasibilityStudy

4.0

CONCEPTDESIGNDEVELOPMENT
TheOpenHouseheldonFebruary29thattheItalianCulturalCentreintroducedthefirstconceptdesignsforInnova BusinessPark,Downtown/Waterfront,andThunderBayAirportsites.Theconsultingteamprovidedahighlevelofdetail andexplained,throughtheirpresentation,howatypicalEventCentrefunctioned.Theinitialdesignsvariedintermsof thesizeofvariouscomponentssothatoptionscouldbetestedaspartofthebusinesscasetobepreparedby PricewaterhouseCoopers.ThesecondOpenHouse,heldonApril11thattheDaVinciCentre,sawaconsistencybetween thethreedesignsintermofbothcomponents,andoverallbuildingarea.Thelistofcomponentsincorporatedintothe finaldesignswere:

SeatingCapacity Theoverallfixedseatingcapacitywasconfirmedat5,700,generallyconsistentwithanearlier Deloittestudy(2009). TheSpectatorArenahasanoverallareaof202,500squarefeetonthreelevels. TheConferenceCentrehasanoverallareaof50,000squarefeet. Atotalof24privatesuiteswillbeprovidedplusspacetoaccommodateaMultipurposeParty RoomattheSuitesLevel. TheConferenceCentrehasaBanquetHallaccommodatingupto1,000seatedguestsplusa divisibleMeetingRoomwithamaximumof12,000squarefeet. InnovaPark Atotalof2,000stallsarerecommendedsinceallattendeeswilllikelydrivetothesiteas individualsorsmallgroups. Downtown/Waterfront Therearetwooptionsbeingconsideredincludingasinglelevelofparkingunderthebuildingwith approximately350stalls,andanoffsite200stallparkingfacility(recommended)immediatelyto thenorthoftheEventCentre.Someownersofparkingstallsinthedowntownareahavealso offeredtoleasetheirfacilitytotheCityorrunitthemselvesduringevents. TheDowntown/WaterfrontsitehasalwaysprovidedauniqueopportunitytooverlookMarina Park,PrinceArthursLandingandSleepingGiant.Theothersites,becauseoftheirisolation,have lessopportunity.TheAssessmentofEconomicBenefitslookedatarestaurantforboththe Downtown/WaterfrontandInnovaBusinessParklocations.Whileithasntbeenincorporatedinto theInnovaDesign,ithasbeenincludedinthepricinginSection 6 An Estimate of Probable Project Costs. Anallowanceof2,000squarefeethasbeenprovidedforthesportsfranchiseadministrationatthe InnovaBusinessParksiteonly.Thereisnoconsistentapproachtoincludingtheteams administrationareaintotheirvenuebutbecauseofthelackofofficespacearoundthissite,the decisionwasmadetoincludeitintheoveralldesign.

BuildingArea

PrivateSuites

EarlyconceptforThunderBayInternationalAirport

ConferenceSpace

Parking

Restaurant

EarlyconceptforInnovaBusinessPark

HockeyAdministration

EarlyconceptforDowntown/Waterfront

Page21 ThunderBayEventCentrePhase2FeasibilityStudy

4.1

TheInnovaBusinessParkDesign
ThedesignfortheInnovaBusinessParksiteisatwolevelconceptandrespondstotwoofthesiteskeyfeatures,aflat site,andwithahighseasonalwatertable.Theoveralllayoutrespondstoalevelsiteandminimizesbothexcavationand fill.Thebuildingisstrategicallylocatedinthesouthwestcornerofthesitemaximizingtheoverallvisualpresenceofthe facilityfrombothThunderBayExpresswayandHarbourExpressway.

PlanningtheSite
Atotalofapproximately2,000parkingstallsarelocatedonthesiterunningbotheastandnorthofthebuilding.This arrangementplacesalloftheparkingontheoutboundsideofInnovationDrive,allowinglargeassembliesoflandto remainintactforfuturedevelopmentforlightindustrial,commercial,orminingrelatedlightindustrialuse.Theparking arrangementalsoensuresthatthemovementofspectatorstotheirvehiclesdoesnotrequirethemtocrossInnovation Driveonfoot,somethingtheConsultingTeamfeelscanbepotentiallydangerousduringexitingformajorspectator events. Theavailabilityoflandonthissiteallowsforalargebackofhouseareathatissharedbyboththespectatorcomponent andtheconferencingpiece.Allvehiclesassociatedwithmajorconcerts,tradeshowsandothereventscanbe accommodatedinthisbackofhousearea.

DesignApproach

ThedesignapproachtotheInnovaBusinessParkconceptrecognizesthattherearetwodistinctaspectsorviewstothe building.Locatedatamajorhighwayintersection,thereareviewsofthebuildingseenexclusivelyfromvehicleseither approachingthesiteordrivingbyatrelativelyhighspeeds.AsaresulttheformoftheEventCentrefacingHarbour Expresswayisalarge,simpleanddramaticform.Oncewithinthebusinessparkandapproachingthebuildingfromthe north,thetreatmentofthebuildingfaadeismorearticulatedrecognizingthatspectatorswillbeapproachingslowlyby vehicle,andultimately,asapedestrianwalkingfromtheirparkingstalltothebuilding.Thearchitecturalapproachtothe designisacombinationofthesetwodifferentaspectsofthebuildinglocation. EarlyconceptforInnovaBusinessPark

Page22 ThunderBayEventCentrePhase2FeasibilityStudy

ThebuildingsectionbelowillustratesthetwoprimarylevelsofthebuildingtheEvent/ConcourseLevel,andthePrivate BoxLevel.Acleardimensionof50hasbeenprovidedfromtheeventoricelevelandtheundersideoftheprimarysteel structure.Notshownonthefloorplansbutincludedinthepricingisacatwalksystemthatwouldbeusedforaccessto lighting,spotlights,thescoreboard,andgeneralrigging. BuildingSectionthroughInnovaBusinessParkconceptlookingeast

Media SuitesLevel

Administration

Washroom th MainEventLevelConcourseon3sidesofseating bowlandbackofhouseon4 side MainLevelFloorPlan

SuitesLevel

Concourse

ThemainfloorleveloftheInnovadesignisgenerallyatthesameelevationasthesurroundingarea.Thedesignapproach placesboththepublicareasandbackofhouseareasonthesamelevel.WithintheSpectatorArenathepublicareais organizedaroundthreesidesoftheseatingbowlandismadeupoftheConcourse,Concessions,andWashrooms.A MainEntryatthenorthwestcornerofthebuildingprovidesaccesstothegeneralseatingareawithaseparatePrivate BoxEntrysouthoftheMainEntry.AlsoonthemainlevelareBuildingAdministrationandHockeyAdministration.These areashavebeenincludedinthepricingforthisoptionalthoughthereisthealternateofprovidingonlyBuilding Administration.Overall,withthedesigndevelopmentofEventCentres,thereisnogeneralpolicyofaccommodatingthe sportsfranchiseofficeswithinthehostingvenue. TheConferenceCentreportionofthedesignhasalloftheactivityontheonelevelandisfullyintegratedintothe spectatorcomponent.TheConferenceCentrehasaMainEntryatitswestendwhichisrelativelyclosetothemidpoint oftheoverallEventCentre.TheentryleadsdirectlytoalargecorridorormallwiththeMeetingRoomsand BanquetingRoomonthesouthside.TheMeetingRoomspacecanbeconfiguredanumberofways.Withthemovable wallpanelsintheretractedpositiontheroomhasamaximumenclosedsizeof12,000squarefeetalthoughthesewalls canalsoberetractedsothatthespaceeffectivelybecomesaverylargeopenareaandpartofthemall.TheBanqueting HallisalsoenclosedbyamovablewallsystemandliketheMeetingRooms,canhaveallwallsretractedsothespace becomepartofthemallarea.WiththewallsoftheMeetingRoomsandBanquetingHalltotallyretractedtheoverall areaoftheseamlesslyintegratedMall/Meeting/Banquetingspaceisover30,000squarefeet.

Page23 ThunderBayEventCentrePhase2FeasibilityStudy

ThebackofhouseareafortheConferenceCentreintegrateswiththatoftheSpectatorArenaandincludesaStorage RoomandcommercialtypeKitchen.ThedesignallowstheKitchenareatofeedboththeMeetingRoomsandthe BanquetingHall(regardlessoftheconfiguration)directlythroughaservicecorridor. TheBackofHouseareaisattheeastendoftheSpectatorArenaandissignificantinoverallsize.Thisareaisattheend ofthehorseshoeshapedconcourseandisasecurezonenotaccessiblebyspectators.Inthisfourthsideofthebowlare locatedfourCommunityDressingRooms,aVisitorsDressingRoom,theHomeTeamSuite(acombinationofDayLockers, DressingRoom,Washroom/Showers,FitnessArea,TeamLounge,CoachsOffices,Workshop,TeamStorage,andgeneral

supportareas),StaffChangeRoom,RefereesChangeRoom,EventOffice,StarDressingRoom,GreenRoom,Ice Resurfacing/Workshop,RefrigerationRoom,andMechanical/ElectricalRooms.ThelargestareaintheBackofHouseis theMarshallingAreawhichisusedforopenstorageaswellasvehiclecirculationfortradeshows,concertsandother events. TheSpectatorArenaandConferenceCentrehavebeendesignedinallcasestooperateasasingleintegratedfacilityoras twostandaloneunitscapableoffunctioningsimultaneously.

MainLevel RoomLegend
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. ConferenceCentreLobby BanquetHall MeetingRooms/Exhibit BanquetStorage Kitchen EventFloor SpectatorArenaLobby PrivateSuitesEntry Ticketing Administration HockeyAdministration Concessions/Retail Washrooms Concourse Storage CommunityDressingRooms Control StaffArea Marshalling Refrigeration Zamboni Mechanical/Electrical VisitingTeamDressing HomeTeamDressing Loading

1 10 7 8 15 12 13 15 13 12 12 14 13 13 15 20 22 14 13 6 9 15 13 13 12 14 12 13 21 16 16 23 11 3 13 16 13 3 3 2 2 16 15 5 18 17 25 4

15+19

22

24

Page24 ThunderBayEventCentrePhase2FeasibilityStudy

ThePrivateBoxLevelFloorPlan
ThePrivateBoxLevelisaccessedeitherbystairsoranelevatorfromtheMainFloorLevelPrivateBoxEntry.Thisareais composedof24PrivateBoxes,Washroomsfortheboxes(therearenowashroomswithinthePrivateBox),2Party Rooms,aLoungeArea,andaMedia/Broadcastingarea.ThePrivateBoxesonthenorthsideofthebowlareconsistentin theirdimensionswhiletheboxesonthesouthsidevaryindepth,themajoritybeingdeeperthanthoseonthenorth side.TheLoungeAreaandnorthsidecorridortotheboxeshaveviewstowardsMountMcKayandtheNorwesters.

PrivateBoxLevel RoomLegend

1 2

LoungeArea PrivateSuites

2 2 2 2 2 2 2 2 2 2 2 2 2 1 1

2 2 2 2 2 2 2 2 2 2 2 2 2

Page25 ThunderBayEventCentrePhase2FeasibilityStudy

DesignCommentary
ThedesignconceptdevelopedforInnovaBusinessParkrecognizedthatwhiletherewereseveralbuildingsalready existingonthesite,anewEventCentrewouldredefinethesiteandmakeitamixedusedevelopmentratherthanalight industrialpark.TheConsultingTeamhadanumberofkeyobjectivesforInnovaBusinessParkincludingthefollowing: Takeadvantageofwhatthesitehastoofferwhichisanabundanceofavailableland.Thereisabalancein proposingdevelopmentforsuchalargetractoflandandtheConsultingTeamfeltthattheexistinginfrastructure shouldstayinplaceandbeupgradedratherthanredesigningtheoverallpark.Theuseoflandneededtobe responsiblydonesothattherewastheopportunitytomaximizethemarketabilityoftheremainingsite. ThesitehashighvisibilityfromThunderBayExpressway,HarbourExpressway,andtoalesserdegree,GolfLinks Road.Eachoftheseroadwayswouldbecriticalforvehicularaccesstothesite.Thisvisibilityshouldbetakenfull advantageofinsuchawaythatitpromotestheideaoftheEventCentreasthecornerstonetothepark. InnovaBusinessParkisarelativelyflatsiteandadesignconceptwasdevelopedtosuitthissitefeature.Thedesign placestheConcourseatgradesothatasoneapproachesthebuilding,orwhendrivingby,onecanseethe spectatorsastheymovewithinthebuilding.Thisvisibilityofspectatorsenhancestheimpactofthebuildingduring events. EarlyconceptforInnovaBusinessPark Developanappropriatearchitecturethatrespondstotheexperienceofapproachingthebuildingfromwithin InnovaBusinessParkaswellasforthosedrivingpastthefacilityoneitherHarbourExpresswayorThunderBay Expressway.TheConsultingTeamutilizedalarge,dramaticandsimpleformonthebuildingssouthelevationfacing HarbourExpressway.Thelargecurvedformislocatedasfarwestasappropriatetoalsomaximizetheexposureof theEventCentretoThunderBayExpresswayandincreasethemarketingandnamingrightsopportunities.

Avoidaseaofparkingrecognizingthatasadrivetositetherewillneedtobeapproximately2,000parkingstalls. ThesiteplanningutilizesonlythelandbetweenInnovationDriveandthetwoexpressways.TheEventCentreis strategicallyplacedwithintheoverallconfigurationofthesite.Thisapproachavoidscentringthebuildingwithina parkinglotandintheprocesscreateszonesofparkingforboththeSpectatorArenaandConferenceCentre.This allowsforamoreaestheticallypleasingparkinglotdesignandprovidesascaleofparkingthatismoresensitiveto theexistingandfuturebuildingswithinthepark.

EarlyconceptforInnovaBusinessPark

ComplimentsfuturedevelopmentofamixeduseInnovaPark.Futuredevelopmentofpropertyadjacenttothe parkingareasoftheEventCentrewillactuallyhavehighervisibilitytoThunderBayExpresswayandHarbour Expresswayandwillbeseenthroughaforegroundofthehighlylandscapedparkinglot. FirmlyestablishtheHarbour/ThunderBayExpresswayintersectionasthemostimportantintermsoftheCitys majorhighways.Thedevelopmentofeventcentreswithinagreenfieldorsuburbansiteoftenseestheplacementof thebuildinginthedistancewithmajorintersectionsbeingusedprimarilyformarquissignage.Thedesignconcept reinforcestheimportanceofthishighwayintersection.

Page26 ThunderBayEventCentrePhase2FeasibilityStudy

4.2

Downtown/WaterfrontDesign
ThedevelopmentofaconceptdesignfortheDowntown/Waterfrontsitewasacomplexprocessfortwoprimaryreasons. Thefirstwastheconfigurationofthepropertiesavailable.InitiallytheConsultingTeamlookedonlyattheblockbound byVanNorman,Cumberland,WaterandCamelotStreets.IncludingVanNormanaspartofthesitewasalwayspartof theplanningprocess,justasitwasinearlierdesignstudiesinitiatedbytheCitypriortothePhase2work.Thefinitesize ofthesitecausedthedesignerstolookattheCityownedpropertydirectlytothenorthofthePagodaandwhilethiswas aratherlongandnarrowpieceofland,itprovidedarealbenefitinmaximizingtheConferenceCentrecomponentonthe Downtown/Waterfrontsite. DesignApproach Therewereanumberofobjectivesinplanningthedowntownfacility: ThedesignneedstotakeadvantageofthevariablegradesofthesitewiththecornerofVanNormanand CumberlandbeingthehighestpointandWaterandCamelotStreetsbeingthelowest.Aslopedsitecanworkwell foraspectatorfacilityandinthiscasethegradedifferencebetweenthetwocornerswasarealassetinthedesign. TheCumberlandStreetelevationneedstobeconsistentinscaleandmaterialwithsomeoftheothercommercial buildingsinneighbourhood.ThePrinceArthurHotelandtheWhalenBuildingare,becauseoftheirheight, exceptionstotheoverallarchitecturalcharacterandscaleofthesurroundingarea. Morespecifically,thedesignshouldbepartofacontemporarybackdroptothehistoricPagoda. ThedevelopmentshouldofferthepedestriantheopportunitytomovefreelybetweenCumberlandStreetand PrinceArthursLanding.ThisobjectivewasalsopartoftheCitysearlierstudyofthisdowntownsite. ThefacilitysadjacencytoPrinceArthursLandingandLakeSuperiorwerespectacularassetsthatneededtobetaken advantageofintermsofhowthefunctionsinthebuildingwereplanned/oriented.TheiconicSleepingGiantin particularneededtobehighlyvisiblefromthebuildingwhereverpossible. CumberlandStreetinparticularshouldhaveviewsintothepublicdomain(Concourse)oftheSpectatorArena. WaterStreetshouldhavesomeabilitytoviewintotheConferenceCentreportionofthefacility. Parkingneededtobecriticallyevaluatedsothatanyadditionalrequirementscouldbeachievedeitheronsiteor withintheadjacentarea.Confirmationofaccesstoexistingprivatelyownedstallwascriticaltothisevaluation.

PlanningtheSite
TheDowntown/Waterfrontsite,aswithmosturbansites,hasahighratioofsitecoveragebythebuilding.Theprimary outdoorpublicareasintheproposedconceptinclude: VanNormanStreetbetweenCumberlandandWaterStreets,functioningasalevelpedestrianexperiencewith accesstotheConferenceCentreviaanupperLobby,arestaurantontheeastsideoftheEventCentre,anda pedestrianoverpasstoconnectwithPrinceArthursLanding. ApublicplazanorthofthePagodaandfunctioningastheoutdoorassemblyareafortheConferenceCentre. Aramped/terracedareaabuttingtheeastedgeofthePrinceArthurHotelproperty,connectingtheVanNorman pedestrianextensionwiththeConferenceCentreplaza.

EarlydesignsketchoftheDowntown/Waterfrontconcept (VanNormanPedestrianExtensionnotincludedintheprojectatthispoint)

Page27 ThunderBayEventCentrePhase2FeasibilityStudy

Thenaturalgradesofthesitehaveworkedextremelywellinaccommodatingtheplanninganddesignprocess.The almost20footgradedifferencebetweenthehighestandlowestpointsonthesiteresultinthebuildingbeingsunken intothegroundalongCumberlandStreet.ThislessenstheoverallbuildingheightalongCumberlandStreet,and minimizestheobstructionofviewsfromtheWhalenBuilding.TheresultingmassingofthebuildingalongCumberland Streetisconsistentwiththescaleofthesurroundinghistoricbuildings. UnliketheInnovaBusinessParkdesignwheretheoverallfootprintofthebuildingislarge,theplanningforthedowntown siteismuchmorecompactwithstackingorlayeringofelements.Thesectionofthebuildingandthespecificlevelsofthe designarestronglydefinedbythesurroundinggrades.Acrosssectionthroughthebuildingillustratesthis: ParkingLevel,anoptionwherethereareaminimumof350undergroundparkingstallsprovidedonsite.While presentedatthesecondOpenHouse,thisoptionforprovidingadditionalparkingisnotbeingrecommendedbythe ConsultingTeam. EventLevelwithalloftheinteriorbackofhousecomponentsfortheConferenceCentreandSpectatorArena determinedbytheelevationalgradeatthecornerofWaterandCamelotStreet.Thiscorneristhevehicleentrance totheeventfloor.ThemajorcomponentsattheEventLevelincludetheicesurface,dressingrooms,Banqueting Hall,andMeetingRooms.

ConferenceCentreEntryLevelisatapproximatelythesamegradeasthePagodaandallowsforatotallyaccessibleentrytothis portionofthebuilding.ItisroughlyeightfeetabovetheEventLevelwithstairs,anescalator,andelevatorprovidingthe connectionbetweenthetwolevels. ConcourseLevelisthemainindoorpublicareaoftheSpectatorArenaandissetbytheelevationofthecornerof CumberlandandVanNormanStreets.TheConcourseLevelcontainsConcessionsandWashrooms,alloffthemain Concoursewhichinthedowntowndesign,runsonallfoursidesoftheseatingbowl(unliketheInnovaParkconcept wheretheConcourseisonthreesidesonly.ThereisalsoanUpperEntrytotheConferenceCentreatthesameelevation astheConcoursealthoughaccesstothisUpperEntryisfromtheVanNormanpedestrianstreet. PrivateBoxesLevelisapproximately15feetabovetheConcourseLevelandhasitsownLobbydirectlyoffoftheVan Normanpedestrianstreet.

Downtown/WaterfrontConcept BuildingSectionlookingsouth

SuitesLevel ConcourseLevel

SuitesLevel ConcourseLevel Busshelter

Event(Ice)Level

EventLevel UndergroundParkingLevel(anoption)

Event(Ice)Level

Page28 ThunderBayEventCentrePhase2FeasibilityStudy

ParkingLevel(Elevation182.6m)
TheonsiteParkingLevel,shownonlyasanoption,identifiedoneapproachtoincreasingtheparkingcountwithin reasonablycloseproximitytothefacility.Atotalof350stallsarepossibleatthislevelwhichwouldrunundertheoverall footprintofthebuilding.Accesstotheundergroundparkingwouldbeviaarampincloseproximitytotheloadingarea atthecornerofWaterandCamelotStreets. TheundergroundparkingconceptwasdevelopedpriortothesecondOpenHousebutpriortoapreliminarygeotechnical reviewofthesite.TestholesdugaspartofaPhase2EnvironmentalAssessmentindicatebedrockgenerally67feet belowthesurface.ThiswouldrequirepartialexcavationofthebedrockfortheEventCentrewithoutunderground parking.Thedevelopmentofanundergroundparkingareawouldbebuilttotallyinbedrockwhichwouldaddsignificant costtotheproject.Forthisreasontherewasasecondoptionforparkingonordirectlyadjacenttothesite.Thesecond considersastandaloneparkingstructurenorthoftheEventCentre.Bothapproacheshavebeenpricedaspartofthe Downtown/Waterfrontsiteevaluation.

ProposedNewParkingStructure
TheConsultingTeamdidnottakeintoaccounttheavailabilityofprivatelyheldparkingstaffwhendoingaparking assessmentoftheDowntown/Waterfrontsite.The350onsiteparkingstallsidentifiedaspartoftheunderground parkinglevelintheEventCentrereflectedthisposition.FollowingthesecondOpenHouseownersofthreeprivate parkinglotsinthedowntownareaofferedtomakeover200stallsavailablefordedicatedEventCentreparking.The ConsultingTeamfeltthattheseprivatelyheldstallsandanadditional200stallsinaproposednewadjacentCityowned parkingstructurewouldsatisfythegeneralparkingrequirementsforthedowntownarea. Illustratedbelowisonepossibilityintermsofasitethatisinsizeandlocationappropriateforanabovegradeparking structure.TheConsultingTeamissuggestingthatwhiletherearealternatelocationsitshouldnotbefrontingon CumberlandStreetwhichneedstodevelopasamorevibrantandmixedusedowntowncommercialstreet.The ConsultingTeamisalsorecommendingthisoptionofa200stallparkingstructureratherthantheconstructionofa parkinglevelunderthebuilding.

CumberlandStreet

Underground Parking Option 350cars

CamelotStreet

Alternate2Level 200StallParkingStructure

Page29 ThunderBayEventCentrePhase2FeasibilityStudy

EventLevel(Elevation186.50)
TheEventLevelcoincideswiththemajorportionofthesite,namelytheareaboundonthenorthbyCamelotStreet,on theeastbyWaterStreet,onthewestbyCumberlandStreet,andonthesouthbythesouthernedgeofVanNorman Street.TheEventLevelisdedicatedtotwoprimaryfunctions.TheSpectatorArenahasallofthebackofhousespaceon thislevelofthebuilding.Thereisenoughcapacityatthenorthernendofthisleveltoaccommodatetourorbroadcasting busseswithinthebuilding.Thesearetypicallyassociateswithconcerts,sportseventsandfamilyshows. SpectatorArenaPortion TheplanoftheSpectatorArenaisanchoredbytheicesurface.TotheeastarefourCommunityDressingRooms,Ice ResurfacingRoom,andBuildingAdministration.TothenorthistheLoadingandMarshallingareas.Tothewestare thebuildingsupportareasincludingtheMechanical,Electrical,Refrigerationrooms.Alsoonthewestsideare smallerMultipurposeChangeRooms(refereesandperformers),aGreenRoom,InterviewRoom,VisitorsDressing Room,andtheHomeTeamSuiteincludingWashroom/Showers,Dressing,StreetLockers,Workshop,Players Lounge,TrainersRoom,CoachsOffices,andStorage.ThereisalargeBuildingStoragespacetothesouthwest.

ConferenceCentrePortion TheConferenceCentrehasthemajorityofthespaceattheEventLevel,butwithasplitlevelentrytothenorthof thePagoda.AttheEventLevelthetwomainconferencespacesaretheBanquetHalltotheeastoftheicesurface, andtheMeetingRoomstothesouth.AswiththeInnovaParkdesign,largeroomscanbesubdivided,madeintoa singleroom,orfunctionwithallwallsremoved.TheDowntown/WaterfrontdesignismorecompactthanInnova ParkandtheadjacencyoftheBanquetandMeetingRoomstothepossibletradeshowareaismoredirect. TheBanquetHallisalongWaterStreetalthoughtheactualfloorlevelislower.Asaresult,theeastwallofthisspace willhaveprimarilytranslucentglass,allowingalevelofprivacyrelativetotheadjacentsidewalktotheeast.The KitchenthatservicestheBanquetHallisdirectlynorthandeasilyservicesboththeConcourseandPrivateBoxlevels. AportionoftheEventLevelsouthofVanNormanisreferredtoaspartofthePreFunctionspaceandincluded generalcirculationandgatheringalongwithwashroomsandasmalladministrativearea.

EventLevel RoomLegend

20

1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20.

LowerPreFunctionLobby BanquetHall MeetingRooms/Exhibit BanquetStorage Kitchen EventFloor Administration Storage CommunityDressingRooms StaffArea Marshalling Refrigeration Zamboni Mechanical/Electrical VisitingTeamDressing HomeTeamDressing MultiPurposeDressing Loading RamptoUndergroundParking TransitWarmUpPavilion
Atsameelevationasthecornerof CumberlandandCamelotStreets

16

15

14

13 12

11

9 4 1 2

10 9 7

9 19 18

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ConferenceCentrePavilionLobbyLevel(Elevation189.14m)
TheConferenceCentrePavilionLobbyLevelisthepanhandleportionofthesitethatiseastofthePrinceArthurHotel parkinganddirectlynorthofthePagoda.Thisspaceisatnaturalgradeandprovidesbothadedicatedentrytothe ConferenceCentreandservesasabackdroptothePagoda,integratingthefacilityintothedowntownurbanfabricfrom theperspectiveofbothWaterStreetandRedRiverRoad. TheConferenceCentrePavilionLobbyLeveliscomprisedofalargeLobby/PreFunctionspacealongwithvertical circulation(stairs,elevator,escalator)toboththeEventLevelandConcourseLevel(whichopensontotheVanNorman PedestrianExtension).

TransitStopLevel(Elevation187.4m)
ShownontheEventLevelFloorPlanonthepreviouspage,thereisasmalltransitshelterpavilionatthecornerof CumberlandandCamelotStreet.Thisspaceisatthenaturalgradeofthecorner,belowtheConcourseLevelandabove theEventLevel.Asaresult,thespacedoesnotinterferewiththeConcourseandthefloorishighenoughabovethe EventLeveltoallowthespaceunderthePaviliontobeusableRefrigerationRoomfloorarea. TosupporttheuseofthisblockofCumberlandStreetasatransithubtheEventCentrewillhaveanextensivecanopy systemaswellasbenchseatingwithaseriesofplantersonthebuildingswestfacade.

ConferenceCentreEntry RoomLegend

1. 2. 3. 4. 5. 6.

EntryPlaza Parking PavilionLobby(PagodaLevel) UpperLobbyoffVanNormanPedestrianWalkway Elevatorconnectingalllevels Stair/escalatortoEventLevel

4 5 1 2 3 6

ConferenceCentreEntryLevelPlan

Page31 ThunderBayEventCentrePhase2FeasibilityStudy

ConcourseLevel(Elevation192.44)
TheConcourseLeveltechnicallyincludesthreedifferentareas,theConcoursewithintheSpectatorArena,theUpper PavilionLobbyoftheConferenceCentre,andbetweenthesetwospaces,theoutdoorVanNormanPedestrianExtension. SpectatorArena TheConcourseLevelisthemainpublicleveloftheSpectatorArenaandincludestheMainEntryatthecornerofVan NormanandCumberlandStreets,theConcoursewhichencirclestheseatingbowl,Washrooms,andConcessions. ThereisaPrivateBoxesLobbyatthislevelbutaccessedfromtheVanNormanPedestrianExtension,asisa commercial/restaurantspacethathasbeenprovidedontheeastsideoverlookingPrinceArthursLanding.

ConferenceCentre TheConferenceCentrehastwoentrypointsintothePavilionLobby.Thefirst,describedearlier,isattheConference CentreEntryLevelbehindthePagoda,whilethesecondisfromtheVanNormanPedestrianExtension.TheEntryat theConcourseLevelisasecondaryonebutdoesconnecttheConferenceCentrewithCumberlandStreetviatheVan NormanPedestrianExtension. NormanPedestrianExtension VanNormalStreeteastofCumberlandStreetisbeingproposedasalevel(versusfollowingthecurrentnatural grade)pedestrianzonewhich.ItwillcrossoverWaterStreetandtherailwaytrackstograciouslyconnectthe downtownareawithPrinceArthursLanding.Thisconnectionisillustratedinthearchitecturaldesignofthe Downtown/Waterfrontsiteandispricedaspartoftheprojectcost.PartoftheVanNormanPedestrianExtensionis theremovalofthecurrentpedestrianconnectionoverWaterStreet.

ConcourseLevel RoomLegend

1. VanNormanPedestrianWay 2. MainEntry 3. Tickets 4. PrivateSuitesEntry 5. Washrooms 6. Concessions 7. Restaurant 8. Kitchen 9. RoofDeck/Patio 10. Concourse 11. ConferenceCentreUpperPavilionLobby 12. RampdowntoPagodaLevel

10

10 1 6

10

12 11 4

5 10 8 7 1

6 9

5 10 6

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PrivateBoxLevel(Elevation196.94)
ThePrivateBoxLevelhasanallocationof24PrivateBoxmodules.Thesecanbeadjustedsotherearefewersuitesand oneormoreMultipurposePartyRooms.GenerallytwoPrivateBoxescanbeconvertedtoasinglePartyRoom,soasan option,therecouldbe20PrivateBoxesand2PartyRooms.InadditiontothePrivateBoxes,thereisaMediaRoomin thenortheastcorner,andLoungespaceonthesouthendwithviewsofPrinceArthursLandingandtheSleepingGiant. ThePrivateBoxLevelhaswashroomsclusteredinthecornerswithnowashroomfacilitiesintheactualPrivateBox.

PrivateBoxLevel RoomLegend
1. 2. 3. 4. 5. LoungeArea PrivateSuites Media TransitOffice RoofDeckPatio

2 2 2 2 2 2 2 2 2 2 2 2 2 1

1 2 2 2 2 2 2 2 2 2 2 2 2 2 5

Page33 ThunderBayEventCentrePhase2FeasibilityStudy

DesignCommentary
ThedesignapproachtotheDowntown/Waterfrontsitehadseveralfundamentalgoalsorobjectives: ProvidingafunctionaldesignillustratingthattheDowntown/Waterfrontsitehasthesizeandconfigurationto accommodatethisscaleofdevelopment.TheobjectivewastoprovideatrulyfunctionalandintegratedEvent Centreincorporating,withoutcompromise,aSpectatorArenaandConferenceCentre.

TheDowntown/WaterfrontsiteboundbyCumberland,Water,CamelotandVanNormanStreetsisadequateinsizeto accommodateanewSpectatorArenaalthoughnotlargeenoughfortheadditionofaConferenceCentre,TheConsulting TeamquicklydeterminedthatforafullyfunctioningfacilitythesitewouldneedtoincorporatetheCitysparkinglot directlytothenorthofthePagoda.Withthisadditionalspace,theDowntown/Waterfrontlocationproperly accommodatestheuniquerequirementsoftheEventCentreanddoessoinveryspectacularway.

AerialviewfromabovePrinceArthursLandinglookingnorthwest

Page34 ThunderBayEventCentrePhase2FeasibilityStudy

Takingadvantageoftheslopedsitewhichcanasageneralrule,beanassetinplanningaspectatorfacility.The workabilityofanurbansiteisoftengovernedbytheexistingslopeoftheland.Mainentriesespeciallytothe SpectatorArenaarebestlocatedwherethereisahighlevelofpeoplemovement,andfortheWaterfrontBusiness District,thismeansCumberlandStreet.Similarly,thebestlocationforthebackofhouseorserviceareaisopposite themainentryandideally,afullstoreylower.ThecornerofCamelotandWaterStreetsworkswellforanumberof reasons.WaterStreetisidealforstagingoraccommodatingeventorientedvehicles(tourbusses,tractor/trailers)to thevenueandtheloadingareaisafullstorybelowtheCumberlandStreetentrance.Theslopeofthe Downtown/Waterfrontsiteisoneoftheuniqueadvantagesofthislocation.

ViewfromthecornerofCumberlandandCamelotStreetswiththeatgradebuspavilion

ViewfromWaterStreetlookingsouthwest

Page35 ThunderBayEventCentrePhase2FeasibilityStudy

Beingsensitivetothehistoricdowntown,apointthathasbeenraisedatthebothOpenHouseeventsaswellason Facebooksites.ThesitehasheritagebuildingstothesouthincludingthePagodaandPrinceArthurHotel,andon thewestsideofCumberlandStreet,almostafullblockincludingthe2storeyTomlinsonBuildingandthe3storey Lyceum.IntheWaterfrontBusinessDistrict,CumberlandStreethasthelargestcollectionofhistoricbuildingsand theyareconcentratedwithinthethreeblocksnorthandsouthofRedRiverRoad.

TheentrancepavilionoftheConferenceCentredirectlybehindthePagoda

Page36 ThunderBayEventCentrePhase2FeasibilityStudy

TheConsultingTeamwantedtodevelopadesignconceptthatwassensitivetothehistoriccontextofthe neighbourhoodandfeltthatthemostappropriatewaytoachievethiswaswithbuildingscaleanduseofmaterials. Thenotionofcreatinganartificialhistoriclookwasnotseenasappropriateandcouldpossiblydetractfromthe neighbouringbuildings.AbuildingsimilarinscaletotheTomlinsonandLyceumbuildingswouldbethemost appropriateadditiontotheCumberlandStreetexperience.Similarly,theConferenceCentreentry,beingdirectly

northofthePagoda,alsoneedstocomplimentthishistoriclandmarkbuilding.Aquietandsimpledesignofglass andbrickwasseenasasensitiveandappropriateapproachforboththeCumberlandStreetelevation,andthe entrancetotheConferenceCentre.WhilecomplimentingtheheritagedesignoftheWhalenBuildingandthePrince ArthurHotel,theEventCentredesignisbothcontemporaryanddynamic,andmakesaclearstatementaboutthe excitingfutureaheadforThunderBay.

TheDowntown/WaterfrontEventCentreasseenlookingnorthonCumberlandStreet

Page37 ThunderBayEventCentrePhase2FeasibilityStudy

TakingadvantageofPrinceArthursLanding,amostremarkabledestinationinThunderBayandonethatis garneringnationalattentionasavibranturbanwaterfront.ItreinforcestheCitysrelationshiptoLakeSuperior,its historyasaportconnectingshippingandrailtransportation,anditsrelationshipwithAboriginalcommunities.In movingfromaworkingwaterfronttoaleisuredestinationithasbecomea12monthgatheringplaceforallages. Theabilitytoattractmultiplegenerationstoasingleplaceforrecreationalandsocialactivityisastrategicobjective thathasbeennotablyachieved. PrinceArthursLandinggreatlyenhancestheDowntown/Waterfrontlocationandcreatesoneofthemost interestingentertainmentdevelopmentsinthecountry.ItisappropriatethattheEventCentrecomplimentand addsomethinguniqueandimportanttoPrinceArthursLandingaswell.Thereareanumberofwaysinwhich theEventCentredesignspecificallydoesthis: VanNormanStreethasbeenreconfiguredasalevel(versussloped)pedestrianonlybridgethatspansover WaterStreetandtherailwaytracksandconnectstoPrinceArthursLanding.Thiseliminatestheneedtoaccess theparkfromWaterStreetandengagesCumberlandStreetandthedowntowncorewiththePark.Aspartof thisproposaltheexistingcoveredpedwaywouldberemoved. ThewesternfaceoftheEventCentreisextensivelyglazedintegratingtheexperienceofbeinginthefacilitywith thatofbeinginthepark. ArestaurantisprovidedontheeastsideoftheSpectatorArenaontheConcourseLevelwithspectacularviews ofPrinceArthursLandingandtheSleepingGiant.

AerialviewofPrinceArthursLandingandtothewest,theDowntown/WaterfrontEventCentre

Page38 ThunderBayEventCentrePhase2FeasibilityStudy

Engagingthepedestrianintheurbanexperience,andenhancingthequalityofliveabilityinthedowntowncore.Itis importanttointegrateCumberlandStreet,WaterStreetandPrinceArthurslandingasapedestrianandcyclist friendlyenvironment.TheimagetotherightisoftheplazainfrontoftheConferenceCentreentrybehindthe Pagoda.Itillustratesasmallurbanparkcomplimentingthemorespectacularwaterfrontdevelopmenttotheeast.

ConferenceCentreentryandplazadirectlynorthofthePagoda

HighlightingtheSleepingGiant,viewedbymanyasThunderBaysmosticonicnaturalfeatureandalandmarkfor theCity.WhiletheSleepingGiantcanbeseenfrommostpartsoftheCity,thenewEventCentrewillofferwhat mightbethemostspectacularviewsofallanddosofromanumberofperspectives: FromtheConferenceCentre,visitorsinthemainPavilionLobbywillhaveviewsoftheSleepingGiantpriorto movingtothelargerBanquetHallandMultiPurposeRooms. FromtheConcourseLeveloftheSpectatorArenathewestsidewillhavestunningviewsoftheSleepingGiant, LakeSuperior,andPrinceArthursLanding.Thiswillbereinforcedbytheopportunityforapatioareaonthe westsideaswell. FromthePrivateSuitesLevel,amajorLoungespacewillhavethesameviewsaswellasitsowndiscreterooftop patio. TheVanNormanPedestrianExtensionwillhaveattheendofitsviewcorridor,theSleepingGiant.

Downtown/WaterfrontdesignseenfromCumberlandStreetlookingeast

Page39 ThunderBayEventCentrePhase2FeasibilityStudy

TheviewsbelowillustratetheVanNormanPedestrianExpansionthatrunsfromCumberlandStreettoWaterStreet andthenextendstospanoverthetraintracksandconnecttoPrinceArthursLanding.

AviewfromtheVanNormanpedestrianextensionlookingatthePrivateSuitesentrytowerand therestaurantentrydirectlytotheright.

AviewfromtheVanNormanPedestrianExtensionlookingwesttowardstheWhalenBuilding.Therestaurantand PrivateSuitesentrytowerareontherightandtheupperlevelentrytotheConferenceCentreisontheleft. PublicArtCommentary Anallowanceof$800,000forpublicarthasbeenprovidedinthe

Page40 ThunderBayEventCentrePhase2FeasibilityStudy

5.0

TRANSPORTATION AND PARKING


Introduction
BA Groups role within the consulting team was to provide technical input into the transportation related aspects of the evaluation including the ability of each of the sites to accommodate Event Centre parking and transportation demands.

5.02

Site Evaluation
The proposed locations of the proposed multipurpose facility will be evaluated based upon a number of criteria including, from a transportation perspective, considerations related to a comparative assessment of site access opportunities / constraints, parking deployment and the need for new facilities, the ability of each site to leverage and support transit and pedestrian travel. A site evaluation matrix was developed by the team to be used in the overall evaluation process and is used to establish a comparative performance score for each of the proposed sites relative to each of the evaluation criteria. This matrix is the key tool used as a basis by the architectural and consulting team in recommending a preferred site for the proposed Event Centre The transportation considerations outlined within the site evaluation matrix are as follows: Access Is this site easily accessible from a vehicular, pedestrian, and transit (current and future) perspective? Does the site have easy vehicular access and egress for event setup? Does the site have appropriate vehicular access and egress for spectators at events? Does transit currently service the site and/or would service be provided? Can transit reduce car dependent travel to this site? Is this site accessible by patrons walking to the event (hotel, restaurants, etc.)? Parking How much parking is required for each site to support the event centre? Is there existing parking in the area that can be reasonably used to accommodate demands? Can parking be added? Is there the potential for adequate parking on or near the site? Is there existing parking in the area that can be used for events? Does the event centre parking also effectively support other uses during nonevent days? Is there appropriate space for event loading/busing? BA Group has provided detailed input, working with the consulting team, into these specific aspects of the evaluation based upon the information presented within this report.

5.01

Candidate Site Locations


The City of Thunder Bay has prepared a shortlist of three potential sites for the proposed Event Centre to be evaluated as part of the site selection process. The three sites are as follows: Innova Business Park site generally situated north and east of the Thunder Bay and Harbour Expressways, Downtown / Waterfront site situated on the current Water Street bus terminal and adjacent lands in the Waterfront Business District, Thunder Bay Airport site situated on the northern airport lands south of Arthur Street.

The three site locations are shown on Figure 1. Figure 1 Candidate Event Centre Venue Locations

Downtown / Waterfront Site

Innova Business Park Site

Thunder Bay Airport Site

Page 41 Thunder Bay Event Centre Phase 2 Feasibility Study

5.03

This Study
This study outlines the key transportation related technical analyses undertaken for each of the three sites as input into the evaluation exercise, to determine how Event Centre related travel demands would be met in each case and to identify any new transportation related infrastructure that would be required to appropriately support the Event Centre. This analysis provides the technical inputs used as a basis to score the transportation related criteria outlined in the preferred site selection matrix.

Approach
A four step approach has been adopted in evaluating how the travel demands of the Event Centre would be met at each site. These are as follows:

1. EstablishmentofEventCentreAttendanceCharacteristics
Establish travel demand characteristics for the Event Centre based upon an anticipated event programme, seating capacity of the Event Centre, temporal and seasonal patterns and attendance characteristics. Events have been considered in four event categories related to their size and frequency throughout the year.

2. EvaluationofEventCentreParkingandTrafficDemands
Establish Event Centre parking and traffic demands for each of the three sites. These forecasts take into account the sites relative ability to attract patrons to travel by transit, anticipated vehicle occupancy characteristics for each of the identified event categories, charter bus use, taxi and personal car pickup / dropoff and typical patron arrival / departure patterns before and after events at the Event Centre.

3. EvaluationofParkingSupplyNeedsandDeployment
This evaluation focusses upon how and where parking demands can be met for each of the three sites and for the various event conditions considered. This includes an assessment of how much new parking is required for each site, whether existing parking infrastructure can be utilized, how existing parking (if available) may respond to the parking needs of the Event Centre and the overall distances that supporting parking may be located relative to the Event Centre.

4. AbilityoftheAreaRoadNetworktoAccommodateEventCentreDemands
Focusses upon the ability of each site and the supporting area road infrastructure to accommodate pre and post event travel demands. This includes a high level assignment of event traffic on the road networks surrounding each site, an assessment of traffic operations considering Event Centre demands and the identification of infrastructure improvements required to appropriately support traffic activity in each case. Further transportation analyses will be undertaken, at a more detailed level, for the selected site as part of the subsequent approvals and design process to determine specific operational and logistical needs as well as related parking and traffic management protocols. Review findings, and a summary comparison of the transportation related aspects of each of the sites, are presented in the body of this report within the balance of Section 5.

Page 42 Thunder Bay Event Centre Phase 2 Feasibility Study

5.1

Event Centre Development Program


Transportation characteristics of each of the candidate sites are affected by the mode of transportation that event attendees choose to utilize when travelling to / from events. This is influenced primarily by the context and location of the site as well as the type of event.

Event Categories
For the purposes of developing parking and traffic forecasts, event conditions at the Event Centre were categorized into four types of events based upon the relative size of event attendances and their typical frequencies throughout a year. These categories are outlined below and illustrated in Figure 3. major / capacity events large events typical events other / conference events 5,700 6,800 people 3,500 4,500 people up to 2,500 people up to 800 people 10 / year 25 30 / year 50 / year 50 / year

5.1.1

Event Characteristics
The proposed Event Centre will contain approximately 5,700 fixed seats with a potential maximum capacity for concerts, where the arena floor is also used for seating, of approximately 6,800 people. The Event Centre will be used for a range of events and functions including sporting events, concerts, family and other entertainment shows, community events, and other convention / conference events. Spectator attendances related to the Event Centre will vary depending on the type of event as is typical among facilities of this nature. The frequency of events throughout the calendar year also varies with event size with the largest (i.e. capacity) events occurring only on an occasional basis and with the smaller more typical events occurring on a more regular basis. Figure 2 outlines the representative range of events, related spectator attendances and the relative frequency of each form of event / function based upon experience at other facilities comparable to that proposed in Thunder Bay.

Figure 3 Event Categories Summary

Figure 2 Representative Events, Attendance and Frequencies


Event Hockey (assume largest attendance) Exhibition Games (NHL/Team Canada) Tournaments (OUA/CIS) Other (i.e. Figure Skating) Minor Concerts Major Family Shows Shows Other (WWE / Monster Trucks) Trade Shows Other Corporate/Community 5 to 7 10 to 20 shows with matinees 3 to 5 occasional 3 to 4 day events occasional 3,000 to capacity 1,500 to 2,000 up to 2,500 total daily attendance of 2,000 spread across the day 500 or less Events / Year 35 to 45 1 to 2 <20 Occasional 5 to 10 Typical Attendance 4,200 average 5 to 10 capacity events / year capacity events 250 to 2,500 1 to 2 events at 3,000 up to 2,000 up to 2,500 The travel characteristics (i.e. car occupancy, transit use) and visitor expectations (i.e. proximity of parking) for these event categories differs given the nature of the events within each grouping. An outline of the characteristics of the various event categories is as follows:

Sports

1. Major / Capacity Events


This grouping is comprised of sold out concerts and shows and special sporting championship events (i.e. play offs, Team Canada and preseason hockey exhibition games) which generate in the order of 5,700 6,800 people. Such events occur on an occasional basis with in the order 10 or less such events occurring throughout the year. These events are typically scheduled on weekends or in the weekday evening periods.

Page 43 Thunder Bay Event Centre Phase 2 Feasibility Study

Typically, such events are considered to be special by spectators and patrons and it is expected that greater levels of congestion and activity would occur when travelling to /from and parking at the Event Centre. Patrons will adjust their travel plans accordingly (i.e. leaving earlier, travelling together with others, planning to meet before or after the event) in expectation of greater attendance levels at the Event Centre. These events, because of their special nature and peoples travel expectations, tend to exhibit greater vehicular occupancy levels (i.e. more people travelling together in a car), a greater provision of transit services (i.e. shuttles and charters) and a greater use of those services. The following can also be anticipated for these major events: i) increased tolerance for less proximate parking relative to the Event Centre location; ii) increased tolerance of pre and postgame congestion and delays as people travel to / from the Event Centre; iii) more spreadout arrival and departure patterns with people being more likely to arrive early / stay late and visit a restaurant or other entertainment location before or after the event; and iv) greater propensity for spectators to be from outoftown staying within hotels across Thunder Bay.

5.1.2

Seasonal Variations
Event Centres of the capacity proposed in Thunder Bay normally program an event schedule that is typically focussed between September June when events such as hockey games, music concerts, shows, other sports events and tradeshow / corporate events typically occur. The heaviest periods of activity are typically between September and March. The number of events that occur during the peak summer months (July and August) and school vacation periods is, in comparison, relatively small with only occasional events being scheduled during these periods. This is an important consideration when considering, for instance, the overlap of Event Centre demands with other highattendance summer events in Prince Arthurs Landing and the waterfront park areas (i.e. Summer in the Park, Bluesfest and marina events). A summary of the 2011 event calendar for the KRock Centre in Kingston with 5,700 fixed seats is, by way of example, illustrated in Figure 4 and shows the distribution of events and functions across a typical year.

Figure 4 Sample Events Calendar (KRock Centre)

2. Large Events
Large event based on experiences at other similar facilities s include OHL / AHL hockey games, large concerts, major sports events and other larger family shows. Attendances typically range between 3,500 4,500 people. Events occur in the order of 25 to 30 times over the course of a typical year and are typically scheduled on weekends or in the weekday evening periods. These events reflect more typical vehicular occupancy levels at the Event Centre and generally a lesser use of transit than the largest events. Parking proximity and convenience is more important and patron travel behaviour is more event focussed and concentrated before / after the event itself.

3. TypicalEvents
Typical events occur more frequently than the larger event categories and can include a number of sporting tournaments or competitions, family shows and a range of other types of shows (i.e. WWE, Monster Trucks). Attendances of up to 2,500 people can be seen for this category of events. Events towards the 2,500 person attendance level are typically scheduled on weekends or in the weekday evening periods. However, family shows and certain tournaments (which typically have reduced attendances) can run during the weekday daytime periods (i.e. matinees and daylong sporting events). These events are more locally focussed in terms of the area they will draw patrons from and a greater level of travel and parking convenience is typically expected. Patrons are less likely to travel by transit and will, typically, travel in smaller groups.

4. Other/ConferenceEvents
This grouping of events includes smaller corporate / community events, trade shows and conference events that may attract a peak attendance of up to 800 people. These events are typically scheduled throughout the weekday period and on weekends (i.e. wedding shows, corporate events, and conventions). While a proportion of conference or corporate function attendees may be drawn from the area hotels, the ability to provide convenient and visible parking for attendees is an important consideration for this event grouping and size.

Page 44 Thunder Bay Event Centre Phase 2 Feasibility Study

5.2

Travel Demand Forecasts


The assessment of event travel demands for each site is comprised of a number of factors that affect and influence the way people will travel to / from events at each location. These factors include the specific context of the each of the three sites, type of event and the method of travel that attendees would choose given the above. These factors are considered in the evaluation of the number of vehicles that would require parking in the vicinity of each of the sites and that would be driven to / from the Event Centre before and after events. Clearly major and capacity events at the Event Centre will generate the greatest levels of vehicular and other (i.e. bus and pedestrian) travel activity at the Event Centre as well as on the supporting area road systems. The pre and post event periods for such events represent the traffic context that needs to be accommodated in an appropriate manner to enable the Event Centre to be properly supported from a transportation perspective. These events will also lead to the greatest parking demands in the Event Centre vicinity (i.e. either onsite or within area parking facilities depending on the site) and will, for the most part, guide the amount of parking required to appropriately support the Event Centre. It is important to consider when determining what roadway infrastructure is required to support the Event Centre on any particular site is that Event Centre traffic demands are typically, while intense, shortlived and occasional in that they are focussed generally in the periods immediately before and after an event. Furthermore, the most intense periods of activity related to the largest events only occur on a relatively small number of occasions over the course of a year with the key postevent (departure) period typically occurring outside of the weekday peak hour periods when traffic activity on the area road network is reduced compared to the rush hour periods.

Figure 5a Transportation Context: Airport Park

Figure 5b Transportation Context: Innova Business

Figure 5c Transportation Context: Downtown / Waterfront

5.2.1

Travel Characteristics Candidate Sites


The site context for the three sites can be categorized into two general locations, for the purposes of the development of travel demand forecasts for the three candidate sites. Two of the sites (Innova Business Park and Thunder Bay Airport) can be considered greenfield sites and are situated where there is a high level of highway and arterial roadway access but a lower level of transit service (1 to 2 existing routes). There is also little or no existing parking infrastructure that can be utilized for Event Centre parking purposes and limited vehicular access (road) infrastructure currently provided for each of these sites. All parking required to support the Event Centre will need to be built on these two sites. The third site is the Downtown/Waterfront site in the historic business district of Port Arthur (now referred to as the Waterfront Business District). It sits on the current Water Street bus terminal with a total of 7 existing bus routes connecting central the north ward with all areas of the City. The Downtown/ Waterfront site is also proximate to existing on and offstreet parking facilities that could be used for event parking purposes subject to availability. The relative availability of transit for each of the sites will lead to a greater reliance on automobile travel for the Innova Business Park and Thunder Bay Airport sites compared to the Downtown/Waterfront site. Traffic and parking demands will, accordingly, be greater for these sites. There will also be a greater concentration of traffic at the Innova and Airport sites at the Event Centre compared to the Downtown/Waterfront site as all of the supporting parking areas will be located, logically, on the Event Centre site and would be accessed by a limited number (nominally three to four) of access routings as compared to the Waterfront condition where parking would be distributed across a number of offsite parking facilities located at varying distances from the Event Centre. The transportation (road and transit) contexts of the three sites are illustrated in Figures 5a, 5b and 5c.

Page 45 Thunder Bay Event Centre Phase 2 Feasibility Study

A summary of the travel demand assessment established for the proposed Event Centre is provided in Figure 6. Figure 6 Travel Demand Assessment Event Type Mode of Travel Automobile Transit / Shuttle Charter Bus Taxi / DropOff No Shows People / Car Automobile Transit / Shuttle Charter Bus Taxi / DropOff No Shows People / Car Automobile Transit / Shuttle Charter Bus Taxi / DropOff No Shows People / Car Automobile Transit / Shuttle Charter Bus Taxi / DropOff No Shows People / Car Innova / Airport 6,000 people (88%) 150 people (2%) 250 people (5%, 5 buses) 200 people (3%) 200 people (3%) 2.75 3.0 people / car 4,900 people (87%) 125 people (2%) 250 people (5%, 5 buses) 175 people (3%) 175 people (3%) 2.75 people / car 3,950 people (89%) 100 people (2%) 150 people (3%, 3 buses) 150 people (3%) 150 people (3%) 2.5 people / car 2.350 people (94%) 0 people (0%) 0 people (0%) 75 people (3%) 75 people (3%) 2.0 people / car Downtown 5,500 people (81%) 650 people (10%) 250 people (5%, 5 buses) 200 people (3%) 200 people (3%) 2.75 3.0 people / car 4,400 people (79%) 575 people (10%) 250 people (5%, 5 buses) 175 people (3%) 175 people (3%) 2.75 people / car 3,600 people (81%) 450 people (10%) 150 people (3%, 3 buses) 150 people (3%) 150 people (3%) 2.5 people / car 2,225 people (89%) 125 people (5%) 0 people (0%) 75 people (3%) 75 people (3%) 2.0 people / car Vehicles Innova / Airport = 2,000 cars Downtown = 1,800 cars Innova / Airport = 1,800 cars Downtown = 1,600 cars Innova / Airport = 1,600 cars Downtown = 1,450 cars Innova / Airport Up to: 1,200 Downtown = 1,200 cars

The Downtown/Waterfront site is currently served by 7 bus routes connecting to the existing Water Street bus terminal located on the property today. These bus routings provide services across Thunder Bay on a regular basis with the potential to augment service to increase bus frequencies during key events at an Event Centre located on the Downtown/Waterfront site. A transit mode split of 10 percent of event attendance has been assumed for the Downtown/Waterfront site. It is notable that the current Water Street Transit Terminal is located on the proposed Event Centre site. Should this site be selected, an alternate onsite transit facility will need to be established also utilizing the area street system similar to the way that the former Brodie Street Transit Terminal was relocated onto the roads surrounding City Hall as a result of the construction of the Thunder Bay Consolidated Courthouse. A transit warmup pavilion would be incorporated into the Event Centre design programme at the corner of Cumberland and Camelot Street to provide supporting transit passenger facilities at the Downtown/Waterfront site.

Capacity 6,800 ppl

Charter Bus
Allowances have been made within the travel demand forecasts to account for a proportion of people travelling to the larger events at the planned Event Centre by charter bus. This would include outoftown group travel in which a group may travel directly and only to / from the event or may stay at a hotel overnight. Between 3 and 5 charter buses have been assumed for the large, major and capacity events providing a travel opportunity for between 3 and 5 percent of event attendance and assuming in the order of 50 people per charter bus. The greater number of charter buses has been assumed for the major and capacity events. Logistical requirements of charter bus activity (i.e. pickup / dropoff and parking) will be addressed in detail as part of subsequent management protocol development for the selected site. Suitable parking arrangements can be accommodated for each of the three sites as described in general in the site assessment analyses contained in Sections 5.4, 5.5 and 5.6.

Major 5,700 ppl

Large 4,500 ppl

Typical 2,500 ppl

PickUp & DropOff Activity (Private Vehicle and Taxi)


A proportion of people attending any event at the Event Centre will be pickedup and droppedoff either in a private vehicle or taxi. These vehicles, notably, do not require parking at the Event Centre although they do travel to / from the site before and after events. A relatively modest and conservative allowance equivalent to 3 percent of anticipated event attendances has been assumed, for the purposes of this preliminary assessment, to occur by way of pickup & dropoff (up to 200 people for the largest events) for the purposes of this comparative analysis.

A summary discussion of the various factors adopted within these forecasts is provided in the following sections.

No Shows
An allowance is made for no shows within the forecasting of travel demands at the Event Centre, recognizing that there will be attendees who are unable to be at the event for a variety of reasons. A nominal allowance of 3 percent has been assumed as no shows for the purposes of this calculation based upon typical experience and recognizing that no all people who buy tickets for an event however large attend the actual event itself for a variety of reasons.

Private Automobiles that Park


The balance of the travel activity related to events and functions at the Event Centre will be undertaken within vehicles that drive to / from and park at or near to the Event Centre. In the order of 85 to 95 percent of people travelling to / from the Innova Business Park and Thunder Bay Airport sites will, based upon the forecasts outlined in Figure 6, be undertaken within a car that parks at an Event Centre on these sites. The proportion of carreliant travel would be lower at the Downtown/Waterfront site given the relative use of transit and is expected to be in the order of 80 to 90 percent depending on the event type and size. The number of vehicles that will be generated by events at the proposed Event Centre and that will park at or near to the Event Centre is, given the above, related to the number of occupants within each car. This varies with event type and size as discussed below.

Transit
Public transit service varies between all three sites. At the Innova Business Park and Thunder Bay Airport sites, scheduled transit service is limited, with one to two scheduled bus routes serving these sites. While it is recognized that special event transit service (i.e. event shuttles) could be provided to these two locations, it is likely challenging for a transit authority, such as Thunder Bay Transit, to appropriately resource (i.e. buses and drivers) multiple, special services on an intermittent basis outside of their regular bus routes. Such special service would, furthermore, also be unlikely to be provided for all events at the Event Centre given the relative ridership levels that could be expected. A relatively modest transit mode split of 2 percent of the Event Centre attendance has been assumed for the Innova Business Park and Thunder Bay Airport sites.

Page 46 Thunder Bay Event Centre Phase 2 Feasibility Study

VehicleOccupancy
The vehicle occupancies for large events typically fall within a range of 2.0 to 3.0 persons per car, based upon information recorded at other event centres by BA Group. Vehicle occupancies tend to be towards the higher end of the range for larger events (i.e. major capacity events) such as concerts where patrons expect a large attendance and in instances where such events are considered to be special. An average vehicle occupancy of 2.75 to 3.0 people per car is adopted for all sites for the largest capacity events anticipated at the Event Centre. A lesser occupancy ratio of 2.5 people / car is adopted for large events with attendance of 3,500 to 4,500 people recognizing the more typical operational characteristics of these more regularly scheduled events. The vehicle occupancies for smaller general events that may be held at the Event Centre will tend to be lower than that for more significant events. A vehicle occupancy of 2.0 people per car has been used for typical and smaller events.

5.2.2

Event Centre Parking Demands


The provision of adequate parking facilities and efficient parking operations is important in developing an effective parking deployment plan that accommodates the impact of event related vehicular activity for any one of the three candidate sites. The key principles relating to parking supply and deployment include providing an appropriate level of parking supply required to support the Event Centre, optimizing the use of any available area parking facilities (offstreet, onstreet, municipal and onsite) that could be reasonably utilized to meet Event Centre related demands and avoiding, to the extent possible, the construction of parking facilities that would not otherwise be required to meet the majority of the event parking demands. The parking supply needs of each of the three sites is based upon the number of vehicles forecast to be driven and parked at an Event Centre on each of the three candidate sites (see Section 5.2.1 and Figure 6). A summary of the parking demands for the three candidate sites and for each of the event categories considered as part of this report is provided in Figure 7 and is summarized below:

EventParkingDemandSurveysMay9,2012FortWilliamGardensConcert
BA Group has undertaken parking demand surveys at a recent concert at the Fort William Gardens (Bryan Adams Concert on May 9, 2012) to provide an understanding of the number of vehicles used by people attending this capacity soldout event in the Thunder Bay context. The parking surveys indicated an incremental parking demand above typical nonevent parking levels of approximately 1,100 vehicles on the area street system within approximately 800 metres of Fort William Gardens for the 3,600 people at the concert (staff and audience). This equates to an average ratio of 3.3 people per parked car. Taking into account the potential for a proportion of people having taken transit or been picked up / dropped off by a friend or relative, an average vehicular occupancy of 3.0 people per car is considered to be an appropriate (and maybe conservative) upperend vehicular occupancy ratio to adopt when forecasting demands related to larger events at the Event Centre.

1. InnovaBusinessPark/ThunderBayAirport
up to 500 vehicles for conferences / conventions (800 or less people); 1,200 vehicles for typical events (less than 2,500 people); 1,600 vehicles for large events (4,500 people); and between 1,800 vehicles 2,000 vehicles (major/capacity events).

2. Downtown/Waterfront
up to 500 vehicles for conferences / conventions (800 or less people); 1,100 vehicles for typical events (less than 2,500 people); 1,450 vehicles for large events (4,500 people); and between 1,600 vehicles 1,800 vehicles (major/capacity events).

These parking demand / supply thresholds have been used in the evaluation of the ability for each of the three sites to accommodate Event Centre parking demands, how such parking is met (i.e. distance from the Event Centre) and the extent to which new parking is required to be constructed. It is noteworthy that the above demands include staff parking needs as well as preferred parking needs (i.e. sports team, private box guests, barrierfree parking). However, while the parking evaluation outlined within this assessment report does identify the parking supply needs for each site, it does not determine the exact location of such parking (i.e. preferred parking, staff parking, season ticket holder parking). These matters will be addressed on a comprehensive basis for the selected site and at a later time as part of the detailed planning of the Event Centre and its operational characteristics. All sites will / can be designed to respond to any allocation needs that may be required by the ultimate operator of the Event Centre and the related building programme. As such, these items are not pertinent to the comparative ability of one candidate site versus another to meet such demands.

Page 47 Thunder Bay Event Centre Phase 2 Feasibility Study

Figure 7 Forecast Event Parking Demands

Figure 8 Typical Vehicular Arrival/Departure Profile

Figure 9 Maximum Event Hourly Volumes

5.2.3

Event Centre Traffic Demands


The activities at the Event Centre will generate, at times, increases in traffic activity on the area road system surrounding the proposed Event Centre. These increases will be focussed and concentrated at the Event Centre site itself in the case of the Thunder Bay Airport and Innova Business Park sites given that parking for these sites is provided on the property immediately surrounding the Event Centre. Additional traffic activity for the Downtown/Waterfront site will, in contrast, be dispersed across a number of routings serving the downtown given that parking demands will also be spread across a variety of parking facilities located across the downtown area. The periods of increased, and potentially intense, traffic activity are shortlived and confined, typically, to the one hour long periods immediately preceding and following an event. Traffic operations on the area road system supporting the Event Centre will be impacted during these periods. Road improvements to the area systems may be necessary to accommodate the projected traffic volumes and increased activity levels in a reasonable manner. A typical vehicular arrival / departure profile for an Ontario Hockey League (OHL) hockey game (e.g. Brampton Battalion) is shown on Figure 8. The traffic activity pattern illustrates that in the order of 90 percent of an event attendance arrives within 60 minutes of the start of the game while 75 percent (threequarters) leaves within 45 minutes of the end. The remaining people arrive early or after game start or before the end of the game. Event Centre traffic demands forecast during pre and post event periods, and utilized for the purposes of assessing the suitability of the access provisions for each of the three sites and any improvements required to accommodate related traffic demands, are outlined in Figure 9.

Event Type Capacity Event 6,800 people

Innova / Airport PreEvent: 1,800 cars PostEvent: 1,500 cars Traffic concentrated at site accesses

Downtown PreEvent: 1.625 cars PostEvent: 1,350 cars Traffic dispersed with parking

Page 48 Thunder Bay Event Centre Phase 2 Feasibility Study

5.3

Candidate Site Analysis: Parking and Traffic


BA Group has undertaken an analysis of the facilities required to enable each of the three candidate sites to effectively and appropriately support the proposed Event Centre. Transportation related facilities required for each site vary significantly given the different site and transportation contexts and include the following which are important comparative considerations in a site selection process such as this: the need to provide new parking facilities and, if needed, the number of spaces required in each case; the way new parking if needed would be provided, the proximity of such parking to the Event Centre and its ability to be reasonably relied upon for event parking needs considering the range of events that would occur at the Event Centre; the need to provide new access roadway infrastructure (new roads and / or improvements) to enable people to arrive and leave the Event Centre in a reasonable fashion; and, the relative time it takes for an event patron to leave, on average, each of the sites following a major event has also been assessed at a high level as a relative measure of the overall patron travel experience at each of the candidate Event Centre locations and as part of the evaluation of the relative convenience of one site compared to another. i) ii) the number of parking spaces available within a reasonable walking distance from the potential Event Centre site; and the availability of municipally controlled parking that could be used for Event Centre parking given prevailing demands during the key daytime / evening /weekend periods.

B. Determine Parking Supply Requirements


The amount of new parking required to meet anticipated demands at each of the three sites is identified taking into account event demands outlined in Section 5.2 and the extent to which, in the case of the downtown site, existing parking infrastructure can be reasonably utilized to meet parking needs. The general deployment of existing and new parking on each site is outlined, whether such parking is likely to be provided as surface or structure (above or below grade) parking as well as what role any new parking supply may offer as a parking resource that can be utilized to meet other area parking demands.

C.

Establish Parking Usage Characteristics for Different Events


The utilization characteristics of the provided parking at each site has been assessed considering, in particular, the parking halo for each of the identified event categories and the related anticipated walk times that would be experienced by patrons walking, on average, between the Event Centre doors and parked vehicles in the parking facilities at each location. This information is used, particularly given the different parking contexts for the Innova Business Park/ Thunder Bay Airport sites compared to the Downtown/Waterfront site, in a highlevel and comparative assessment of the overall postevent exit travel times that may be experienced by patrons at capacity events for each of the sites.

Considerations related to the relative transit and pedestrian accessibility afforded to each of the sites is considered within the travel demand forecasts outlined for each site. The nature of provisions that can be made at each site relative to charter bus parking, servicing and barrier free parking are also outlined at a high level. The analyses outlined herein form the basis for the relative ranking of each of the three sites from a transportation perspective with respect to the evaluation criteria adopted for the site selection process. An overview of the approach adopted in analyzing each of the sites is provided in the following sections.

D.

Specific Parking Considerations


General commentary on specific parking related aspects of the Event Centre, such as the provision of barrierfree parking, preferred parking (i.e. officials, dignitaries etc.) and parking for motorcoaches and shuttle buses, is also provided. This information is provided at a general level at this site selection stage to the extent that such matters are relevant to the relative performance of one site compared to another. Substantially more detailed information will be developed as part of the subsequent design development process and operational management plans for the selected site.

5.3.1

Parking
This evaluation focusses upon how and where parking demands can be met for each of the three sites and for the various event conditions considered. Event Centre parking demands and supply needs have been outlined for the various event size categories in Section 5.1 and have been used in assessing the parking circumstances at each of the three sites using the following basic 4 step methodology:

A. Assess Existing Area Parking Availability


While there is little to no existing area parking available for either of the Innova Business Park or Thunder Bay Airport sites and all required parking will be new, there is the potential for existing facilities to be utilized for the Downtown/Waterfront site to offset either partially or wholly the need for new parking to be provided to support an Event Centre at that location. As such, a detailed analysis has been undertaken for the Downtown / Waterfront site to establish the extent to which existing area parking can be relied upon to meet Event Centre demands and that could reduce the amount of new parking required. This analysis is focussed upon providing an understanding of the following for the Downtown site:

A comparison of parking related factors involved with each of the sites is summarized in the comparative evaluations outlined in Sections 5.4, 5.5 and 5.6.

Page 49 Thunder Bay Event Centre Phase 2 Feasibility Study

5.3.2

Access and Traffic


This assessment focusses upon identifying modifications required to the supporting area road infrastructure surrounding each of the three candidate sites to accommodate pre and post event travel demands. This includes a high level assessment of a) the suitability of local road / access infrastructure to accommodate event demands and b) improvements required to the broader area road network to appropriately provide for Event Centre access needs. Information provided by this high level analysis has been used in two ways. The first is to provide an understanding as to whether each site can with a reasonable level of new infrastructure if necessary support the Event Centre from a traffic perspective. The second is to provide general order of magnitude costing information for new improvements and infrastructure needs within the financial analyses undertaken for each site. An outline of the approach adopted in assessing the need for new roadway / access infrastructure is provided below.

Methodology
The following 4step approach has been adopted in developing an understanding of a) the ability of the area road systems surrounding each site to reasonably accommodate event related traffic activity before and after the largest events and b) related modifications that may be required to enable the area road system to do so.

A. Establish Area Traffic Activity Levels


Existing traffic activity information was obtained from the City of Thunder Bay at key intersections surrounding each of the candidate Event Centre locations. Weekday afternoon peak hour traffic activity levels were used directly in the analysis of preevent conditions and were adjusted (downward by 25 percent given that no data is available from the City for late evening and / or weekend periods), to reflect conditions during a typical postevent period.

B. Establish Event Centre Pre and Post Event Changes


Pre and postevent traffic activity levels related to the Event Centre are outlined in Section 5.2 and are used in establishing traffic activity changes on the area street systems surrounding each of the three candidate sites. Preliminary traffic distribution patterns for each of the three sites have been assessed using the general distribution of population across Thunder Bay and considering the relative attraction of the various primary routes serving each site. C.

Preliminary Traffic Assessment: Approach

AnalysisDesignPeriodsConsidered
Capacity / large events are typically scheduled outside of the weekday traffic peak hours (i.e. weekday evenings after 6 pm, weekend days / evenings). Smaller more typical events are also usually scheduled outside of the weekday business hours, but can, particularly in the case of the conferences, be scheduled during the weekdays. Recognizing the above, two periods of activity have been considered from a traffic operations perspective reflecting the key design periods for the combination of event related traffic activity and prevailing general traffic levels on the area street systems. These are as follows:

Review Area Intersection Operations with Event Demands


Traffic operations analyses are undertaken at intersections in the vicinity of each of the potential candidate sites for the established design periods using the preliminary pre and post event traffic conditions. This information has been used to assist in identifying the need for capacity related area road improvements required to appropriately accommodate event related traffic demands for each candidate site.

i.

PreEventPeriod
The weekday evening preevent arrival period that occurs just after the typical afternoon peak hour period represents the critical overlap time when general commuter traffic activity on the area street system remains relatively busy and when arrival preevening event volumes at Event Centre are starting to increase.

D. Identification of Road / Access Improvements


The need for roadway improvements / modifications to provide appropriate access facilities for each of the three candidate sites and to accommodate Event Centre traffic activity levels has been evaluated at a high level based upon the preliminary traffic operations analyses of pre and postevent conditions. Desirable improvements are identified on a preliminary level for each of the three candidate sites to a) upgrade existing deteriorated infrastructure, b) provide necessary turn lanes at key site access locations and c) to best provide site access facilities and accommodate forecast Event Centre needs.

ii. PostEventPeriod
The key postevent periods can occur either late evening on any day of the week or during the late afternoon period after a weekend daytime event. It is during these times that the ability of the local access system supporting the Event Centre parking areas will need to accommodate the most pronounced concentration of event related traffic as patrons exit the Event Centre at the end of an event. However, traffic activity on the area street system is typically much reduced during these periods compared to the weekday peak hour periods. Traffic activity levels at the Event Centre are lower at other times relative to these two time periods and will not dictate the need for any improvements or modifications to existing road infrastructure beyond those identified through analysis of these two identified critical time periods.

Roadway improvements identified for each of the three candidate sites is discussed in the comparative evaluations outlined in Sections 5.4.2, 5.5.2 and 5.6.2. Existing baseline traffic volumes and preliminary forecast Event Centre traffic volume assignments are outlined in the Appendix. Preliminary traffic operations summary information for each candidate site considering the identified area road improvements is also provided.

Page 50 Thunder Bay Event Centre Phase 2 Feasibility Study

5.3.3

PostEvent Travel Time Analysis


The overall time it takes for an event patron to leave each of the sites in a car, on average, following a major event has also been assessed at a high level as a relative measure of the overall patron travel / exit experience at each of the candidate Event Centre locations. This travel / exit time includes two components the first is the pedestrian walk time it takes for a patron (or group of patrons) to leave the Event Centre and walk to their vehicle. The second component is the amount of time it takes for the same patron to leave the parking lot and enter the surrounding public street system after having entered their vehicle. This evaluation has been undertaken as an exploration of the tradeoffs in terms of travel experience that differentiate the Innova Business Park and Thunder Bay Airport sites, which both concentrate parking and traffic activity at the Event Centre, from the Downtown / Waterfront location which has a dispersed parking and traffic circumstance. This information has been used as part of the evaluation of the relative convenience of one site compared to another from a transportation perspective.

Page 51 Thunder Bay Event Centre Phase 2 Feasibility Study

5.4

Analysis: Thunder Bay Airport Site


The Thunder Bay Airport site is located north of the air terminal building, south of Arthur Street West and to the west of Hawker Road a road extending southwards from Arthur Street West into the northern areas of the airport lands.

Parking Distribution Event Conditions


The parking area and associated walking distance from the Event Centre doors will vary based upon the type of event and the size of the attracted attendance. An evaluation of the extent of parking across the parking lots for the three main event categories considered is outlined graphically in Figures 11, 12 and 13 to provide an understanding of the relative proximity of parking to the Event Centre during event conditions. A summary is outlined is outlined below: Typical Event Large Event Major and Capacity Events up to 1,200 vehicles up to 1,600 vehicles 1,800 2,000 vehicles 200 300 metres (average 3 minute walk) 200 400 metres (average 5 minute walk) 200 500 metres (average 6 minute walk)

5.4.1

Parking
Supply and Deployment
Parking for the site is planned to be accommodated onsite in surface parking lots surrounding the Event Centre. In the order of 2,000 spaces are required to accommodate large events at the Thunder Bay Airport site. These spaces will be generally located to the north, east and west of the site within new surface parking areas located within 400 to 500 metres, or an 8 minute walk, of the Event Centre entrance. Since this site is a currently vacant, the surface parking areas would need to be constructed as part of the Event Centre construction. There would be few reasons for the parking to be used for other uses, due to the location of the site. The proposed parking areas supporting the Airport site is illustrated in Figure 10.

The analysis outlined above indicates that the average walk to / from parking and the Event Centre for the 5 to 10 major and capacity events anticipated at the Event Centre is in the order of a 6 minutes. Events with lower attendances that are held on a more frequent basis (50 typical events with 2,500 or less people and 25 to 30 larger events of up to 4,500 people) can be accommodated within an average walk of 5 minutes or less. Figure 11 Thunder Bay Airport Site Parking Area for a Typical Event

Figure 10 Thunder Bay Airport Site Parking Supply

Page 52 Thunder Bay Event Centre Phase 2 Feasibility Study

Figure 12 Thunder Bay Airport Site Parking Area for a Large Event

CharterBus,VehicularDropoff,TaxiStand
Provisions need to be made as part of the Event Centre plan at the Airport to accommodate charter bus, taxis and passenger pickup / dropoff activity before, after and during events. Provisions should also be made to accommodate charter bus parking needs. As is the case for accessible parking, the design arrangement of the Thunder Bay Airport Event Centre plan provides flexibility to provide pickup / dropoff, taxi staging areas and charter bus parking facilities on the site and it is considered that appropriate facilities could be readily accommodated at an Event Centre at the Airport. Details of the facility arrangements will be determined as part of any subsequent design process for the Thunder Bay Airport site if selected. A dedicated passenger car / taxi pickup facility and taxi staging area should be incorporated into the ultimate design plan close to the main building entrance. This facility would allow vehicles to conveniently loop within the property and pickup / dropoff people curbside at the Event Centre. The detailed assessment of the necessary size and configuration of these facilities will be undertaken as part of design development of the Event Centre should the Airport site be selected. A dedicated shuttle / transit bus facility should be provided close to the main building entrance and should be separate from other general use areas to provide unencumbered and convenient bus access. Appropriate access facilities will also need to be provided. A dedicated tour bus / motorcoach staging area with pedestrian waiting area could also be provided onsite although this may not be ultimately necessary since patrons would, in most instances, be look to stage within the parking lot. Parking for tour bus / motorcoaches can be provided on the property given its size and the flexibility that this offers. Preliminary forecast assumptions indicate the potential for in the order of 5 tour buses to be at the Event Centre during the largest events in addition to team, show or other VIP tour buses and flexibility exists on the site to accommodate parking for this number of buses. Other events may attract a greater number of buses but would typically be for events with lesser attendances and reduced parking needs and, therefore, at times when the parking lot would not be fully occupied. Suitable parking areas would be determined as part of the detailed design development of the Event Centre should the Airport site be selected.

Figure 13 Airport Site Parking Area for a Major / Capacity Event

Loading/UnloadingActivity
Loading / unloading activity will be accommodated within the service facilities incorporated into the Event Centre. Additional facility exists at the Thunder Bay Airport site for supporting vehicles to stage on the site before or after load in / load out of events.

Parking & Related Vehicular Facilities: Summary Findings


In the order of 2,000 new surface parking spaces are required to be built at the Thunder Bay Airport site as part of the Event Centre development plan. Parking will be located close to the Event Centre with all 2,000 spaces being situated within 500 metres or a 7 minute walk of the main Event Centre entrance. The average walk time to parking from the Event Centre main entrance during capacity / major events (5,700 to 6,800 people) is 6 minutes. The average walk is 5 minutes or less for more typical events of 4,500 people or less. Flexibility is afforded by the Thunder Bay Airport Event Centre development plan to enable barrierfree and charter bus parking to be provided onsite as well as providing private vehicle, taxi, transit and motorcoach pickup / dropoff facilities that will be required as part of the Event Centre operational programme.

Parking & Related Vehicular Facility Considerations AccessibleParking


The design arrangement of the Thunder Bay Airport site Event Centre plan and supporting parking areas offers considerable flexibility to enable accessible, barrierfree parking for event attendees to be readily located close to the Event Centre entrance facilities in accordance with applicable City Zoning ByLaw and Provincial accessibility guidelines. The number and precise location of accessible parking spaces will be determined as part of the design development of the selected Event Centre location.

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5.4.2

Traffic and Access


Site Access
Primary access to the Thunder Bay Airport Event Centre site will be provided via Hawker Road and a number of new driveways directly connecting to Arthur Street West. It is likely that one of the access driveways to Arthur Street West would be signalized to provide sufficient inbound and outbound left turn capacity. Given the location of the Airport site in the southwestern periphery of the central Thunder Bay area, the vast majority of event attendees will arrive and leave to / from the east using Arthur Street West to access the Event Centre from the Thunder Bay Expressway, Highway 61 and the areas of Fort William centred along Arthur Street West east of the Thunder Bay Expressway. The primary access routings serving the Thunder Bay Airport site and site access opportunities onto Hawker Road and Arthur Street West are illustrated in Figure 14. Figure 15 Thunder Bay Airport Site Road Improvements

Figure 14 Thunder Bay Airport Site Primary Access Routes

DesirableIdentifiedAreaRoad/AccessImprovements ArthurStreetWest
It is desirable to widen Arthur Street West westwards from the Parkdale Boulevard / Hawker Road intersection across the site frontage from the current 2 lane crosssection to 5 lanes to provide a) 2 travel lanes in each direction to better accommodate directional Event Centre volumes (up to 1,500 to 1,800 hourly vehicles arriving / leaving to and from the east) and b) a westbound left turn lane to provide a safe refuge for vehicles turning into the Event Centre to wait for an appropriate gap in the approaching eastbound traffic stream. It is not considered practical or reasonable to further widen Arthur Street West to provide 3 eastbound lanes given likely property constraints and the relatively infrequent number of times that peak demand levels will be experiences at the Event Centre for which such a widening would be considered.

HawkerRoad
It is desirable to widen Hawker Road to provide a consistent 3 lane crosssection from the easterly site limit to Arthur Street West to provide for outbound postevent queuing activity to the Parkdale Boulevard traffic signal.

Road / Access Improvements


Road improvements will be necessary to accommodate the increase in traffic activity on Hawker Road and Arthur Street during the pre and post event periods. The concentration of traffic on Arthur Street West between the Event Centre and the Thunder Bay Expressway interchange, in particular, is a strong influencing factor in determining the need for improvements and a widening on Arthur Street West. The road improvements are illustrated in Figure 15 and are described in the following.

SiteAccess
A new signalized intersection is desirable at the easterly site access on Arthur Street West to provide appropriate levels of capacity for inbound (westbound) and outbound (northbound) left turns.

With the above road improvements, Event Centre traffic demands can be reasonably accommodated during the key pre and postevent periods while maintaining acceptable traffic operations recognizing that some level of congestion is inevitable during the largest events due to the concentration of traffic activity to a confined and shortlived period of time.

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5.4.3

Post Event Travel Times


Analyses have been undertaken at the Thunder Bay Airport site to establish, at a high level, the length of time it may take patrons to exit the Event Centre, walk to their car and then leave the site and reach the surrounding area arterial street network after a major / capacity event. There are two components to this total travel time. The first is the time it takes a patron or group to walk from the Event Centre to their vehicle. The second is the time it takes for that car to travel through the parking lot and exit the property.

Figure 16 Thunder Bay Airport Site Large / Capacity Event Patron Exit Time Analysis

WalkComponent
The average walk time is, for the largest events, in the order of 6 minutes based upon the distribution of parking for the largest events outlined in Section 5.4.1 and taking into account that some vehicles will be parked closer to the entrance and others farther away.

DriveComponent
The average time it takes a car to leave the parking areas is variable but is largely governed by the exit capacity available from the Event Centre property and the time it takes for these portal intersections / lanes to process the exiting volumes (i.e. 1,500 cars within the hour following the end of the event for capacity events). It is anticipated notwithstanding that there are in the order of 4 exit driveways provided onto Arthur Street West / Hawker Road providing exit capacity from the site itself for event traffic, that the overall exit times will be governed by the limitations on downstream capacity on the section of Arthur Street West situated between Parkdale Boulevard and Neebing Avenue where only two eastbound travel lanes can be practically provided. This provides a downstream capacity of in the order of 3,000 to 3,500 vehicles per hour in total compared to a demand volume of a little less than 1,500 vehicles (some motorists will be travelling west) over the same period. Based upon the above, it is estimated that the average vehicular exit travel time will be in the order of 20 minutes for the majority of patrons heading back towards Thunder Bay and the Thunder Bay Expressway recognizing that some motorists who are able to exit quickly following an event will experience a significantly shorter exit time while others, who get caught in the main exit crowd, will experience times that may be greater than this.

CombinedExitTime
Given the above, the combined exit time for motorists leaving the Thunder Bay Airport Event Centre site will be approximately 26 minutes.

This is illustrated on Figure 16 and is reflective of a relatively constrained egress condition for the largest events that may occur at an Event Centre located at the Thunder Bay Airport site given the heavy reliance and concentration of traffic on Arthur Street West.

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5.5

Analysis: Downtown/Waterfront Site


The potential Event Centre site within downtown Port Arthur is located on the parcel of land situated between Cumberland Street to the west, Water Street to the east, Camelot Street to the north and the Prince Arthur Hotel property / Van Norman Street to the south. The Downtown/Waterfront Event Centre site is situated, in contrast to the Innova Business Park and Thunder Bay Airport sites, within a developed urban centre and is, as such, located in proximity to existing on and offstreet parking infrastructure located across the downtown area. The site is also well situated relative to a number of transit routings connecting across Thunder Bay from the existing (and to be relocated) Water Street Transit Terminal that currently occupies a portion of the site. The seven bus routes that already serve the Water Street transit terminal provide a wide reaching, convenient, reliable and regularly scheduled transit travel alternative for Event Centre patrons living in many areas of Thunder Bay to travel to / from events at the Waterfront Event Centre candidate site. This increased transit ridership potential is reflected in the (reduced) traffic and parking demands forecasts for the Waterfront/Downtown site compared to the Innova Business Park and Thunder Bay Airport sites.

BasisforAssessment:MunicipalParkingComparedtoPrivateParking
Of the categories of parking situated across downtown Port Arthur, only the public parking supply was considered as available in the base parking supply evaluations for the Downtown/Waterfront site since this is the only parking that is managed / controlled by the City and can be relied upon as a public parking resource without third party involvement. Private parking ( 2,100 spaces within 800 metres of the Event Centre) has not, as such, been considered in the base availability evaluations undertaken as part of this assessment as a worst case analysis since, currently, there are no permissions in place to legally allow such parking to be utilized by the general public. The owners of the area private lots could, for instance if they so choose, restrict parking areas under their control during event conditions to prevent unauthorized parking activity. It is possible (and highly likely), however, that area parking owners may allow (and even welcome) event related parking to occur within a number of lots located across the downtown either through informal arrangements where parking activity occurs with or without payment or through a formal arrangement with the City or the Event Centre operator. In the latter case, the City / operator would enter into some form of agreement with the landowner to allow those spaces to be made available likely for some form of payment. We are aware, for instance, that offers have been made by a number of local business / land owners to allow the use of their private facilities for event related parking. This may provide subject to detailed review and securing of any related operational agreements opportunity to provide in the order of up to 200 spaces across the downtown private parking facilities that would a) increase the supply of parking in the Event Centre vicinity and / or 2) offset the amount of new public parking required to appropriately support the Event Centre in this location should the Downtown / Waterfront site be selected. This is discussed further in Section 5.5.7 to 5.5.9

5.5.1

Parking
Parking circumstances for the Downtown/Waterfront site differ from the Innova Business Park and Thunder Bay Airport sites as a result of the sites location relative to existing parking facilities and resources provided across the downtown Waterfront District that could be used if available and sufficiently proximate to the Event Centre to accommodate event related demands. As is typical in downtown settings, parking is provided across the Waterfront District area, and in the general vicinity of the Event Centre site, within a number of private and public offstreet lots as well as on the area street system. The use of existing parking infrastructure offers the potential to: optimize and increase the use of existing municipal parking facilities; reduce (or eliminate) the amount of new parking required to be built to support Event Centre operations; and distribute traffic demands across a number of separate parking facilities to reduce the concentration of traffic on a small number of access routings and related congestion levels.

ApproachtoAssessingAvailablePublicParkingSupply
Parking for the Event Centre would be in the base parking analysis undertaken herein accommodated within the area public parking facilities located across the downtown including the municipal (publicly owned) onstreet and offstreet public parking facilities. The spaces that have been included in the evaluation of Event Centre parking needs are located within an approximate 800 metre (12 to 13 minute) walking distance of the Event Centre site. The process to evaluate parking availability has been completed based on the following 6 step process: completion of a downtown parking supply inventory; survey of public parking demands; assessment of parking availability during key periods: weekday daytime and weekday evening/weekends; comparison of public supply to event demands; consideration for new onsite parking; and, evaluation of parking availability including the onsite parking provision. The detailed parking availability analysis is described in the following sections.

CategoriesofDowntownParking
Parking in downtown Port Arthur can be categorized into three basic types of parking: private parking owned and operated by individual landowners supporting area businesses or land uses; offstreet public parking this includes municipal (Thunder Bay) owned and operated structured and surface parking lots onstreet public parking this includes municipal (Thunder Bay) operated parking provided on the area public street system.

Page 56 Thunder Bay Event Centre Phase 2 Feasibility Study

5.5.1.1 Parking Restrictions & Supply Inventory


The distribution of on and offstreet public parking across the downtown relative to the potential location for the Event Centre is an important consideration in assessing the utility and convenience of the public parking supply provided across the downtown. Public parking in the downtown is comprised of on and offstreet parking facilities. Onstreet parking is currently prohibited along a number of sections of the area street system, restricted during specific time periods and / or may require payment (i.e. metered parking). Offstreet public parking typically requires payment. A summary of the area public parking supply restrictions provided across the downtown is illustrated in Figure 17. The relative walk distance to the various areas of downtown is, to assist in understanding how far away certain parking areas may be from the Event Centre, illustrated in Figure 18.

Figure 18 Downtown Parking Walking Distance to Parking

Figure 17 Downtown Parking Restrictions Municipal Parking

TotalMunicipalSupplyByDistance
An inventory of the existing number of public parking spaces within the following walk distances is outlined in Figures 19a, 19b and 19c: 300 metres or a 5 minute walk 500 metres or a 8 to 9 minute walk; and, 800 metres or a 12 to 13 minute walk.

Walk times are calculated based upon a walk speed in the range of 1.0 to 1.2 metres / second, which is a typical walking speed range commonly used by municipalities in establishing, for instance, pedestrian crossing times at signalized intersections. There is a substantial amount of public parking supply in the downtown area within 800 metres of the potential Event Centre site. The following provides a summary breakdown of total parking supply by distance from the Event Centre: 1. 2. 3. there are 325 parking spaces (200 spaces onstreet, 125 spaces offstreet) located within a walk distance of 300 metres or a 5 minute walk from the Event Centre site. there are 1,265 spaces (340 spaces onstreet, 925 spaces offstreet) located within a walk distance of 500 metres or an 8 9 minute walk from the Event Centre. there are 1,775 spaces (450 spaces onstreet, 1,325 spaces offstreet) located within a walk distance of 800 metres or a 12 13 minute walk from the Event Centre

Page 57 Thunder Bay Event Centre Phase 2 Feasibility Study

Figure 19a Downtown Parking Walking Distance to Parking (300 metres, 5 minute walk)

Figure 19c Downtown Parking Walking Distance to Parking (800 metres, 12 to 13 minute walk)

Figure 19b Downtown Parking Walking Distance to Parking (500 metres, 8 to 9 minute walk)

5.5.1.2 Existing Parking Demand Surveys


Parking for the Event Centre at the downtown candidate location is planned to be accommodated within a number of public parking facilities across the downtown. Unlike the Innova Business Park and Thunder Bay Airport sites, these spaces are not all located in one parking lot surrounding the Event Centre nor are reserved for the sole use of the Event Centre. They are also used as is typical for municipal parking facilities by other users in the area throughout the day, evening and overnight periods. A series of parking demand surveys were undertaken by BA Group over the course of January 2012 to March 2012 within the area public (and, in fact, private also) parking facilities located across downtown Port Arthur. Surveys were undertaken during key periods of time when a) general downtown parking demands are at their greatest (i.e. weekday daytime) and b) when events may occur at the Event Centre (i.e. weekday / weekend daytimes and evenings) to determine the availability of parking that would be available for Event Centre use taking into account the current demands. These surveys included counts of parking utilization within on and offstreet parking facilities within each of the three walking distance categories adopted previously (300 metres, 500 metres and 800 metres) during the following times: weekdays at 11:00 a.m., 3:00 p.m. and 7:00 p.m.; and, weekends at 1 p.m. and 6 p.m..

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5.5.1.3 Existing Parking Demands


Recorded parking survey demand information has been used in determining the typical recurring peak demand levels across the downtown through a typical weekday as well as the relative levels of parking demand that occur during the weekday evening and weekend daytime / evening periods when Event Centre demands are likely to peak. A summary of the peak parking occupancies recorded across the public parking facilities located within 300, 500 and 800 metres of the potential Downtown/Waterfront Event Centre site is illustrated in Figure 20.

Figure 20 Downtown Parking Public Parking Demand Surveys

DemandCharacteristics
Parking in the downtown on and offstreet public parking lots typically peaks during the weekday daytime late morning periods. Occupancy levels during the weekday evening and weekend afternoon / evening periods (when large events are more likely to occur) are reduced in comparison and weekday end peak demand levels.

WeekdayDaytime:KeyTimesforConferencesandFamilyShows
Peak weekday utilization levels indicate that approximately 35 percent to 40 percent of the total parking supply within 800 metres of the site is in use during the busiest periods.

WeekdayEvening:KeyTimesforLargerEvents
Parking demands during a weekday notably decrease from around 3:00 p.m. onwards presumably as employees working within the Downtown leave at the end of the working day and decrease to in the order of 20 to 25 percent occupancy range during the early evening period (6 p.m. onwards).

WeekendDaytime/Evening:KeyTimesforLargerEvents
Weekend parking utilization levels range between 15 percent to 25 percent of the total available supply. These demand levels reflect typical weekend activity that is primarily related to recreational visits / retail activity to the downtown. The observed parking occupancy levels during the weekend are lower, notably, than even the weekday evening parking occupancy.

In each case, demands surveys indicate that there is substantial parking available within the public facilities located across the downtown. Prevailing demand levels are, notably, lower at times when event related demands may be at their greatest during the weekend / weekend evening and weekend daytime periods.

5.5.1.4 Public Parking Available for Event Centre Use


The availability of parking during two key periods the weekday daytime and weekend evening periods was analyzed to evaluate the ability for Event Centre parking demands to be reasonably accommodated within the available parking facilities within downtown Port Arthur. These periods of time reflect two basic conditions: the time when area parking demands peak (weekday daytime) which coincides with times when conferences and matinee family show performances may occur; and, the times when Event Centre parking demands may peak during larger events that typically occur during the early evening (weekday or weekend) and weekend daytimes.

Page 59 Thunder Bay Event Centre Phase 2 Feasibility Study

A summary of parking availability levels during these two conditions within each of the walk distance categories outlined earlier (300 metres, 500 metres and 800 metres) are illustrated in Figure 21a and 21b, by a breakdown of the available spaces in onstreet and offstreet facilities.

Figure 21a Downtown Parking Public Parking Availability Weekday Daytime

LossofExistingOnSiteParking
The loss of the City parking lots located on the potential Event Centre site and the smaller parking lot located adjacent to the Hydro facility has been taken into account in the evaluation. In the order of 175 existing surface parking spaces will be lost from the area supply as a result of the construction of the Event Centre. Parking demands that are met within these lots have, however, been maintained and reallocated within the evaluation to other public parking facilities in the downtown area.

Availability
Parking availability in the Downtown area during the weekday afternoon period is categorized based upon the walk distance from the Event Centre (300 metres, 500 metres and 800 metres) as follows:

WeekdayAfternoon(Conferences/FamilyShows)
Within 300 metres ( 5 minute walk) Within 500 metres ( 89 minute walk) Within 800 metres ( 12 to 13 minutes) approximately 140 public spaces approximately 700 public spaces approximately 1,185 public spaces

Parking availability in the downtown area on a weekday evening or weekend (daytime / evening) is less than the weekday daytime period leaving more spaces available for Event Centre use. Within 300 metres, in the order of 215 spaces are available.

WeekdayEvening/Weekend(EventsofAllSizes)
Within 300 metres ( 5 minute walk) Within 500 metres ( 89 minute walk) Within 800 metres (12 to 13 minutes) approximately 215 public spaces approximately 1,045 public spaces approximately 1,520 public spaces

Figure 21b Downtown Parking Public Parking Availability Weekend Evening

There is, given the above, approximately 1,200 spaces available during the weekday daytime period to accommodate event demands that occur during those times while there is approximately 1,500 spaces available during the weekday evenings and weekends to accommodate demands related to the largest events that would occur at the Event Centre.

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5.5.1.5 Comparison of Available Supply to Peak Demands


A comparison of the available public parking supply within 800 metres (12 to 13 minute walk) of the potential Event Centre site to the forecast peak event demands is provided in Figure 22.

Figure 22 Comparison of Public Supply to Event Demands

The construction of below grade parking (option i) beneath the Event Centre is illustrated on Figure 23. In the order of 350 spaces could be incorporated within an underground parking level in the Event Centre development plan for the Downtown/Waterfront site. This would enable, while being the most expensive parking solution for the Downtown/Waterfront site, the required parking shortfall in publicly available parking in the downtown to be delivered without the City being required to assemble / acquire any further lands. This option has been incorporated in the detailed parking distribution analyses outlined in Section 5.5.1.7 as the base condition that can be delivered by the City without requiring third party involvement recognizing that other, less costly, options will be pursued as part of the detailed planning of the Event Centre should the Downtown/Waterfront site be selected. Figure 23 also shows an alternate parking solution that could be pursued by the City involving the construction of a less costly, 2level, 200 space above grade parking structure on lands (subject to land acquisition) in the immediate vicinity of the proposed Event Centre. This solution would, to provide the requisite 300 new publicly accessible parking spaces, also need to work together with the City entering into agreements with other area landowners to make a minimum of 100 (or more) private parking spaces available for event parking purposes across the downtown on reliable basis. Supply of the required 300 new public parking spaces on or near to the Event Centre site would provide the identified additional supply, which would offer conveniently located prime parking for use during not only the largest events (most likely as reserved, officials and dignitary parking) but for conference events and other smaller events that would benefit from having an onsite parking resource to be able to utilize. Furthermore, the addition of a minimum of 300 spaces on or near to the Event Centre site will enable all event related parking demands, including for the largest events, to be met within 800 metres (12 to 13 minute walk) of the Event Centre.

The comparison of event demands versus available supply suggests that there is, in fact, sufficient public parking available to meet parking demands related to the majority of the events that may occur at the Event Centre within a reasonable walking distance from the Event Centre. Demands related to events of 4,500 people (large events) can, for instance, be accommodated within the 1,500 public spaces available within a 12 to 13 minute walk of the Event Centre during the key weekday / weekend evenings and weekend afternoons. However, there may be a number of occasions (5 to 10 times per year) during the largest capacity events where additional parking supply located close to the Event Centre would be highly desirable. A comparison of the peak demand levels anticipated at the Event Centre in the downtown context (taking into account increased transit usage) to the available supply during key event periods, suggests that in the order of 300 more parking spaces would be required to be reliably available for event patron use to accommodate capacity and major event demands within an 800 metre walk of the Event Centre.

New Parking as a Downtown Resource


It is important to note that while any new publicly accessible parking provided on or near to the Event Centre site would be occupied to varying degrees during events, it will remain available for substantial periods of time for use for other area parking purposes. Any new parking provided will, as such, add public parking supply to the area that can be used for general parking purposes including, for instance, event parking during programmed events at Prince Arthurs Landing (i.e. Summer in the Parks, Blues Fest and other events), other general downtown parking needs and as a replacement for the parking facilities lost with construction of the Event Centre on the site itself.

Figure 23 OnSite Underground Event Centre Parking

5.5.1.6 New Parking Supply Needs


There are three methods that could be considered (together or separately) to provide the identified additional publicly accessible parking (300 spaces) required to meet Event Centre needs during the largest events should the Downtown/ Waterfront site be identified as the preferred location for the Event Centre. These include: i) ii) iii) provision of a level of underground parking on the Event Centre site; utilize existing private parking in the downtown either through a management agreement with the City or where the land owner undertakes to make that parking reliably available for event parking purposes; and lease / purchase other property in the downtown and construct new surface or abovegrade parking structure.

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Use of Private Parking


The use of private parking has not been relied upon in the base analyses undertaken as part of this assessment. However, it is likely, in reality, that private parking located across the downtown will be used, either informally or formally, for event parking purposes and would improve the Event Centre parking circumstance above that outlined in the analyses outlined in Section 5.5.1.7. In fact, we understand that a number of landowners in the downtown area have undertaken in correspondence with the City to allow existing, privately parking areas on their landholdings (with a parking supply of in the order of 200 or so spaces) to be used for event parking purposes. While not specifically addressed within the analyses outlined herein, the beneficial impacts of the use of available and existing private parking facilities in the downtown would be twofold and would: a) potentially reduce the amount of new public parking supply required which could result in cost savings relative to the worstcase solution in which an underground parking garage would be built on the Event Centre site (see the alternative option shown on Figure 23); and, enabling parking event demands to be met closer to the Event Centre.

5.5.1.8 Other Parking Arrangements Private Parking


The parking evaluation outlined in Section 5.5.1.7 takes into consideration only the publicly available (and City owned) parking in the downtown area and within Prince Arthurs Landing. However, as noted previously, there are a number (over 2,100 spaces) of private parking spaces located throughout the downtown area and property owners of these lots could allow (and even welcome) event related parking to occur within their lots either through: i) informal arrangements where parking activity occurs with or without payment; or ii) through a formal arrangement with the City or the Event Centre operator. In the latter case, the City / Event Centre operator would enter into some form of agreement with the landowner to allow those spaces to be made available likely for some form of payment. We understand, in fact, that offers have been made to the City by area landowners to make private parking available should the downtown site be selected as the preferred Event Centre location. While the related supplies have not been, included in the base parking analyses outlined herein it is noteworthy that in the order of 200 (or more) spaces could be (subject to review and agreements being secured) made available to supplement Event Centre parking supply in the downtown area. The practical and beneficial effect of a use of existing area private parking, of which there is a substantial supply, could be twofold depending upon supply decisions made as details are more fully understood. These are as follows: Firstly, it could enable a greater proportion of the parking required to support the Event Centre to be provided closer to the site which would, in turn, reduce the walk distance to the outer parking areas that could, otherwise, be relied upon. Secondly, it may reduce the amount of new parking that may be required to enable Event Centre demands to be appropriately met within a reasonable walking distance (for instance see the alternative parking solution outlined in Figure 23 and discussed in Section 5.5.1.6.

b)

It is important to note, given the above and when considering the ability of the Downtown/Waterfront site to support the Event Centre from a parking perspective that the likely use of private parking located across the downtown would improve the parking circumstance for the Event Centre above that outlined in the analyses outlined in Section 5.5.1.7. It also has the potential to reduce the costs associated with providing the requisite parking supply to support the Event Centre within a reasonable walking distance of the Waterfront site. This is discussed further in Section 5.5.1.8.

5.5.1.7 Parking Distribution Event Conditions


The parking area and associated walking distance from the Event Centre doors will vary based upon the type of event and the size of the attracted attendance. An evaluation of the extent to which Event Centre parking demands would extend across the downtown area parking facilities for the three main event categories, as well as conference events, is outlined graphically in Figures 24a, 24b, 24c and 24d to provide an understanding of the relative proximity of parking to the Event Centre during event conditions. A summary is outlined below: Conference Event Typical Event Large Event Major and Capacity Events up to 500 vehicles up to 1,100 vehicles up to 1,450 vehicles 1,800 2,000 vehicles 200 300 metres (average walk of 3 minutes) within 500 metres (average 5 minute walk) within 750 metres (average 8 minute walk) within 800 metres (average 10 minute walk)

Decisions in this regard would be made, if the Downtown/Waterfront site is selected, as part of the design development of the Event Centre and at a time when firm commitments can be made and explored on a formal basis.

The analysis outlined above indicates that the average walk to / from parking and the Event Centre for the 5 to 10 major and capacity events anticipated at the Event Centre on an annual basis is in the order of 10 minutes presuming that in the order of 300 parking spaces are located on or near to the Event Centre site. Events with lower attendances that are held on a more frequent basis ( 50 typical events with 2,500 or less people and 25 to 30 larger events of up to 4,500 people) can be accommodated within an average walk of 8 minutes or less. The majority of parking activity related to conference type events can be accommodated within a 5 minute walk (average walk of 3 minutes) with much of the parking needs being met within the new parking facility located on or close to the Event Centre site.
Page 62 Thunder Bay Event Centre Phase 2 Feasibility Study

Figure 24a Event Centre Parking Conference Event

Figure 24c Event Centre Parking Large Event

Figure 24b Event Centre Parking Typical Event

Figure 24d Event Centre Parking Major/Capacity Event

Page 63 Thunder Bay Event Centre Phase 2 Feasibility Study

5.5.1.9

Parking & Related Vehicular Facility Considerations AccessibleParking


The use of an underground parking garage beneath the Downtown/Waterfront site Event Centre offers potential to locate accessible, barrierfree parking for event attendees onsite and readily accessible to / from the Event Centre in accordance with applicable City Zoning ByLaw and Provincial accessibility guidelines. Potential also exists, with an alternate offsite parking solution, to a) continue to provide barrierfree parking onsite within a reduced underground facility or b) as close as possible offsite within any new parking structure. Whatever parking solution is ultimately pursued, barrierfree parking would be located as close as possible to the Event Centre and would appropriately provide for the needs of those patrons. The number and precise location of accessible parking spaces will be determined as part of the design development of the selected Event Centre location.

PublicParkingComparedtoPrivateParking
There are three basic types of parking provided in the downtown area. These include private parking that supports local businesses and land uses, offstreet public parking and onstreet public parking. Only the public parking supply (on and offstreet) was considered as available in the base parking supply evaluations for the Downtown / Waterfront site since this is the only parking that is managed / controlled by the City and can be relied upon as a public parking resource without third party involvement. Private parking (of which there are 2,100 parking spaces of all types in the downtown area) could be made available by local landholders for parking purposes either through informal arrangements where parking activity occurs with or without payment or through a formal arrangement with the City or the Event Centre operator. In the latter case, the City / operator would enter into some form of agreement with the landowner to allow those spaces to be made available likely for some form of payment. We understand that the City of Thunder Bay has been approached by landowners of parking facilities in the downtown offering use of their lots to assist in supporting the Event Centre. In the order of 200 spaces have been offered for use. Decisions in this regard which may provide additional parking close to the Event Centre will be determined if the Downtown / Waterfront site is selected as the preferred site and as part of the design development of an Event Centre on that site. The details of these arrangements would, of course, need to be finalized between the City and the property owners.

CharterBus,VehicularDropoff,TaxiStand
Provisions need to be made as part of the Event Centre plan at the Downtown/Waterfront site to enable charter bus, taxis and private car passenger pickup / dropoff activity before, after and during events in the Event Centre vicinity. Logical locations for designated zones within which each of these activities could occur include street frontages either in front of the Event Centre (subject to the needs of any onstreet transit terminal facility) of or along adjacent blocks on Cumberland Street and / or Camelot Street. These locations would logically be curbside on the identified roadway linkages and would provide logical zones where such activity can be reasonably accommodated. Longer stay charter bus parking during events (daytime or evening) would need to be located offsite and possibly away from the main pickup / dropoff zones. A suitable location(s) is required which cannot logically be one of the parking areas identified as being required to meet capacity / large event parking needs. For other events, a greater degree of flexibility is provided. The offsite locations can be located some distance from the Event Centre if needed with the drivers getting a call back from their tour group or organizer alerting them to return to the pickup / dropoff facilities at the appropriate time. Details of all of the above, will be worked through in further as part of the subsequent design work for the Downtown site if it is selected as the preferred site.

EstablishmentofExistingParkingInventory
There are in the order of 1,775 public parking spaces (450 spaces onstreet, 1,325 spaces offstreet) located within a walk distance of 800 metres or a 12 13 minute walk from the Event Centre. BA Group undertook parking demand surveys across downtown Port Arthur between January 2012 to March 2012 to provide information regarding the number of parking spaces that were occupied over the course of a day / week and how many spaces would be available to help support the parking needs of the Event Centre.

ParkingAvailability:DowntownParking
During the weekday daytime period, approximately 40 percent of the public parking spaces in downtown Port Arthur were occupied. The balance of the spaces remained vacant even during the busiest times of the day from a general parking perspective. During the weekday / weekend evening and weekend periods, the utilization rates drop to approximately 25 percent of all provided parking. In the order of 1,200 parking spaces are available during the weekday daytime while a modestly greater supply is available during the weekday / weekend evening and weekend periods.

Loading/UnloadingActivity
Loading / unloading activity will be accommodated within the service facilities incorporated into the Event Centre. Supporting vehicles will need to stage / park away from the site before or after load in / load out of events given the onsite size limitations of the Downtown/Waterfront site. A suitable location will be need to established, as required, as part of the subsequent design work for the Downtown/Waterfront site and as part of the ongoing management of the Event Centre if this site is selected as the preferred Event Centre location. Site pickup / dropoff and related staging facilities are further described in Section 5.5.2.3.

SufficiencyofDowntownParkingandtheNeedforNewSupply
A comparison of the anticipated peak event parking demands (1,800 spaces) versus available supply suggests that while there is, in fact, sufficient public parking available to meet parking demands related to the majority of the events that may occur at the Event Centre within a reasonable walking distance. There may be a number of occasions (5 to 10 times per year), however, during the largest capacity events when additional parking supply would be highly desirable. A comparison of the peak demand levels anticipated at the downtown Event Centre site to the available supply during key event periods, suggests that in the order of 300 more publicly available parking spaces would be required within 800 metres of the Event Centre to accommodate capacity and major event demands.

5.5.1.10 Parking: Summary Findings


Parking circumstances for the Downtown / Waterfront candidate site differ from the Innova and Airport sites as a result of the sites urban location and context relative to existing parking facilities and resources provided across downtown Port Arthur that could be used if available and sufficiently proximate to the Event Centre to accommodate event related demands.
Page 64 Thunder Bay Event Centre Phase 2 Feasibility Study

5.5.2
Parking supply solutions have been considered to provide the required additional 300 parking spaces either onsite (within an underground parking garage) or offsite (through construction of a new abovegrade structure and, potentially, use of area private parking for event parking purposes. New parking spaces provided onsite or in the vicinity of the Downtown/Waterfront site would logically be used for Event Centre parking needs and would provide conveniently located parking for use during events of all sizes (conferences of up to 800 people to the largest events at the Event Centre of up to 6,800 people). New parking would also provide a general parking resource for the downtown that could augment the existing area supply and could be used to better provide for increased demands during events on Prince Arthurs Landing (i.e. Summer in the Parks and Bluesfest). With provision of the above new publicly available parking supply, Event Centre parkingdemandsrelatedtoeven thelargestEventCentrefunctionsandeventscanbemetwithin800metresora12to13minutewalkfromthe EventCentre. The average walk to parking is in the order of 10 minutes. It is important to note that these events occur approximately 5 to 10 times a year and in the evenings. Typical events and large events, which occur on a more frequent basis, will have parking available closer to the site.

Traffic and Access

5.5.2.1 Event Traffic Demand Characteristics


The Downtown/Waterfront Event Centre candidate is situated on the eastern side of downtown Port Arthur close to the Prince Arthurs Landing waterfront and on the east of Water Street. The general area, and the site itself, are well connected from a vehicular perspective to other areas of Thunder Bay and the surrounding residential areas to the north, west and south. The transportation context of the Event Centre site within the downtown area and the event parking circumstance presents three key influencing factors from a transportation perspective. These are as follows: Traffic demands are modestly lower for the Downtown/Waterfront site compared to the Innova Business Park and Thunder Bay Airport sites given the enhanced potential for event attendees to travel by transit given the level of transit service afforded to the downtown area. Event Centre parking demands would be met in a distributed fashion across a number of parking facilities (on and offstreet) around the downtown. This tends to disperse event traffic across the downtown before and after events rather than concentrating traffic on a limited number of access routings such as occurs at the Innova Business Park and the Thunder Bay Airport sites. There is already an extensive road network in place supporting the downtown area providing numerous road linkages to / from parking areas that can be used by event patrons. The number of routings available serving the downtown (i.e. Water Street, Cumberland Street, Court Street, Algoma Street, Pearl Street, Park Avenue, Red River Road, Camelot Street and so on) combined with the distribution of parking facilities tends to diminish the reliance placed upon any one access routing into or out from the downtown.

Use of Private Parking


The use of private parking has not been relied upon in the base analyses undertaken as part of this assessment. However, it is likely, in reality, that private parking located across the downtown will be used, either informally or formally, for event parking purposes and would improve the Event Centre parking circumstance beyond that outlined above. The beneficial impacts of the use of available and existing private parking facilities in the downtown would be twofold and would a) potentially reduce the amount of new public parking supply required and reduce Event Centre related costs and b) enable event parking demands to be met closer to the Event Centre.

OtherParkingConsiderations
Flexibility is afforded by the Downtown/Waterfront Event Centre development plan to enable barrierfree parking to be provided onsite within the underground garage. Designated zones along sections of the street system surrounding the Event Centre could be adopted to provide locations where bus, charter bus (motorcoach), taxi and private car pickup / dropoff activity can be accommodated close to the Event Centre. Offsite charter bus and staged transport trucks parking facilities will need to be utilized to accommodate longer term parking needs for both vehicle types. Details will be determined as part of any subsequent design process should the Downtown/Waterfront site be selected.

The combined effect of these three considerations, and particularly the use of multiple parking locations served by multiple and different road connections, serves to greatly disperse the majority of the pre and postevent traffic activity across a broad area and onto a number of routing options. This has the effect of reducing event related traffic volumes at any one location (i.e. streets or intersections) on the downtown area before and after events. Figure 25 illustrates the area road context within the downtown, the location of the primary municipal parking facilities relied upon for Event Centre parking and the number of primary routing alternatives available to event patrons.

Page 65 Thunder Bay Event Centre Phase 2 Feasibility Study

Figure 25 Downtown Site Event Vehicular Travel Context

5.5.2.3 Event Centre Vehicular Facilities: Access


Access to the Event Centre itself and related supporting facilities will be provided from the street system surrounding the site. Figure 26 provides a schematic and high level overview of the various Event Centre related vehicular facilities and their potential location relative to the Event Centre.

Figure 26 Schematic Arrangement of Event Centre Related Vehicular Facilities

5.5.2.2 The Need for Area Road System Improvements


BA Group has undertaken a detailed review of prevailing traffic conditions across downtown area and the operational impacts of additional pre and post event related traffic activity to provide an understanding, a high level, of the need for any improvements / modifications to the existing area road network to enable event activity to be appropriately accommodated. The distribution of traffic activity across downtown has meant that no general area road improvements or modifications will be necessary to accommodate the increase in traffic activity during the pre and post event periods. Volume changes on the various elements of the area road system are, for the most part, relatively modest and can, based upon the analyses undertaken as part of this site selection process, be managed within the context of the existing road system.

Potential

Closure of Van Norman Street


The current Event Centre plan also identifies the closure of Van Normal Street as a formal road rightofway south of the Prince Arthur Hotel driveway to enable construction of the Event Centre and conferencing component on the property. There are no other access facilities on Van Norman Street that would be affected by the closure given that the existing public parking lot and bus terminal entrances are to be eliminated with redevelopment of the property.

On Site Parking and Loading


Access to the building loading / servicing facilities and, potentially, an underground parking garage situated beneath the Event Centre (if this parking solution is pursued) is required onto the street system. It would consider the context surrounding the site and would respond to the grading considerations of the property (Water Street is significantly lower than Cumberland Street), the desired locations for pedestrian entrances to the Event Center and conference facilities as well as the design needs of the event arena and seating facilities. The illustrative Event Centre site plan concept shows such access provided onto Water Street towards the northern end of the site. The entrance facilities will be designed to provide flat access to the arena floor for service vehicles and to accommodate the access requirements of large semitrailer vehicles that would be required on occasion to load / unload at the Event Centre. Suitable public parking entrance facilities would also be provided if an underground parking solution is pursued onsite.

Page 66 Thunder Bay Event Centre Phase 2 Feasibility Study

Water Street Bus Terminal Relocation


Construction of the Event Centre on the existing Water Street bus terminal will require alternative facilities to be provided within downtown Port Arthur to replace the terminal. It is anticipated that a likely solution would be to adopt an onstreet bus hub solution as the City of Thunder Bay did when relocating the former Brodie Street Transit Terminal in Fort William to the street system surrounding City Hall. A preliminary concept could focus the transit hub bus stop facilities on Cumberland Street potentially in front of the Event Centre. Buses providing service on the 7 routes that currently serve downtown Port Arthur would circulate to / from the hub using the downtown area road system. It is anticipated that bus terminal related facilities (waiting area, driver conveniences, ticketing facility and Thunder Bay Transit offices) would be integrated into the Event Centre plan if the Downtown/Waterfront site is selected. The location of the relocated bus terminal bus stops to the Event Centre, as outlined above, and the potential to integrate bus terminal facilities into the Event Centre plan is highly transit supportive initiative and one that would promote, with other operational and management incentives, transit use for event related travel.

5.5.3 Post Event Travel Times


Analyses have been undertaken at the Downtown/Waterfront Event Centre site to establish, at a high level and for major / capacity events, the length of time it may take patrons to leave the Event Centre, walk to their parked cars located in the variety of parking facilities situated across downtown Port Arthur and then leave those lots and enter the surrounding area arterial street network. There are two components to this total travel time. The first is the time it takes a patron or group to walk from the Event Centre to their vehicle. The second is the time it takes for that car to travel through the parking lot that a car maybe parked within and then exit onto the area road system. The walk and drive context of the Downtown/Waterfront Event Centre site differs from that of the Innova Business Park and Thunder Bay Airport sites in that for large events, patrons will, for the most part, be required to walk further on the downtown area street system between their car and the Event Centre but will, however, spend less time exiting through the parking controls and driveways of the area parking facilities to begin their trip home because of the dispersed nature of the parking and the less concentrated traffic condition. For the Innova Business Park and Thunder Bay Airport sites patrons would, for larger events, typically spend more time exiting the site via the available access points onto the area street system given the concentration of traffic on fewer routes. A review of the overall exit time is described below:

Other Supporting Vehicular Facilities: PickUp / DropOff & Taxis


There will also need to be a number of formalized curb space areas where Event Centre private vehicle, taxi and motorcoach / shuttle bus pickup / dropoff activity would be focussed. Modifications and changes to the existing onstreet parking and stopping regulations would be required to provide for such facilities. Specific area (i.e. curb length) would be required for charter and shuttle bus pickup / dropoff, taxi pickup / drop off and staging (i.e. taxi rank) and where private vehicles may be allowed to load or unload passengers. These facilities would logically be accommodated on sections of street near to the Event Centre likely on Cumberland Street (east or west of the site) and / or Camelot Street. The operation of these facilities will be actively managed during large events to ensure their successful operation and to best accommodate event related activity. Details of this operational management plan would be developed in detail as part of the Event Centre design process if the Downtown/Waterfront site is selected as preferred site.

Walk Component
The average walk time is, for the largest events, in the order of 10 minutes based upon the distribution of parking across the downtown for the largest events and taking into account that some vehicles will be parked closer to the entrance and others farther away.

Drive Component
The average time it takes a car to leave the various parking facilities the most significant being the North Core Parkade (720 spaces), the parking lots within Prince Arthurs Landing on the east side of Water Street (combined supply of 540 spaces) and onstreet facilities (340 spaces) will vary and is largely governed by the exit capacity available from those facilities. The time it takes to leave the largest lots (i.e. the North Core Parkade) will be longer compared the smaller offstreet or onstreet parking facilities from which motorists will be able to exit almost immediately having arrived back at their vehicle. It is noteworthy that, even for the larger lots, that the distribution of event parking across a number of area facilities and the number of exit facilities provided at those lots, will moderate traffic demands as well as the resulting exit facility vehicular loadings. It is anticipated, for instance, that it may take in the order of 20 to 30 minutes for all motorists to exit the North Core Parkade (presuming the City operates a fast payonentry or similar payment system). Based upon the above, it is estimated that the average vehicular exit travel time will be in the order of 10 minutes for the majority of patrons leaving the Event Centre and parking across the downtown and recognizing that some motorists who are able to exit quickly following an event will experience a significantly shorter exit time while others, who parked in the larger facilities, may experience times that may be greater than this.

Page 67 Thunder Bay Event Centre Phase 2 Feasibility Study

Combined Exit Time


Given the above, the combined exit time for motorists leaving the Downtown/Waterfront Event Centre site is anticipated to be in the order of 20 minutes. This is illustrated on Figure 27 and is reflective of the longer walk times that patrons will experience during larger events and a relatively straightforward exit circumstance from the parking lots / facility they parked within.

5.6

Innova Business Park Site


The Innova Business Park site is located in the northeast quadrant of the Thunder Bay Expressway and Harbour Expressway interchange within the Business Park. The site is currently vacant. Access to the various land parcels within Innova Business Park is currently provided via a system of public streets extending from Golf Links Road, the Harbour Expressway and Oliver Road. Central Avenue forms the primary access routing into the Park from Golf Links Road and provides connections to an internal road loop formed by Innovation Drive and Premier Way. Innovation Drive forms the northern and eastern boundaries of the candidate Event Centre site and parking areas.

Figure 27 Downtown Site Large / Capacity Event Patron Exit Time Analysis

5.6.1

Parking
Supply and Deployment
The provision of parking at the Innova Business Park site is similar to the Airport site in that new surface lots will need to be constructed to accommodate parking demands of the Event Centre. In the order of 2,000 spaces are required and will be located to the northwest, north east sides of the site. All of the parking spaces will be accessed from the Innovation Drive / Premier Way roadway loop and be located on parcels where pedestrians will be able to access parking without crossing the adjacent public road system.. Parking would, for the most part, be utilized only for Event Centre users with little opportunity for it to also serve other complimentary uses given the location of the Innova Business Park site. The proposed parking areas supporting the Innova Business Park site are illustrated below in Figure 28.

Figure 28 Innova Business Park Site Parking Supply

Page 68 Thunder Bay Event Centre Phase 2 Feasibility Study

Parking Distribution Event Conditions


The parking area used for parking purposes and the distances that cars are parked from the Event Centre doors will vary based upon the type of event and the size of the attracted attendance. An evaluation of the extent of parking across the parking lots for the three main event categories considered is outlined graphically in Figure 29, 30 and 31 to provide an understanding of the relative proximity of parking to the Event Centre during event conditions. A summary is outlined is outlined below: Typical Event Large Event Major and Capacity Events up to 1,200 vehicles up to 1,600 vehicles 1,800 2,000 vehicles 200 250 metres (average 3 minute walk) 300 metres (average 4 minute walk) 400 metres (average 5 minute walk)

Figure 30 Innova Business Park Site Parking Area for a Large Event

The analysis outlined above indicates that the average walk to / from parking and the Event Centre during the 5 to 10 major and capacity events anticipated at the Event Centre is in the order of 5 minutes. Events with lower attendances that are held on a more frequent basis (50 typical events with 2,500 or less people and 25 to 30 larger events of up to 4,500 people) can be accommodated within an average walk of 4 minutes or less.

Figure 29 Innova Business Park Site Parking Area for a Typical Event

Figure 31 Innova Business Park Site Parking Area for a Major / Capacity Event

Page 69 Thunder Bay Event Centre Phase 2 Feasibility Study

Parking & Related Vehicular Facility Considerations Accessible Parking


The design arrangement of the Innova Business Park site Event Centre plan and supporting parking areas offers considerable flexibility to enable accessible, barrierfree parking for event attendees to be readily located close to the Event Centre entrance facilities in accordance with applicable City Zoning ByLaw and Provincial accessibility guidelines. The number and precise location of accessible parking spaces will be determined as part of the design development of the selected Event Centre location. Parking for the Event Centre will be built within new surface parking lots surrounding the Event Centre. In the order of 2,000 parking spaces are required at the Innova Business Park site to meet the demands of major / capacity events at the Event Centre. Parking will be located close to the Event Centre with all parking provided within approximately 400 metres or a 5 to 6 minute walk of the main Event Centre entrance. The average walk time to parking from the Event Centre main entrance during capacity / major events (5,700 to 6,800 people) is 5 minutes. The average walk is 4 minutes or less for more typical, and substantially more frequent, events of 4,500 people or less. Flexibility is afforded within the Innova Business Park Event Centre development plan to enable barrierfree and charter bus parking to be provided onsite close to the Event Centre entrance as well as providing private vehicle, taxi, transit and motorcoach pickup / dropoff facilities that will be required as part of the Event Centre operational programme.

Charter Bus, Vehicular Dropoff, Taxi Stand


Provisions need to be made as part of the Innova Business Park Event Centre plan to accommodate charter bus, taxis and passenger pickup / dropoff activity before, after and during events. Provisions should also be made to accommodate charter bus parking needs. As is the case for accessible parking, the design arrangement of the Innova Business Park Event Centre plan provides flexibility to provide pickup / dropoff, taxi staging areas and charter bus parking facilities on the site and it is considered that appropriate facilities could be readily accommodated at an Event Centre within Innova Business Park. Related details would be refined as part of the subsequent design process for the Event Centre should the Innova Business Park site be selected as the preferred location. A dedicated passenger car / taxi pickup facility and taxi staging area should be incorporated into the ultimate design plan close to the main building entrance. This facility would allow vehicles to conveniently loop within the property and pickup / dropoff people curbside at the Event Centre. The detailed assessment of the necessary size and configuration of these facilities will be undertaken as part of design development of the Event Centre should the Innova Business Park site be selected. A dedicated shuttle / transit bus facility should be provided close to the main building entrance and should be separate from other general use areas to provide unencumbered and convenient bus access. Appropriate access facilities will also need to be provided. A dedicated tour bus / motorcoach staging area with pedestrian waiting area could also be provided onsite although this may not be ultimately necessary since patrons would, in most instances, be look to stage within the parking lot. Parking for tour bus / motorcoaches can be provided on the property given its size and the flexibility that this offers. Preliminary forecast assumptions indicate the potential for in the order of 5 tour buses to be at the Event Centre during the largest events in addition to team, show or other VIP tour buses and flexibility exists on the site to accommodate parking for this number of buses. Other events may attract a greater number of buses but would typically be for events with lesser attendances and reduced parking needs and, therefore, at times when the parking lot would not be fully occupied. Suitable parking areas would be determined as part of the detailed design development of the Event Centre should the Innova Business Park site be selected.

5.6.2 Traffic and Access


Site Access
Primary access to the Innova Business Park Event Centre site will be provided via Innovation Drive / Premier Way and the connections these public roads provide, together with Central Avenue and Burwood Road, to Golf Links Road, the Harbour Expressway and Oliver Road. The primary access routings serving the Innova Business Park site and the site access opportunities provided onto Golf Links Road, Oliver Road, the Harbour Expressway and the Thunder Bay Expressway are illustrated in Figure 32.

Figure 32 Innova Business Park Site Access Routes

Loading / Unloading Activity


Loading / unloading activity will be accommodated within the service facilities incorporated into the Event Centre. Additional facility exists at the Innova Business Park site for supporting vehicles to stage on the site before or after load in / load out of events.

Parking: Summary Findings


The site is located within the Innova Business Park, in northeast quadrant of the Thunder Bay Expressway and Harbour Expressway interchange. The site is currently vacant and would be accessed from Innovation Drive and the other public road connections that serve the Innova Business Park from Golf Links Road, the Harbour Expressway and Oliver Road.

Page 70 Thunder Bay Event Centre Phase 2 Feasibility Study

Road / Access Improvements


Road and intersection improvements will be necessary to accommodate the increase in traffic activity on the streets within Innova Business Park and the surrounding street system during the pre and post event periods. The road improvements are illustrated in Figure 33 and are described below. Please note that the schedule of road / intersection improvements identified take into account that the City of Thunder Bay is to widen Golf Links Road from its current basic 2 lane crosssection 5 lanes from the Harbour Expressway northwards. This widening is scheduled to occur regardless of the chosen location of the Event Centre and offsets (reduces) area road improvement costs that would, without the Citys planned widening, fall to the Event Centre to construct.

CentralAvenue
Central Avenue is currently a basic two lane road that runs westwards from Golf Links Road and provides the primary access linkage into Innova Business Park. Central Avenue does not currently connect to the Thunder Bay Expressway. Central Avenue is required to be reconstructed (given its current poor condition) and widened to provide a basic 4 lane roadway facility and is also proposed to be extended to a new, highly desirable, intersection with the Thunder Bay Expressway.

InnovationDrive/PremierWay
Innovation Drive and Premier Way are both 2 lane public streets that extend southwards as a loop from Central Avenue to provide access to the various development parcels that currently form Innova Business Park. Both of these roads will provide direct access to the Event Centre and the supporting parking lots and will be heavily used by Event Centre traffic. Both Innovation Drive and Premier Way are required to be reconstructed given their current (poor) condition and are to be widened to 3 lanes to provide for direct access to the parking lots and sufficient travel lanes to appropriately accommodate postevent queuing activity as people leave the Event Centre towards Central Avenue.

Figure 33 Innova Business Site Road / Access Improvements

NewThunderBayExpresswayIntersectionCentralAvenue
A new, all moves signalized intersection is highly desirable onto the Thunder Bay Expressway at Central Avenue and should be pursued with the Ministry of Transportation for Ontario (MTO) if the Innova Business Park site is selected as the preferred Event Centre site. This intersection is between 700 and 800 metres from the Oliver Road and Harbour Expressway interchanges and would offer direct and high quality access into Innova Business Park and to the Event Centre. New turn lanes would be required (northbound right turn and southbound left turn lanes) in accordance with MTO design standards should this access be permitted by the MTO. Approval of a new intersection onto the Thunder Bay Expressway will need to be approved by the MTO and would remove the need to i) improve / modify both of the Oliver Road or Harbour Expressway interchanges and ii) further improve (beyond the Citys plans) the Oliver Road and Harbour Expressway intersections with Golf Links Road to accommodate Event Centre related traffic. Should approval not be provided for the intersection, access to the Event Centre would be focussed more heavily on Golf Links Road and would require a series of improvements above that identified herein to accommodate event related demands.

Desirable Identified Area Road / Access Improvements GolfLinksRoad


Golf Links Road is planned to be widened by the City of Thunder Bay from the Harbour Expressway northwards. We understand that Golf Links Road is to be widened to 4 / 5 lanes between the Harbour Expressway and Oliver Road and that a traffic signal is proposed at its intersection with Central Avenue. Additional turn lanes are provided at intersections. Construction work is scheduled to be complete in 3 phases and will proceed irrespective of any decisions made with respect to the Event Centre.

With the above road improvements, Event Centre demands can be reasonably accommodated during the key pre and postevent periods while maintaining acceptable traffic operations at the area intersections recognizing that some level of congestion is inevitable during the largest events due to the concentration of traffic activity to a confined and short lived period of time.

Page 71 Thunder Bay Event Centre Phase 2 Feasibility Study

5.6.3 Post Event Travel Times


Figure 34 Innova Site Exit Time
Analyses have been undertaken at the Innova Business Park site to establish, at a high level, the length of time it may take patrons to exit the Event Centre, walk to their car and then leave the site and reach the surrounding area arterial street network for major / capacity events. There are two components to this total travel time. The first is the time it takes a patron or group to walk from the Event Centre to their vehicle. The second is the time it takes for that car to travel through the parking lot and exit the property.

WalkComponent
The average walk time is, for the largest events, in the order of 5 minutes based upon the distribution of parking for the largest event and taking into account that some vehicles will be parked closer to the entrance and others farther away.

DriveComponent
The average time it takes a car to leave the parking areas is variable but is largely governed by the exit capacity available on the Central Avenue and other connections (i.e. driveways onto Golf Links Road and Harbour Expressway) from Innova Business Park onto the surrounding street / highway system and the time it takes for these portal intersections / accesses to process the exiting volumes (i.e. 1,500 cars within the hour following the end of the event for capacity events). Based upon the above, it is estimated that the average vehicular exit travel time will be in the order of 10 minutes for the majority of patrons heading across Thunder Bay using the Thunder Bay Expressway, the Harbour Expressway, Oliver Road and Golf Links Road recognizing that some motorists who are able to exit quickly following an event will experience a significantly shorter exit time while others, who get caught in the main exit crowd, will experience times that may be greater than this.

CombinedExitTime
Given the above, the combined exit time for motorists leaving the Innova Business Park Event Centre site will be approximately 15 to 16 minutes. This is illustrated on Figure 34 and is reflective of a relatively constrained egress condition for the largest events that may occur at an Event Centre located at the Innova Business Park site given the reliance and concentration of traffic on Central Avenue towards Golf Links Road and Thunder Bay Expressway.

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6.0
6.1

AN ESTIMATE OF PROBABLE PROJECT COSTS


General Comments
The overall Project Cost was developed in consultation with EllisDon Construction Ltd. and Tom Jones Corp. Both firms have a history of working together, most notably on the Thunder Bay Regional Health Sciences Centre project. EllisDon is one of Canadas most experienced firms in constructing midsize spectator facilities and, working with Tom Jones Corp. is able to fine tune the pricing to reflect the unique situation in Northern Ontario. The development of a Project Cost is complicated when the start of construction is undetermined. For the purposes of this report the estimate of Project Cost for this Feasibility Study assumes that: The delivery process will be Design/Build where the construction can start prior to be completion of the architectural and engineering drawings, Design of the Event Centre will start in 2013 with preconstruction (site preparation, demolition) starting in 2014, The project will open in 2016. Escalation of 3% should be added for each year the opening date is delayed. The actual start of construction will be determined by project funding availability and future approvals by City Council. The estimate of Project Costs is based on conceptual drawings and includes the following: An estimate of construction cost based on unit (square footage and per seat) costs. A design contingency of 5% has been added to the construction cost recognizing the conceptual nature of the drawings. A further construction contingency of 5% has been added based on site/construction unknowns. These are identified in the costing spreadsheet as a single 10% contingency. An allowance of $3,000,000 has been identified for FF&E (fixtures, fittings and equipment). The largest single component in the FF&E budget is $1,000,000 for a scoreboard. An allowance of $800,000 for public art, approximately 1% of the total project cost and consistent with the Citys public art policy. Both the Downtown/Waterfront and Innova Business Park sites have features that add significantly to the cost of the overall development. Specifically:

Downtown/Waterfront
The downtown site has a layer of bedrock generally running 4 7 feet below the surface. This will require expensive excavation although there will be some reduction in foundation costs. The Consulting Team is recommending that additional parking be constructed. One option being priced is for a level of parking under the building. This will provide 350 stalls but will require excavation of the bedrock for virtually all of the parking level. This option was illustrated in Open House #2 held on April 11th. As an alternate to developing parking under the building, the Consulting Team is proposing a standalone 200 stall parking structure on land immediately adjacent to the Event Centre. The existing Camelot Street Hydro Substation will need to be decommissioned. While this is being planned for over the longer term by Thunder Bay Hydro, the development of the site for the Event Centre will require the work to be completed earlier, and this will result in addition costs to Thunder Bay Hydro. The full cost for the removal of the substation has not been included in the estimate although the increased cost for advancing the decommissioning date has. A contingency of $2,000,000 has been provided to specifically cover costs associated with rescheduling of the substation replacement. The current transit terminal on Water Street will need to be relocated although recent discussions with Transit confirm that a station similar to the one in front of City Hall is an acceptable alternate. This will be incorporated into the Cumberland side of the Event Centre and priced as part of the project. The pedestrian extension of Van Norman Street east from Cumberland Street will be priced to Water Street as part of the base building. The extension beyond Water Street has been included as a separate line item in the costing spreadsheet. Demolition of the existing pedestrian bridge has also been included in the cost of the new Van Norman Pedestrian Extension.

Innova Business Park


The business park was designed for light industrial use. All roads within the site will need to be upgraded and widened. Access to the site is, in spite of its adjacency to Thunder Bay Expressway, Harbour Expressway, and Golf Links Road, restricted. New access points will need to be added and existing ones upgraded. The preferred location for the Event Centre conflicts with an existing buried storm sewer trunk line easement and this will need to be relocated or adjusted. The site has varying levels of muskeg and for the very large parking area this will need to be removed to a depth of one meter, with new fill brought in. The development of a large parking area will require upgrading to storm water retention along with significantly improved onsite lighting. The geotechnical characteristics of the site will require that the building and the floor slab areas be piled. The Innova Park concept design is appropriate for a large flat site but its overall footprint size adds to the extent of piling required.

Page 73 Thunder Bay Event Centre Phase 2 Feasibility Study

6.2

Innova Business Park Pricing


The following is an outline of the main pricing components of the Innova Business Park pricing: Upgrading of roads and intersections outside of the Innova Business Park property Upgrading/widening of public roads within the business park including Central Avenue, Premier Way and Innovation Drive Site infrastructure upgrades and modifications Onsite atgrade parking and access from Innovation Drive Landscaping including sidewalks Special foundation work including piling New Event Centre based $964,000 $4,175,000 $3,150,000 $10,000,000 $750,000 $3,419,000 $74,915,000

6.3

Downtown/Waterfront Pricing
The following is an outline of the main pricing components of the Downtown/Waterfront pricing. The design presented at the second Open House indicated a parking level under the building. The extent of bedrock on site makes this option extremely expensive and as a result, the Consulting Team is also providing a cost allowance for a new 200stall parking structure in close proximity to the site. The decommissioning of the Camelot Street Substation will be a future negotiation between the City and TBay Hydro. The removal cost of the substation is outside of the construction cost estimate and as a result, does not have a design/construction contingency. The conceptual phase of the design has resulted in a range for the infrastructure pricing. Cost with 200stall parking structure Cost with underground parking NOT RECOMMENDED $100,000

Sub Total as a Design/Build cost where architectural and engineering fees are included
Design/Construction contingency of 10% Fixtures, fittings and equipment allowance including scoreboard Public art allowance

$93,373,000
$9,337,000 $3,000,000 $800,000 Demolition of existing buildings on site with the exception of the Camelot Street Hydro Substation Demolition of existing buildings off site for the parking structure Acquisition of land for the parking structure plus demolition Blasting / removal of bedrock Blasting / removal of additional bedrock / underground parking New Event Centre based on a design/build delivery where architectural and engineering fees are included in the pricing Site infrastructure upgrades and modifications Landscaping including plazas and sidewalks Pedestrian bridge over Water Street Standalone 200stall parking structure

RECOMMENDED
$100,000 $200,000 $370,000 $6,000,000 $70,592,000 $1,980,500 $250,000 $3,250,000 $6,000,000

TOTAL PROJECT COST

$106,510,000

$28,003,000 $70,592,000 $1,980,500 $250,000 $3,250,000

Sub Total
Design/Construction contingency of 10% Fixtures, fittings and equipment allowance including scoreboard Public art allowance Allowance for advancing existing schedule to relocate Camelot Street Hydro Substation and underground services

$88,742,500
$8,874,500 $3,000,000 $800,000 $2,000,000

$104,175,500
$10,417,500 $3,000,000 $800,000 $2,000,000

TOTAL PROJECT COST

$103,417,000

$120,393,000

Page 74 Thunder Bay Event Centre Phase 2 Feasibility Study

The development of the Project Costs for both sites has been significantly impacted by the nature of those sites. For example:

6.4

Moving Forward on Pricing


This Phase 2 Feasibility Study report provides an estimate of probable costs based on the development of conceptual building designs for the Innova Business Park and Downtown/Waterfront. The pricing is important in illustrating that the two sites most favoured by the community have additional costs associated with them. This applies to all of the original sites being considered by Council. Issues of bedrock, poor soils, and high water tables are part of the reality of Thunder Bay. Looking for an alternate site that does not have these issues is in all likelihood one that would offer very little positive economic benefit. Moving forward is about bringing a greater level of firmness to both the design and the pricing. Phase 2 has been about evaluating three different sites from a variety of perspectives and ultimately identifying the Downtown/Waterfront site as the preferred location. This needs to be followed by a Phase 3 Detailed Design/Pricing Report that would: More accurately determine the infrastructure improvements for the site, Determine through additional testing the exact location of bedrock, Develop in more detail the overall configuration and design of the building, Develop more detail in terms of an adjacent parking structure, Bring a higher level of cost estimating to the project based on more detailed design drawings.

Innova Business Park


The cost of the actual building at $74,334,000 is more costly than the average event centre because of the bearing strength of the site. An allowance of $3,419,000 has been provided for placing the foundation on piles. The overall cost of parking at the site is costly for two reasons. The first is because of the need to accommodate a relatively large number of cars since almost all spectators will be driving or driven to the site. The second is because this large parking area needs to be constructed on a site that will require removal of the muskeg and replacement with roughly 1m of new fill. There is a storm sewer trunk line running under the building which will need to be relocated. There is significant infrastructure upgrading associated with this site including major upgrading of the road system within Innova Business Park as well as exits to adjoining roadways and expressways. Total infrastructure improvements and modifications are estimated in excess of $9 million plus contingencies.

The Phase 3 Detailed Design/Pricing Report would include the following consultants: The architectural, traffic/parking, infrastructure, and environmental team involved in Phase 2. This would maintain continuity and provide the most efficient means of developing a higher level of detail. A structural engineering firm with experience in both long span structures and the unique requirements of event centres. Main structural focus areas include the roof structure, foundation/excavation, and integrated floor levels. A mechanical engineering firm with experience in designing airhandling systems for large performanceoriented spaces. An electrical engineering firm with a background in event centres specifically for show power, trade show, and electronics/communication. A costing consultant. This can be either a quantity surveyor or a construction estimator.

Downtown/Waterfront
As with the Innova Business Park design the actual building at $76,592,000 is more costly than the average centre because of site conditions. In this case though there is a layer of bedrock roughly 6 feet below the surface. The pricing has assumed blasting and removal of an average of 10 feet of this material at a cost of $6,000,000 plus contingencies. The Consulting Team has recommended from the beginning of the project, provision for additional parking on or near the site. Pricing for both an underground parking level and a standalone 200stall parking structure have been developed. The Consulting Team is suggesting a standalone parking structure due to the expense of excavating additional bedrock. A cost of $6,570,000 has been allotted for a new twolevel 200stall basic parking structure. An allowance of $2,000,000 has been made for advancing the decommissioning and removal by Thunder Bay Hydro of the Camelot Street Substation.

It is critical that the City have an accurate assessment of the overall project costs when applying for provincial and federal funding. An investment in a welldeveloped Phase 3 detailed design and pricing effort will provide the level of comfort the City needs if it decides to move forward with this project.

Page 75 Thunder Bay Event Centre Phase 2 Feasibility Study

7
7.1

OPERATIONAL ASSESSMENT
Introduction
Background
The City of Thunder Bay is considering the development of a new Events Centre, a facility that will consist of a Spectator Arena with approximately 5,700 fixed seats, and a conference / meeting facility containing approximately 50,000 square feet of gross floor area (comprising a banquet room, meeting rooms, circulation space and lobbies).

7.2

Operating Assumptions Spectator Arena


Base Assumptions
In assessing how the 5,700seat Spectator Arena component of the planned Thunder Bay Events Centre could potentially operate, PwC developed a multiyear proforma cash flow model to depict the potential operations of this facility. In producing this model, PwC had regard to the design and amenity features proposed to be included within this building component by CEI Architecture, as well as make assumptions regarding how the facility would be programmed to accommodate lead tenants, recreational ice users as well as concerts, family shows and other special events and building rentals. In deriving the multiyear proforma cash flow model, PwC benchmarked actual operations of comparable facilities, and identified a range of estimates and assumptions for facility use, revenue and operating expenditures that are concluded to be appropriate for the Thunder Bay market. As such, projected facility operations are considered to be at the lower end of a supportable range of facility use, revenue and operating expenses, which we believe could be bettered by effective management, marketing and facility positioning.

7.1.1

Facility Components
For the purpose of assessing the operational implications of the Event Centre, PwC has assumed that the facility will contain the following elements:

Spectator Arena
5,700 fixed seats; The main tenant of the facility will either be Lakehead University (LU) and Lakehead University Hockey (LUH) who will program an assumed 20 events into the facility per year (Scenario A), or a potential American Hockey League (AHL) or Ontario Hockey League (OHL) hockey franchise that will play approximately 41 games per year in the arena (Scenario B); With LU/LUH as the main tenant, a total of 12 luxury suites are assumed, while with an AHL / OHL franchise serving as the buildings lead tenant, a total of 24 luxury suites (included in the Estimate of Probable Project Costs in Section 6.0); The facility will contain approximately 750 Club Seats (i.e., a special seating section containing wider seats with priority access to club areas, including restaurants, merchandise areas and lounges as well as priority access to event tickets); and The facility will contain an approximate 5,000 square foot restaurant with both street and arena concourse access.

Building Size
For the purpose of this assessment, we have assumed that the Spectator Arena would have a total capacity of 5,700 fixed seats. In addition, it is assumed that the Spectator Arena would contain many of the amenities and other revenue generating features common to new / recently built facilities including private suites, clubseat areas, inhouse restaurants, enhanced concessions / food and beverage operations, etc. In addition, it is also assumed that the facility would be able to sell naming rights as well as secure other venue sponsorships (including pouring rights and other similartype sponsorships). For the purpose of this assessment, it has been assumed that all revenues attributable to these features would accrue to the benefit of the building (as opposed to the benefit of the lead tenant, whether LU / LUH or a potential AHL / OHL team), similar to the arrangements structured at most other newly developed arenas. In reviewing and estimating the Spectator Arenas development and operating economics, we identified a number of base assumptions and hypotheses. Such assumptions deal with a hypothetical calendar of events, and certain revenue and operating expense assumptions. Such assumptions and hypotheses are discussed below.

Conference Component
Approximately 50,000 square feet of gross floor area with direct access onto the arena floor; A banquet room of approximately 12,000 square feet (subdivisible into smaller spaces); Meetings rooms of approximately 13,000 square feet (also subdivisible into smaller spaces); Circulation space of approximately 13,000 square feet, space which can also be functionally used as conference and exhibition space; and Backofhouse space of 12,000 square feet (including administrative space, support spaces, kitchens, storage, back of house, circulation, etc.).

Inflation
All dollar measures are in current Canadian dollars, with an allowance for general expense inflation of 3.0% per annum, and an allowance for utilities expense inflation of 4.0% per annum. Facility revenue is projected to grow 3.0% per annum.

Calendar of Events
The calendar of events, event days and attendance levels for the Spectator Arena component of the planned Thunder Bay Events Centre, for an average year of Facility operations is summarized in Figure 1, following. Per discussions with Lakehead University Hockey, LUH indicated a willingness for LU and LUH to program up to 40 dates per year in the Spectator Arena, an amount which would be similar to the number of dates programmed by an AHL or OHL team.

Page 76 Thunder Bay Event Centre Phase 2 Feasibility Study

Concerts
Including these potential dates programmed by LU / LUH or by an AHL / OHL team, some 92 (Scenario A) to 93 (Scenario B) event days, covering 82 to 83 separate events are assumed: 40 LU / LUH programmed events or 41 AHL / OHL hockey games (including an assumed two preseason and an average of 39 regular / playoff games per season); eight concerts; eight family shows; ten other sporting events; five other entertainment events; and five multiday trade and consumer shows and six other rentals. Similar to other 5,000+seat venues in Ontario which have been built since approximately 1998, it is envisioned that the Spectator Arena would be successful in securing some concert dates per year. Thunder Bay is assumed to be similar to sports and entertainment venues located in markets like Sault Ste. Marie and Kingston, wherein there exists a relative absence of competing venues and markets and in the immediate area (as opposed to markets like Oshawa, Brampton, Mississauga, Barrie and Windsor which are thought to be negatively impacted by competing venues located in larger markets like Toronto and Detroit). While assuming that the Spectator Arena would be able to secure events, it should be noted, however, that the market for live entertainment is ever changing and during some periods of time, there may be a larger number of touring acts / events which would play within a 6,000capacity venue (assuming floor seating); as such the number of concerts which the Spectator Arena could attract will fluctuate, perhaps materially, from year to year. We have assumed that the Spectator Arena would annually attract eight concerts, with these shows attracting some 5,500 fans per event, on average (including floor seats). The Spectator Arena would be paid a combination of a percentage of ticket revenue plus a sharing in merchandise sales; for the purpose of this assessment, it is assumed that building rent would be based of a percentage of ticket revenue, or some $156,800 per year. Acts that have recently played in midsized venues include: Justin Bieber Sugarland Hedley Great Big Sea Elton John Carrie Underwood American Idol Live Blue Rodeo Sarah Brightman Bryan Adams Celtic Thunder KISS Barenaked Ladies Michael Buble Jeff Dunham

Figure 1 Thunder Bay Event Centre Spectator Arena Calendar of Events


Event Days LU / LUH Lead Tenant Concerts Family Shows Other Sports Other Entertainment Trade & Consumer Shows / Day Rentals TOTALS
Note: 1.
1

Average Attendance
1

Annual Attendance
1

% of Capacity AHL / OHL 78.1% 96.5% 61.4% 78.9% 70.2% n/a

AHL / OHL LU / LUH 41 8 8 10 5 21 93 2,750 5,500 3,500 4,500 4,000 n/a 2,700

AHL / OHL LU / LUH 4,500 5,500 3,500 4,500 4,000 n/a 4,440 55,000 44,000 28,000 45,000 20,000 n/a 192,000

AHL / OHL LU / LUH1 182,500 44,000 28,000 45,000 20,000 n/a 319,500 24.1% 96.5% 61.4% 78.9% 70.2% n/a

40 8 8 10 5 21 92

LU / LUH programming assumed to include 20 Lakehead University Hockey home games per season, as well as 20 single day rentals for Lakehead University varsity sport spectator events (including basketball, volleyball, etc.)., and other rentals (for convocations, meetings, assemblies, etc.). Attendance figures are only for LUH games.

Family Shows
Similar to concerts, it is presumed that the Spectator Arena would be successful in securing a number of family shows, including circuses, Dora, the Wiggles, Lord of the Dance, So You Think You Can Dance, Disney Playhouse, Cirque du Soleil, etc. We have assumed that eight such events would be held annually, with the arena paid a combination of a percentage of ticket revenue plus a sharing in merchandise sales; for the purpose of this assessment, it is assumed that building rent would be based of a percentage of ticket revenue, or some $39,900 per year.

Source: PwC

In addition, it is assumed that the Spectator Arena would be available for use by minor and youth organizations on a regular basis throughout the winter season (approximately September 1 through April 30), including minor hockey (boys and girls), adult hockey, the Thunder Bay North Stars, etc. It is also assumed that the ice would be removed between May 1 and July 31, during which time the Spectator Arena could be utilized for a broad range of floor events. During August, it is presumed that the ice would be reinstalled and that the Spectator Arena would be used for various hockey camps, training camps and other ice uses.

Other Sporting Events


It has similarly been assumed that the Spectator Arena would be successful in securing a number of nonLU / LUH or non AHL / OHL sporting events, including NHL exhibition games, OHL Top Prospects Games, exhibition games by Canadas various National hockey teams (whether mens, womens, etc.), curling events (provincial championships or professional bonspiels), professional and amateur figure skating, exhibition basketball (including Harlem Globetrotters), lacrosse, etc. We have assumed that ten such events would be held annually, with the arena paid a combination of a percentage of ticket revenue plus a sharing in merchandise sales; for the purpose of this assessment, it is assumed that building rent would be based of a percentage of ticket revenue, or some $85,500 per year.

Lead Tenant
It is assumed that LU / LUH or a potential AHL / OHL team will serve as the main tenant in the building. Per our discussions with LUH officials, we have assumed that LUH and LU would program a total of 40 events in the facility, attracting an average of 2,750 fans to approximately 20 LUH home games (the remaining 20 event days would be single day rentals for other LU varsity sports teams like basketball and volleyball, and other rentals including convocations, meetings, assemblies, etc.). In Scenario B, we have assumed that a potential AHL / OHL team would play a total of 41 home games (two exhibition games and 39 regular season and / or playoff games) and attract an average of 4,500 fans per game. It is worth noting that while the OHL plays a 36 game home schedule while the AHL plays a 41 game home schedule; for the purpose of this assessment, we have assumed the average of these two home schedules, or 39 games (excluding exhibition games). It has been further assumed that any lead tenant would pay a percentage of their gross ticket revenue for the right to utilize the facility. In addition, the Lead Tenant would be entitled to receive a share of the net revenue generated from concessions (including private suite catering) during its home games, as well as a proportion of advertising revenues (excluding revenue from building sponsorships). Assuming allowances for complimentary tickets and average realizable ticket prices, it is estimated that LU / LUH would pay some $62,700 per year in rent from LUH games and a further $100,000 from 20 single day event rentals (at a flat rate of $5,000 per day), while an AHL / OHL team would pay some $258,400 per year in rent.

Other Entertainment
Finally, it has been assumed that the Spectator Arena would be successful in securing a number of other entertainment events, including WWE Wrestling, MMA, SuperDogs, monster trucks, motocross, rodeos, etc. We have assumed that five such events would be held annually, with the arena paid a combination of a percentage of ticket revenue plus a sharing in merchandise sales; for the purpose of this assessment, it is assumed that building rent would be based of a percentage of ticket revenue, or some $23,800 per year.

Page 77 Thunder Bay Event Centre Phase 2 Feasibility Study

Trade & Consumer sShows / Single Day Facility Rentals


Lastly, it has been assumed that the Spectator Arena would be made available for multiday rentals, including rentals for trade and consumer shows, for community events, religious and cultural gatherings, for corporate fundraisers, film shoots, etc., both in conjunction with the adjoining conference centre, as well as independently of it We have assumed that five, threeday trade and consumer shows (home & garden shows, bridal shows, outdoor shows, mining expositions, First Nations festivals, etc.) could be brought into the facility, and that there would be six single day events programmed into the arena (including college / university commencement ceremonies, job fairs, religious gatherings, etc). For the purpose of this assessment, it is assumed that building rent would be based on a flat fee and generate some $120,000 per year.

Under Scenario A, some $220,200 in net income is projected for the Arena, with an additional $34,400 accruing to the benefit of LU / LUH; under Scenario B, $318,100 in net income is projected for the Arena, with an additional $113,100 accruing to the benefit of an AHL / OHL team.

Merchandise Revenue
In addition to food and beverage sales, it is also assumed that the Spectator Arena would benefit from the sale of merchandise during events and AHL / OHL games and concerts and other events (no merchandise revenue is assumed be generated for the facility during LU / LUH programmed events). Based on industry average per caps of $2.50 during AHL / OHL games and higher amounts at concerts and other special events, some $34,300 (Scenario A, from concerts and other nonLU / LUH events)) to $57,100 (Scenario B) could be generated for the facility (no income from the sale of merchandise at LU / LUH events has been assumed).

Event Summary
Figure 2, following, summarizes the projected event calendar for the Spectator Arena component of the planned Thunder Bay Events Centre against select other OHL venues. Based on the foregoing, it is estimated that a new 5,700 seat facility could potentially attract between 92 and 93 events / event days annually, depending on whether the facilitys lead tenant is LU / LUH or an AHL / OHL hockey team. Total revenue from facility events is estimated to range from almost $588,700 (Scenario A) to $684,400 annually.

Suites License Revenue


The proposed Spectator Arena is assumed to include 12 private suites under Scenario A and 24 suites under Scenario B. In each scenario, three founders suites are assumed to be included within this total and provided to the facility operator, to the Spectator Arenas naming rights holder, and to the lead tenant at no cost. The remaining suites are projected to generate substantial revenue through their yearly rental. Their annual license fee and projected takeup will be directly dependent upon the number of events that take place in the Facility. We have assumed an average annual per suite rental rate of $10,000 under Scenario and $12,500 under Scenario B (with the difference in cost directly related to the number and type of anticipated dates being programmed by each lead tenant). Prices quoted herein represent suite license fees only, and thus exclude ticket prices. Based on industry standards, it is estimated that 80% of these suites could be leased. Based on the pricing information of comparable suites in similar type venues, it is estimated that revenue from suite licensing from could range from some $59,500 (Scenario A) to $180,600 (Scenario B) annually.

Figure 2 Thunder Bay Event Centre Comparison of Spectator Arena Calendar of Events against Comparable Facilities
KRock Centre Kingston 2010 Lead Tenant Concerts Family Shows Other Sports Other Entertainment Trade & Consumer Shows Total 37 19 14 5 9 21 105 2011 40 n/a n/a n/a n/a n/a 126
1

Essar Centre, SSM 2009 38 9 3 2 14 13 79

GM Centre, Oshawa 2009 20 1 8 10 14 n/a 53 2010 n/a n/a n/a n/a n/a n/a 81

WFCU Centre Windsor 47 4 3 2 5 0 61


4

Thunder Bay Events Centre LU / LUH 40 8 8 10 5 21 92 AHL / OHL 41 8 8 10 5 21 93

2010 34 7 4 12 16 25 98

Club Seats License Revenue


Club seats are reserved seating areas within a spectator arena, generally providing the spectator with greater proximity and better sight lines to the playing surface, a location straddling / near centre ice or alternatively in an end zone over looking the visitors net, admission into a restricted access lounge, inseat food and beverage service and a higher quality seat. Revenues represent the fees captured to allow the purchaser to secure access to these seats to any event staged at the facility. We have forecast a price of $200 per club seat, with this fee representing the seat license fee only, and thus excludes ticket prices. Based on our analysis, it is estimated that approximately 125 (Scenario A) to 200 (Scenario B) seats could potentially be occupied at these prices, yielding some $21,300 (Scenario A) to $39,800 annually to the Facility.

Notes: 1. 2. 3. 4. K-Rock Centre event information is for the 12-month period ended December, 31, 2010. In 2011, the K-Rock Centre reported 126 total events, including 40 Kingston Frontenac games and 86 other events (concerts, family shows, trade and consumer shows, etc., and community rentals). Essar Centre event information is for the 12-month period ended December 31, 2009 and 2010. GM Centre event information is for the nine-month period ended September 30, 2009. In 2010, the GM Centre reported 81 total events with total attendance of more than 226,000 people. WFCU Centre event information is for the period March 2009 through January 2010.

Source: PwC, City of Windsor, City of Kingston, City of Sault Ste. Marie, City of Oshawa, Global Spectrum, SMG.

7.2.1

Other revenue Concessions / Food & Beverage


Revenues from food and beverage operations, including concessions and suite catering, are expected to flow from the sale of food, beverage and other goods at Spectator Arena events. Concession revenues are dependent upon the total number of visitors to the facility over the course of an operating year. Major facility tenants are assumed to share in this lucrative revenue source, and in this regard, we have assumed a 50 / 50 split of net revenues between the Arena and LU / LUH or the Arena and an AHL / OHL team during their events; the facility is assumed to retain 100% of net concession revenue generated from all other events. Concession revenues are based on per cap spending of $5.00 for general admission, $10.00 for club seat holders, and $20.00 for private suites guests. On an overall basis, per cap spending is projected to average $5.30 to $5.50. All per caps are gross spending amounts; at other new OHL facilities we understand these to range upwards to $8.00 per person. Based on comparable facilities, we have estimated a 75% cost of sales ratio to account for concession operating costs (including salaries) and food and beverage purchases. Costs associated with suite hosts / hostesses are carried as part of the operating expenses of this facility.

Advertising
Advertising revenue will flow from the sale of signage in the concourses, on scoreboards, fascia or other locations inside and outside the facility. Advertising revenue will also vary depending on the arrangements made with the spectator arenas various tenants. We have estimated a number of streams of advertising revenue including instadium advertising, concourse advertising, main scoreboard, etc. Instadium advertising includes both backlits and electronic positions located on balconies and other exposed walls within the arenas seating area. Scoreboard advertising relates to revenue generated from various advertisements placed around the arenas scoreboard(s) and on its digital displays. Dasherboard and onice logos represent advertisements placed on the rink boards and on various locations within the ice surface. Finally concourse advertising relates to the various signage positions within the arenas concourses, including entrances into the seating area (including posters, backlits and scrolling signage). In total, we have estimated advertising to total almost $110,000 (Scenario A) to almost $300,000 per year, with this income subject to a cost of sale (equal to 15%) and sharing with the lead tenant (generally, advertising able to be seen

Page 78 Thunder Bay Event Centre Phase 2 Feasibility Study

by spectators while sitting in their seats accrues mostly to the benefit of the team, while advertising in other areas of the arena are shared). In total, net advertising revenue to the Arena is estimate to range between $42,200 (Scenario A) and $96,600 (Scenario B) per year.

Of interest are the following: With the exception of the John Labatt Centre, most OHL arenas have sold naming rights for approximately $1.5 million to $2.0 million; In most instances, naming rights are paid in equal annual installments; and Apart from major facilities housing preeminent professional teams, most facilities in Canada generate annual proceeds from naming rights of less than $500,000 per year.

Naming rights and Other Sponsorships


Naming Rights are the right to name a piece of property, either tangible property or an event, usually granted in exchange for financial considerations. Institutions like schools, places of worship and hospitals have a tradition of granting donors the right to name facilities in exchange for such financial contributions. Securing the naming rights for arenas, stadia, theatres, and other public gathering places is seen by companies as a form of advertising and naming rights deals worth millions of dollars have been made. Companies / sectors which have traditionally sponsored sports facilities (including financial services, automotive, transportation, technology, energy and beer companies) are currently undergoing fundamental change which has forced them to reduce their marketing budgets. Compounding this are current economic concerns which have included a volatile stock market, major currency fluctuations, challenges within Ontarios manufacturing and auto sectors, the Canadian and U.S. economic slowdown / recession, etc. According to Street & Smiths Sports Business Journal, the naming rights market tumbled well before the economic slowdown in the U.S.. For those facilities which are currently seeking to attract naming sponsors, these sources further indicate that marketing representatives continue to meet with interested companies; however, the sales cycle is considerably longer and values will be tied more directly to return on investment. Previously branding used to be the prime motivation (i.e., being associated with the building, the facilitys tenants, etc.); increasingly, corporations are looking at the strategic value of being associated with a building / team and with a particular geographic area, and how that relationship can help further the overall corporate direction of the company, particularly with respect to growing its business. Generally, the value which an entity will attach to a venue will be dependent upon two principal factors: the philanthropic / sense of belonging / linkage to the local community which the naming sponsor / benefactor has to the local area, community, facility etc.; and the marketing / strategic value of the facility to the entitys business.

Figure 3 Value of Naming Rights at Various Canadian Hockey League Arenas and other Stadia
BUILDING NAME Canadian Hockey League Arenas John Labatt Centre Hershey Centre WFCU Centre KRock Centre General Motors Centre Essar Centre Sleeman Centre Powerade Centre Urbandale Centre Credit Union Centre Interior Savings Centre Colisee Pepsi Mile One Stadium Enmax Centrum Prospera Place London Mississauga Windsor Kingston Oshawa Sault Ste. Marie Guelph Brampton Ottawa Saskatoon Kamloops Quebec City St. John's Red Deer Chilliwack Labatt Breweries Hershey Food Corp Windsor Family Credit Union KRock FM General Motors of Canada Essar Steel Algoma Inc. Sleeman Breweries CocaCola Canada Urbandale Construction Saskatoon Credit Union, et. al. Interior Savings PepsiCo. n/a Enmax Corp. Prospera $3,500,000 $1,900,000 $1,750,000 $1,700,000 $1,650,000 $1,500,000 $1,100,000 n/a n/a $1,600,000 $1,060,000 $985,545 $634,115 n/a n/a 10 10 10 10 10 10 13 10 1 10 10 10 10 6 10 $350,000 $190,000 $175,000 $170,000 $165,000 $150,000 $84,615 n/a n/a $160,000 $106,000 $98,555 $63,412 n/a n/a London Knights St. Michael's Majors Windsor Spitfires Kingston Frontenacs Oshawa Generals Soo Greyhounds Guelph Storm Brampton Battalion Ottawa 67's Saskatoon Blades Kamloops Blazers Quebec Ramparts former St. John's Fog Devils Red Deer Rebels Chilliwack Chiefs 2012 2007 2018 2017 2016 2018 2020 2015 2010 2013 2015 2009 2010 2008 2014 CITY NAMING RIGHTS SOLD TO PRICE TERM AVG. ANNUAL VALUE TENANT(S) Expiration

American Hockey League / Other Minor League Hockey Arenas MTS Centre Ricoh Coliseum SaveonFoods Memorial Centre National Hockey League Arenas Bell Centre Air Canada Centre Pengrowth Saddledome Scotiabank Place General Motors Place Rexall Place Other Professional Sport Stadiums BMO Field Rogers Centre Saputo Stadium Mosaic Stadium at Taylor Field Canad Inns Stadium Telus Field CanWest Global Park Rexall Centre Toronto Toronto Montreal Regina Winnipeg Edmonton Winnipeg Toronto Bank of Montreal Rogers Communications Saputo The Mosaic Co. Canad Corp. of Manitoba Telus Corp. CanWest Global Communications Katz Group Canada $24,000,000 $18,000,000 $7,000,000 $3,567,000 $1,750,000 $1,200,000 $1,100,000 n/a 10 10 n/a 10 10 10 25 n/a $2,400,000 $1,800,000 n/a $356,700 $175,000 $120,000 $44,000 n/a Toronto Football Club Toronto Blue Jays, Toronto USL Montreal Impact Saskatchewan Roughriders / Winnipeg Blue Bombers Edmonton Cracker Jacks Winnipeg Goldeyes ATP Tennis Masters 2016 2014 n/a 2015 2010 2009 2023 n/a Montreal Toronto Calgary Ottawa Vancouver Edmonton BCE Inc. ACE Aviation Holdings Inc. Pengrowth Management Ltd. Scotiabank General Motors Corp. Katz Group Inc. $63,940,000 $30,397,191 $20,000,000 $17,562,821 $16,887,328 n/a 20 20 20 20 20 10 $3,197,000 $1,519,860 $1,000,000 $878,141 $844,366 n/a Montreal Canadiens Toronto Maple Leafs, Calgary Flames, Calgary Ottawa Senators Vancouver Canucks Edmonton Oilers 2023 2019 2016 2016 2015 2013 Winnipeg Toronto Victoria Manitoba Telecom Services Ricoh Corporation Save onFoods $5,900,000 $4,800,000 $1,000,000 10 10 10 $590,000 $480,000 $100,000 Manitoba Moose Toronto Marlies Victoria Salmon Kings 2015 2013 2014

Valuing naming rights associated with the latter are relatively straightforward, and will generally be a function of the number of eyes and number of ears who see / hear the name of the entity which sponsored the facility. As such, the greater the number of times a venue is likely to be referenced, the higher the calibre of sport team(s) that plays within a building, and the larger the market those teams play within, the greater will be the value of that sponsorship. Alternatively, the former is more difficult to value, given that it plays on the emotional sensitivity and philanthropic attachment of individuals to the area. Figure 3, following, summarizes the total and annual naming right values of various Canadian sports stadiums and arenas. It should be noted that in certain instances, the values quoted include sponsorships of various properties, not solely the stadium. For example, the Bank of Montreals sponsorship of BMO Field includes the stadium itself along with the logoing of the lead tenants jersey, and certain other properties including the Air Canada Centre, the Toronto Maple Leafs and Toronto Raptors. As such, the $24.0 million sponsorship figure needs to be interpreted with caution (the allocation of this sponsorship to the building is $10.0 million, or $1.0 million per year).

Notes:

1. Total sponsorship provided by BMO is estimated at $24.0 million with this amount allocated to the Team, the Team's jerseys, the stadium and other related properties. The assumed figure for the stadium is $10.0 million. 2. Figures are a combination of Canadian and US dollars (most CHL arenas are listed in Canadian dollars) Street & Smiths Sports Business Journal, PwC.

Source:

Figure 4, following, identifies trends in the annual value of naming rights since approximately 1998, and shows that, on average, current naming rights in Canada for midsized venues could approximate some $150,000 to $200,000 per year (or $1.5 million to $2.0 million over a 10 year term). Based on our review, we project that naming rights for the Spectator Arena component of the planned Thunder Bay Events Centre could approximate the industry average of between $1.5 million (Scenario A) to $2.0 million (Scenario B) for a 10year term, and payable in equal annual installments (i.e., $150,000 to $200,000 per year).

Page 79 Thunder Bay Event Centre Phase 2 Feasibility Study

Figure 4 Naming Rights Value Trends for MidSized Canadian Arenas (excludes Budweiser Gardens transaction)
$400,000

LocationDependent Revenue
Restaurant Revenue
The Spectator Arena component of the planned Thunder Bay Events Centre is envisioned to include a restaurant measuring approximately 5,000 square feet. Depending on the location ultimately chosen by the City for this facility, the restaurant could operate yearround (as will be described in the section dealing with economic impact, it is probable that such a restaurant would be more viable if the Facility is located in the Downtown / Waterfront location than at the Innova Park location); in addition, the restaurant could also provide onsite food preparation and catering to the Spectator Arenas private suites, as well as meet the food and beverage / catering needs of the adjoining Conference Centre. For the purpose of this assessment, it is assumed that a third party may be willing to lease the restaurant space, operating a fullservice restaurant out of this space, as well as serving as the food and beverage provider / caterer to the Spectator Arenas private suites and adjoining conference centre. Rent is estimated to approximate $15.00 per square foot (plus percent rent which has not been included as part of this analysis), or $75,000 per year. The likelihood of such a third party leasing the restaurant space is assumed to be substantially greater if the Events Centre is developed at the Downtown / Waterfront location.

$350,000

$300,000

$250,000

$200,000

$150,000

$100,000

$50,000

$0 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

CHL Arenas

Trend

Forecast

Source:

Street & Smiths Sports Business Journal, PwC.

Other sponsorships include beverage and product exclusivity contracts, including pouring rights for the facility. Pouring rights can be sold to soft drink, alcoholic beverage and bottled water companies. In addition, platinum sponsorships can also be sold, which such sponsors being able to affix their logo to various building components or otherwise become associated with the facility. Based on industry practices, such other sponsorships could provide an additional $100,000 (Scenario A) to $175,000 (Scenario B) to the Arena. In each instance, a 15% cost of sale / commission has been assumed, yielding net proceeds to the Spectator Arena component of the planned Thunder Bay Events Centre from the sale of naming rights and other sponsorships of between $212,500 (Scenario A) and $320,000 (Scenario B) per year.

Parking Revenue
As envisioned, a 200space parking structure is to be built in proximity to the Events Centre if the facility is located at the Downtown / Waterfront location, while a 2,000space surface parking area is to be provided surrounding the Events Centre if the facility is to be built in the Innova Business Park. Assuming parking revenue only from the Spectator Arena component of the planned Thunder Bay Events Centre, gross revenue could range from approximately $96,500 (Scenario A) to $105,200 (Scenario B) at the 200space parking structure near the Downtown / Waterfront location, to between $204,800 (Scenario A) and $340,800 (Scenario B) for the surface lot at Innova Business Park. These estimates are based on the following assumptions: Under Scenario A, some 50 parking spaces are assumed to be reserved for Events Centre management, suite holders and team officials, whereas under Scenario B, some 75 parking space are assumed to be reserved. For the Downtown / Waterfront location, the remaining 125 (Scenario B) to 150 (Scenario A) parking spaces are assumed to be fully utilized at each anticipated event at an event flat rate of $5.00 per vehicle. During nonevent times, the parking structure is assumed to generate revenue at a rate approximately equal to that realized by the North Core Parkade. For the Innova Business Park location, utilization of the remaining 1,925 (Scenario B) to 1,950 (Scenario A) parking spaces are assumed to be utilized based on projected attendance, an assumed 80% of attendees coming by private automobile and parking in the surface lot, with an average vehicle occupancy of 3.0 persons per car and an event flat rate of $5.00 per vehicle. Finally, in both scenarios, a discount of 20% is factored in to account for potential variances.

Ticket Surcharge
A ticket surcharge of $2.00, added to the price of each ticket, has been assumed. This revenue has been generated by many other comparable facilities, including the WFCU Centre in Windsor, and is generally collected to fund a capital reserve account to preserve the longterm maintenance and improvement of the arena, in addition to helping support facility operations and annual debt repayment obligations. In calculating the amount of this surcharge, we have assumed that all event attendees (whether paid or having received complimentary tickets), would be assessed this levy. In total, between $384,000 (Scenario A) and $639,000 (Scenario B) is estimated to be collected.

Box Office Revenue


Most facilities charge a convenience fee for ordering tickets. Based on comparable information, it is assumed that between $67,500 (Scenario A) and $87,000 (Scenario B) could be generated from this source.

Ice Rentals
As noted above, it is assumed that the Arena would be available for use by minor and youth organizations on a semi regular basis throughout the winter season (approximately September 1 through April 30), including minor hockey (boys and girls), adult hockey, the Thunder Bay North Stars, etc. It is also assumed that the ice would be removed between May 1 and July 31, during which time the Arena could be utilized for a broad range of floor events. During August, it is presumed that the ice would be reinstalled and that the Arena would be used for various hockey camps, training camps and other ice uses. Assuming ice utilization rates approximating 25% of available prime time hours (at $175 per hour) and 20% of available nonprime time hours (at $125 per hour), some $99,500 in total ice rental revenue could be generated.

The costs to operate each parking structure / lot have been estimated based on actual operating costs at comparable city facilities and are estimated to range between $100,000 (Downtown / Waterfront) to $250,000 (Innova Business Park) annually. In the case of the 200space structure near the Downtown / Waterfront site, its operating costs were based on the costs associated with operating the North Core Parkade and South Core Parkade and include allowances for salaries, benefits, building and equipment maintenance and repairs, hydro, insurance, inspections, snow clearing, security, taxes and capital allocations. In the case of the 2,000space surface lot at the Innova Business Park site, operating costs have similarly been based on the costs associated with operating surface parking lots in the city and include allowances for salaries, benefits, lot and equipment maintenance and repairs, hydro, insurance, inspections, snow clearing, security, landscaping, taxes and capital allocations.

Page 80 Thunder Bay Event Centre Phase 2 Feasibility Study

In summary, the 200space lot next to the Downtown / Waterfront site is estimated to achieve almost breakeven operations, realizing a slight operating shortfall of $3,500 under Scenario B and a small operating surplus of $5,200 under Scenario A. In comparison, the 2,000space surface lot next to the Innova Business Park site is estimated to realize an operating shortfall of $45,200 (Scenario A) to an operating surplus of $90,800. It should be noted, however, that the ability of the Innova Business Park parking lot to generate revenue outside of events staged at the Event Centre is assumed to be minimal, whereas the Downtown / Waterfront parking lot is likely able to generate additional revenue for other municipal lots in its vicinity. A discussion of such potential is included in the following section detailing the economic benefits of the planned Thunder Bay Events Centre.

Figure 6 Thunder Bay Event Centre Spectator Arena Gross Operating Revenue1
LU / LUH FACILITY REVENUES Lead tenant use Other events Net concession revenue Net merchandise revenue Net advertising Sponsorships Suites license revenue Club seat license revenue Ticket surcharge Box office revenue Ice rental revenue Restaurant lease Total Revenues COMPARATIVE FACILITIES WFCU Centre, Windsor Essar Centre, Sault Ste. Marie KRock Centre, Kingston GM Centre, Oshawa
Notes:

AHL / OHL

Figure 5 Thunder Bay Events Centre Spectator Arena Estimate of Event Parking Revenue

Downtown / Waterfront LU Total Parking Spaces Reserved spaces Net available Gross Parking Revenue Operating Costs Net Income
Source: PwC

Innova Business Park LU 2,000 50 1,950 $204,800 $250,000 ($45,200) AHL / OHL 2,000 75 1,925 $340,800 $250,000 $90,800

AHL / OHL 200 75 125 $96,500 $100,000 ($3,500)

200 50 150 $105,200 $100,000 $5,200

162,700 426,000 220,200 34,300 42,200 212,500 59,500 21,300 384,000 67,500 99,500 75,000

258,400 426,000 318,100 57,100 96,600 320,000 180,600 39,800 639,000 87,000 99,500 75,000

$ 1,804,700

$ 2,597,100

$3,074,524 $1,809,955 $2,141,001 $2,995,868

1. WFCU Centre financial information includes operating revenue from three community ice facilities. 2 Essar Centre financial information is for the 12-month period ended December 31, 2010. 3. K-Rock Centre financial information is for the 12-month period ended December 31, 2011 and compares to 2010 gross income of $2.65 million. The Approved budget forecast for 2012 is $2.78 million. 4. GM Centre financial information is for the 12-month period ended December 31, 2011.

Gross Operating Revenue


Based on the foregoing, the gross operating revenue for the 5,700seat Spectator Arena component of the planned Thunder Bay Events Centre, excluding parking revenue, is estimated to range between $1.805 million (Scenario A) and $2.597 million (Scenario B). At this level of projected operating revenue, the Spectator Arena would appear to reasonably compare a number of other 5,000 to 6,500 seat venues recently built in Ontario.

Source: PwC, City of Windsor, City

Operating Expenses
Expenses have been divided into the following categories for comparison with operating information from other facilities, including personnel costs, operations and maintenance, marketing, utilities, insurance, and other. Operating expense assumptions are primarily derived from operating proforma estimates from comparable facilities. A portion of the venues operating costs associated with special events (including security and electrical and mechanical setup / tear down) are assumed to be reimbursed by the event sponsor.

Personnel Costs
Personnel costs will be incurred in all aspects of arena operations including arena management, administration, facility operations, marketing and maintenance. With the exception of certain specific event costs, which are assumed to be charged back to the arena user or allocated as part of the Operations, Maintenance and Repairs budget, this category is inclusive of all personnel employed by the Spectator Arena. A total staff compliment of some 30 to 40 individuals (comprising approximately 15 to 25 FTEs) is assumed, with these individuals comprising the following positions:
Page 81 Thunder Bay Event Centre Phase 2 Feasibility Study

General manager; Administrative assistant; Finance Manager; Marketing Coordinator; Marketing Assistant;

Event Services Manager; Director of Operations / Lead Hand; Facility Maintenance Crew; Facility Maintenance Crew / Event Operations support (parttime); Box Office Manager; Customer Service Representatives / Booking Agents (parttime); and Suite Hosts / Hostesses / Guest Services personnel (parttime).

Insurance
Insurance costs are allocated to cover building and liability insurance. A benchmark value for insurance was not easily determinable from operating statements of comparable facilities based on the fact that some of these arenas are generally included in the insurance coverage purchased by the municipality. For the purpose of this assessment, it is assumed that additional insurance costs could approximate $100,000 per year.

Other Miscellaneous Expenses


The value for Other Miscellaneous Expenses of between $260,000 and $325,000 was deemed reasonable through comparisons with various other arenas. This expense category is a reserve for those expenses not accounted for elsewhere, as well as those unforeseen expenses that are inevitably incurred during the Facilitys operations. Sample miscellaneous costs include travel, training, staff uniforms (normally required twice yearly), office expenses, activity expenses, and box office expenses.

Based on the foregoing, total Spectator Arena personnel costs are estimated at between $940,000 (Scenario A) to $1.210 million (Scenario B) per year, including benefits. This compares to costs incurred at facilities like the KRock Centre ($775,000 in 2009) and Essar Centre ($900,000 in 2010).

Utilities
Utility Costs encompass all costs related to heating, electricity, gas, water / sewer, etc. These costs are primarily driven by the amount of enclosed space within the arena, facility usage, as well as the energy efficiency of the building. Utility costs will represent a significant annual operating expense given the need to light the arena during events, refrigerate the building and keep the ice at an acceptable temperature, and operate the scoreboard. Also, as utility prices continue to increase, this operating expense may become more significant in future years. Based on the comparable facility benchmarks, we have estimated utility costs to range between $456,000 (Scenario A) and $570,000 per year. This estimate compares to current costs at the KRock Centre (approximately $460,000 in 2009) and at the Essar Centre ($370,000 in 2010).

Event Costs
While a number of eventrelated costs can be passed back through to the user, a number are generally absorbed by and thus are the responsibility of the facility to fund. Based on a review of other facilities, an allowance of $150,000 has been assumed.

Capital Reserve
A Capital Reserve allowance has been estimated, using practice adopted in other arena facilities, and is based on a yearly allocation of $200,000, and subject to annual inflation of 3%. A capital reserve represents a specific reserve set up to account for future capital improvements or repairs.

Operations, Maintenance and Repairs


Operations, maintenance and repair costs include various materials, equipment and services needed for the daily operation and upkeep of the arena. Potential costs include supplies, equipment, plumbing and electrical services, security, etc. These costs will be primarily driven by building usage and visits, with supplies, equipment and various service contracts required to upkeep and run the arena representing the majority of these costs. Based on our comparable facility benchmarks, we estimate building operations and maintenance to range between $262,500 (Scenario A) and $400,000 (Scenario B) per year.

Management Fee
Finally, a Management Fee of $150,000 is assumed. This management fee represents a fee paid to a professional facility management organization / company (rather than the facility being operated by the City) who would then be responsible for the daytoday management, operations, programming and marketing of Facility. For greater clarity, this cost represents the fee paid to a third party management company for access to its companywide resources, knowledge and industryspecific insights, best practices and contacts (it excludes direct salary and benefits, marketing and other costs which are direct operating charges to the facility and have been estimated above). This fee compares to the $128,000 paid to the operators of the KRock Centre in Kingston in 2009. In some cases, including Sault Ste. Marie and Guelph, the city operates the facility and thus such costs are not applicable. One consideration for the planned Thunder Bay Events Centre would be to enter into a partnership with the Thunder Bay Community Auditorium to operate and / or program the Events Centre, or alternatively, enter into a management contract to have a third party manage and / or program both facilities.

Marketing
The projected marketing budget is assumed to cover all costs associated with attracting events to the arena, and to secure advertising and other sources of revenue. We have allocated $150,000 to cover outofpocket marketing expenses including memberships, travel, advertising and promotions and other expenses related to marketing the arena and attracting events. Marketing salaries have been accounted for in the projection of Personnel Costs, above.

Gross Operating Expenses


Based on the foregoing, gross operating expenses for the 5,700seat Spectator Arena component of the planned Thunder Bay Events Centre are estimated to range between $2.669 million and $3.255 million (Figure 7, following). At this level of projected operating expense (projected to 2015), the proposed Spectator Facility compares with that incurred by both the KRock Centre and Essar Centre; however it is projected to have lower operating expenses compared to Windsor (whose operations include expenses incurred in the operation of three community ice pads).

Page 82 Thunder Bay Event Centre Phase 2 Feasibility Study

Figure 7 Thunder Bay Event Centre Spectator Arena Operating Expenses

Figure 8 Projected Operations Thunder Bay Event Centre Spectator Arena (Scenario A)

LU / LUH FACILITY EXPENSES Personnel costs Utilities Operations, maintenance & repairs Marketing Insurance Other miscellaneous expenses Event costs Capital reserve Management fee Total Expenses COMPARATIVE FACILITIES WFCU Centre, Windsor Essar Centre, Sault Ste. Marie KRock Centre, Kingston GM Centre, Oshawa
Notes: 1 2. 3. 4.

AHL / OHL
FACILITY REVENUES Lead tenant use Other events Net concession revenue Net merchandise revenue Net advertising Sponsorships Suites license revenue Club seat license revenue Ticket surcharge Box office revenue Ice rental revenue Restaurant lease Total Revenues FACILITY EXPENSES Personnel costs Utilities Operations, maintenance & repairs Marketing Insurance Other miscellaneous expenses Event costs Total Expenses Net Cash Flow Before Capital Reserves / Management Fees $ $

Year 1

Year 2

Year 3

Year 4

Year 5

940,000 456,000 262,500 150,000 100,000 260,000 150,000 200,000 150,000

$ 1,210,000 570,000 400,000 150,000 100,000 325,000 150,000 200,000 150,000 $ 3,255,000

162,700 $ 426,000 220,200 34,300 42,200 212,500 59,500 21,300 384,000 67,500 99,500 75,000

167,600 $ 438,800 226,800 35,300 43,500 212,500 59,500 21,300 395,500 69,500 102,500 75,000

172,600 $ 452,000 233,600 36,400 44,800 212,500 59,500 21,300 407,400 71,600 105,600 75,000

177,800 $ 465,600 240,600 37,500 46,100 212,500 59,500 21,300 419,600 73,700 108,800 75,000

183,100 479,600 247,800 38,600 47,500 212,500 59,500 21,300 432,200 75,900 112,100 75,000

$ 1,804,700 $ 1,847,800 $ 1,892,300 $ 1,938,000 $ 1,985,100

$ 2,668,500

$3,086,628 $2,261,383 $1,822,228 $3,529,016

940,000 $ 456,000 262,500 150,000 100,000 260,000 150,000

968,200 $ 474,200 273,000 156,000 104,000 270,400 156,000

997,200 $ 1,027,100 $ 1,057,900 493,200 512,900 533,400 283,900 295,300 307,100 162,200 168,700 175,400 108,200 112,500 117,000 281,200 292,400 304,100 162,200 168,700 175,400

$ 2,318,500 $ 2,401,800 $ 2,488,100 $ 2,577,600 $ 2,670,300 $ $ $ (513,800) $ 150,000 200,000 $ (863,800) $ (554,000) $ 154,500 206,000 $ (914,500) $ (595,800) $ 159,100 212,200 $ (639,600) $ 163,900 218,600 $ (685,200) 168,800 225,200

WFCU Centre financial information includes operating revenue from three community ice facilities. Essar Centre financial information is for the 12-month period ended December 31, 2010 and does not pay management fees to a third party facility manager. K-Rock Centre financial information is for the 12-month period ended December 31, 2011. Projected costs for 2011 were estimated at more than $2.1 million; the shortfall is attributed by facility management as due to a lower number of events than originally projected. GM Centre financial information is for the 12-month period ended December 31, 2010.

Management fee Capital reserve NET CASH FLOW

(967,100) $ (1,022,100) $ (1,079,200)

Source: PwC

Source: PwC, City of Windsor, City of Kingston, City of Sault Ste. Marie, City of Oshawa, Global Spectrum, SMG.

Summary of Operations
Figures 8 (Scenario A) and 9 (Scenario B), following, provide a summary of the potential cash flows for a new 5,700seat Spectator Arena component of the planned Thunder Bay Events Centre. As noted below, under Scenario A (where LU / LUH serves as the lead tenant), arena revenues, excluding parking, are projected to range from $1.805 million in Year 1, growing to $1.985 million by Year 5. Operating expenses under Scenario A, prior to capital reserves and management fees, are estimated at $2.319 million in Year 1, yielding a net operating loss of approximately $513,800. Including capital reserves and management fees, the Spectator Arena component of the planned Thunder Bay Events Centre is projected to realize a net operating loss of approximately $863,800. Throughout the duration of the forecast period, the Spectator Arena is projected to realize an operating loss, increasing to a projected $1.079 million by Year 5.

Under Scenario B (where the lead tenant is an AHL or OHL team), arena revenues, excluding parking, are projected to range from $2.597 million in Year 1, growing to $2.846 million by Year 5. Operating expenses under Scenario B, prior to capital reserves and management fees, are estimated at $2.905 million in Year 1, yielding a net operating loss of approximately $307,900. Including capital reserves and management fees, the Spectator Arena component of the planned Thunder Bay Events Centre is projected to realize a net operating loss of approximately $657,900. Throughout the duration of the forecast period, the Spectator Arena is projected to realize an operating loss, increasing to a projected $892,500 by Year 5.

Page 83 Thunder Bay Event Centre Phase 2 Feasibility Study

Figure 9
Projected Operations Thunder Bay Event Centre Spectator Arena (Scenario B AHL/OHL as lead tenant)
Year 1 FACILITY REVENUES AHL / OHL rental income Other events Net concession revenue Net merchandise revenue Net advertising Sponsorships Suites license revenue Club seats license revenue Ticket surcharge Box office revenue Ice rental revenue Restaurant lease Total Revenues FACILITY EXPENSES Personnel costs Utilities Operations, maintenance & repairs Marketing Insurance Other miscellaneous expenses Event costs Total Expenses Net Cash Flow Before Capital Reserves / Management Fees Management fee Capital reserve NET CASH FLOW $ 1,210,000 $ 1,246,300 $ 1,283,700 $ 1,322,200 $ 1,361,900 570,000 592,800 616,500 641,200 666,800 400,000 416,000 432,600 449,900 467,900 150,000 156,000 162,200 168,700 175,400 100,000 104,000 108,200 112,500 117,000 325,000 338,000 351,500 365,600 380,200 150,000 156,000 162,200 168,700 175,400 $ 2,905,000 $ 3,009,100 $ 3,116,900 $ 3,228,800 $ 3,344,600 $ $ $ (307,900) $ 150,000 200,000 $ (657,900) $ (352,500) $ 154,500 206,000 $ (713,000) $ (399,000) $ 159,100 212,200 $ (770,300) $ (447,800) $ 163,900 218,600 $ (830,300) $ (498,500) 168,800 225,200 (892,500) $ 258,400 $ 426,000 318,100 57,100 96,600 320,000 180,600 39,800 639,000 87,000 99,500 75,000 266,200 $ 438,800 327,600 58,800 99,500 320,000 180,600 39,800 658,200 89,600 102,500 75,000 274,200 $ 452,000 337,400 60,600 102,500 320,000 180,600 39,800 677,900 92,300 105,600 75,000 282,400 $ 465,600 347,500 62,400 105,600 320,000 180,600 39,800 698,200 95,100 108,800 75,000 290,900 479,600 357,900 64,300 108,800 320,000 180,600 39,800 719,100 98,000 112,100 75,000 Year 2 Year 3 Year 4 Year 5

Figure 10 Comparison of Projected Operations


Thunder Bay Events Centre LU / LUH Operating Revenue Operating Expenses Net Operations
Notes: 1 2. 3. 4.

AHL / OHL $2,597,100 $3,255,000 ($657,900)

Sault Ste. Marie $1,809,955 $2,288,108 ($478,153)

Oshawa

Kingston

London

$1,804,700 $2,668,500 ($863,800)

$2,995,868 $3,529,016 ($533,148)

$2,141,001 $1,722,228 $418,773

$5,680,900 $4,951,400 $729,500

Essar Centre financial information is for the 12-month period ended December 31, 2010 GM Centre financial information is for the 12-month period ended December 31, 2010. K-Rock Centre financial information is for the 12-month period ended December 31, 2011 John Labatt Centre financial information is for the fiscal year ended June 30, 2011

Source: PwC, City of Windsor, City of Kingston, City of Sault Ste. Marie, City of Oshawa, Global Spectrum, SMG.

$ 2,597,100 $ 2,656,600 $ 2,717,900 $ 2,781,000 $ 2,846,100

Figure 11, following, summarizes the projected operations of the Spectator Arena component of the planned Thunder Bay Events Centre by location. As noted, locational dependent revenues are concluded to include parking as well as the rental revenue associated with the presence of a 5,000 square foot restaurant. In summary, the Spectator Arena component of the Events Centre is projected to projected to realize a net operating deficit ranging between $661,400 and $858,600 at the Downtown / Waterfront location (with this range dependent upon the nature of the lead tenant), whereas at Innova Business Park, the net operating deficit is projected to range between $642,100 and $984,000. It should again be noted, however, that in the case of the Downtown / Waterfront site, additional parking revenue at other municipal lots will likely be possible whereas at the Innova Business Park location, additional revenue from parking is not felt to be likely. Estimates of additional parking revenue are outlined in the following section dealing with economic benefits.

Figure 11 Comparison of Projected Operations by Facility Location


Source: PwC

The foregoing compares with facilities like: the GM Centre in Oshawa, which realized an operating loss of some $533,000 in 2010 (the projected outcome for 2011 is for an operating shortfall of approximately $300,000); the Essar Centre in Sault Ste. Marie, which realized an operating loss of some $478,000 in 2010; the KRock Centre in Kingston, which generated an operating surplus of almost $420,000 in 2011 (prereserve fund contribution; the KRock Centre has also generated operating surpluses of more than $511,000 in 2010 and of almost $700,000 in 2009); the John Labatt Centre in London which generated an operating surplus of almost $730,000 in fiscal 2011; and Fort Williams Gardens, which requires operating support from the City of Thunder Bay of approximately $600,000 annually. It should be noted that this annual operating subsidy excludes management fees and annual allocations for capital reserves; on a direct comparison basis, the proposed Spectator Arena would require annual operating support of some $307,900 (Scenario B) to $513,800 (Scenario A), excluding management fees and capital reserves.
Operating Revenue (excluding restaurant rental income) Operating Expenses Restaurant Rental Income Net Parking Income Net Operating Position
Note: excludes parking revenue during non-Spectator Arena times Source: PwC

Downtown / Waterfront LU / LUH $1,729,700 $2,668,500 $75,000 $5,200 ($858,600) AHL / OHL $2,522,100 $3,255,000 $75,000 ($3,500) ($661,400)

Innova Business Park LU / LUH $1,729,700 $2,668,500 ($45,200) ($984,000) AHL / OHL $2,522,100 $3,255,000 $90,800 ($642,100)

A comparison of the Spectator Arena component of the planned Thunder Bay Events Centre against other Ontario OHL venues is contained in Figure 10, following.

Page 84 Thunder Bay Event Centre Phase 2 Feasibility Study

7.3

Operating Assumptions Conference Component


Base Assumptions
In assessing the how the Conference Centre component of the planned Thunder Bay Events Centre could operate, PwC developed a multiyear proforma cash flow model to depict the potential operations this facility. In producing this model, PwC had regard to the design and amenity features proposed to be included within this building component by CEI Architecture, as well as make assumptions regarding how the facility would be programmed to accommodate conferences, meetings, trade shows and other special events and building rentals.

meetings, banquets and receptions (approximately 12 events per month), and approximately 24 other events (approximately two per month).

Figure 12 Thunder Bay Event Centre Conference Centre utilization and revenue schedule
EVENT PROFILE # of Events Convention / Trade Shows Public / Consumer Shows Meetings / Banquets / Receptions Other Events Total
Source: PwC

FACILITY RENTAL RATES Utilization Days 30 26 220 50 326 $2,000 $750 $500 Ballroom Meeting Rooms REVENUE Circulation $98,000 $84,500 $165,000 $81,300 $428,800

# of Event Days 15 15 200 30 260

6 6 144 24 180

Building Size
For the purpose of this assessment, it is assumed that the Conference Centre would contain some 50,000 square feet of gross floor area and be provided with direct access onto the adjoining Spectator Arena floor. The Conference Centre would include the following rooms / components: A banquet room of approximately 12,000 square feet (subdivisible into smaller spaces); Meetings rooms of approximately 13,000 square feet (also subdivisible into smaller spaces); Circulation and lobby space of approximately 13,000 square feet, space which can also be functionally used as conference and exhibition space; and Backofhouse space of 12,000 square feet (including administrative space, support spaces, kitchens, storage, back of house, circulation, etc.).

Based on discussions with local event planners, other industry representatives and based on a review of facilities in other markets, this event profile is assumed to constitute an appropriate target mix for the planned Thunder Bay Events Centre. Among the type of events / conferences / meetings which could be attracted to the new Events Centre are: First Nations meetings, conferences, trade shows and conventions; Meetings, conferences, trade shows and / or conventions related the mining industry; Meetings, conferences, trade shows and / or conventions related to the health care industry; Meetings and conferences related to postsecondary education, Meetings and conferences staged by municipal, provincial or federal government departments and / or dealing with public sector issues (whether from a governance, health care, tourism, economic development, education, public finance, etc. perspective); Meetings, receptions and banquets sponsored by local community groups, business associations, nonprofit groups, etc. (including annual general meetings, regular board meetings, fundraising events, etc.); Trade and consumer shows (boat shows, home and garden shows, outdoor shows, wedding shows, craft shows, health and wellness expos, etc.); and Private rentals for weddings, receptions, banquets, etc.

In addition to serving as a rental venue for meetings, conferences, trade shows, weddings, special events and other uses, it is assumed that the Conference Centre would utilize the inhouse restaurant for hot food service preparation. In addition, it is assumed that the Conference Centre would be able to sell naming rights as well as secure other advertising revenue. For the purpose of this assessment, it has been assumed that all such revenue would accrue to the benefit of the building. In reviewing and estimating the Conference Centres development and operating economics, we identified a number of base assumptions and hypotheses. Such assumptions deal with a hypothetical calendar of events, and certain revenue and operating expense assumptions. Such assumptions and hypotheses are discussed below.

Inflation
AlldollarmeasuresareincurrentCanadiandollars,withanallowanceforgeneralexpenseinflationof3.0%perannum, andanallowanceforutilitiesexpenseinflationof4.0%perannum;revenueisprojectedtogrow3.0%perannum.

Operating Revenue
The primary sources of revenue for the Conference Centre component includes building rent, food service, contract service and other revenue. For the purpose of this analysis, no parking revenue has been assumed for either of the proposed locations of the planned Thunder Bay Events Centre (Innova Business Park or the Downtown / Waterfront site). Assumptions regarding individual revenue components are based on a review of comparable facilities and industry data.

In preparing the above prospective profile of events, it is noted that some events will likely migrate from existing conference and meeting facilities already present in the city of Thunder Bay, given the newness of the proposed Conference Centre component of the planned Thunder Bay Events Centre. However, as was expressed through multiple consultations completed as part of this assignment, a larger facility than currently exists in the city was strongly felt to be required, in order to attract new events to the city, as well as to accommodate the growing space requirements of events currently taking place in the community (this opinion was generally echoed in conversations with event planners).

Food Service Revenue


Food service revenue will be generated from the catering of various food and beverage items. As noted, the Events Centre is assumed to include an approximate 5,000 square foot restaurant that would service both arena patrons and Conference Centre events and function attendees. As the restaurant is assumed to operate through a third party (under an operating lease), we have assumed that where catering is required, the restaurant operator will supply all food and beverage (plus staff); in exchange the Conference Centre will be paid for the space rental at its standard rental rate (generally, when catering is provided at functions, facility rental fees are waived or greatly reduced; for the purpose of assessment we have assumed that payment for the space rental will be made by the restaurant operator).

Facility Rent
Building rental revenue is assumed to include charges for the leasing of various facility spaces for event activities (whether the entire complex, meeting rooms, banquet room, etc.). Estimated rental revenues are based on the number of events projected to be booked at the facility on an annual basis, by event category, as well as on an assumed rate structure based, in part, on rates currently being charged in Thunder Bay. In total, some 180 total events, covering approximately 326 event days, are projected for the Conference Centre. This event profile is estimated to be comprised of six convention and trade shows (some of which could utilize the adjoining arena floor), six public / consumer shows (some of which could also utilize the adjoining arena floor), approximately 144

Page 85 Thunder Bay Event Centre Phase 2 Feasibility Study

Contract Service and Other Revenue


Contract service and other revenue consists of charges to event management and exhibitors for eventrelated services, including electrical hookups and other utilities, leasing of equipment, providing cleaning and security services, providing IT services, advertising and other miscellaneous services. Estimated service and equipment revenue is based on comparable facility financial data and estimates of the number of events, and estimated at approximately $484,500 per year.

Utilities
Utility Costs encompass all costs related to heating, electricity, gas, water / waste water, etc., and are estimated at approximately $160,000 per year.

Operations, Maintenance and Repairs


Operations, maintenance and repair costs include various materials, equipment and services needed for the daily operation and upkeep of the Conference Centre component. Similar to the Spectator Arena component, these costs will be primarily driven by building usage, with supplies, equipment and various service contracts required to upkeep and run the arena representing the majority of these costs. Operations, maintenance and repair costs are estimated at $175,000 annually.

Sponsorship and Advertising Revenue


Similar to the Spectator Arena component of the planned Thunder Bay Events Centre, it is envisioned that naming and other sponsorships could be secured for the Conference Centre component. Based on industry practices, we estimate that such additional sponsorships, including advertising, could provide an additional $125,000 in revenue for the Conference Centre; netting an anticipated 15% cost of sales / commission, net proceeds to the Conference Centre of the planned Thunder Bay Events Centre from sponsorships and advertising could generate approximately $106,300 per year.

Marketing
The projected marketing budget is assumed to cover all costs associated with attracting conferences, events, trade shows, etc. to the Conference Centre, and to secure advertising and other sources of revenue. An allowance of $75,000 per year has been assumed to cover outofpocket marketing expenses including memberships, travel, advertising and promotions and other expenses related to marketing the Conference Centre and attracting events.

Gross Operating Revenue


Based on the foregoing, the gross operating revenue for the 50,000 square foot Conference Centre component of the planned Thunder Bay Events Centre is estimated to approximate some $1.020 million per year, growing to approximately $1.137 million by its fifth year of operations.

Figure 11 Thunder Bay Event Centre Conference Centre Gross Operating Revenue
Year 1 FACILITY REVENUES Convention / Trade Shows Public / Consumer Shows Meetings / Banquets / Receptions Other Events Food Service Contract Services & Other Sponsorships & Advertising Total Revenues Source: PwC $ 98,000 $ 84,500 165,000 81,300 484,500 106,300 100,900 $ 87,000 170,000 83,700 499,000 106,900 103,900 $ 89,600 175,100 86,200 514,000 107,500 107,000 $ 92,300 180,400 88,800 529,400 108,200 110,200 95,100 185,800 91,500 545,300 108,900 Year 2 Year 3 Year 4 Year 5

Insurance
Insurance costs are allocated to cover building and liability insurance. An allowance of $100,000 per year has been assumed for the purpose of this assessment.

Other Miscellaneous Expenses


An allowance of Other Miscellaneous Expenses $200,000 has been included to account for a reserve for those expenses not accounted for elsewhere, as well as those unforeseen expenses that are inevitably incurred during the Facilitys operations. Sample miscellaneous costs include travel, training, staff uniforms, office expenses and other activity expenses.

$ 1,019,600 $ 1,047,500 $ 1,076,300 $ 1,106,100 $ 1,136,800

Capital Reserve
A Capital Reserve allowance has been estimated, using practice adopted in other arena facilities, and is based on a yearly allocation of $100,000, and subject to annual inflation of 3%. Capital reserve represents a fund set up to account for future capital improvements or repairs.

Operating Expenses
Expenses have similarly been divided into the following categories for comparison with operating information from other facilities, including personnel costs, operations and maintenance, marketing, utilities, insurance, and other. Operating expense assumptions are primarily derived from operating proforma estimates from comparable facilities.

Management Fee
Finally, a Management Fee of $100,000 has been assumed. This management fee is to be paid to a professional facility management organization / company responsible for the management of Conference Centre on behalf of the City.

Personnel Costs
Personnel costs are assumed for overall facility management, operations, marketing and maintenance. Because of the dual purpose of the Thunder Bay Events Centre, is it assumed that a portion of salary and benefit costs could be shared between the Spectator Arena and Conference Centre component, yielding a requirement for slightly fewer staff for the overall Facility than would normally be expected with two separate and independently operated facilities. Total personnel costs for the Conference Centre component are estimated at approximately $650,000 per year, including benefits. In deriving this estimate, positions were assumed for: Facility manager; Administrative assistant; Finance assistant; Marketing Assistant; Event Services Manager; and Facility Maintenance Crew (shared with Spectator Arena).

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Gross Operating Expenses


Based on the foregoing, operating expenses for the Conference Centre component of the planned Thunder Bay Events Centre, excluding management fees and capital reserve allowances, are estimated at $1.360 million (Figure 14, following). Including these latter two items, overall operating expenses are estimated at $1.560 million, increasing to more than $1.763 million by the facilitys fifth year of operations.

Figure 15 Projected Operations Thunder Bay Event Centre Conference Centre


Year 1 FACILITY REVENUES Convention / Trade Shows Public / Consumer Shows Meetings / Banquets / Receptions Other Events Food Service Contract Services & Other Sponsorships & Advertising Total Revenues $ 98,000 $ 84,500 165,000 81,300 484,500 106,300 100,900 $ 87,000 170,000 83,700 499,000 106,900 103,900 $ 89,600 175,100 86,200 514,000 107,500 107,000 $ 92,300 180,400 88,800 529,400 108,200 110,200 95,100 185,800 91,500 545,300 108,900 Year 2 Year 3 Year 4 Year 5

Figure 14 Thunder Bay Event Centre Conference Centre Gross Operating Expenses
Year 1 FACILITY EXPENSES Personnel Costs Utilities Operations, Maintenance, Repairs Marketing Insurance Other Misc Expenses Total Operating Expenses Management Fee Capital Reserve Total Expenses
Source: PwC

Year 2

Year 3

Year 4

Year 5

$ 1,019,600 $ 1,047,500 $ 1,076,300 $ 1,106,100 $ 1,136,800

650,000 $ 160,000 175,000 75,000 100,000 200,000

669,500 $ 166,400 180,300 77,300 103,000 206,000

689,600 $ 173,100 185,700 79,600 106,100 212,200

710,300 $ 180,000 191,300 82,000 109,300 218,600

731,600 187,200 197,000 84,500 112,600 225,200

FACILITY EXPENSES Personnel Costs Utilities Operations, Maintenance, Repairs Marketing Insurance Other Misc Expenses Total Operating Expenses Management Fee Capital Reserve NET CASH FLOW
Source: PwC

$ 1,360,000 $ 1,402,500 $ 1,446,300 $ 1,491,500 $ 1,538,100 $ 100,000 $ 100,000 103,000 $ 103,000 106,100 $ 106,100 109,300 $ 109,300 112,600 112,600

650,000 $ 160,000 175,000 75,000 100,000 200,000

669,500 $ 166,400 180,300 77,300 103,000 206,000

689,600 $ 173,100 185,700 79,600 106,100 212,200

710,300 $ 180,000 191,300 82,000 109,300 218,600

731,600 187,200 197,000 84,500 112,600 225,200

$ 1,360,000 $ 1,402,500 $ 1,446,300 $ 1,491,500 $ 1,538,100 $ $ 100,000 $ 100,000 (540,400) $ 103,000 $ 103,000 (561,000) $ 106,100 $ 106,100 (582,200) $ 109,300 $ 109,300 (604,000) $ 112,600 112,600 (626,500)

$ 1,560,000 $ 1,608,500 $ 1,658,500 $ 1,710,100 $ 1,763,300

7.3.1

Summary of Operations
Figure 15, following, provides a summary of the projected cash flow for the 50,000 square foot Conference Centre component of the planned Thunder Bay Events Centre. As noted below, Conference Centre revenues are projected to range from $1.020 million in Year 1, growing to some $1.137million by Year 5. Operating expenses prior to capital reserves and management fees, are estimated at some $1.360 million in Year 1, yielding a net operating loss of approximately $340,400. Including capital reserves and management fees, the Conference Centre component of the planned Thunder Bay Events Centre is projected to realize a net operating loss of $540,400 per year. Throughout the duration of the forecast period, the Conference Centre component is projected to realize an operating loss, increasing to a projected $626,500 by Year 5.

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7.4

Consolidated Operations
Figures 16 (Scenario A, where LU / LUH serves as the lead tenant of the Spectator Arena component of the planned Thunder Bay Events Centre) and 17 (Scenario B, where an American Hockey League or Ontario Hockey League franchise serves as the Spectator Arenas lead tenant), following, summarize the projected operations of the planned Thunder Bay Events Centre. Under both operating scenarios, the planned Thunder Bay Events Centre is projected to incur an operating loss for each prospective year of operations, with this loss range ranging from approximately $648,300 per year where the lead tenant is an AHL / OHL team, to some $854,200 annually where LU / LUH serves as the Spectator Arenas lead tenant. By the Facilitys fifth year of operations, these losses are projected to range between $899,800 and $1.087 million. Included building management fees and capital reserve allowances, the planned Thunder Bay Events Centre is estimated to require $1.198 million to $1.404 million in annual support of the City of Thunder Bay.

Figure 17 Projected Operations Thunder Bay Event Centre (Scenario B AHL/OHL as lead tenant)
Year 1 FACILITY REVENUES Spectator Arena Conference Centre Total Revenues FACILITY EXPENSES Spectator Arena Conference Centre Total Operating Expenses Net Cash Flow Before Capital Reserves / Management Fees Management Fee Capital Reserve NET CASH FLOW $ $ $ $ $ $ $ 2,905,000 $ 1,360,000 $ 4,265,000 $ (648,300) $ 250,000 $ 300,000 $ (1,198,300) $ 3,009,100 $ 1,402,500 $ 4,411,600 $ (707,500) $ 257,500 $ 309,000 $ (1,274,000) $ 3,116,900 $ 1,446,300 $ 4,563,200 $ (769,000) $ 265,200 $ 318,300 $ (1,352,500) $ 3,228,800 $ 1,491,500 $ 4,720,300 $ (833,200) $ 273,200 $ 327,900 $ (1,434,300) $ 3,344,600 1,538,100 4,882,700 (899,800) 281,400 337,800 (1,519,000) $ $ $ 2,597,100 $ 1,019,600 $ 3,616,700 $ 2,656,600 $ 1,047,500 $ 3,704,100 $ 2,717,900 $ 1,076,300 $ 3,794,200 $ 2,781,000 $ 1,106,100 $ 3,887,100 $ 2,846,100 1,136,800 3,982,900 Year 2 Year 3 Year 4 Year 5

Figure 16 Projected Operations Thunder Bay Event Centre (Scenario A LU/LUH as lead tenant)
Year 1 FACILITY REVENUES Spectator Arena Conference Centre Total Revenues FACILITY EXPENSES Spectator Arena Conference Centre Total Operating Expenses Net Cash Flow Before Capital Reserves / Management Fees Management Fee Capital Reserve NET CASH FLOW $ $ $ $ $ $ $ 2,318,500 $ 1,360,000 $ 3,678,500 $ (854,200) $ 250,000 $ 300,000 $ (1,404,200) $ 2,401,800 $ 1,402,500 $ 3,804,300 $ (909,000) $ 257,500 $ 309,000 $ (1,475,500) $ 2,488,100 $ 1,446,300 $ 3,934,400 $ (965,800) $ 265,200 $ 318,300 $ (1,549,300) $ 2,577,600 $ 1,491,500 $ 4,069,100 $ (1,025,000) $ 273,200 $ 327,900 $ (1,626,100) $ 2,670,300 1,538,100 4,208,400 (1,086,500) 281,400 337,800 (1,705,700) $ $ $ 1,804,700 $ 1,019,600 $ 2,824,300 $ 1,847,800 $ 1,047,500 $ 2,895,300 $ 1,892,300 $ 1,076,300 $ 2,968,600 $ 1,938,000 $ 1,106,100 $ 3,044,100 $ 1,985,100 1,136,800 3,121,900 Year 2 Year 3 Year 4 Year 5

Note: excludes parking revenue Source: PwC

Figure 18 Comparison of Projected Operations by Facility Location


Downtown / Waterfront LU / LUH Operating Revenue (excluding restaurant rental income) Operating Expenses Restaurant Rental Income Net Parking Income Net Operating Position
Note: excludes parking revenue during non-Spectator Arena times Source: PwC

Innova Business Park LU / LUH $2,749,300 $4,228,500 ($45,200) ($1,524,400) AHL / OHL $3,541,700 $4,815,000 $90,800 ($1,182,500)

AHL / OHL $3,541,700 $4,815,000 $75,000 ($3,500) ($1,201,800)

$2,749,300 $4,228,500 $75,000 $5,200 ($1,399,000)

Note: excludes parking revenue Source: PwC

Finally, Figure 18, following, summarizes the consolidated operations of the planned Thunder Bay Events Centre by location. As noted above, locational dependent revenues are concluded to include parking as well as the rental revenue associated with the presence of a 5,000 square foot restaurant. In summary, the planned Thunder Bay Events Centre is projected to projected to realize a net operating deficit ranging between $1.202 million and $1.399 million at the Downtown / Waterfront location (with this range dependent upon the nature of the lead tenant), whereas at Innova Business Park, the net operating deficit is projected to range between $1.183 million and $1.524 million, including management fees and capital reserves. It should again be noted that in the case of the Downtown / Waterfront site, additional parking revenue at other municipal lots will likely be possible whereas at the Innova Business Park location, additional revenue from parking is not felt to be likely. Estimates of additional parking revenue are outlined in the following section dealing with economic benefits.

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8.
8.1

ASSESSMENT OF ECONOMIC BENEFITS


Figure 1 Thunder Bay Events Centre Project Costs

Introduction
Background
The City of Thunder Bay is considering the development of a new Events Centre, a facility that will consist of a spectator arena with approximately 5,700 fixed seats, and a conference / meeting facility containing approximately 50,000 square feet of gross floor area (including a banquet room, meeting rooms, circulation space and lobbies).
Project design and construction Parking Infrastructure FF&E / Public Art Contingency Land acquisition (for parking structure) TOTAL
Note 1

Downtown $

Innova Park $ 74,334,000 10,000,000 9,039,000 3,800,000 9,337,000 $ 106,510,000

79,942,000 6,200,000 6,731,000 3,800,000 9,074,000 370,000

8.1.1

Facility components
For the purpose of assessing the economic benefits and operational implications of the Events Centre, PwC has assumed that the facility will contain the following elements:

Spectator Arena
5,700 fixed seats; The main tenant of the facility will either be Lakehead University (LU) and Lakehead University Hockey (LUH) who will program an assumed 20 events into the facility per year (Scenario A), or a potential American Hockey League (AHL) or Ontario Hockey League (OHL) hockey franchise that will play approximately 41 games per year in the arena (Scenario B); With LU as the main tenant, a total of 12 luxury suites are assumed, while with an AHL / OHL franchise serving as the buildings lead tenant, a total of 24 luxury suites are assumed; The facility will contain approximately 750 Club Seats (i.e., a special seating section containing wider seats with priority access to club areas, including restaurants, merchandise areas and lounges as well as priority access to event tickets); and The facility will contain an approximate 5,000 square foot restaurant with both street and arena concourse access.

106,117,000

Cost associated with a Downtown Port Arthur location include an allowance (inclusive of land and construction costs) for a 200-space above grade parking structure Source: EllisDon Construction Ltd., Tom Jones Corp., CEI Architecture

8.1.3

About Economic Impact


Economic impacts are generally defined as changes to an economy as a result of a development, undertaking or activity. As such, economic impacts measure changes in the size and structure of a jurisdictions economy when goods and services are purchased using money generated from outside a region, or as the result of an infusion of capital for the construction of a new facility or service. Almost all activities can generate economic impact; however in its strictest sense, activities and expenditures which result in new spending are the types of activities which local officials most greatly desire. In evaluating and quantifying the economic impact of a facility, service, program offering, etc., four types of impacts are typically reviewed: Direct Economic Impacts: refer to the total expenditures on goods and services, including wages and salaries, for the construction of a proposed development, the operations of a facility or service, the staging of an event, etc. Indirect Economic Impacts: refer to the purchase of goods and services needed to then produce the goods and services that are directly purchased in support of the construction of the proposed facility, the operation of that facility or service, the staging of the event, etc. Indirect impacts therefore measure the magnitude of interactions with other businesses which supply the necessary materials and services, which lead to indirect demand for goods and services from other industries. Induced Impact: refer to the impact of personal expenditures by people who have been paid wages and salaries for the construction or in the operations of the facility or service, the staging of the event, etc., as well as for the production of indirect goods and services. Associated Economic Impacts: refer to the spinoff impacts generated by the construction of the facility, the operations of the facility or service, the staging of the event, etc., including spending by visitors, conference delegates and tourists. For example, the spending by nonresidents could be considered an associated impact.

Conference Component
Approximately 50,000 square feet of gross floor area with direct access onto the arena floor, comprised of the following uses: A banquet room of approximately 12,000 square feet (subdivisible into smaller spaces); Meetings rooms of approximately 13,000 square feet (also subdivisible into smaller spaces); Circulation and lobby space of approximately 13,000 square feet, space which can also be functionally used as conference and exhibition space; and Backofhouse space of 12,000 square feet (including administrative space, support spaces, kitchens, storage, back of house, circulation, etc.).

8.1.2

Project Costs
Per preliminary costing information provided by EllisDon Construction Ltd. and Tom Jones Corp., the estimated cost, inclusive of hard construction costs, design and engineering fees, contingencies, parking costs and building furnishings, fixtures and equipment is estimated to range between $106.1 million and $106.5 million, depending on the location of the facility. A summary of the Projects cost, by location, is included in Figure 1, following.

In quantifying the economic impact of a facility, event or service, four types of impact are generally quantified: Spending Impact: commonly referred to as GDP impact, it measures the impacts resulting from the purchase of goods and services; Employment Impacts: the increases in employment resulting from the purchase of goods and services; Income Impacts: the increases in personal income resulting from increases in employment; and

Page 89 Thunder Bay Event Centre Phase 2 Feasibility Study

Tax Impact: the amount of tax revenue government agencies could be inferred to generate from the construction of a facility, the operations of a facility or event, consumer spending, new employment income, etc. (inclusive of property taxes, income taxes, sales taxes, etc.).

8.2.2

Employment Income Impact


In developing the planned Thunder Bay Events Centre, it is estimated that the various construction workers, consultants and other advisors involved in preopening activities will be paid approximately $54.0 million (Downtown / Waterfront) to $54.4 million (Innova Business Park) in total salaries and wages. Utilizing InputOutput multipliers obtained from Statistics Canada to identify the indirect impact, the Total Income Impact is estimated to range between $79.0 million (Downtown / Waterfront) and $79.6 million (Innova Business Park), including indirect impacts from workers employed to produce the goods and services needed to construct the planned Thunder Bay Events Centre.

In an attempt to assess the economic benefits associated with the construction and operation of the planned Thunder Bay Events Centre, PwC utilized the following assumptions: Total facility development costs are estimated to range between $106.1 million (Downtown / Waterfront) and $106.5 million (Innova Business Park); Operating costs for the Spectator Arena and Conference Centre components were based on the proforma cash flow estimates included in the Operational Assessment section of this Report; and Statistics Canada InputOutput multipliers were utilized to quantify the various impacts associated with the construction and operation of the planned Thunder Bay Events Centre.

Figure 3 Direct and Indirect Employment Income Impacts Thunder Bay Events Centre

Thunder Bay Events Centre Construction Direct Income

DOWNTOWN $54,031,900 $24,931,600 $78,963,500

INNOVA PARK $54,436,300 $25,118,200 $79,554,500

8.2
8.2.1

Construction Impacts
Spending Impact
As noted above, the assumed cost of the planned Thunder Bay Events Centre is projected to cost in the range of $106.1 million (Downtown / Waterfront) and $106.5 million (Innova Business Park), including hard construction costs, soft costs (fees paid to architects, engineers, etc.), building fitout (furniture, fixtures and equipment, FF&E), project indirects, site infrastructure, parking and contingencies. After allowing for land acquisition and taxes paid on material inputs, the estimated expenditure for assessing economic impact is calculated to range between $101.9 million (Downtown / Waterfront) and $102.6 million (Innova Business Park). The construction of the planned Thunder Bay Events Centre will have a major impact and will generate a number of economic benefits, ranging from direct construction employment, GDP impacts both locally (where goods are secured from local vendors) and abroad, as well as tax revenue impacts to government (sales taxes associated with the purchase of goods and services, as well as income tax from the wages paid to the various construction employees and service providers). Labour costs associated with major expense items were estimated and Statistics Canada InputOutput multipliers were utilized to identify the indirect impacts associated with these various expenditures. Based on this review, the Total Development Impact, including indirect economic impacts of construction, consulting, FF&E purchases, etc. associated with the construction of the Thunder Bay Events Centre is estimated to range between $148.3 million (Downtown / Waterfront) and $149.4 million (Innova Business Park).

Indirect Income Total Income Attributable to Construction


Source: PwC

8.2.3

Employment Impact
Utilizing total employment multipliers from Statistics Canada, it is concluded that the construction of the planned Thunder Bay Events Centre could directly generate between 750 and 755 person years of direct employment and give rise to a Total Employment Impact of between 1,120 (Downtown / Waterfront) and 1,130 (Innova Business Park) person years of employment (the reader should note that person years of employment does not necessarily translate directly into the number of jobs created, as a number of parttime positions could result; when added together, these parttime positions combine to make the equivalent of one full year of employment for one person).

Figure 4 Direct and Indirect Employment Impacts Thunder Bay Events Centre

Thunder Bay Events Centre Construction Direct Jobs Indirect Jobs Created Total Jobs Attributable to Construction
Source: PwC

DOWNTOWN 750 370 1,120

INNOVA PARK 755 375 1,130

Figure 2 Direct and Indirect Spending Impacts Thunder Bay Events Centre

Thunder Bay Events Centre Construction Expenditures on Buildings, Land and Site Services Indirect Spending Total Expenditures Attributable to Construction
Source: PwC

DOWNTOWN $101,911,600 $46,387,800 $148,299,400

INNOVA PARK $102,649,200 $46,723,200 $149,372,400

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8.2.4

Tax Impacts
The construction of the planned Thunder Bay Events Centre is projected to generate significant revenue to each level of government, including provincial sales taxes generated from the purchase of goods used to construct the facility, and federal and provincial income taxes paid to workers retained to physically construct the venue. Municipal revenues, including building permit revenues, have not been estimated as part of this analysis, and thus would represent an additional benefit to the community. Overall, the construction of the planned Thunder Bay Events Centre is estimated to generate between $9.8 million and $9.9 million in federal and between $7.4 million and $7.5 million in provincial taxes. In total, some $17.2 million (Downtown / Waterfront) and $17.4 million (Innova Park) in federal and provincial tax revenue is projected to be generated through the construction of the planned Thunder Bay Events Centre.

8.3
8.3.1

Operational Impacts
Spending Impact
Once the planned Thunder Bay Events Centre has been constructed, its operations are similarly projected to give rise to a series of economic impacts. As summarized in Figure 6, following, it is projected that the planned Thunder Bay Events Centre would incur total operating expenses in its initial year of operations of between $7.4 million (assuming LU / LUH serves as the Facilitys lead tenant) and $11.5 million (assuming an AHL / OHL team serves as the Facilitys lead tenant. These expenditures are comprised of: direct operating expenditures for each of the Spectator Arena and Conference Centre components of the Facility; the operations of an assumed AHL / OHL team (the operations of LU / LUH are assumed to be similar to what is currently being incurred and therefore would not result in any net new economic impact); direct food and beverage purchases from the Spectator Arenas concession operations as well as the from operations of the inhouse restaurant, including Conference Centre catering (it should be noted that such expenditures will likely only be possible with the siting of the Events Centre at the Downtown / Waterfront location); capital repairs; and project management fees.

Figure 5 Direct Tax Impacts Thunder Bay Events Centre

Thunder Bay Events Centre Construction Federal Provincial Total Taxes Attributable to Construction
Source: PwC

DOWNTOWN $9,809,000 $7,423,000 $17,232,000

INNOVA PARK $9,881,000 $7,476,000 $17,357,000


Figure 6 Thunder Bay Events Centre Operational Spending

LU / LUH as lead tenant Spectator Arena Conference Centre AHL / OHL Team Concession Operations Restaurant Operations (restaurant / catering) Management Fees Capital Reserves Total Operating Expenditures
Source: PwC

AHL / OHL as lead tenant $2,905,000 $1,360,000 $3,000,000 $1,303,100 $2,375,000 $250,000 $300,000 $11,493,100

$2,318,500 $1,360,000 $763,800 $2,375,000 $250,000 $300,000 $7,367,300

This range of direct expenditure will give rise to a series of indirect impacts, including spending and employment impacts generated as a result of the planned Thunder Bay Events Centres purchases. For example, the Facilitys purchase of materials and supplies from local distributors / merchants would require those store owners / suppliers to purchase goods and services (and employ workers) in order to produce / obtain the materials needed to fill the Event Centres order. Utilizing inputoutput multipliers generated by Statistics Canada for Ontario for various expenditure categories, it is estimated that the planned Thunder Bay Events Centres annual valueadded impact (direct plus indirect impacts only) resulting from its annual expenditure of between $7.4 million and $11.5 million will range between $10.8 million (where LU / LUH serves as the Spectator Arenas lead tenant) and $16.8 million (where an AHL / OHL team serves as the Facilitys lead tenant) annually.

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Figure 7 Direct and Indirect Spending Impacts Thunder Bay Events Centre

8.3.4

Tax Impacts
The operations of the planned Thunder Bay Events Centre is projected to generate significant annual revenue to each senior level of government, including federal and provincial sales taxes generated from the sale of concessions and event tickets, in addition to federal and provincial income taxes paid to workers. For the purpose of this assessment no direct revenue from the operations of the Arena has been assumed to accrue from the operations of the Events Centre (as it has been assumed that the Arena would be declared a Municipal Capital Facility in order to exempt the facility from property taxes). Overall, the operations of the planned Thunder Bay Events Centre are estimated to generate some $1.8 million to $2.5 million annually for the federal government and between $1.6 million and $2.1 million in annual revenue for the Province of Ontario. In total, some $3.4 million (where LU / LUH serves as the lead tenant) and $4.6 million (where an AHL / OHL team serves as the venues lead tenant) in federal and provincial tax revenue is projected to be annually generated from the operations of the planned Thunder Bay Events Centre.

Thunder Bay Events Centre Operations Direct Spending Indirect Spending Total Expenditures Attributable to Operations
Source: PwC

LU / LUH AS LEAD TENANT $7,367,300 $3,446,200 $10,813,500

AHL / OHL AS LEAD TENANT $11,493,100 $5,300,800 $16,793,800

8.3.2

Employment Income Impact


Income impacts measure the total earned salaries and wages generated in the broader economy as a result of an increase in employment. As noted below, the direct employment impact of the Thunder Bay Events Centre (assumed for the operation of the Spectator Arena and Conference Centre components, including concession and restaurant operations but excluding the operations of an assumed AHL / OHL team) is estimated at some 70 to 80 person years of employment, with these individuals being paid some $3.2 million to $3.7 million in annual salaries and wages. Utilizing similar inputoutput multipliers published by Statistics Canada for Ontario, it is estimated that the annual employment income impact (direct plus indirect impacts only) of the Thunder Bay Events Centre will range between $4.6 million (where LU / LUH serves as the lead tenant) and $5.4 million (where an AHL / OHL team serves as the venues lead tenant) annually.

Figure 10 Direct Tax Impacts Thunder Bay Events Centre

Thunder Bay Events Centre Operations Federal Provincial Total Taxes Attributable to Operations

LU / LUH AS LEAD TENANT $1,771,800 $1,594,200 $3,366,000

AHL / OHL AS LEAD TENANT $2,518,000 $2,121,000 $4,639,000

Figure 8 Direct and Indirect Employment Income Impacts Thunder Bay Events Centre

Thunder Bay Events Centre Operations Direct Income Indirect Income Total Income Attributable to Operations
Source: PwC

LU / LUH AS LEAD TENANT $3,159,400 $1,475,800 $4,635,200

AHL / OHL AS LEAD TENANT $3,699,100 $1,727,800 $5,426,900

Source: PwC

8.3.3

Employment Impact
The direct spending and employment supported by the Thunder Bay Events Centre is estimated to directly sustain approximately 70 to 80 person years of employment (i.e., fulltime equivalents), including working employed directly by the Events Centre and its various food and beverage / concessions workers. This direct spending and employment is concluded to give rise to increases in employment as a direct result of the purchase of goods and services. Based on Statistics Canada InputOutput multipliers, it is estimated that an additional 195 to 295 person years of employment will be indirectly supported by the Events Centre, yielding a total employment impact of between 265 (where LU / LUH serves as the lead tenant) and 380 person years of employment (where an AHL / OHL team serves as the venues lead tenant) annually.

Figure 9 Direct and Indirect Employment Impacts Thunder Bay Events Centre

Thunder Bay Events Centre Operations Direct Jobs Indirect Jobs Created Total Jobs Attributable to Operations
Source: PwC

LU / LUH AS LEAD TENANT 70 195 265

AHL / OHL AS LEAD TENANT 80 295 380

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8.4

Associated Impacts
In addition to the above presented economic benefits directly associated with the construction and operation of the planned Thunder Bay Events Centre, a number of social and other benefits could be expected to accrue from the siting and operation of this Facility. These associated benefits include: Sport event hosting; Increased spending by visitors attending events / conferences held at the Events Centre; and Incremental investment / economic development impacts

8.4.2

Increased Visitor Spending


As alluded to above, the planned Thunder Bay Events Centre and the events / conferences staged therein, could attract a large number of visitors to the Thunder Bay region. Depending on the nature of the event, significant spending impacts could be imparted; additionally increased room night demand could be generated as a result of increased visitation to the Thunder Bay area. According to the Ontario Ministry of Tourism, Culture and Sport, total visitation to the Thunder Bay region has declined in recent years, from 612,000 total visits in 2006, to approximately 527,000 visits in 2009 (Figure 11, following).

8.4.1

Sport and event hosting


Sport tourism is one of the fastest growing tourism market segments in North America, with over 200,000 sporting events happening annually in Canada. The Canadian Sport Tourism Alliance (CSTA) notes that sport tourism generated some $3.6 billion in spending in Canada in 2010, an 8.8% increase over comparable 2008 figures and some 50% greater than 2004. The foregoing compares to a 0.7% decline in overall tourism growth and further supports sport tourisms trend of being one of the fastest growing industry segments within Canadas tourism industry. According to the CSTA, sport is a major industry and a reason that people travel both domestically and internationally; moreover, it is an essential element in the growth and development of civic pride, sport development and increased sport participation. With the development and siting of the planned Thunder Bay Events Centre, it is noted that a number of potential events could be attracted to the facility; these events include sporting events, concerts, family shows, trade shows and conferences, aboriginal conferences and cultural celebrations, as well as potential local, regional, provincial, national and international events and competitions, including hockey, curling, figure skating, basketball, volleyball, wrestling, gymnastics, cheerleading, indoor track and field events / competitions, and other events. Depending on the nature and size of the event attracted to the Events Centre, its economic impact could be significant. By way of example, the Essar Centre in Sault Ste. Marie recently hosted the CARHA Hockey World Cup. The Canadian Adult Recreational Hockey Association organizes its world cup every four years in a select Canadian city, and is an event that attracts participants from all across Canada, the United States, and Europe. In March 2012, over 120 teams travelled to Sault Ste. Marie for this week long event, labelled the "Olympics" of adult recreational hockey (reported to be the largest international adult recreational hockey tournament in the world). According to the City of Sault Ste. Marie, While there has been, and will continue to be, an annual cost to operate the Essar Centre, it is important to note the many social and economic benefits to the community. The Essar Centre is the flagship facility for marketing sport tournaments in Sault Ste. Marie; in addition, the Essar Centre is easily converted to convention mode. The economic benefits of a single threeday convention with 2,500 outoftown visitors is reported at $1.125 million, while a threeday tournament with 40 teams generates up to $360,000 in economic benefits to the community. The Essar Centre is reported as being an important tool in increasing local quality of life and helping to attract new residents to the community1. Numerous other communities have realized similar benefits, whether from hosting events such as major curling tournaments (Scotties Tournament of Hearts, Dominion Ontario Tankard, BDO Grand Slam of Curling, Tim Hortons Brier, etc.), figure skating competitions (Skate Canada, Canadian Figure Skating Championships), volleyball (world league qualifiers), as well as National Hockey League and National Basketball Association preseason exhibition games, IIHF World Junior Championship precompetition games, etc. With the development of the planned Thunder Bay Events Centre, it is anticipated that these and similar events would also be staged within this building. Moreover, the probability of Thunder Bay securing such events, particularly events with higher profile, would not be possible without the presence of the Events Centre.

Figure 11 Regional Tourism Profile Person Visits by Origin, Thunder Bay (000s)
Year 2006 2007 2008 2009 TOTAL Total 612 447 586 527 Overnight 320 265 357 286 Ontario Total 401 245 396 367 Overnight 195 137 226 178 Other Canada Total 34 39 39 31 Overnight 25 27 39 31 Total 172 156 143 125 U.S. Overnight 95 95 86 72 Overseas Total 5 7 8 4 Overnight 4 7 7 4

Source: Ontario Ministry of Tourism, Culture & Sport, Regional Tourism Profile, 2009

On average, visitors to Thunder Bay spend between $87.53 (same day visitors) and $99.08 (overnight visitors) per day while in Thunder Bay; overall the average visitor to Thunder Bay spent almost $243 while in the city (Figure 12, following). Compared to other Ontario Census Metropolitan Areas, visitors to Thunder Bay in 2009 spent more, on average, in this area than did visitors to any other Ontario CMA (Figure 13, following).

Figure 12 Regional Tourism Profile Average Visitor Spending, Thunder Bay (2009)

Total Average per person Average per person per overnight visit Average per person per night Average per person per sameday visit 242.54 373.21 99.08 87.53

Ontario 237.27 383.60 103.74 98.89

Other Canada 360.49 360.49 97.23 0.00

U.S. 220.86 346.96 88.02 47.06

Overseas 453.81 478.53 116.67 32.86

Source: Ontario Ministry of Tourism, Culture & Sport, Regional Tourism Profile, 2009

Figure 13 Regional Tourism Profile Average Visitor Spending, Ontario CMAs (2009)
Hamilton Kitchener Average per person Average per person per overnight visit Average per person per night Average per person per sameday visit 72 147 60 43 92 160 60 57 London 96 168 70 63 Oshawa 61 128 55 34 Ottawa 206 328 103 83 St. Sudbury Catharines 148 257 125 72 180 221 81 119 Toronto 208 415 121 76 Windsor 110 185 80 81 Thunder Bay 243 373 99 88

Source: Ontario Ministry of Tourism, Culture & Sport, Regional Tourism Profile, 2009

City of Sault Ste. Marie, 2009 and 2010 Essar Centre Annual Report. Page 93 Thunder Bay Event Centre Phase 2 Feasibility Study

Such spending is generally allocated to the following areas: private transportation rental; accommodations; food and beverage (including at restaurants, bars and concessions); entertainment and recreation; and spending on retail goods and services.

focused along Highway 400 (in this regard, the development of the surrounding area is felt to be due more to traditional market forces brought about by significant residential and commercial development and a location on a major highway than with respect to the siting of the Barrie Molson Centre in this location). In the latter example (i.e., WilkesBarre / Scranton Pennsylvania), the Mohegan Sun Arena at Casey Plaza (home of the AHL affiliate of the Pittsburgh Penguins) has generally been viewed as a catalyst for significant additional development which has taken place around this facility. Prior to this buildings construction, the surrounding area was generally characterized as comprising some of the most worthless property in northeastern Pennsylvania. Since the venues development, the area is reported to be one of the busiest retail districts in the region, with a number of hotels, restaurants and retail developments having been completed since the arenas opening in 1999. It is also worth noting that the success which this facility and region have enjoyed is also due, in part, to its location in a growing regional economy (the WilkesBarre / Scranton area comprises the third largest market in Pennsylvania with a total population of some 14 million people within a 100mile radius). While numerous other examples exist which speak to the positive impacts which new and / or enhanced sports, entertainment and conference facilities have had on their surrounding areas and in influencing development (including, in addition to those noted above, the KRock Centre in Kingston, the Essar Centre in Sault Ste. Marie, the Sleeman Centre in Guelph, as well as facilities located in Grand Rapids Michigan and Columbus Ohio), there are numerous examples where little or no spinoff development impact has occurred or could be directly or indirectly linked to the presence of the facility. In order to maximize the possibility that such positive spinoff developments will occur, it is generally concluded that local economic conditions and supportive planning and development policies will be required. In this regard, and in order to maximize the possibility of ancillary development occurring, it has been suggested that cities need to implement / utilize certain planning and development tools / levers in order to help facilitate such complementary development, including establishing community improvement zones in the area surrounding the site, and enacting policies / programs to stimulate development. Based on our experiences, the ability of a facility to foster positive development in its vicinity is directly dependent upon how the facility is positioned as part of a broader economic development strategy. In addition, it is generally concluded that such zones must be large enough to house both the facility, and facilitate the attraction / preservation of a critical mass of commercial / retail / entertainment space (including restaurants / cafes, sports boutiques, fashion boutiques, music stores, specialty food shops, cinemas, plazas, etc.). In greenfield sites, this amount of critical mass will need to be created, whereas in more urban locations, this amount of critical mass is likely already present. With respect to the two locations under consideration for the planned Thunder Bay Events Centre, we note the following.

As noted in the operational assessment, some 180 total events, covering approximately total 326 event days and attracting some 24,400 nonlocal delegate days, are projected for the Conference Centre component of the planned Thunder Bay Events Centre, while some 92 to 93 events are projected to annually utilize the Spectator Arena component. By attracting such events to the community, it is noted that the Events Centre may help stabilize and enhance visitation to Thunder Bay in the future. In this regard, and assuming per visitor spending figures approximately those of the general visitor population to Thunder Bay in 2009, more than $6.1 million could be directly infused into the local economy on an annual basis (with the spending allocated to accommodation, food & beverages, retail, and entertainment spending).

8.4.3

Incremental Investment
A final associated impact relates to incremental investment that could arise from the establishment of the planned Thunder Bay Events Centre in downtown Port Arthur or in the Innova Business Park, its ability to attract thousands of users / patrons / visitors on an annual basis, and its ability to facilitate the redevelopment / attraction of ancillary uses to the surrounding lands. Literature on the economic impact of sports and entertainment / conference facilities generally shows that there can be a positive correlation between the siting of such facilities and corresponding future investments in residential, retail / entertainment and other commercial development; additional evidence suggests that this investment has helped energize city cores, broaden a municipalitys tax base and create attractive and pedestrianfriendly neighbourhoods. Canadian examples often citied include downtown London, where the John Labatt Centre partly assisted in revitalizing an area of the citys downtown core (where it has been noted that there was a 40% increase in the areas housing stock, office and retail vacancies fell, rental rates improved and building permit activity increased significantly). Other examples include: In Kingston, where the number of new business that have located in the downtown core of the city has increased in every year since the opening of the KRock Centre (28 new business in 2008, 17 in 2009, 40 in 2010, 25 in 2011 and 19 in the first half of 2012). In addition, three separate preevent surveys of KRock Centre patrons in 2008 indicated that, on average, 48% of respondents ate in a restaurant prior to attending an event, and of those, 65% ate in a restaurant located in the citys downtown core. In Oshawa, where the downtown commercial vacancy rate decreased from 21% in 2006 to approximately 11% in early 2011 and where 83% of all building permits, by value, issued in downtown Oshawa since 1994 where issued between 2006 and 2011 (roughly $540 million). Moreover, the GM Centre is cited for producing economic spinoffs in this area, attracting nonresidents to the city, and for driving the night time economy. In Guelph, where investments made in the Citys downtown cultural infrastructure (including the Sleeman Centre, River Run Theatre and Market Square development) has been proven to draw people to the district, generate higher property values, support enhanced retail economies and provide associated returns from an enhanced tax base.

Innova Business Park


Innova Business Park was established in the late 1990s with the vision that it would be a comprehensive development and act as a community focal point for a wide variety of business opportunities. It is comprised of approximately 71 acres of municipallyowned lands that are designated and zoned for industrial and business park uses. The lands have frontage on the Thunder Bay Expressway (TransCanada Highway), the Harbour Expressway, Golf Links Road and Central Avenue and are located close to international transportation arteries, including port, airport and rail.

The ability to positively influence development is not, however, exclusively limited to facilities located in a citys central core; rather sports, recreation and conference facilities have been used by other jurisdictions to help stimulate economic development in more suburban locations, including facilities located in Barrie Ontario, and WilkesBarre / Scranton Pennsylvania. With respect to the Barrie Molson Centre, this facility was built on a greenfield site just east of Highway 400 in the southern section of the city of Barrie. At the time of its development in 1994 and 1995, the lands around the facility were mostly unimproved. With the development of the city, this area has evolved into a major retail node,
Page 94 Thunder Bay Event Centre Phase 2 Feasibility Study

Figure 14 Innova Business Park

In reviewing these four alternative land use options, IBI Group recommended against Option 1. While acknowledging that major recreation and entertainment facilities can generate positive economic impacts within a community, IBI felt that industry sectors like natural resources, mining, health care and the knowledge sector will generate higher levels of employment, income and taxes, and as such, recommended that the City maintain the Innova Business Park lands for employment purposes and pursue Option 3 (i.e., a cluster of miningrelated businesses plus a Mining Centre of Excellence). In discussions with IBI Group, the presence of the Events Centre within Innova Business Park was felt to constitute a potential viable use; however ensuring safety and compatibility between industrial users (i.e., those with truck traffic and heavy machinery) and patrons of the Events Centre could constitute a challenge with both Option 2 and Option 4. In our view, the ability of the Events Centre to spawn development, at least in the shortterm, is concluded to be minimal. This opinion is based on the following observations: While benefiting from a large expanse of developable property, the site itself is relatively isolated and the amount of land that has been developed since the parks inception has been slow due in part to a downturn in the resource sector. Uses which a facility like an Events Centre could potentially attract (primarily supportive commercial, including restaurants, ancillary retail, service commercial uses, etc.) are not of themselves destination developments / uses (i.e., uses which will by themselves attract potential patrons regardless of their location) and as such will require a critical mass (including businesses, residents and similar commercial uses) within the immediate area in order to be enticed to a location (and thus allow them to generate and attract customers during nonevent times). Currently there does not exist a critical mass of uses within and immediately surrounding Innova Business Park. As such, any use which the Events Centre could attract would need to rely principally on Events Centre patrons to be viable. While many event days are projected for the Facility (including 92 to 93 Spectator Arena events and up to 180 Conference Centre events), the nature of such events will likely prove to be insufficient on their own to attract new supportive commercial uses to the area immediately surrounding the Events Centre. Such a situation will likely continue until such time as when Innova Park experiences more development. While IBI do not dismiss the concept of locating the Events Centre within this area, we note that the mandate of Innova Business Park is not specifically focused on the attraction of entertainment and related complementary uses, but rather on the attraction of employment uses, and in particular on uses and employment related to the mining, natural resources, health care and knowledge industries. Given this intended focus, Innova Business Park is concluded to lack the required economic and supportive planning and development policies that are generally considered to be required in order to allow an events centre to stimulate development.

Source: Google Earth

In developing this business park, a number of sectors and activities were identified as having future economic significance for the lands including the forestry industry (including secondary processing), university and collegerelated activities, pollution abatement controls / procedures, mining services, metal fabricating, small business, consumer electronics, plastics, printing, regional warehousing, regional service centres, medical / geriatric care and tourism. In developing the lands, priority projects were identified as those which achieved the following objectives: result in a future net increase in job creation for the City; bring a new type of industry to the community or assist in the diversification of the local economy; are within a target group identified in the Citys Strategic Plan; support the expansion and growth of existing businesses; provide a service to other firms within the business park; and / or act as a catalyst to the development of the business park in a manner consistent with the above principles.

To date, two of the 47 lots created within the Innova Business Park have been developed, while a third was recently sold for the development of a professional / technical office. Currently, the area is under review by the City as part of a wider area study seeking to prepare a comprehensive and synergistic economic development and land use plan (the Golf Links Road / Junot Avenue Corridor Study undertaken by the IBI Group). In considering the implications for the Innova Business Park, IBI reviewed four alternative land use options, including: one premised on larger format retail uses (Option 1); one which included the Events Centre with some ancillary commercial uses, in addition to prestige and general industrial uses (Option 2); one which included a Mining Centre of Excellence and mining related industries, among other uses (Option 3); and one which included the Events Centre, the Mining Centre of Excellence and mining related industries, among other uses (Option 4).

The ability of the Events Centre to be a complementary and supportive use within Innova Business Park is likely to be greater in the longer term. In this regard, it is felt that by working in conjunction with the attraction of employment uses and in particular the siting of a Mining Centre of Excellence land mining related industries, the Events Centre could be a facilitative use in the buildout of Innova Business Park: The Events Centre, in conjunction with the future buildout of Innova Business Park, could assist in the attraction of supportive uses that could also serve as amenity developments within the business park, and thereby assist with the attraction of additional employment uses (including, for example, restaurants, ancillary retail uses, etc.); and The Events Centre could be used synergistically with mining related businesses / research facilities, providing the Centre and those enterprises which locate within Innova Business Park with meeting, conference and banquet facilities.

Overall, the spinoff development potential of the Events Centre within Innova Business Park is viewed as being low in the short term and potentially larger (but not guaranteed) over the longer term.

Page 95 Thunder Bay Event Centre Phase 2 Feasibility Study

Downtown/Waterfront
The second location under consideration for the planned Thunder Bay Events Centre is within downtown Port Arthur, and specifically on the block bordering North Water Street to the east, Van Norman Street to the south, Cumberland Street The second location under consideration for the planned Thunder Bay Events Centre is within downtown Port Arthur, and specifically on the block bordering North Water Street to the east, Van Norman Street to the south, Cumberland Street North to the west and Camelot Street to the north (Figure 15, following).

The Downtown/Waterfront site is better positioned to impart positive impacts on the surrounding area in the short term compared to the Innova Business Park location. This opinion is based on the following observations: The site is located within an identified arts and entertainment precinct within the City of Thunder Bay and benefits from a range of complementary uses within a relatively compact urban area. Unlike the Innova Park location, a critical mass of uses already exists which presently supports a range of day time and evening uses. Similar to recently built facilities in Sault Ste. Marie, Kingston, Oshawa, Guelph and London, the planned Events Centre would have the potential to assist in enhancing the prospects of a number of existing businesses, including restaurants, bars and specialty retail shops. Longer term, the presence of the Events Centre could have the ability to introduce more people to the downtown Port Arthur area, creating a more viable urban retail environment, and potentially facilitating additional investment (similar to London, Oshawa and Kingston). Unlike the Innova Business Park location, the Downtown / Waterfront site would provide Event Centre patrons and event attendees with a range of existing retail, food, beverage and leisure opportunities. Combined with the dispersed parking model, the area of influence could reach many blocks from the location of the Events Centre (it is noted that in each of London and Kingston, location and parking issues were initially seen as critical obstacles to the success of each municipalitys new facility; published reports, however, indicate that parking and traffic concerns were not an impediment to the overall success of the venue and that a number of businesses benefited from the circulation of people between the cars and the venue). Under a dispersed parking model, area parking lots, including the Citys 720space North Core Street Parkade would benefit from the added utilization. Assuming that this facility averaged 50% occupancy for the 51 to 72 spectator events projected to be staged at the Events Centre (20 LUH hockey games or 41 AHL / OHL games, plus eight concerts, eight family shows, ten other sporting events and five other entertainment events), the City could potentially realize an additional $91,800 to $129,600 in revenue from this parkade (assuming an event parking rate of $5.00 per car). Given the number of underutilized buildings, the siting of the Events Centre could spawn their redevelopment (it should be noted that during consultations undertaken as part of this assignment, two parties approached our Study Team, indicating a desire to invest in existing underutilized buildings if the Events Centre were to be located on the Downtown / Waterfront site).

Figure 15 Downtown/Waterfront site

Source: Google Earth

The Downtown/Waterfront site is located within an existing builtup area identified by the City of Thunder Bay as the citys Entertainment District. While the age of the existing building stock is mostly older and contains a number of historic structures, the downtown Port Arthur area contains a number of facilities viewed as complementary from an entertainment perspective, including the Thunder Bay Charity Casino, the Magnus Theatre, art galleries and Prince Arthurs Landing, the citys Lake Superior waterfront park redevelopment project located immediately across Water Street to the east. Prince Arthurs Landing and Marina Park are home to the Citys annual Blues Festival, a threeday outdoor music festival held each July attracting thousands of patrons. In addition, the area includes a number of specialty retail shops, as well as a number of restaurants and night clubs, uses which also are complementary to an Events Centre. The area immediately surrounding the planned Event Centre site contains the Prince Arthur Hotel, a 120room hotel built in 1911. While having undergone a number of cosmetic and room improvements in recent years, discussions with hotel management and the hotels owner indicate that additional improvements will be forthcoming. A recently announced 4star hotel is also proposed to be developed near the planned Events Centre in Prince Arthurs Landing. Streetfront retail along Cumberland Street North, opposite the Prince Arthur Hotel (between Red River Road and Van Norman Street) is mostly vacant; streetfront retail further south along Cumberland Street North and west along Red River Road is mostly occupied with some new tenants having moved into the area (for example, the Foundry restaurant).

The ability of the Events Centre to be complementary and supportive of economic development within downtown Port Arthur over the longer terms is assumed to be similarly as strong, assuming the Facility is able to continue to attract the range of events, concerts, conferences and trade shows, etc. as projected: By frequently bringing individuals into the downtown Port Arthur area, residents, tourists and event attendees would continue to the introduced and reintroduced to area, helping existing merchants, improving business metrics and potentially facilitating additional investment. With improving business metrics, the economic development prospects within the downtown Port Arthur area could be significantly enhanced, and serve to promote civic pride and function as a strategic advantage in the competitive domain of hosting sports, entertainment, conference and meeting events.

Overall, the spinoff development potential of the Events Centre located within downtown Port Arthur is viewed as being higher in the short term and equally as large (but still not guaranteed) over the longer term compared to the Innova Business Park location.

Page 96 Thunder Bay Event Centre Phase 2 Feasibility Study

8.4

Summary
A number of positive economic benefits are generally presumed to accrue within the City of Thunder Bay as a result of the construction and operation of the planned Thunder Bay Events Centre. These impacts include: Duringconstruction $148.3 million to $149.4 million in direct and indirect spending; $79.0 million to $79.6 million in employment income growth; 1,120 to 1,130 person years of employment; and $17.2 million to $17.4 million in direct tax revenue to the federal and provincial governments. Over the first five years of operation, excluding construction impacts, the planned Thunder Bay Events Centre is projected to impact significant economic benefits on the community / region, including: $56.8 million to $88.3 million in direct and indirect spending; $24.2million to $28.4 million in employment income growth; 1,325 to 1,900 person years of employment; $17.9 million to $24.2 million in direct tax revenue to the federal and provincial governments; $32.1 million in new visitor spending; and $0.5 million to $0.7 million in additional parking revenue.

Duringoperations $10.8 million to $16.8 million annually in direct and indirect spending; $4.6 million to $5.4 million annually in employment income growth; 265 to 380 person years of employment annually; $3.4 million to $4.6 million annually in direct tax revenue to the federal and provincial governments; $6.1 million in new visitor spending; and $91,800 to $129,600 in additional parking revenue.

In addition to the above presented economic benefits directly associated with the construction and operation of the planned Thunder Bay Events Centre, a number of social and other benefits could be expected to accrue from the siting and operation of this Facility. These associated benefits include: Sport event hosting; Increased spending by visitors attending events / conferences held at the Events Centre; and Incremental investment / economic development impacts.

Figure 16 Summary of Projected One Time and Annual Impacts Thunder Bay Events Centre
Economic Impact ONE-TIME IMPACTS Spending Employment Income Jobs Federal / Provincial Tax Revenue ANNUAL IMPACTS Spending Employment Income Jobs Federal / Provincial Tax Revenue Visitor Spending Additional Parking Revenue (Downtown / Waterfront only) 5-YEAR CUMULATIVE IMPACT Spending Employment Income Jobs Federal / Provincial Tax Revenue Visitor Spending Additional Parking Revenue (Downtown / Waterfront only)
Source:PwC

From a location perspective, it is estimated that the ability of the Innova Park site to positively influence development within its environs in the short term is limited, principally given the lack of a critical mass of uses in the immediate area. Longer terms, its growth inducing prospects are felt to be greater. By comparison, the Downtown/Waterfront site is concluded to be better positioned to impart positive impacts on the surrounding area in both the short and longer term compared to the Innova Business Park location.

$148.3 million $79.0 million 1,120 FTE $17.2 million

to to to to

$149.4 million $79.6 million 1,130 FTE $17.4 million

$10.8 million $4.6 million 265 FTE $3.4 million

to to to to

$16.8 million $5.4 million 380 FTE $4.6 million

$6.1 million $91,800 to $129,600

$56.8 million $24.2 million 1,325 FTE $17.9 million

to to to to

$88.3 million $28.4 million 1,900 FTE $24.2 million

$32.1 million $0.5 million to $0.7 million

Page 97 Thunder Bay Event Centre Phase 2 Feasibility Study

9.

RECOMMENDATIONS
The residents of Thunder Bay appear to be solidly in support of a new Event Centre providing it is affordable, and is a catalyst for economic growth of the City and region. As mentioned in previous sections of this report, the primary point of discussion is siting. Even those who advocate a plebiscite appear to generally support the project and feel that the fundamental question is location. The City of Thunder Bay is prepared to move forward on this project subject to the identification and participation of funding partners. The discussion regarding return on that investment has, from the very beginning, been a key one. The first priority in the Citys Phase 2 Request for Proposals identified economic impact as central to the site selection process. The Consulting Team identified economic impact as a key element in their Site Evaluation Matrix and this was supported consistently through the open house process. The composition of the matrix recognized that while economic impact was important, other objectives such as vision, access, complimentary benefits, parking and cost impact were also important in building community support for the process. The recommendation of a site by the Consulting Team based on both economic impact and a multifaceted Site Evaluation Matrix appears to be a process residents can support.

Recommendation #3 Integrate an Transit Station


The Consulting Team met with Thunder Bay Transit regarding the relocation of the existing Water Street Transit Station. Based on those discussions and preliminary work done by Transit there was general agreement that the most appropriate approach to replacing the existing station would include the following: Provide bus parking on both the east and west sides of Cumberland Street between Van Norman and Camelot Streets. The approach would be similar to the Transit Station at City Hall. Incorporate a small warmup space for riders into the Cumberland face of the Event Centre close to Camelot Street. This would have some form of infrared heating. Provide a small office area for Transit employees in the building. The most appropriate location is at the Private Box level and could be accessed by Transit via the exit stair at the northwest corner by means of a security card. This would not compromise the security of either the Event Centre or the Transit space and would provide visual access to Cumberland Street and the general transit area.

Recommendation #4 Next Steps Recommendation #1 Build the new Event Centre on the Downtown/Waterfront site
The Consulting Team is recommending that the new Thunder Bay Event Centre be located on the Downtown/Waterfront site for the following reasons: The site scored higher in the Site Evaluation Matrix, earning a score of 79.7 compared to 62.9 for the Innova Business Park site. There is general consensus within the City that the North Ward is the entertainment district or precinct. An event centre can be a transformative project providing an opportunity for continuing the renewal of historic downtown Port Arthur. There are many recent precedents in both Canada and the United States supporting this view. The extent of transformation at Innova Business Park is less, without a vision, and at odds with both the Official Plan and the original intent of the business park. The relationship between Prince Arthurs Landing and the Event Centre will create a unique synergy unlike anything in Canada. This will result in that desirable situation with the whole being greater than the sum of the parts. The Consulting Team is also recommending that the architectural design of the new Event Centre have a modern contemporary look, similar in approach to Prince Arthurs Landing. The scale of the building and the height of the building faces, especially along Cumberland Street, should be sensitive to the surrounding buildings and use building materials similarly sensitive to the surrounding historic context. Moving to the next step in the process is contingent on City Council support for the project. This Phase 2 Feasibility Study reviews a number of key elements in formulating a vision for a new Event Centre. Once the location has been confirmed and a business case prepared, the next critical step is to develop a higher level of design detail. This adds a finer level of clarity to the vision for the site but more importantly, it provides a more accurate estimate of project costs. Moving forward is critical since: The City plans to approach a number of funding partners to participate in the Event Centre project. There needs to be a high level of confidence with the estimated cost of the project. A more detailed project estimate will allow for a refinement of the business case and economic impact assessment. Issues relative to engineering approval can be dealt with to the satisfaction of key City Departments. The higher level of detail allows the project to be more shovel ready from a grant application perspective. A higher level of design allows additional time for the City to dovetail the event centre plan with local business interests and build a higher level of support.

Recommendation #5 Moving on the Operational Assessment


Based on support by City Council, start the process of more indepth discussions relative to: The prospective lead tenant for Spectator Arena. Potential privatesector operators for the Event Centre with demonstrated experience with both spectator and conference facilities. Potential publicsector and First Nation partners prepared to participate financially in the development and operation of the Event Centre. Potential privatesector partners prepared to participate financially in the development and operation of the Event Centre.

Recommendation #2 Size the Event Centre to suit the market


The Event Centre should be as flexible and multipurpose as possible. Previous studies support a fixed spectator seating capacity of at least 5,2005,400 while discussions with the local hospitality industry point to a flat floor area capable of accommodating banquets of 1,000 people. The Consulting Team is recommending: The Spectator Bowl have a fixed seating capacity of 5,700 seats including those seats dedicated to private boxes, The Spectator Bowl have 24 private boxes on a separate level of the building, The Conference Centre have a Banquet Hall capable of accommodating 1,000, The Conference Centre have a dividable Meeting Room with an area of at least 12,000 square feet, The Spectator Bowl and Conference Centre have the ability to function as a single integrated unit, or as two separate facilities functioning simultaneously without compromise, Van Norman Street between Cumberland and Water Street be a pedestrian street and continue east beyond Water Street to connect downtown Port Arthur with Prince Arthurs Landing, A commercial/restaurant space be incorporated into the Event Centre, The whole development take advantage of the spectacular setting with Prince Arthurs Landing, and views of Lake Superior and the Sleeping Giant.

Page 98 Thunder Bay Event Centre Phase 2 Feasibility Study

10.

GENERAL ASSUMPTIONS AND LIMITING CONDITIONS


1. The use of any Projections made in conjunction with this Report may not be appropriate for use outside of their intended purpose. These Projections, which will not reflect actual financial results, may reflect a possible scenario for a prospective 5,700seat Thunder Bay Events Centre and 50,000 square foot Conference Centre during the Projection Period, given PwCs judgment as to a probable set of economic conditions, together with the hypotheses which are consistent with the purpose of the Projections. Each of the financial scenarios produced in conjunction with our analysis may contain hypotheses and assumptions which are based on a set of economic conditions or anticipated courses of action that are reasonable and appropriate in PwCs judgment, are consistent with the purpose of the projections, but which may not materialize as set out therein. The hypotheses represent plausible circumstances, but need not be, and may not have been fully supported. Since future events are not subject to precise projections, some assumptions will not materialize in the exact form presented by our analysis. In addition, other unanticipated events and circumstances may occur which could influence the future performance of a Thunder Bay Events Centre. Therefore, the results achieved in future operating periods will vary from the analysis of prospective market and financial conditions set out therein. While there is no recourse to predicting these matters with certainty apart from informed and reasoned judgments, it must be stated that future events may lead to variations in Project performance which may materially alter Project results. PwC does not warrant that actual results achieved during the Projection Period will be the same, in whole or in part, as those shown in the Projection. The Projection is based on hypotheses and there is a significant risk that actual results will vary, perhaps materially, from the results projected. 2. Unprecedented and ongoing events in the financial and credit markets have resulted in an uncertain and volatile economic environment. While some historic initiatives are being investigated by the U.S. Treasury and Federal Reserve, as well as other Central Banks to halt the disruptions in capital markets, there is still considerable uncertainty about the near to medium term outlook. Any continued constriction of the credit markets, along with weakening economic fundamentals may impact all asset classes both in terms of value and liquidity. While the Canadian economy may not yet have been impacted significantly, that situation may not continue. Given volatility within the current environment, of necessity, this report has been based on the assumption that the economy will remain stable of soften without further significant disruptions and deterioration in credit availability. Responsible ownership and competent property management are assumed. Information furnished by others upon which all or portions of this report are based, is believed to be reliable, but has not been verified in all cases. No warranty is given as to the accuracy of such information. Our report and work product cannot be included, or referred to, in any prospectus, securities and exchange commission filing or other public or investment document. The intended use of this report is as a high level review of a proposed Thunder Bay Events Centre consisting of an approximate 5,700 fixed seat Thunder Bay Events Centre and 50,000 square foot Conference centre. A detailed feasibility review / analysis has not been undertaken, nor should one infer that such a study has been undertaken. It is assumed that all required licenses, certificates of occupancy, consents, or other legislative or administrative authority from any local, provincial, or national government or private entity or organization have been, or can readily be obtained, or renewed for any use on which the estimates provided in this report are based. 8. No investigation has been made of, and no responsibility is assumed for, the legal description or for legal matters including title or encumbrances. The property is assumed to be free and clear of liens, easements, encroachments and other encumbrances unless otherwise stated. Full compliance with all applicable federal, provincial and local zoning, use, occupancy, environmental, and similar laws and regulations is assumed, unless otherwise stated.

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10. No responsibility is taken for changes in market conditions and no obligation is assumed to revise this report to reflect events or conditions which occur subsequent to the effective date of this report. 11. Any financial structure within this report is predicated on the market conditions prevailing as of the date of this report. 12. Areas and dimensions of the property were obtained from sources believed to be reliable. Maps or sketches, if included in this report, are only to assist the reader in visualizing the property and no responsibility is assumed for their accuracy. No independent surveys were conducted. 13. It is assumed that there are no hidden or unapparent conditions of the property, subsoil, or structures that affect value. No responsibility is assumed for such conditions or for arranging for engineering studies that may be required to discover them. 14. No soil analysis or geological studies were ordered or made in conjunction with this report, nor was an investigation made of any water, oil, gas, coal, or other subsurface mineral and use rights or conditions. 15. Neither PwC nor any individuals signing or associated with this report shall be required by reason of this report to give further consultation, to provide testimony or appear in court or other legal proceedings, unless specific arrangements thereof have been made. 16. This report has been made only for the purpose stated and shall not be used for any other purpose. Neither this report nor any portions thereof (including without limitation any conclusions as to value, the identity of PwC or any individuals signing or associated with this report, or the professional associations or organizations with which they are affiliated) shall be disseminated to third parties by any means without the prior written consent and approval of PwC. 17. We have not been engaged nor are qualified to detect the existence of hazardous material which may or may not be present on or near the property. The presence of potentially hazardous substances such as asbestos, urea formaldehyde foam insulation, industrial wastes, etc. may affect the value of the property. The estimates presented herein are predicated on the assumption that there is no such material on, in, or near the property that would cause a loss in value. No responsibility is assumed for any such conditions or for any expertise or engineering knowledge required to discover them. The client should retain an expert in this field if further information is desired. 18. We have not audited or otherwise verified the capital cost associated with constructing a new multipurpose Thunder Bay Events Centre.

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Page 99 Thunder Bay Event Centre Phase 2 Feasibility Study