FAQ

Answers to your frequently asked questions.

Parking:

How will peak parking demands be accommodated at the new Civic Centre?

Transportation considerations for the civic centre have been a top priority since planning began for the facility two years ago.  The site will accommodate between 450 – 500 on-site parking spaces which, transportation experts acknowledge, will be more than adequate for day-to-day usage.    An additional 350 parking spaces will, however, be needed to accommodate spectators during large sell-out events likely to occur at a frequency of 4 to 6 times per year, mostly during evening hours.  Arrangements with adjacent land owners are being explored for off-site parking and an agreement with the hospital has been secured for 240 spaces leaving a shortfall of less than 150 spaces.  Formal requests have been made of other landowners within walking distance of the civic centre and the Project Steering Committee remains optimistic a favorable arrangement can be achieved.

Although the civic centre site is not quite large enough to support a full parking complement, it remains as the choice location and this deficiency can be rationalized on a couple of fronts.  First, there have been substantive investments in parking infrastructure in the immediate area (hospital & retail) and to duplicate these expansive areas is potentially wasteful especially considering the frequency (4 – 6 times per year) and times (evening hours) additional parking is needed.   To be fiscal responsible, it is better to maximize the use of existing infrastructure to reduce initial capital costs as well as on-going maintenance, especially when circumstances allow.  Secondly, the civic centre project is targeting Silver LEED status and in an effort to reduce its environmental and carbon footprint, preserving more land in a natural state vastly improves natural drainage capacity and supports vegetation to absorb carbon emissions.   It is common with almost every similar type of facility across Canada to provide sufficient parking to support 95% of its usage and to explore more creative and cost effective ways to supply the additional 5% when circumstances warrant.

CEHHA Space:

What interests does the CEHHA have in the Civic Centre Project and what purpose will this partnership serve?

The location of the proposed civic centre relative to the new hospital creates an excellent opportunity to share resources and develop community wellness programs that will have a positive impact on the minds, bodies, and spirit of our residents.  From the CEHHA’s point of view, the delivery of lifestyle programs from a nearby and complementary facility enhances and lends support / resources to programming possibilities.  Inherently, both the hospital and civic centre projects share a harmonized vision towards improving the general health of residents in the Region through both preventative and rehabilitative programs.  This is a cooperative partnership motivated by a growing trend towards more integrated and holistic approaches to healthcare.

It is recognized health and wellness programs are dynamic and will evolve, expand, and refocus over time.  Arrangements with the CEHHA will be an ongoing and collaborative partnership that is capable of ensuring programming opportunities continue to be mutually beneficial and serve the core values of the civic centre project.  Additionally, such programming will give added life to the facility during daytimes when usage is typically low and generate new revenue streams to assist in general operations.

The civic centre will become a common home to a number of existing and new health services and provide the CEHHA with administrative and programming amenities for:

1.  Seniors Clinic                                4.  Addiction Services

2.  Palliative Care Program            5.  Pulmonary Rehabilitation

3.  Rehabilitation Services             6.  Workplace Wellness Programs

Costs associated for construction of CEHHA space will be recovered over a 15 year lease term between Truro / Colchester and the hospital.  Details of the partnership have been formally outlined and accepted in a “Memorandum of Understanding” between the parties.

Additional Ice Surface:

Why will only one new ice surface be constructed?

In 1993 Burke Oliver Consultants Limited carried out an in-depth assessment of a Truro and Area Artificial Ice Needs Study which examined the supply and demand of artificial ice in the greater Truro Area.   This study concluded there was a shortage in the supply of artificial ice and in light of current and projected growth in ice programming, an additional ice pad would be warranted.  Similarly, in 2006 dmA Planning & Management Services were engaged to among other things, review the current status of ice supply against programming and offer recommendations on how such needs should be addressed.  The study confirmed again one additional ice pad is needed to support ice programs into the foreseeable future, supplementing available ice time at the existing arenas in Truro, Brookfield, Debert and Tatamagouche.

The debate over whether the civic centre should contain one or two ice surfaces been carefully considered by Municipal Councils and project staff.  There is great concern providing a surplus of ice time will compromise the ability of existing rinks to remain financially sustainable.  Rural arenas have served residents of the Region well over the decades and these have become a nucleus around which such communities have grown.   Countless volunteer hours are needed to fund and operate these facilities and the risk of jeopardizing their future also jeopardizes the community spirit on which they have been built.

Location:

Why is Exit 13 the best choice to locate the new Civic Centre?

The old real estate expression “Location, Location, Location!” is as fitting for homes and businesses as it is for a regional venue like the Civic Centre.  Councils spent much time agonizing over the search for the perfect location only to discover that few exist and each of the six possible locations had their own unique set of qualities and downsides.  In the end, it was decided Exit 13 has far more upsides than the others due to:

Visibility:                             Exit 13 is a prominent location within the Region and located adjacent to one of the busiest traffic corridors in Atlantic Canada,

Access:                                 Serving a regional population of more than 50,000 people, the civic centre needs to be located close to major transportation networks,

Adjacent Uses:                 Proximity to service industries like hotels, gas, retail, and restaurants are abundant and will conveniently attend to the needs of patrons.  The new Colchester East Hants Regional Hospital located next door has enabled partnership opportunities that are rare in Eastern Canada.

Existing Services:             Roads, sewer, water, sidewalks, street lighting, etc. have been established and require minimal additional upgrades to accommodate new demands generated by the civic centre facility.

Gateway:                           The prominence of the Exit 13 location enables the creation of a signature piece of architecture and impressive gateway into Truro and surrounding communities of Millbrook, Bible Hill, Valley, Salmon River, Hilden, and Truro Heights.  The civic centre will become a symbol of association with this Region we are proud to call our own.

Pools:

Do we really need more swimming pools in the Region?

Truro Centennial Pool and Scotia Pool in Bible Hill have served the aquatic needs of our communities for nearly three decades.  As with all aging infrastructure, there comes a point in time when significant capital investments need to be made to upgrade mechanical / electrical systems, rehabilitate deteriorating structural elements, and address the ever changing needs and expectations of users.  Both existing pools are no exception and while have contributed vastly to community needs, these have come of age and now require millions of dollars in upgrades and retrofitting.  The new civic centre aquatic facility is intended to replace the Regions two existing pools and consolidate programming under a single roof.

Considering the state of our existing pools and the rather large subsidies required to operate, Councils feel the Region would be better served by a modern facility that is better able to respond to current aquatic programming needs, user expectations, and operate using energy efficient mechanical systems.  The result is win – win; users will enjoy a better facility (which complements other civic centre activities) while the operators enjoy more effective and cost efficient methods to mange water treatment and heating.  Also, the aquatic element of any multi-purpose recreation centre greatly broadens the diversity, function and appeal to users and enhances overall programming opportunities.

Operating Costs:

Once the Civic Centre is completed, what plans have been made to manage operating costs?

With an expected lifecycle of 40 or more years, operating costs with the civic centre represent a significant commitment, perhaps more so than the initial capital investment.  Both Councils from Truro and Colchester clearly understand what this potentially means as they will be required to equally share any annual operating deficits. 

During the winter of 2010, dmA Planning and Management Services were engaged to complete a Business Plan and Operating Pro-forma for the facility based the mix of civic centre components.  The purpose of doing such an exercise early in the process was to get a realistic understanding of potential revenues and operating costs and make adjustments to the facility space program before they became too engrained in architectural drawings.  Indeed, the outcome of this exercise saw changes to the space program and a more efficient use of space and programming opportunities that would enhance revenue generating possibilities.

Operating costs are dependent on a multitude of factors and choices made through the design and construction phase as well as the market the facility is intended to serve.  While much of the revenue generating potential is a direct correlation of programming that has not yet been determined, estimates based on known factors forecast an annual operating deficit of $150,000.  To put this in context, the Municipality of Colchester has provided for several years a partial subsidy to Scotia Pool operations amounting in excess of $100,000 per year.

Capital Costs:

What will it cost to construct the new Civic Centre?

Costs associated with the civic centre are projected to be $41.2 million for construction of the facility itself and $6.6 million in other soft costs, totaling $47.8 M.  Soft costs include architectural design fees, studies, off-site improvements (ie. road widening, relocation of traffic signals, service / utility connections), land purchase, facility furnishings & equipment, borrowing costs (interest), project administration, etc.  The construction budget of $41.2 million includes construction management fees and contingencies.

 Project Governance:

Who makes decisions about how the Civic Centre will be constructed and operated?

The civic centre project comprises two distinct components:

Design & Construction Phase:

A Project Steering Committee was formed in the summer of 2008 and charged with the task of overseeing the functional design and construction of the civic centre project.  This Committee has, among other things, held public consultation meetings, selected and worked with the Architectural Design Team, Construction Management Team, organized a Community Fund Raising Campaign, completed Project Branding and oversees a multitude of other components necessary to bring the project into fruition.  The Project Steering Committee will fulfill its mandate once construction is completed at which time the group will be dissolved.  Organization and membership to this Committee  includes:

Operations Phase:

Once opened, the civic centre will be managed by a “not for profit” board who will oversee the day-to-day operations of the facility.  Since the centre will remain under the ownership of Truro and Colchester, a “management agreement” between the Owners and Operators will be developed outlining a variety of understandings between the parties.   The Memorandum of Understanding between the Town of Truro and Municipality of Colchester provides a framework for this Operating Board which will include:

• 8 Citizens – appointed by Truro and Colchester Councils
• 2 Council Representatives

Preparations are presently underway to constitute and organize the Civic Centre Board under the Societies Act as well as attaining charitable status.          

Schedule:

Has construction started and when will the civic centre be open?

Construction on the civic centre started during the second week of September 2010 with site excavation and servicing tender package award.  This marks of the beginning of a construction process that will take approximately 2 years to complete.  

Funding Sources:

How will costs associated with the new civic centre be funded?

Capital funding for the new civic centre will be derived from all three levels of government (federal / provincial / municipal) as well as a community fund raising effort.  The pie chart to the right illustrates the contributions from each funding source (in millions of dollars).  The total project cost is expected to be $47.8 million.