DCNR-2016-Plan
Plan-GPM – 8 Rev. 12-12
COMMONWEALTH OF PENNSYLVANIA
DEPARTMENT OF CONSERVATION AND NATURAL RESOURCES
BUREAU OF RECREATION AND CONSERVATION
COMMUNITY CONSERVATION PARTNERSHIP PROGRAM
FEASIBILITY STUDY
General Information and Scope of Work Guidelines
INSTRUCTIONS: The following general information and examples of specific work tasks are provided
to assist in the development of a scope of work for a Feasibility Study. One sample scope is
provided for studies involving the acquisition or development of a new facility like a community
center, swimming pool or ice rink. The second scope is for studies involving the rehabilitation of
existing swimming pools. Please use this information to develop a proposed scope of work for your
project. If your project is selected for a grant, a detailed project scope of work, tailored to meet the
planning needs of your community, must be submitted to the Bureau for review and approval before
proceeding with the project.
I.
GENERAL INFORMATION
A.
Before submitting a grant application and developing your scope of work, please contact the
Bureau's regional representative for your area of the Commonwealth to discuss your project (a
directory of regional representatives can be found in the Application Manual). Through the regional
representative assistance can be provided to help develop a scope of work that meets your needs and our
requirements.
B.
Expectations of the Bureau
To ensure an adequate study, the Bureau has three main expectations for the study process and study
report. The purpose of your study and the scope of work should be developed to ensure that these
expectations are met.
C.

Substantial citizen involvement/public participation throughout the process.

An examination and analysis of existing conditions, proposed uses and financial capability and options.

A series of recommended actions for all the above topics that set forth proposed actions, priorities and
costs.
Public Participation
The scope of work must include a public participation process that will engage the community in the study
process. Please review the enclosed "Public Participation Guide" for specific information. This is a critical
element of the study process. Grantees must have an approved public participation process that includes a
study committee, public meetings, and at least one of the following options:

Citizen survey.
- or 
D.
Key-person interviews of community and business leaders.
Eligible Costs for Reimbursement
Only work included in the Bureau approved scope of work is eligible for reimbursement (such as the
consultant's time; the development, printing, distribution, tabulation and analysis of survey results; printing of
interim and final documents; etc.) A grant may be used to reimburse consultant fees only. In-kind and
agency administrative services are not eligible reimbursable costs but are a required local
contribution.
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E.
Study Report Organization and Final Products
The final study report must cover all scope of work tasks in a logical order in a bound document, beginning
with an executive summary, and followed by clearly labeled sections for each of the study's components.
Except for pool rehabilitation studies, the Bureau requires that a minimum of 10 copies of the final document
be presented to the agency, with 3 additional copies provided to the Bureau:
F.
Agency
The term "agency" is used throughout the scope of work. This refers to the entity that is preparing the plan
such as one municipality, a regional recreation commission, an inter-governmental planning effort, etc.
II.
SCOPE OF WORK ELEMENTS -- NEW FACILITIES
Note: The Bureau has funded feasibility studies for many years. Such studies generally follow the elements set
forth below. We encourage you to tailor your project scope of work to meet your agency's needs and objectives.
The Bureau does not require each agency to fully complete all items, but to choose the items that best fulfill their
planning objectives. However, each major element (goals, legal, financial, etc.) listed below must be addressed.
Bureau staff will assist grantees in “fine-tuning” their scope of work to meet the needs of the community, planning
standards and Bureau requirements.
A.
Goals of Plan.
1.
What is the purpose of the study (what is to be acquired, developed or studied?)
2.
What is the time frame for the overall project or parts thereof?
3.
What are the boundaries or limitations of the study?
B.
C.
D.
Public Participation
1.
Develop a well-rounded and representative study committee and discuss its involvement in the
planning process.
2.
Conduct at least a citizen survey or key person interviews of community and business leaders and
public meetings with neighborhood and community groups. (Depending on the selected option, this
component will need to be expanded).
3.
Summarize results of the public participation process.
Legal Feasibility
1.
Does the agency have the legal authority to acquire the site?
2.
If the agency purchases the site (or already owns it), can the agency obtain free and clear title, without
legal restrictions on development? If not, what restrictions will the title-related restrictions place on the
proposed development?
3.
Does the agency have the authority to develop the proposed facility?
4.
Does the agency have the authority to operate the proposed facility?
5.
If the site is to be leased, can the agency obtain a lease that:
a.
provides sufficient control to operate in a cost effective manner; and,
b.
is of sufficient length to permit cost effective development of the facility?
Usage Feasibility
1.
Inventory of competing facilities.
a.
Provide a map which shows the names and locations of competing and similar facilities
b.
In accompanying text or chart, clarify:
-
assessment of overall facility and program quality
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2.
-
facilities included
-
facility size
-
programs offered
-
fees charged
-
usage figures
Existing population analysis.
Project a reasonable service area (using census tracts or locally recognized neighborhoods) for the
proposed facility, and within that service area determine existing and projected breakdowns for:
3.

Age

Educational level

Ethnicity

Gender

Income level

Population
Demand analysis.
Provide both usage and growth rates (local, state, and national levels) for the proposed facility
E.
Site Feasibility
1.
2.
Physiographic analysis:

Acreage, dimensions and boundaries

Exposure

Geological and soils features

Steep slopes (in excess of 15%)

Topography (one in ten foot contours)

Surrounding property and uses
Water related analysis:

Canals

Flood plain concerns

Stream corridors, subsurface and water table

Wetlands
3.
Vegetation analysis.
4.
Meteorological analysis:

Light

Rain

Temperature

Wind
5. Wildlife analysis
6.
Utility analysis:

Existing development

Gas/electric lines

Sanitary sewer
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
Storm sewer

Telephone
7. Existing development on site:
8.
F.

Any man-made structures or development

Cultural, historical or recreational significance
Concept use analysis:

Access/barriers

Compatibility with development for proposed use

Proximity to likely facility/site users
Financial Feasibility
The acquisition/development of a new facility will require additional funds above and beyond the present
budget, not only, for capital expenses, but also, for operating expenses such as administration, personnel,
programming and maintenance. Since not all of these costs can be covered by the current budget and staff,
they must be accounted for in evaluating the financial feasibility of the new facility rather than making the
assumption that the existing staff and budget can absorb these items.
1.
Expenses:
a.
b.
Acquisition costs for site:
-
Actual purchase price
-
Associated costs
Design costs:
-
c.
Development costs:
-
d.
Consultant fees
List areas and facilities to be developed and provide a detailed description. Include all
development costs, such as:

site preparation

recreational facilities (ball fields, courts, etc.

support facilities (water fountains, restrooms, etc.)

utilities

amenities
Operation and maintenance costs. (project by major budget category for 5 years)
1)
2)
Administration:

Insurance

Membership to professional organizations

Office supplies

Phone

Public relations

Rentals

Training (in-house and out service)
Personnel:

List of number of persons, by position, with Salaries and wages.

Contractual services

Fringe benefits
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3)
4)
5)
2.

Overtime

Temporary help.
Supplies and material:

Concession and sale items

Custodial supplies

Motor fuel and supplies

Office supplies

Tools and mechanical supplies

Utilities (power, light, heat, water, sewer)
Programming:

General description and numbers of anticipated programs

Audiences to be served

Anticipated numbers of participants by program

Anticipated costs by program (consider all costs)
Maintenance:

Equipment for maintenance

Facility
e.
Annual capital outlay. (For expansion, major equipment purchases)
f.
Debt service.
Revenue
(Project for 5 years. Provide statistics used in projections, such as numbers of users, season tickets
and daily admissions, fees & charges schedule, number of rentals and so on by year.)
G.
a.
Daily admission or entrance fees
b.
Season permits
c.
Facility rental
d.
Classes, lessons and programs
e.
Sales (concession stand, vending, game machines, locker rental, etc.)
f.
Special fees/permits
g.
General municipal fund support
h.
Other sources of income
Financial Options
Based on projected costs for design, development and operation, and projected revenue, now provide the
various financial options for obtaining the necessary funds to design, build, operate and maintain the facility.
Project for five years, and include dollar amounts from each suggested financial source. Include in this
discussion, based on input from public meetings, surveys, meetings with public officials and agency staff,
only the viable and significant sources of likely funds, such as:
H.

General fund support

Bond sales

Applicable grants

Private sector support

Facility generated revenue
Summary
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Provide a summary of study findings and recommendations.
I.
Final Product(s)
Provide 3 copies for the Bureau and 10 copies for the community of a bound document, and any summary
document, that provides the written material covering, in detail, sections A through G. In addition, maps and
sketches developed in preparation of the various sections should accompany the report to both the Bureau
and the community.
III.
SCOPE OF WORK ELEMENTS -- REHABILITATION OF A SWIMMING POOL
Note: The scope provided under this section is to be used when studying the feasibility of rehabilitating an existing
swimming pool. This scope includes two sections:1) Facility Assessment and 2) Pool Management. Section I:
Facility Assessment concentrates on capital (bricks and mortar) issues relating to the pool. These are the
minimum services required for submission of Keystone Community Park Rehabilitation and Development or Small
Communities/Small Projects Grant. Section 2: Pool Management components are optional but highly
recommended for communities that struggle financially to keep their pool open each year.
For this type of study, you do not need to develop a tailored scope of work. Including a copy of this scope of work
in your grant application is acceptable. You must indicate, however, if the project will include Section 2.
A.
Facility Assessment
1.
Summarize the maintenance and repair history of the pool complex.
2.
Assess the existing conditions at the pool complex, following the major components within the PA
Bathing Place Manual, and including at a minimum:

Mechanical, structural and cosmetic conditions of pool and bathhouse (i.e. pool structure, and
recirculation, filtration, disinfection systems, etc.).

Accessibility compliance with the Architectural Barriers Act of 1960, Section 504 of Rehabilitation
Act of 1973, and Americans with Disabilities Act of 1990.

Compliance deficiencies with codes and/or recommended standards.
Note, if any special tests are required to assess the existing systems, these tests should be
specifically noted. (i.e. pressure testing of piping)
B.
3.
Provide a general statement of overall condition of each component.
4.
Detail specific deficiencies where the component does not meet state and local codes (PA Bathing
Place Manual, electrical code, Labor and Industry, etc.)
5.
Provide recommendations for needed pool improvements and renovation options including the
advantages, disadvantages and costs of each option. For example, these improvements could be
the installation of water slides, sand volleyball courts, expanded pavilion areas, zero-depth pool,
fountains, etc. Under this work element, the community may want to include:

exploring additional revenue-producing capital improvements that go beyond the required
code compliance;

evaluation and presentation of costs and projected revenues and,

recommendations.
6.
Detail probable construction costs for capital improvements, renovation options and related operating
costs.
7.
Present the options to the Study Committee to select the one that best meet the community's needs
and funding abilities. Prioritize needed improvements and develop a project phasing plan.
8.
Develop a final report that includes above information.
Pool Management – Optional
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Many communities with older pools are faced with increasing pool operating costs and decreasing revenues.
Keeping these pools open is often an annual struggle. Pool operations can require considerable local tax
support that limits a community's ability to fund needed pool improvements and other park and recreation
services. While capital renovations can increase pool attendance; without increased programming, an
improved concession operation, a targeted marketing program, and proper staffing, these pools may
continue to strain local budgets. The consulting services suggested under Section 2 should provide a
community with a comprehensive plan to increase pool attendance and revenues and decrease operating
costs.
Ideally, pool feasibility studies should include services in both sections; however, we recognize that
municipalities may have limited funds available for studies. Communities operating pools with decreasing
attendance, and/or ones that can not cover annual operating costs should include Section 2's services, if
possible. Tasks included under this work element should be:
1.
Develop a five-year summary of pool revenues and expenses.
2.
Develop a profile of pool attendance and pool users. If available, address residency, membership vs.
daily use, peak times, etc.
3.
Develop a profile of pool program offering.
4.
Interview, at a minimum, managers of five public pools within the region to assess local pool fees, staff
wages, pool hours, and general pool programs. Develop an operational comparison of these findings
with the pool under study.
5.
Evaluate the pool's concession operations.
6.
Work with the community to evaluate its rationale for continuing to provide a public swimming pool.
For example, the community may desire to keep fees low so that all residents can afford to use the
pool. The decision for lower fees may warrant the need for tax support or a partnership with a nonprofit organization.
7.
Provide recommendations on how to increase pool revenues, decrease pool expenses without
impacting the safety of users, and improve overall pool management and services.
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