Port Stanley Harbour Feasibility Study Business Plan - FINAL - October 27, 2009

Port Stanley Harbour Feasibility Study and
Business Plan
The Municipality of Central Elgin
Du Toit Allsopp Hillier

Riggs Engineering
N. Barry Lyon Consultants Limited
SEPTEMBER 2009

TABLE OF CONTENTS
Executive Summary .......................................................................................... i
1.0 Introduction ......................................................................................... 1
2.0 Objectives-Mission Statement ......................................................... 2
3.0 Port Stanley as a Commercial Port ................................................ 3
4.0 Moving Forward – Key Principles .................................................. 5
5.0 Development Options ....................................................................... 6
6.0 The Preferred Plan ......................................................................... 10
7.0 Operating Plan ............................................................................... 17
8.0 Summary........................................................................................... 23
Appendix A: Analysis of Current Conditions........................................... 24
Appendix B: Information Gathering & Community Input...................... 27
Appendix C: Municipal Marina Analysis ................................................. 42
Appendix D: The Case for Residential Development............................ 44
Appendix E: Correspondence .................................................................... 45
Port Stanley Harbour Feasibility Study and Business Plan

September 2009
• A total capital requirement of about $24.3M is required. This

EXECUTIVE SUMMARY requirement is summarized in the following table:
In 1995, the Canada Marine Act established a program designed to

strengthen the key ports in the national transportation system. Smaller
harbours, such as Port Stanley, were identified to be divested to local
interests. Since that time, the Federal Government has had discussions
with various groups including the County of Elgin, Municipality of
Central Elgin (Central Elgin) and private sector interests over the
possibility of assuming the responsibility of Federal land and water
lots in Port Stanley. Since 2007, these negotiations have been
exclusively with Central Elgin.
Negotiations to date have circled around the Federal requirement for This capital funding provides the basis for small scale, low risk
any transferee to keep the harbour open as a commercial facility for revenue generating opportunities such as a boat launch and transient
a 10 year period. Central Elgin concluded that keeping the harbour boat slips that will create a new source of revenue to Central Elgin
open for this time period, with declining revenues and increasing that should address the associated maintenance and operating costs
dredging costs, would require between $18 and $20M in funding, as well as service a reserve fund.
with nothing to show for the investment after the operating period
concluded. In addition to these capital amounts, $6.0M is required to fund the
This study puts aside the requirement to artificially sustain a dredging of the harbor. This funding, properly invested, is considered
commercial harbour and studies the most appropriate future use of sufficient to address the long term dredging requirements of the
the harbour from an economic, environmental market and community harbor.
planning perspective. It then establishes a business plan that would
allow it to be sustained by Central Elgin with no negative impacts on Assuming that interest accrued is rolled into any funding, a total
the tax base and with limited risk. contribution of $30.0M will be required.
The study results in the following conclusions: Finally, the potential for land claims from First Nations groups and/or
issues related to unidentified soil and/or groundwater contamination
• Operating Port Stanley in its current format is not sustainable. represent liabilities that cannot be assumed by Central Elgin. Any
There is no reasonable outlook that suggests future revenues from transfer of land would have to come with indemnities with respect to
commercial shipping would be sufficient to address operating these matters.
costs.
• A mixed-use port that offers a waterfront park, berthage for
shallow draft vessels including the commercial fishery and
recreational uses can be self sustaining, if capital funding can be
provided.
Port Stanley Harbour Feasibility Study and Business Plan i|Page
September 2009
1.0 INTRODUCTION
N. Barry Lyon Consultants Limited, along with du Toit Allsopp Hillier

Architects/Designers and Riggs Engineering have been retained by
Central Elgin to assess the most appropriate future use of Port
Stanley harbour considering the future of commercial harbour
demand and other economic forces, as well environmental, market
and community planning influences. These factors are then shaped into
a business plan that meets the objectives of Central Elgin.
This study was supported by the input of the community, structured
around a workshop in June 2009 and an open house and public
meeting in July 2009. These meetings allowed the community formal
opportunities to engage and provide input and comment into the
process of assessing the feasibility of different ideas and the structure
of the business plan.
Figure 1- Limits of Federal Land and Waterlots

Source: DTAH, 2009
Port Stanley Harbour Feasibility Study and Business Plan 1|Page

September 2009
2.0 OBJECTIVES/ MISSION STATEMENT • Facilitates the environmental remediation of the land in
manner that will allow safe public use;
Like many Great Lake waterfront communities, Port Stanley has
• Creates a long term strategy for the dredging of the harbour
transitioned from a community based on heavy industry, the
to a draft appropriate for recreational and commercial
commercial fishery and summer tourism to that of a local service
fishing vessels; and,
centre. Tourism still plays a role in the economy of Port Stanley and
Central Elgin as a whole, but to a lesser extent than in the past.
• Facilitates activity on the waterfront through opportunities for
While the commercial shipping industry is not expected to recover to passive and active recreational pursuits as well as community
the point necessary to make the facility profitable, Port Stanley as a events.
community has continued to benefit from its picturesque location. The
community experiences modest but steady growth in terms of The overarching theme in creating a final recommended strategy is to
residential development and property values. Continued investment achieve all the stated objectives with no financial risk for the
has been made in local businesses. As a result, Port Stanley has Municipality of Central Elgin.
modest but healthy community core.
However, it is likely that the derelict nature and perceptions of
environmental contamination of the Federal Lands is limiting the
potential for expanded tourism and commercial opportunities. Equally
important, the current industrial nature of the land is a barrier to the
enjoyment of a significant portion of the waterfront to residents of
Central Elgin. The opportunity to reconnect this part of the waterfront
to the community therefore offers important economic and social
benefits to Central Elgin.
The objective or mission statement of this study and business plan is to
seek a strategy that allows Central Elgin to reconnect its community to
the waterfront in a way that provides an important community and
economic development asset.
Specifically, we believe that the core objectives of the business plan
are to create a strategy that:
• Facilitates public access to the waterfront on a year round,
24 hour a day basis;
• Creates an opportunity for increased tourism and economic

activity including the retention of the commercial fishery;

September 2009
indicated that they would like to keep the harbour accessible for their
3.0 PORT STANLEY AS A COMMERCIAL PORT barge to facilitate future drilling opportunities.
The biggest concern for industrial port businesses is the future of the
The following Table 1 provides a summary of annual revenues and Port and the ability to obtain a long term assurance that it will be
expenses since the 1990-91 season (up to July 2004) as provided by available for commercial traffic. Given the regional and local outlook
Transport Canada. Information was not available between the years for future harbour traffic and the very high costs to maintain a safe
1998 and 2000. harbour depth, the viability of the Port to operate with a positive
cash-flow is doubtful without the continued subsidies of the federal
These figures illustrate an estimated average annual operating Government.
shortfall of $512,000 without consideration of depreciation or
reserve fund contributions. Even if these subsidies were to be continued, the declining interest in
an already modest port facility suggests that the benefits to the
The most significant issues are “Port Repairs” and “Dredging” which national transportation system accrued through Port Stanley are also
represent 93% of the average annual operating costs. “Port Repairs” diminishing. In the face of these influences, there is no obvious
relate to the maintenance of the dockwall and piers and underscore strategy available to Central Elgin to keep the port open for seaway
the heavy liability that these pieces of infrastructure represent. The depth vessels.
most current estimates suggest that to maintain the harbour at depth
sufficient to accommodate commercial vessels in the Great Lakes, an To be clear, commercial uses that make use of more shallow draft
annual budget of over $1.0M would be required. vessels such as fishing vessels or barges (Talisman Energy) could likely
continue in Port Stanley. The commercial fishery, in particular, is
It is important to note that even with the harbour fully dredged, vibrant providing a source of jobs as well as public interest to the
commercial shipping though Port Stanley has declined significantly harbour and could be a component of any future business model.
along with most other Great Lake facilities as the world shipping fleet
has shifted to larger and more efficient vessels utilizing coastal
transshipment facilities such as New York, New Jersey, Montreal
Halifax or Vancouver.
There are five principal port users. McAsphalt Industries, importers of
asphalt products, Richardson International (JRI), importers of
agricultural products, Lakes Terminals, Talisman Energy and the
commercial fishery.
Our interviews with the current port tenants indicated that Mc Asphalt
will continue operations on these lands for the foreseeable future as a
land based terminal and would use the harbour if commercial traffic
could be accommodated. JRI however, do not have any immediate
plans to resume marine operations in Port Stanley. Lake Terminals is
not currently using marine access to Port Stanley. Talisman have

September 2009
Table 1
Port Stanley ‐ Revenues and Expenses ‐ 1990 to 2004
Year 1990‐91 1991‐92 1992‐93 1993‐94 1994‐95 1995‐96 1996‐97 2001‐02 2002‐03 2003‐04* Average
Revenues
Harbour Dues $8,083 $4,992 $2,308 $2,980 $4,053 $5,726 $8,040 $992 $1,366 $1,751 $4,029
Wharfage $133,957 $122,409 $114,031 $48,161 $138,404 $137,797 $160,584 $43,002 $25,124 $70,526 $99,400
Berthage $20,768 $20,534 $22,177 $52,437 $15,793 $13,297 $47,439 $26,007 $22,359 $38,469 $27,928
Rentals $87,365 $61,288 $44,133 $110,768 $120,690 $81,258 $81,429 $73,678 $77,218 $65,513 $80,334
Other $0 $0 $0 $23,032 $0 $0 $585 $0 $0 $0 $2,362
Subtotal $250,173 $209,223 $182,649 $237,378 $278,940 $238,078 $298,077 $143,679 $126,067 $176,259 $214,052
Expenses
Harbour Master Commissions $2,482 $2,651 $1,833 $1,969 $3,408 $1,398 $2,517 $1,432 $1,385 $1,815 $2,089
Wharfinger Commissions $13,505 $23,972 $26,614 $27,838 $27,242 $29,055 $28,311 $14,021 $12,032 $23,002 $22,559
O&M $1,495 $6,758 $1,408 $974 $4,216 $4,214 $22,845 $143,389 $31,920 $8,266 $22,549
Port Repairs $447 $79,081 $151,673 $180,181 $760,633 $647,271 $365,735 $14,177 $6,076 $6,489 $221,176
Grants in Lieu of Taxes $0 $0 $0 $0 $3,005 $3,134 $3,244 $938
Subtotal $17,929 $112,462 $181,528 $210,962 $798,504 $685,072 $422,652 $173,019 $51,413 $39,572 $269,311
Dredging $413,675 $419,987 $711,029 $22,986 $253,597 $765,976 $1,982,240 $456,949
Surplus/Loss ‐$181,431 ‐$323,226 ‐$709,908 $3,430 ‐$773,161 ‐$1,212,970 ‐$124,575 ‐$29,340 ‐$1,907,586 $136,687 ‐$512,208
Note: No information was provided for 1998 to 2000; * 2004 Reporting up to June 26, 2004; Source: Transport Canada

September 2009
• Any plan should create a destination at the waterfront that will

4.0 MOVING FORWARD – KEY PRINCIPLES serve to increase the attraction to the community which, in turn,
supports community economic development. Building on Port
Stanley’s already strong market identity, a well considered
The following key principles were developed in consultation with development plan could have significant “upstream benefits” in
Central Elgin staff and the community and help frame and shape the terms of reinforcing existing business and attracting new
foundations for a business plan. These principles act also as investment. The economic benefits in terms of increased tax
assumptions in the guidance development strategy, financial analysis, revenue will be beneficial to all residents of Central Elgin.
and final recommendations of this report. These principles are:
• Central Elgin has a total population of 12,723 (2006). Its small • There is no capacity within the municipality to finance significant
size and associated tax base leaves little room for risk without investments. Any business plan must establish a strategy for
significant potential for increasing the burden on local rate developing both capital and reserve funds.
payers. There must be a reasonable assurance that acquisition
and future use of the harbour will not have a bearing on future • Revenue sources should be identified that can fund ongoing
tax rates or offer new liabilities to the Municipality. operating costs and mitigate the impacts of inflation.
• Continued dredging of the Harbour is necessary to provide

access for existing recreational boaters and the commercial
fishery. Dredging to depth standards of the St. Lawrence Seaway
at an estimated cost of over $1.0M annually is however
unfeasible. As well traditional approaches to the methodology of
dredging should be tested and reconsidered within the context of
the possible future use of the land and water lot.
• To the extent possible protect existing sources of revenue and

assessment within the harbour. Commercial or industrial uses that
are compatible with community use, and can exist with shallow
harbour drafts (3.0m to 4.0m) are similarly encouraged
especially where they require and use waterfront access.
• Public access to the waterfront is viewed as important in terms of

providing opportunities for both active and passive recreational
opportunities.
• The commercial fishery is viewed as an integral part of the future

of the harbour.

September 2009
5.0 DEVELOPMENT OPTIONS
In testing the potential development options available to Port Stanley

we examined three general concepts, each with a range of
development components, as well as varying degrees of risk and
potential benefits to Central Elgin.
The plan options were developed by the consulting team with an
understanding of other successful waterfronts and a general sense of
costs, market potential and possible revenues. The options offered a
range of developments from relatively modest and simple to a more
intensive, complex and riskier development strategies.
Each plan protects the west side of the harbour for continued
industrial use. Each concept also reserves both the east and west
dockwall of the harbour for commercial fishery or barge use.
These plans and were presented at a community workshop as a way
to stimulate thoughts and public input. The following summarizes the
central elements of each plan option.
5.1 Option One

Option One provides an opportunity for significant change with the
least amount of investment of all options considered.
The concept provides significant public open space with opportunity
for developing an iconic landscape with a passive recreational
waterfront focus. The public boat launch adds a revenue source for
the municipality; the cost of constructing a boat launch is relatively
Figure 2- Option One
low, yet can generate significant revenue through summer months. The
revenue potential from the public boat launch would likely be
sufficient to cover operating/maintenance costs. They would however
be significant enough to fund any reserve fund requirements. Annual
operating costs of this development concept would likely be relatively
modest.
In the public workshop, there was little support for this option
essentially due to its lack of activity.

September 2009
5.2 Option Two

The second concept builds on Option One but adds additional
revenue generating facilities including a community hall and 20
transient boat slips. This marina option provides an opportunity for
visiting boaters to dock and experience the Port and the community.
The incorporation of an iconic community hall, similar to the historic
‘Stork Club’ is an important consideration in both Options Two and
Three.
The Stork Club was popular for “big-band” entertainment in Port
Stanley, featuring a 13,000 square foot dance floor. The Club Stork Club circa 1930
opened in 1926 and closed in 1979 after a fire1. While replicating
this facility is not feasible, a much smaller venue, which provides an
opportunity to recognize the Port Stanley’s history, while at the same
timing offering a new centre for entertainment and community
gathering that can generate income is worth serious consideration.
Our market analysis shows evidence of good demand potential for a
facility of this unique nature from weddings, banquets and special
events. The building, could also offer space for public washrooms. For
ease of description this building is described as the Stork Club
throughout the report.
The revenue generating potential of these facilities would likely be
sufficient to cover operating costs with a modest surplus each year at
stabilization. This option also would have the potential to create a
more significant destination with strong potential to support local
economic development objectives.
This option reserves the opportunity for expansion of the marina
facilities in the future as market demand grows.
1 The Stork Club Big Band Museum and Hall of Fame, 2009 Figure 3- Option Two

September 2009
5.3 Option Three

The third concept includes an expanded space for commercial
development, a full scale marina and provides for the opportunity for
residential development in the longer term.
This development scheme offers the potential to create significant life
and vibrancy on Port Stanley’s waterfront. There was a surprising
amount of support for this option in the public meetings although the
views on the residential component were mixed. This option clearly
offers the best long term plan if economic development and revenue
generation were the core criteria.
However, Option Three also exposes the Municipality to greater risk.
Both the 300 slip marina and residential development are subject to
market demand and economic fluctuations. These development
components also require costly “up front” investments. Potential
shortcomings to Option Three include competition issues with local
marinas, need for increased capital investment, risk to the
municipality, sensitivities of the boating industry, noise and congestion
issues, and the potential negative perception of privatizing the
waterfront in support of residential development.
Figure 4- Option Three

September 2009
5.4 Outcomes from the Consultation Process

Central Elgin has a vision for Port Stanley as an active and vibrant
waterfront composed of a full range of commercial and public
activities. There is a clear desire on the part of the municipality and
participants in the consultation process, to take back the waterfront
for the enjoyment of the community and in support of the regional
economic base.
A strong majority of attendees believed that development on the
divested lands should be comprised of more than just green space.
Many felt that the features of Option One were a great start in
creating a new community gathering place, and would be far better
than the land’s current condition. However, general consensus was that
the concept was too simple and may not serve as a community draw,
especially during winter months.
It was noted by many that the features presented in Option Two and
Three held the greatest potential for improving the quality of life in
Port Stanley, not to mention the potential to create a development
that is financially self-sustaining. Many attendees indicated that they
would welcome increased development density on the lands. It
seemed that most preferred to see the lands in a use that would keep
it active, especially during winter months.
Many participants felt that it would be important to extend Main
Street, along with its character and activity, down to the water’s
edge. The idea of creating an anchor for Main Street (in various
forms, i.e. a pier, pavilion, amphitheatre, community hall) was very
popular.
A significant amount of support was shown for developing the Port so
that it could be developed in phases. Many liked the idea of starting
with the features in Option One or Two, and perhaps moving towards
a design along the lines of Option Three based on market demand
and success.
A summary of community comments is contained in Appendix B.

September 2009
6.0 THE PREFERRED PLAN

park and promenade alongside Kettle Creek that, together, might
support a farmer’s or artisan type of event market.
After considering our objectives and criteria and the comments of the Architecturally, the Stork Club should be iconic and a symbol of the
community, the preferred plan is based on Option Two. This option renewed waterfront and broader waterfront community offering a
provides a balance between active and passive recreational concession, washrooms and transient marina support at grade, and a
opportunities as well as opportunities to generate sustaining revenues banquet type facility overlooking the lake, creek and park on the
without encountering significant risk to Central Elgin. Option Two also second floor. There has also been interest expressed for inclusion of
forms a good basis for future development. For example, while the the Stork Club museum within the new building by the museum group.
300 slip marina was deemed unfeasible for Central Elgin at this time, Appendix C outlines the demand analysis and achievable revenues
there may be an opportunity in the future, perhaps as a private for hall facility in Port Stanley.
public partnership, to explore this in the future.
The future use of the Port Stanley harbour facility includes a dredging
strategy that will maintain draft at a level suitable for recreational
boating and the local commercial fishery operation as well as other
shallow draft commercial vessels. This strategy is critical to the success
of the harbour as without it, the harbour would eventually become
impassable, eliminating any use of the waterway and reducing the
aesthetic value of the waterfront.
The key elements of the preferred plan are:
• Main Street Extension/Stork Club;
• Transient boat docks/Boat Launch;
• Commercial Berthing;
• Central Open Space and Amphitheatre;
• Water play area;
• Public Access to West Breakwall.
• Dredging Strategy
6.1 Main Street Extension and Stork Club

Figure 5- Perspective Sketch of Preferred Option
Extending Main Street directly to the water’s edge not only provides
the necessary access to the site but also serves as a symbolic
extension of Main Street, drawing visitors to the waterfront
terminating at the Stork Club Building. New facilities would include
parking that could serve both the new park and Main Street; a linear
Port Stanley Harbour Feasibility Study and Business Plan 10 | P a g e

September 2009
NBLC’s financial analysis is based on revenue derived from a modest

flat rate hall rental fee. Operating costs are limited to maintenance
and utilities and existing Central Elgin administrative staff are
available to manage the facility and coordinate hall bookings.
However, it might be more beneficial if a partnership with a
restaurant or catering business could be established through a
municipal procurement process. This partnership would likely
represent the best case scenario for the Stork Club facility, where a
flat fee could be negotiated for the municipality’s benefit, and a full
service banquet facility could operate with little cost to Central Elgin.
A secondary benefit of the arrangement would be derived as
marketing the Stork Club facility would be undertaken by the
restaurateur or catering business.
The Stork Club’s building size is assumed to be 6,000 square feet, at
two storeys, construction costs per square foot are to be
approximately $250. Overall, the building is estimated to cost
approximately $1,500,000 to build.
The cost of renting the hall is estimated at $500 per event, with 75
events expected annually at stabilization, therefore resulting in gross
revenues of $37,500 annually.
6.1.1 Transient Docks and Public Boat Launch

The marina facilities would be focused on a public launch and a small
transient boating facility. It is envisaged that approximately 20
serviced overnight slips for larger recreational marine craft could be
established at the outset. A user pay public boat launch and parking
for cars and trailers could serve both the launch area and Stork Club.
A pier within harbour serves to shelter the facility is also shown as a
public feature and destination at the end of Main Street. A support
space for the transient dock would be included in the lower level of
Figure 6- The Preferred Development Concept the Stork Club.
.
Currently, the public marinas along the north shore of Lake Erie who
have significant volumes of transient traffic are the Sugarloaf
Harbour Marina, and Leamington Municipal Marina which generated
$113,715 in gross revenue from transient boaters in 2008 (175
transient slips). On a smaller scale, the Port Dover Harbour Marina,

September 2009
which has only 5 slips dedicated for transient use, generated modeling are derived from the results of NBLC’s municipal marina
$22,000.00 in gross revenue from transients during 2008. questionnaire, along with comparisons with the operating budgets of
several municipal marinas. The financial model commences marina
In speaking with the private marina operators and community
operation in 2010, and continues for 20 years, until 2029. The
members in Port Stanley, there seems to be untapped transient
following are key assumptions to the marina modeling exercise:
boater demand due to shallow draft levels in the Kettle Creek, where
the private marinas are located. Another deterrent is the King • The marina will contain 20 transient slips.
George VI Lift Bridge. Boats with tall masts have to wait for the
bridge to lift before proceeding to or from marinas north on Kettle • All transient marina proforma inputs are inflated at an annual
Creek. Private marina operators sometimes have to turn away larger rate of 2%.
transient boats because they cannot travel up the Creek, or are too
large for their docks. • Marina vacancy begins at 20% in the first year of operation, and
Increasing the frequency of transient boaters in Port Stanley could declines to 15% in year two, finally stabilizing in year three. The
create substantial economic spinoff benefits for Port Stanley. low scenario stabilizes at 15%, the reference case stabilizes at
Transient boaters, especially those with larger boats, typically 10%, and the high case stabilizes at 5% vacancy.
represent an affluent demographic, characterized by those over 45
years of age, in a high income group, who likely do not own a • Marina service rates and traffic volumes are generated based on
summer cottage. the market rates and performance demonstrated by other
The boat launch presents an opportunity to remedy the Port’s more municipal marinas on Lake Erie. The service rates used in the
informal and unsafe, boat launch on the western side of the Creek. financial model are as follows:
Moreover, a public boat launch presents an opportunity to generate o The average boat is 25 feet in length; this is conservative,
revenue, with low operating costs, and will aid in animating the considering the transient marina is positioned to attract larger
waterfront during boating season. transient vessels.
o Transient mooring costs $1.75 per linear foot, per night.
Table A in Appendix B outlines the market rates of municipal marinas
along Lake Erie. Of note, the rates charged at the Leamington and • It is also assumed that transient boats will occupy slips during 56
Port Dover boat launches are $12 and $15 per launch respectively, nights in the peak boating season.
seasonal launch passes are also available for purchase at each o Public boat launching costs $12 per launch, or $120 per
marina ($175 per season at Leamington, and $195 per season at season.
Port Dover). o In the base reference scenario, 1,200 daily boat launches
Aside from assessing the rates charged by comparable launch are expected to be made in year 1, and 50 seasonal launch
facilities, it is also important to understand the scale of achievable passes are expected to be sold. In the low scenario there will
revenues that can be derived through operating a public boat launch be 800 daily launches, and 25 seasonal passes; in the high
facility. At the Leamington Municipal Marina, revenue derived from scenario there will be 1600 daily boat launches, and 75
the boat launch facility in 2008 was $22,488 and is expected to be seasonal passes sold.
close to $31,600 in the 2009 season. • Some marina expense inputs are derived largely from
Leamington’s 2009 Operating Budget; costs have been adjusted
NBLC assessed the feasibility of a transient marina and public boat to represent the variations in marina scale.
launch located on Port Stanley’s Harbour. Inputs for the financial

September 2009
harbour has 30 commercial docks, and they charge a yearly fee for
• The marina office is assumed to be located within the Stork Club permanent users and also have space for transient commercial boats.
building; therefore building maintenance is undertaken by public The Port Dover Harbour Authority (PDHA) manages commercial docks
works. in Port Dover. NBLC spoke to the PDHA’s Harbour Master, who
Based on this analysis, the marina is expected to perform with indicated that the harbour is home to 30 commercial fishing boats, all
positive cash flows. In Year 1, the marina and launch operation are of which are approximately 70’ vessels. The Harbour Master would
expected to produce a combined net cash flow of about $30,500 not provide exact berthing rates or annual revenue figures, though
(reference case) did note that the harbour receives about $50,000 in annual berthage
revenue; and that the harbour charges a seasonal rate per linear
In Year 1 of the reference case, the transient slips and boat launch foot. This translates to approximate revenue of $1,666 per boat per
are expected to generate $48,000 in gross revenue. Beyond Year 1 season, or $23.81 per linear foot per season.
of operation, net cash flow increases incrementally as a result of
declining vacancy rates, inflation to service rates, and increases in With commercial fishing tightly regulated we do not see significant
transient boat traffic. potential for growth from this sector unless vessels can be attracted
from other ports.
Overall, it seems that a small scale transient marina and boat launch
on Port Stanley’s Harbour has a strong potential to produce steady 6.3 Central Open Space and Amphitheatre
positive net cash flows.
The large central part of the site is proposed as park space which will
The transient marina and boat launch option is fairly resilient to support a variety of activities. The land could be contoured to create
market fluctuations because low overhead and staffing costs lessen an informal amphitheatre and stage terrace that could also be used
the impact when variables fluctuate. for tobogganing in winter and as a lookout from the height of land
year round. The edges of the larger green should be planted with
6.2 Commercial Berthing trees to moderate the climate with shade and wind protection. Some
Part of the holdings which may be divested to the Municipality of planted areas could also be naturalized to provide habitat and
Central Elgin are the dock walls which line the east and west shores at reduce maintenance generally.
the mouth of Kettle Creek. Currently, commercial fishing boats using
these dock walls in Port Stanley are not charged for their use. 6.4 Water Play and Family Picnic Area
However, these holdings present a potential revenue opportunity if a A water play splash pad is recommended in the shelter of the central
rate is gradually introduced to charge commercial users berthing park landscape and next to Little Beach. Splash pads are currently
along the dock wall (presumably the local commercial fishery). very popular for municipal parks and once established require little
The Cedar Island (municipally owned, and primarily recreational) supervision as compared with wading pools with contained water.
Marina in Kingsville has two commercial docks available for rent; They are also an excellent way of extending beach activities in the
they charge $47.00 per foot, per season. There is also a commercial late spring and early fall when lake temperatures are cooler.
harbour in Kingsville, the harbour is managed by the Kingsville Port A picnic area is also recommended for the Little Beach area within a
Authority, an organization 50% owned by the Town, and 50% by the grove of trees in the lee of the central park hill and within easy
port users who are fishermen and aggregate stone industry. The access of the splash pad. The picnic area should be nearby but
separated from the water play and beach somewhat to enable use

September 2009
by all when the picnic area is occupied by a large, single group who during community consultation, and represents a rediscovering of a
might monopolize their use. once enjoyed component on the Port Stanley shoreline.
6.4.1 The West Breakwall

Access to the west breakwall is recommended as an important
attraction for the waterfront west of Kettle Creek. Functional
improvement to the breakwalls are required in any case, and we
propose that a new concrete deck be provided that raises the
walking surface in addition to a turned up concrete wall on the lake
side to enable higher and more substantial break water of armour
stone. This measure, together a metal hand rail, set back about 1 m
from the harbour side will facilitate pedestrian access to the break
wall and light house area. A gate or similar should be provided to
close the breakwater access during the winter months and extreme
weather events
The reopening of the western lighthouse pier is a critical component to
the recommended development plan. This component was supported
Figure 7- Port Dalhousie Pier

September 2009
6.5 Remaining Industrial and Port Uses

This proposal does not include specific recommendations for port and
industrial uses beyond the federal holdings. However, the working
waterfront activity and character are beneficial to the community for
the most part, provided that environmental standards and accepted
practices are observed. Built forms such as the grain silos help define
the history and purpose of the Port and should be retained in the
future if economically viable. Where practical, public access shared
with the working wharf is a desirable feature and adds authenticity
and interest to the port which supports tourism.
6.6 Dredging Strategy

The dredging strategy is based on retaining harbour depth for only
shallow draft vessels including recreational boats (both power and
sail) and commercial fishing vessels and barges. A target depth to the
harbour mouth of 3.0 to 4.0 metres would be maintained.
Studies conducted by Riggs Engineering suggest that with a program
of annual dredging, the harbour could be maintained at this depth
for relatively modest costs. If the Federal Government conducted a Figure 8 - Possible Disposal Cells/Park/Wetlands in Red
full depth dredging (seaway depth) prior to the transfer, this annual
program would not need to be initiated for about 20 years.
Within those 20 years, the strategy would involve the creation of two
disposal cells within the harbour where dredgate could be deposited.
This would eliminate the need for the current approach of open water
disposal while at the same time having the following benefits:
• Providing addition protection to the breakwalls;
• Creating new wetlands/habitat; and,
• Reducing storm surge within the harbour.
Construction of disposal facilities within the harbour property will also
provide a modest form of protection from an adverse change in
environmental regulations. Typically, regulatory requirements for
confined disposal are less stringent than unconfined open water
disposal.

September 2009
Figure 9- 2009 Harbour Depth

September 2009
Some marketing will be required to ensure awareness of the transient

boating facility. This can be accomplished with periodic
7.0 OPERATING PLAN advertisements in trade magazines and on the Municipality’s web site.
7.1 Management and Human Resources Capital and operating budgets would be reviewed by staff and
updated annually with appropriate adjustments made.
The construction and operation of the preferred plan would be
managed by a project manager during the construction period and It may also be worthwhile to consider the creation of an advisory
existing staff thereafter. committee of Council to report and provide advice on harbour
matters. The membership of this committee could be composed of
During the construction period, a project manager would be required representatives from Council, the BIA, the commercial fishery, the
to direct and manage a range of activities under the direction Central community and other harbour users.
Elgin staff. This would be best accomplished through the use of a
consulting engineer. The project manager’s responsibilities would be If Council approves of the development plan, and an agreement is
to oversee the detailed design for the harbour capital program, entered into with Transport Canada, Central Elgin would need to
oversee the development of specification drawings, issue and enter into a detailed designing process. The Municipality could
evaluate tender calls and make recommendations to Council on the consider holding an international design completion as it would draw
selection of contractors. The project manager would be responsible widespread attention to the community and the project, creating
for administration of the contract as well as supervising inspection and anticipation and potentially providing spinoff support for local
completion services, as well as co-coordinating sub consultants to economic development and tourism.
obtain all necessary approvals.
It will likely be beneficial for the redevelopment to be implemented
As the project is completed, maintenance and property management using a phased approach. First undertaking environmental
including snow plowing, grass cutting, garbage as well as bookings remediation and dredging (by Transport Canada), then undertaking
for the Stork Club would be managed by existing Central Elgin staff. capital improvements like the park, boat launch and Stork Club
construction, and finally breakwall repair and reinforcement, along
Transient slip and boat launch should be operating through an with the transient marina.
automated system which will be supervised /checked by the current
complement of summer student staff. The same summer students would 7.2 Risk Management
supervise and collect payment for the public boat launch. A The development concept recommended in this plan meets the
reservation system could be established through a web based objectives identified in this report. Providing funding sources are
application, connected to Central Elgin’s web site. available from upper levels of government the risks in its
implementation are those associated with major market failures, and
To capitalize on greater operating revenue for the Stork Club, unforeseen inflation and interest rate environments. These risks have
Central Elgin could enter into negotiations with/ proposals from local been mitigated as much as possible by the use of conservative
business where their marketing effort could generate more significant assumptions in the cash flow analysis.
business to waterfront facilities and other existing Main Street
businesses. The risks associated with unforeseen issues associated with soil and
groundwater contamination and First Nations claims must also be

September 2009
considered. This risk cannot be managed by Central Elgin. These are • Interest accrued on the balance of contribution agreement is
issues that pre date any transfer. Central Elgin must therefore be 3.5% annually; The Treasury Bill interest rate for the dredging
indemnified by the Federal Government for any issues that may arise annuity is 3.0%;
from actions associated with First Nation Land Claims or unforeseen • Payroll allocations to maintenance and operation of new facilities
soil and groundwater contamination. are made within Central Elgin’s existing budget for human
resources;
7.3 Financial Analysis • Central Elgin’s existing insurance policy will cover liabilities for
new land and waterfront facilities; and,
7.3.1 Capital Costs
• The Omstead building can generate $10,000 in rent annually.
The Business Plan assumes that all capital funding requirements are
provided by senior levels of Government. Capital requirements are For the purposes of the financial business case, the following more
categorized as follows specific assumptions have been used as inputs into the financial
analysis:
• Funding to repair existing infrastructure
• Funding for Park/Waterfront Improvements Stork Club / Community Hall
• Funding to address dredging • The Stork Club’s total gross floor area is assumed to be 6,000
We assume in our analysis that these funds would be forwarded in square feet, in two storeys;
one lump sum through a contribution agreement. The interest accrued • Maximum capacity for a banquet (dinner-dance) event is 185
from the balance (until it is spent) is rolled into the project to reduce people;
the overall contribution requirement. • The cost of renting the hall is $550 per event; and,
It should be noted that many of the features and costs of the • It is assumed that in the reference scenario, the hall will host 78
waterfront improvements such as the landscaping and parking areas events annually.
might assist in remediating soil and groundwater contamination issues.
Reductions in capital costs may also be achieved through more Public Boat Launch
detailed discussion about approaches to dredging with the Federal • Public boat launching will cost $12 per launch, or $120 per
Government. season.
7.3.2 Cashflow Analysis Transient Boat Slips

The approach to the proforma analysis employs a 15 year cash flow • Transient mooring is charged at $1.50 per linear foot, per night;
analysis that provides a framework to apply three basic scenarios, a • It is assumed that the average transient boat is 25 feet in length;
low, reference, and high scenario. The scenarios differ primarily in and,
anticipated operating revenues.
• It is also assumed that transient boats will occupy slips during 56
The general assumptions for the reference case include the following: nights in the peak boating season.
• Costs are inflated at 1.25% annually;
• Revenues are inflated at 1.5% annually;

September 2009
Commercial Berthing
• Commercial fishery boats in the Port Stanley Harbour are to be
initially charged $10 per linear foot per season in the reference
case for dock wall berthing;
• It is assumed that there are two commercial ships docked in the
harbour every season; and,
• It is assumed that commercial boats are 70’ in length.
7.3.3 Dredging
Our analysis assumes that Transport Canada will do a full seaway
depth dredge prior to transferring the property. In Year 8 of the
cashflow analysis funds would be expended to create the disposal
cell on the east breakwall to facilitate a minor dredging at the mouth
of the harbour and help reduce storm surge into the harbour. This Subject to a $24.0M contribution agreement all scenarios result in a
expenditure is estimated at $1,645,000 cash flow that stabilizes midway through the 15 year forecast period
In Year 15, the disposal cell in at the base of the western breakwall with modest annual increases, building a reserve fund pool in the
will be constructed at an estimated cost of $1,146,000. event of any unforeseen circumstances.
By Year 20, we expect that an annual program of dredging will be The total costs of the development can be summarized in the
required at an estimated cost of $200,000 per annum. following table
To fund these long term costs an annuity of about $6.0M will be
required (assuming an annual rate of return of 3.0%)
7.3.4 Proforma Methodology & Results

The following tables summarize the major capital costs and
anticipated revenues under three scenarios; a low scenario
representing a period of high costs and low revenues, a reference
scenario which represents the most likely scenario based on our
current assessment of the market and a high scenario which represents
the most optimistic outlook for the development. The following table
summarizes the central assumptions for each scenario. The following
cash flow analysis incorporate these assumptions along with the cost
estimates contained in the Routine Detailed Inspection (2007) and cost
estimates from DTAH and Riggs for park and waterfront
developments.

September 2009

September 2009

September 2009

September 2009
unknown how the Federal government will consider dredging if a

8.0 SUMMARY transfer is not complete.
Prior to any transfer, the Federal government will also address soil
The redevelopment of Port Stanley Harbour as discussed in this report and groundwater contamination issues through a site specific risk
is a large scale and complex project. This report suggests that given assessment (SSRA). The cost of this are unknown but it is likely that
the appropriate funding, it is feasible and would result in an exciting since a risk assessment depends heavily on the future use of the land,
addition to the community and landmark destination. that there may be opportunities to link costs associated with the
redevelopment to the remediation strategy.
If properly implemented, the new park and associated facilities will
build on what has already become a regional attraction and an The complete redevelopment of the harbour in a manner that is truly
important centre piece to the Municipality. While an economic impact sustainable, from virtually every point of view has an estimated
study has not been conducted as part of this assignment we intuitively capital cost of $24.3M with an additional requirement of $6.0M for
know through our experience that making the waterfront more dredging.
accessible will draw more local and visitors to the area. This, in turn, Assuming that interest accrued is rolled into any funding, a total
results in new opportunities to increase sales to local businesses. The contribution of $30.0M will be required.
success of these businesses bolsters the tax base and establishes the
basis for new ventures further adding to the Central Elgin assessment If the Federal government were to fund this amount they could be
base. assured that the resources were in place to adequately address any
contingent liabilities for the long term, retain the harbour for
We also envision that this redevelopment would only be the start of commercial uses (shallow draft) and be part of a high profile
the waterfront’s revitalization. Overtime, Central Elgin will make waterfront redevelopment.
refinements that will improve its role in servicing the community and
supporting community economic development efforts.
While the operating and liability issues can be addressed, the
development of this plan represents new responsibilities for Council
and staff. At first, adjusting to the added issues, especially during the
construction phase, will be daunting. However, as Council and Staff
become aware of the resources available to them and become
increasingly experienced it is likely that the, management of the
harbour will easily compensate for the community benefit.
However, for any of this to be realized funding must be obtained.
The Federal Government have indicated a willingness to consider
providing a contribution towards upgrading infrastructure and future
dredging in return for transferring the responsibilities of ownership to
the municipality.
The estimate for upgrading infrastructure in 2007 was $9.4M. The
estimate for dredging is more difficult to determine given that it is

September 2009
A clean up to parkland or residential standards is the most rigorous

APPENDIX A: CURRENT CONDITIONS approach to site decommissioning but would provide Central Elgin
with maximum flexibility in the use of the land. Achieving this
Infrastructure standard however, often requires extensive excavation and removal
The physical infrastructure of Port Stanley consists of the West and of materials. In waterfront areas, this often requires working below
East Breakwaters, the West and East Piers and the associated lighting the water table. Given that the land is created by land filling,
and underground services. By far the matters of greatest concern to isolating contaminated areas can be difficult. It also means that the
Central Elgin, with respect to the long-term maintenance of disturbance of soil can mobilize contaminates making matters worse.
infrastructure, are the Piers and the Breakwaters. In some cases, the fill material itself was contaminated. In situations
The break walls provide protection from wave action. Their long-term such as this, the Ontario Ministry of the Environment provides a
protection is required to allow for safe harbour conditions. The break process whereby site specific clean-up procedures can be developed
walls are equally important as a barrier that has allowed beach sand through assessing the risks of the intended use of the land against the
to accumulate, maintaining the beach in its current location. probability that contaminates will come into contact with the future
occupants. With an understanding of the probable range of land
The piers or dock wall provide a “hard edge” for the mooring of uses, criteria can be established for not only the removal of soil but
vessels. Very little maintenance has been undertaken over the past also for the design of buildings that will, together, provide a more
years pending the outcome of the divestiture process. Several cost effective and protective solution. We believe that this “Site
engineering inspections have taken place over the years. The most Specific Risk Assessment” approach should be considered as part of
recent inspection suggests a need of about $9.4M for repairs and any transfer strategy.
maintenance of the Port facilities.
In addition, several industrial interests have, through the leases of
Soils land, assumed responsibility for soil contamination that may have
been created by that industry during the course of that tenure. The
There are two major areas of environmental concern with respect to lease provisions, given their age, likely provide a wide range of
Port Stanley: latitude in interpreting this issue. In assuming the property and these
• The quality of the sediment which is discharged from Kettle Creek leases, the Municipality will also be assuming the potential risk of
into the Harbour, and; litigating with these tenants, if they fail to clean up to the appropriate
standards when exiting the site. This can be a complex and expensive
• The quality of the soil and groundwater within the Harbour lands. process. In fact, the cost of cleanup can be so great that tenants can
justify large legal costs for even a small opportunity to mitigate its
The issue of contaminated dredge materials from Kettle Creek is responsibilities. The municipality should not be placed in position
discussed in the section dealing with dredging. With respect to soil where they must defend a lease agreement prepared and
and groundwater contamination, studies provided evidence that both negotiated by the Federal Government.
the soil and groundwater were contaminated.
Sedimentation and Dredging
Transport Canada has indicated that they will clean-up soil and
groundwater contamination using a risk based approach, approved Sediment deposits from the littoral drift of Lake Erie and alluvial
by the Provincial Ministry of the Environment and standard practice in material from Kettle Creek create a need for continuous and regular
Ontario. dredging of the entry channel into the harbour and the harbour itself.

September 2009
The Figure 10 illustrates sounding data collected by Riggs

Engineering as part of this study. The soundings illustrate the annual
rate of sedimentation within the main channel of the harbour between
the years 2001 and 2005. In 2001, there was major dredging
undertaken of the harbour. However, the figure illustrates the rapid
sedimentation each year of the harbour.
Interestingly, the basin area, south of the East Pier, seems to be
largely unaffected by these forces and has maintained, a relatively
consistent depth in the 4 to 8 feet range. This is important as this
report considers the concept of a marina as an alternative revenue
source in the following sections.
Looking at Transport Canada records, it appears that up to the mid
90’s, Transport Canada was engaged in a regular annual dredging
program. However, it appears that as the future of Port Stanley
became more questionable, so did its investment in dredging.
Annual dredging costs have averaged over $450,000 per year since
1991.
The analysis indicates that to maintain a sufficient depth for safe
commercial traffic, this annual dredging requirement must be
maintained.
Central Elgin would also have to retain responsibility for the
contaminates that are known to be contained within the dredged
materials. The shift from federal to municipal ownership could trigger
the need for an environmental assessment to continue dredging.

September 2009
Figure 10: Sedimentation 2001 to 2009 Source: Riggs Engineering

September 2009

September 2009

September 2009

September 2009
Annual Infilling Distribution
The following legend shows the colours used to represent thickness of

annual deposits in the figures in this appendix.

September 2009

September 2009

September 2009
APPENDIX B: INFORMATION GATHERING & When speaking to Marina Managers, NBLC asked the following
questions:
COMMUNITY INPUT
The consulting team engaged the Port Stanley community members • What are your marina’s annual vacancy rates, have you noticed
and business owners/ operators on several occasions, both within any trends over past years?
individual stakeholder meetings, community workshops and open • What is the ratio of permanent, seasonal, and transient slip users?
houses. The ongoing consultation process allowed the consulting team • Does your marina have a public boat launch?
to utilize feedback loops throughout various stages in the If so, do you experience issues with crowding or parking?
development of the feasibility study and business plan. The following How do you mitigate these issues?
section will outline these various consultation events and the input Is the boat launch profitable for the marina?
gathered from each event.
• How many parking spaces are available / allocated to whom?
Municipal Marinas on the North Shore of Lake Erie • Does your marina offer winter boat storage?
If so, do people who have a seasonal slip use the winter
To aid in assessing the feasibility of a potential Municipal Marina on storage? How many users can you count on to use the
Port Stanley’s waterfront, NBLC conducted a survey of Municipal storage? Is it often full?
Marinas on the north side of Lake Erie in May, 2009. The survey • How is the marina’s staff structured, are marina staff municipal
gathered data on each marina’s scale, services and rates, along with employees?
other variables such as vacancy rates, and operational structure.
• Who maintains the marina facilities? Municipal works or a private
Some marinas also provided NBLC with current operating budgets,
contractor?
which were used as a further reference point to NBLC’s financial pro
forma analysis. The following sections work to outline a summary of survey responses,
as well as the overarching themes which were identified from the
NBLC’s study method used online information provided by the Ontario
exercise. A table outlining marina services and service rates follows
Marine Operators Association (OMOA), and conducted with
on Table A.
interviews with respective marina management staff. While much of
the quantitative data was found via the OMOA, valuable qualitative
Slip Vacancy rates
commentary along with supplemental data were derived through
conversations with marina management. The municipal marinas Vacancy rates varied greatly between marina locations, though many
interviewed as part of this study include: of the marinas were reporting fairly strong slip sales to date.
Notwithstanding generally positive sales early in the 2009 season,
• Colchester Harbour Marina, Essex; several marinas noted that slip sales have been declining steadily
• Cedar Island Municipal Marina, Kingsville; over several seasons.
• Belle River Marina, Lakeshore;
• Sugarloaf Harbour Marina, Port Colbourne; • Cedar Island Marina is 100% occupied at their main facility, a
secondary facility, located in an area subject to lake surges only
• Port Dover Harbour Marina, Norfolk;
sees 3 to 4 of 30 slips sold per year.
• K. Walter Ranta Marina, Amherstburg;
• Colchester harbour, in the past, has consistently sold about 95%
• Lakeview Park Marina, Windsor; and, of seasonal slips. So far in 2009, serviced slips are selling well,
• Leamington Municipal Marina, Leamington. though there has been a dip in un-serviced slip sales, it is

September 2009
expected that due to economic concerns many boaters will trailer of the Leamington Municipal Marina and is therefore not subject
their boats to the marina. It was also noted that the survey was to competition with Leamington.
being conducted early in the season, and that sales performance • Port Dover Marina indicated that it may sell 5 or 6 slips per
could still pick up. season to transient boaters, also citing that Leamington takes the
• Sugarloaf Harbour Marina reported that they have currently sold majority of transient traffic. However, these slips seem to be
50% of their 500 slips; the marina also rents 300 additional slips fairly profitable for the marina, these slips achieve annual sales
to a neighbouring private marina. The marina manager indicated of about $22,000.
that traffic is growing each year. • The K. Walter Ranta Marina sees very little transient traffic,
• Port Dover Harbour Marina indicated that 490 of their 500 slips noting that they only see 5 or 6 transient boats per season.
(98%) have been sold this year. • The Belle River Marina has 100 slips dedicated to transient use,
• K. Walter Ranta Marina has sold 60% of their 104 slips. on average, these are about 40% to 50% sold. The marina
• Belle River Marina reported that their seasonal slip sales have manager indicated the events of September 11th have had a
been declining over the past three years, currently, 75% of 190 significant negative impact on transient boater traffic, as many
seasonal slips. transient boats are American.
• Lakeview Park Marina indicated that their seasonal slip sales • The Lakeview Park Marina has 25 dedicated slips dedicated to
started to decline at the beginning of last year, currently, about transient boaters, at Lakeview, these are 40% occupied
50% of 300 slips have been sold. throughout the season.
Transient Slip Users Public Boat Launches

Aside for Sugarloaf Harbour Marina, a common response from • All of the marinas surveyed have public boat launch facilities.
marina managers was that proximity to Leamington’s Municipal • When asked, all marina managers indicated that launch facilities
Marina made transient users difficult to come by. In 2008, the at their respective marinas were commonly crowded on
Leamington Municipal Marina generated $113,715.00 in revenue weekends, especially during fishing tournaments and other events.
from transient boaters; the marina’s 2009 budget expects transient • Several marinas employ launch attendants who are hired to
boater revenue to be $134,034.00. direct the flow of vehicles and alleviate congestion. Colchester
• Cedar Island sees little transient traffic, reporting only about 10 Harbour has two launch attendants on duty at all times.
transient boats per year, it was indicated that the marina is “too • One marina manager indicated that the public launch is crowded
close to Leamington” to be a big draw for transients. as a response to economic concerns, meaning that many boaters
• Depending on seasonal demand, Colchester Harbour designates have cut costs by purchasing smaller boats, thus eliminating
up to 10 slips for transient boats. Over the course of the season docking fees and decreasing fuel expenses.
the Harbour may have 70 to 120 transient boats visit the • All marina managers noted that their public launches were very
Harbour. lucrative. The manager at the Port Dover Harbour Marina cited
• Sugarloaf Harbour Marina indicated that about half of their that it originally cost $10,000 to build their launch ramp, yet it
seasonal harbour traffic was from transient traffic. Located in generates $45,000 to $50,000 per year, paying for itself within
Port Colbourne, Sugarloaf is located about 300 kilometres east two months of operation.

September 2009
Parking Solutions Marina Staff Organization

It was a common theme among all marina managers, that boater • All marina managers are full-time, municipal employees. Other
parking was in short supply. A majority of marina managers indicated marina staff members are summer contract employees, often
that they did not have enough space, or would like to have more students.
room for parking at their facilities. • At the Sugarloaf Harbour Marina in Port Colbourne, it was noted
• Several of the marinas surveyed solved part of their parking that launch ramp attendants are contracted out in order to avoid
demand issues by allocating one or two parking space(s) per “union issues.”
seasonal slip purchaser.
Facility Maintenance
• While seasonal users were generally accommodated
comfortably, for many public launch visitors (who arrive with both • At all municipal marinas surveyed, it was indicated that small
a vehicle and trailer) crowding is an issue at a majority of maintenance issues were looked after by either marina staff, or
marinas, especially during weekends. municipal works staff. Larger scale maintenance jobs that could
• Marinas that did not allocate spaces to slip purchasers often had not be efficiently completed by municipal works are commonly
excess land/lawns where spill-over parking could be contracted out to private firms.
accommodated.
• Some marinas have mitigated crowding by using separated
parking lots for seasonal dock owners and launch ramp users.
Winter Boat Storage

• Of the marinas surveyed, only the Port Dover Harbour Marina
offers winter storage. Of its almost 500 seasonal slip purchasers
it expected that about 100 seasonal dock purchasers will store
their boats at the Marina’s facility.
• It was explained by the marina manager that the low ratio of slip
purchasers to storage users was due to the Municipal Marina’s
close proximity to other private boat storage locations. Because
storage pricing is set by ‘government’ no deals can be offered to
clients, and private operations are able to undercut the Municipal
facility.
• Despite storage usage being relatively low, compared to the
marina’s slip sales and vacancy rates, the Port Dover Harbour
Marina’s storage facility generates $40,000 annually.

September 2009
Table A
Municipal Marina Research ‐ Port Stanley Harbour Feasibility Study
Slip Info Mooring Fees Services
Monthly/Charter Seasonal Launch Winter
Marina Name, Location Max Transient Shore Engine
No. of Slips Draft Un‐ Serviced Charter Un‐ Other Pump Out Haul Out Season‐ Senior/ Storage
Length Serviced Docks Power Repair Day Season
serviced Rate Rate serviced Comm. Fee
Colchester Harbour, Essex 122 35' 7' $40.00/ft $45/.00ft $47.00/ft $37.50/ft $42.25/ft A.C. $99/ season Yes Yes N.A. $12 N.A. $12 $116 $69.50 (senior) N.A.
Cedar Island Municipal $1.50/ft/
94 36' 5' $38.00/ft Yes N.A. N.A. N.A. $7 $70 N.A. N.A.
Marina, Kingsville night
Leamington Municipal <30':$350 $1.50/ft/
350 300' 10' $44/ft Yes N.A. $12 N.A. $12 $175 $100 (senior) N.A.
Marina, Leamington >30':$450 night
Seasonal flat rates:
Sugarloaf Harbour Marina, Boats up to 16': $525 $55 (senior); $150
500 100' 10' $42.00/ft $50.00/ft Boats 17' ‐ 18': $577 Yes Yes N.A. Yes N.A. $12 $90 N.A.
Port Colbourne (commercial)
Boats 19': $630 Boats
19'+: $735
$1.50/ft/
night (un‐
Port Dover Harbour Marina, $843.00/ $330 $1.40/sq.
424 210' 7' $15.00/ft $18.00/ft $46.00/ft serviced); Yes Yes $13 Yes $15 $195
Norfolk season (commercial) ft.
$2.00
(serveced)
K. Walter Ranta Marina,
104 38' 6' $37.50/ft Yes Yes N.A. Yes N.A. $7 $90 $75 (senior) N.A.
Amherstburg
Belle River Marina, 280 (100 as $1.75/ft/
75' 9' $33.00/ft $40.00/ft Yes N.A. $10 N.A. $10 $150 N.A. N.A.
Lakeshore transient slips) night
Lakeview Park Marina, $1.80/ft/
300 100' 8' $50.65/ft Yes N.A. $11 N.A. $10 $200 $153 (senior) N.A.
Windsor night

September 2009
NBLC also contacted John Jackson, former Municipal Councillor, and

Private Marina Operators
Manager of the Kettle Creek Marina. His feelings regarding a
Once the consulting team was able to narrow down the scope of potential marina are as follows:
three hypothetical development options, Port Stanley’s private marina
operators were contacted for consultation. These private marina • Mr Jackson, who rents 40, 50’ slips at the Kettle Creek marina
operators were able to provide insight into the current market said that he runs a small, intimate, family run marina. He feels
conditions for the boating industry in Port Stanley, as well as offer that a large scale municipal facility would offer a very different
suggestions or voice concerns to the consulting team in advance of the experience and was not bothered by the prospect of a new
first community workshop. facility.
• It was also noted that the Kettle Creek Marina cannot currently
NBLC spoke to the manager at Stan’s Marina, the following are his handle the demand for slip rentals, implying that there may be
comments regarding a potential municipal marina on Port Stanley’s excess demand for boat slips in Port Stanley. Jackson said that
waterfront: 85% of his marina traffic on a seasonal basis comes from
• The manager explained that the cost to taxpayers wouldn’t be Greater Cleveland.
worth the necessary capital cost for a new municipal marina, he • Mr Jackson commented that from his experience, he feels that a
expected that a new marina wouldn’t make money. new marina business would not likely pay for itself, citing that
• The marina manager was not fond of the idea of a new full scale federal infrastructure dollars would be necessary to build the
marina, as it would add another layer of competition to the facility.
boating market in Port Stanley. • An interesting comment was made regarding the location of a
Stan’s already competes with the Lions Marina, Kanagio Yacht potential municipal marina, Jackson indicated that lake swells
Club and the Port Stanley Sailing Squadron, non profit would likely be a major problem. He indicated that his marina,
operations, some of whom lease land from the Municipality. which it located on Kettle Creek, north of the lift bridge, can
He presumes that lower overhead at the non profit marinas sometimes experience significant lake surges. John indicated that
has resulted in their ability to undercut the rates of private new break walls would be necessary as part of the infrastructure
marina operators in Port Stanley. required for a new municipal marina operation.
• The Manager expects there may be a market for a marina that • When asked about the prospect of developing a passive,
can accommodate bigger boats, however also noted that a new transient oriented marina, Mr Jackson expressed that the costs of
marina would likely have a negative impact on vacancy rates. building the necessary infrastructure (break wall) would remain,
• When the idea of a new boat launch was discussed, it was also so it would only be worth doing if a full scale marina was to be
expressed that this would likely put Stan’s Marina at a developed.
competitive disadvantage unless comparable rates were charged NBLC conducted an interview with Gerry Koops, manager at the
at the public facility. Portside Marina, his comments are noted below:
• The idea of a passive transient oriented marina (Option 2) was
well received. Dave suggested using mooring buoys and a water • Mr Koops felt that taxpayer dollars should be used to focus on
taxi rather than building new docks in order to reduce capital dredging Kettle Creek and the Port, rather than for funding a
costs. municipal run marina. He noted that the shallow creek bed has
resulted in spring flooding.

September 2009
• When it was explained that a potential marina would likely be in people. There is no charge for space rental; however the cost a
addition to a dredging program, Mr Koops indicated that buffet dinner starts at $26 per person.
another layer of competition was unnecessary and would likely • Kettle Creek Golf Club – capacity for 150 people, cost per
be detrimental to his business. person begins at $28.
• Like Stan’s Marina, the Portside Marina competes with non-profits • St Thomas Golf and Country Club – space for up to 150 people,
like the Lions Marina and the Kanagio Yacht Club who offer hall rents for $500/ night excluding the cost of food and drink.
lower rates. Gerry indicated that the Kanagio (which is located
Evidently, there are few opportunities available directly within Port
close to his facility) often fills its slips early in the season before
Stanley to hold a formal dinner-dance event. The following, Table B,
he sees much business. He indicated that their low overhead
presents some of the available venues in nearby London Ontario,
allows them to charge discounted rates, and expressed worry
about 40 kilometres north of Port Stanley. These banquet venues
that a new municipal facility would do the same.
range in type from hotels to private banquet halls and golf and
• When asked about a municipal launch ramp, Gerry indicated country clubs. These spaces range in scale and finish; however some
that a municipal launch would only affect Stan’s Marina. commonalities should be noted:
While Port Stanley’s private marina operators are somewhat mixed
• Despite the wide range in hall sizes, most offer space for
towards the prospect of adding another marina to Port Stanley’s
between 120 and 200 guests;
economy, there seemed to be consensus that there is a market for
docks that can accommodate large transient boats, and that a boat • Most venues offer catering and bar service in-house;
launch may only affect one of the three private marina operators in • Of venues that charge a flat fee for hall rental, fees range
Port Stanley. between $1,000.00 and $1,300.00 per event;
• Catered meals cost between $30.00 and $60.00 per plate;
Banquet Facilities and Community Hall Spaces • The majority of all inclusive wedding packages (offered at hotels)
Public desire for multi use, programmatic space, lead the team to range in price from $85.00 to $120.00 per guest. These
include a two-storey community hall as part of the recommended packages often include the cost of hall rental, set-up, meal,
development plan. In speaking with the Chair of the Port Stanley catering, bar service, late night tea, coffee, and desert; and,
Business Improvement Association, it was revealed that there are • Each banquet venue requires a deposit prior to the event, usually
relatively few opportunities to rent a banquet facility in Port Stanley. between $750.00 and $1,500.00 at the time of a contractual
In terms of space for a dinner-dance event, the few available hall agreement. Some require full payment one week before the
locations are: event is held; others allow final payment to be made on the day
or shortly after the event is held.
• The Royal Canadian Legion – space for 120 people, hall rents
for $150/day, excluding the cost of food and drink; Some of the venues surveyed do not charge a flat hall rental fee;
rather they charge an all-inclusive, rate per plate (per person) which
• The Port Stanley Arena –space for 300 people, hall rents for encompasses the costs associated with catering and hall rental and
$358/ 9 hours, excluding the cost of food and drink; set-up.
• The Wharf Restaurant – does not rent space in summer months,
however in shoulder seasons the restaurant can be rented for
groups of 100 or more, and has space for a maximum of 140

September 2009
Table B
Banquet Halls & Wedding Venues ‐ London Ontario
Name Hall Capacity/ Size: Dinner‐dance event Price Notes
Deposit of $750 ‐ $1500 required, 6
The Marconi Club Up to 450 people $38 ‐ $58/ person
course Italian meal
Maltese Canadian Club Up to 250 people, main room 60' x 70' $27 ‐ $34/ person Deposit of $700 required
$28 ‐ $48/ person; all‐inclusive wedding from
up to 100 ppl (1900 sq. ft.); up to 250 ppl (4300 82.95/ person (includes all service charges,
Best Western Lamplighter Inn Deposit required
sq. ft.); up to 450 ppl (7000 sq. ft.) gratuitues, ballroom, decorations, hotel room
for bridal couple)
A la carte: $29 ‐ $45/ person; all‐inclusive $98 ‐
$120/ person (includes: cocktail reception, full
Best Western Stoneridge Inn & up to 60 ppl (1521 sq. ft.); up to 120 ppl (2106
3 or 4 course meal, 3 bottles of wine/ table, Deposit required
Conference Centre sq. ft.); up to 220 ppl (3300 sq. ft.)
bar staff, late night tea, coffee, and desert, hotel
room for bridal couple)
Pine Knot Golf and Country Club up to 200 people Typically $40 ‐ $60/ person Deposit required
Room rental $1500, dinner from $50 ‐ $150/ $1500 Room fee required as a
Sunningdale Golf & Country Club up to 210 people, hall 40' x 80'
person deposit
Up to 70 people (2000 sq. ft.); up to 120 ppl Room rental $1250, dinner from $30 ‐ $120/
Fire Rock Golf Club Deposit of $1000 required
(3000 sq. ft.); up to 220 ppl (6000 sq. ft.) person
Elsie Perrin Williams Estate &
Up to 150 people $1000 to $1300 to rent estate (5 hours) Deposit of $500 required
Grosvenor Lodge
up to 200 people (2035 sq. ft. and 2580 sq. ft.
Delta London Armouries All‐inclusive wedding from $86 to $105/ person $750 deposit required
ballrooms)
Several wedding packages available, includes
Hessenland Country Inn Up to 170 people hall and grounds rental, set‐up, meal, etc. Deposit of $1500 required
Packages range from $51 ‐$137 per person.
Hall rental $750 (includes set‐up, tables, chairs,
The Oaks Golf and Country Club Up to 150 people linens, table settings, podium.) Dinner ranges Deposit of $1000 required
from $30 ‐ $50 per person
Up to 50 ppl (1000 sq. ft.); up to 100 ppl (2225 $79 to $117/ person (Includes hall rental and
Hilton London Deposit of $1000 required
sq. ft.); up to 650 ppl (12300 sq. ft.) dinner)
Source: NBLC, londonweddingring.ca

September 2009
Through research, it has been identified that the size of the average in Port Stanley, not to mention the potential to create a
Canadian wedding in 2009 is 140 people, down from 145 people in development that is financially self sustaining.
2008 (survey of 2,000 brides in 2008 and 1,300 brides in 2009, • Many attendees indicated that they would welcome increased
conducted by St. Joseph Media). Moreover, the space requirement development density on the lands. It seemed that most preferred
for a dinner dance banquet for 140 to 150 people is between 2,250 to see the lands in a use that would keep it active, especially
to 2500 square feet of floor space. Size requirements are based on during winter months.
12 to 15 square feet per person plus area for ancillary space • The added commercial space shown in Concept 3 was viewed by
including storage, entry, stairs, washrooms, stage, and kitchens. most participants as a positive. It was indicated by most that the
chosen development concept should create positive economic
Community Workshop – June 17th 2009 spinoff for Port Stanley.
On June 17th, the Municipality of Central Elgin hosted an open • Many participants felt that it would be important to extend Main
Community Workshop evening at the Port Stanley Community Centre. Street, along with its character and activity, down to the water’s
The purpose of the event was to make the community aware of the edge. The idea of creating an anchor for Main Street (in various
current issues facing Port Stanley and to present the consulting team’s forms, i.e. a pier, pavilion, amphitheatre, community hall) was
three conceptual options and work to gain input from workshop very popular.
participants. The evening began with a presentation from • A significant amount of support was shown for developing the
representatives from Central Elgin and members of the consulting Port so that it could be developed in phases. Many liked the idea
team, during the second half of the evening, members of the of starting with the features in Concept 1 or 2, and perhaps
consulting team facilitated a work session for groups of about 6 to 8 moving towards a design along the lines of Concept 3 based on
participants. The workshop groups discussed their motivation for market demand and success.
attending the evening, and broke down the various components of the • In terms of dredging, it was expressed that dredging should occur
conceptual development options, allowing dialogue around the to maintain depths for residential boating at a minimum. Many
components of the development options. participants felt that the character of Port Stanley as a working
The evening was well attended, with 59 participants, many of whom harbour is valuable, especially citing the importance of the
were very engaged and eager to participate in the workshop. The commercial fishery.
following provides a brief outline of the major ideas gathered from • Several participants indicated that further development to
the workshop. divested land on the west side of the harbour could be beneficial.
Ideas about widening the western pier to create a promenade,
• A strong majority of attendees believed that development on the building a formal municipal boat launch, or splitting up a
divested lands should be comprised of more than just green potential marina to both sides of the Creek mouth were
space. Many felt that the features of Concept 1 were a great presented. Participants saw this as an opportunity to connect
start in creating a new community gathering place, and would be waterfront activities on the east and west sides of Kettle Creek.
far better than the land’s current condition. However, general • It was agreed by most participants that the use of dredged
consensus was that the Concept was too simple and may not serve material to create a new landform on the west side of the Creek
as a community draw, especially during winter months. mouth could be a logical and beneficial way to manage the
• It was noted by many that the features presented in Concepts 2 dredge material, building on waterfront improvements and
and 3 held the greatest potential for improving the quality of life opportunities for activity on the western side of the Creek mouth.

September 2009
• It was also noted that dredging helps to mitigate flooding at the public park. This is particularly important on the waterfront where
time of ice break-up, and should be continued to protect existing public access should be maintained with some park land, a trail and
built form along the Creek. possibly a narrow roadway.
• It was made clear that the community has a strong desire to Community input helped to shape every component in the preferred
create a space which is usable in all 4 seasons, rather than just development concept. Other revenue generating development
the summer. Concept 1 seems to only appeal to summer activities, components were deemed viable and appropriate for the future use
while some aspects of Concept 2 and 3 contain the opportunity of divested lands. The elements are included in the final development
for facilities, commercial aspects and programming that could strategy and business plan are:
take place in shoulder seasons as well as the winter.
• While it was not shown on the consulting team’s concept drawings, • Transient boat docks;
several participants (those favouring intensive development • A public boat launch;
concepts) indicated that a new ‘Muskoka-style’ hotel/motel may • A multi-use public pavilion/ ‘Stork Club’; and,
be viable on the divested lands. It was rationalized as a potential • Further opportunity for revenue generation are is derived from
catalyst for economic spinoffs in place of residential development charging commercial fishing boats for berthing along Municipal
in the more intensive, Concept 3. dock walls.
Community Open House – July 22nd The above mentioned plan elements, along with several non-revenue
generating components have been included in the final future use
On July 22nd the consulting team held a community open house to plan for the Port Stanley harbour. These non-revenue generating
present two final preferred development schemes as developed components include large public open space, parking facilities, an
through input gained from the previous workshop session and analysis informal amphitheatre, picnic area, board walk and paths, children’s
undertaken since then by the consulting team. play area and splash pad. While the impacts of these facilities will
The distinguishing element between the two development plans was be difficult to measure, these improvements represent significant gains
residential development. Residential development was explored as a in social capital and should have positive spinoff effects for local
revenue generating mechanism. However, in early discussions with businesses and residents alike. The non-revenue generating
Transport Canada representatives, concern was raised by the components further strengthen the development’s potential to create a
Federal Government over the perception of windfall profits for the regional attraction, and were strongly supported by a majority of
Municipality and private developer(s). Moreover, a majority of public workshop participants.
open house participants voiced apprehension over selling a valuable
public asset to private interests. While not included as part of the
recommended development plan, the option for residential
development has been contemplated and is considered feasible from
a community planning and design perspective and should again be
considered in a few years once lands are divested to Central Elgin.
The value of a resident community with “eyes on the street“ is clear
from a safety standpoint, as is the tax benefit to the municipality.
Nevertheless, care must be taken in the design of any residential
development to avoid the perception of a private enclave within a

September 2009
• 1,200 daily launches are expected to be made in year 1, and

APPENDIX C: MUNICIPAL MARINA ANALYSIS 50 seasonal launch passes are expected to be sold.
• Pump out service costs $12.00 per.
Scenario and Assumptions
• Winter boat storage costs $1.40 per square foot.
NBLC has conducted a market and financial assessment for the • The building’s lease rate for commercial space is charged at
operation of a marina located on Port Stanley’s Harbour. Market $10.00 per square foot.
inputs for the financial modeling are derived from the results of • The marina’s expense inputs are derived largely from
NBLC’s municipal marina questionnaire, along with comparisons with Leamington’s 2009 Operating Budget; costs have been adjusted
the operating budgets of several municipal marinas, particularly to represent the variations in marina scale.
Leamington’s, due to its comparable scale. The financial assessment
models a 100-slip marina, adding 50 slips every three years, until • Profit from diesel and gasoline sales is constant at 6%.
reaching 300 slips in year 2022. The financial model commences
marina operation in 2010, and continues for 20 years, until 2029. Results from the Analysis
The following are key assumptions to the marina modeling exercise: A summary of the detailed results from the financial analysis are
presented in the following Table.
• The marina will begin operation with 100 slips, adding 50 slips
every three years, to a maximum of 300 slips. In the early years of operation, the marina is expected to perform
• All pro forma inputs are inflated at an annual rate of 2%. with a very marginal upside. In Year 1, the marina is expected to
• Marina vacancy begins at 20%, and declines by 0.5% annually produce a net cash flow of about $4,050 (future dollars),
until stabilization in 2022. This vacancy has been chosen to notwithstanding the costs associated with construction. Beyond Year 1
represent current economic conditions, and to protect the best of operation, net cash flow increases incrementally as a result of
interests of a risk adverse client. declining vacancy rates, inflation to service rates, and increases in
transient boat traffic. Expansion of the marina in Years 4, 7, 10, and
• The ratio of seasonal slips occupied to transient slips occupied is
13 results in steeper revenue increases. When the marina expands in
80:20 in Year 1, shifting incrementally to 50:50 in year 13
Year 4 to 150 boat slips, net cash flow rises to $42,654 (future
(2020) when the project stabilizes.
dollars); in year 7 when the marina expands to 200 slips, net cash
• Marina service rates and traffic volumes are generated based on flow increases to $100,004 (future dollars); in year 10 when the
the market rates and performance demonstrated by other marina expands to 250 slips annual cash flow is $182,570; and,
municipal marinas on Lake Erie. The service rates used in the when the marina expands to 300 boat slips in year 13, net cash flow
financial model during year 1 are as follows: equals $295,607.
• The average boat is 25 feet in length.
• Seasonal mooring for a serviced dock costs $42.50 per linear Beyond year 13, the financial performance of the marina stabilizes
foot. with annual cash flows increasing less steeply. The average annual
cash flow between years 13 and 20 is about $320,500.
• Transient mooring costs $1.75 per linear foot, per night.
• It is also assumed that transient boats will occupy slips during 56 NBLC has calculated a Net Present Value for the marina project at
nights in the peak boating season. $721,681.50.
• Public boat launching costs $12.00 per launch, or $120.00 per Overall, it seems that a marina on Port Stanley’s Harbour will
season. produce positive net cash flows. This can only be said assuming that

September 2009
market conditions gradually improve over time, and that no significant

changes in market economic factors or any major unforeseen
maintenance costs arise.
A major variable in this analysis is the price of fuel, as it directly
affects boater usage, especially for transient boaters, subsequently
affecting marina revenues. For example, if the ratio of seasonal
boats to transient boats stabilizes at about 65% seasonal boats, and
35% transient boats, the marina’s projected NPV decreases to
$697,206, with an average net cash flow between years 13 and 20
falling to $245,350. This is a difference from NBLC’s original scenario
of about $70,000 in net cash flow when the project is expected to
stabilize in year 13.
While positive net cash flows seem likely to occur, it cannot be said
with great certainty that market variables will hold true over the long
term. This uncertainty further increases the risk of constructing a 300
slip marina on Port Stanley’s waterfront. Some marina managers have
already indicated that boaters have begun to trailer boats to their
marinas in an effort to reduce personal costs. Furthermore, several
municipal marinas on Lake Erie see very few transient boaters over
the course of a season. Even if a Port Stanley Municipal marina can
attract significant transient volume, other fluctuating variables may
render net cash flows to unsustainable levels.
The uncertainty in the recreational boating marketplace, the very high
capital costs associated with the marina and relatively modest returns
in the early years of the project suggest that a municipally run marina
could represent a high level of financial risk.
It is important to note that a private operator would likely be able to
improve significantly on the financial performance of a marina
through reduced labour and operating costs.

September 2009
APPENDIX D: RESIDENTIAL DEVELOPMENT

A residential component was included in one of the final development
schemes. Community reactions appeared equally split over the
possibility of residential development on the waterfront.
Economically, the addition of residential development creates an
increase in municipal property tax assessment base, therefore
generating annual revenue for Central Elgin. Moreover, the sale of
land to a residential developer would produce municipal revenue.
Further, added residents will help to sustain local Main Street
businesses.
From a planning perspective, including residential development on the
divested land will animate the area, creating a sense of place and
ensuring that public spaces are used all year round. Safety and
security are also improved, as a constant community presence and
thoughtful design encourage eyes on the street.
The residential component has been included in the form of
townhomes. Townhouse development is the preferred housing
typology as it is well absorbed by the housing market, and is a
familiar, understandable built form.
Based on an estimated sale value of $350,000, townhomes on this
property would likely support about $80,000 per lot. This could
generate about $1.6M in land revenue and $40K to $50K in annual
tax revenue after servicing.
However, residential development will obviously take land away
from public use. Design and the relationship to the water’s edge
becomes critical to ensure that there is no sense that edge is
controlled by private interests.

September 2009
-This would contain the haz mat AS THIS IS THE MAIN PROBLEM until
APPENDIX E: CORRESPONDENCE full clean up is completed.
From: Bob Weare -THE SAME COULD BE COMPLETED ON THE EAST SIDE with the
To: Karen Vecchio exception of the rail siding.
Sent: Thursday, July 23, 2009 1:31 PM -The NEW sea walls would be from the SOUTH side of the lift
bridge;to PAST the light house with the new structure in the harbour as
Subject: Port Stanley Ontario Harbour Strategies Meeting July 22 this would not change the water flow to the lake.
2009
-The existing customs house would be REMOVED to make way for A
Karen NEW RAILWAY SIDING to the lighthouse.
Karen would you please forward to Joe Preston. -As the concrete pad alone the west harbour sea wall is ninteen feet
After attending the public meeting on July 22 2009 at the Port wide and the silo is a further eight feet;the westerly nine feet of the
Stanley Arena to observe the outcome of the $100,000 consultant pad would have to be removed to install the new railway siding ;then
brief on the Port Stanley ,Ontario Harbour Strategies .Please add my replaced with the rail tracks inbedded in the concrete.
comments. -As the federal government ownes thirty feet at the WEST and EAST
This is a good EAST SIDE ONLY STRATEGY FOR TOURISM! With the sea walls;a railway siding could be structurally reinstalled to remove
flaw being a MARSH ON THE EAST OUTER PIER. the silt VIA railway air dump cars and dumped as an EG:JUST
NORTH of Moore Water Gardens.This would solve the Provincial
If Central Elgin approves this plan and after the second flood caused problem of dumping silt where fish span.
by the east march ;even to a 1 % liability .Taking in account the
MPAC assesed value of the properties in the flood plane in the -Before the silt is removed it could be stored between the new WEST
business district.The cost to Central Elgin will be in the millions. sea wall and the existing pier to dry and waiting to obtain funding
for the extension of the rail siding;the railway infrastructure
THE HAZ MAT ISSUE HAS BEEN DIVERTED AND NOT ADDRESSED. upgrades,and the used railway air dump cars and loaders to load
COULD I OFFER A STARTING POINT TO THE TOTAL HARBOUR and place the silt after dumping .
STRATEGIE WITH LATER PROVISIONS FOR A FERRY -Clean fill could be picked up NORTH of the silt dumping area and
-At the WEST sea wall install NEW metal panels with a pile driver to placed to fill the new harbour infrastructure.
existing and future dredging requirements.This would be engineered -When the Canadian National Railway purchased the London and
as far as lengths and thickness of the metal is concerned. Port Stanley Railway the federal government paid to have the EAST
-Also a NEW inner metal panel and the cavity filled with concrete berm armor rock shipped by rail;the shipping fees helped pay for the
and reinforcement metal rod with anchors after the silt is vacuumed rail upgrades between London and Port Stanley.This could occur
from between the walls.The project would be engineered to keep the again.
wall from moving. -As the new land is created;a clam could remove the harbour silt
-This metal pile driving method is used all along the lake. for a safe operating harbour.
-As it stands each fish tug pays in the range of $600.00 per month
dockage fees;and with an in house tendering ,the dredging cost

September 2009
could be reduced by using land activated dredges.The small cost Harbour should be dredged. We already know Transport Canada
between pleasure and commercial harbour depths with grain boat has refused to do this.
shipping fees added to the dredging funds we could help develope
The existing contamination has to be cleaned up to satisfy the Minister
NEW HARBOUR USES AS GREEN INDUSTRAIL SHIPPING FOR
of the Environment. This could cost millions.
SOUTHERN ONTARIO.Our Quebec neighbours can get things done
by EVERY LEVEL OF GOVERNMENT WORKING TOGETHER!!!. You must know we are a small municipality with a number of seniors
on fixed incomes and a lot of people unemployed and selling their
-If this plan is accepted;it would be a start for MAKING MONEY FOR
homes. Unless these challenges are met beforehand Please show some
THE DREDGING and avert flodding.
leadership and commom sense to the people who elected you.
-As the MINISTERY OF TRANSPORTATION REPORT BY DAVID
I attended the workshop night at the arena. What I saw was a wish
HACHSTON AND RICHARD LAKE OF THE RESEARCH AND TRAFFIC
list with no price tag attached. How can you bargain when you don't
GROUP June 6 1989 for the Ontarion Rail Office STATED AT ITS
know the full cost which whatever it is will be borne by the Central
CONCLUSION.
Elgin Ratepayers?
THE FUTURE OF THE RAILWAY AND THE PORT ARE INEXTRICABLY
My husband did not attend the workshop but he was the one who got
INTERWINED.
the information package in the mail. I gave my address, phone
-OR BUILD A NEW HARBOUR TO THE EAST OR WEST WITH RAIL number & e-mail on the sheets that night. Maybe because my
AND KEEP OUR HARBOUR PROBLEMS. thoughts were not very complimentary to the study and I am Vice
President of CERA I got left out.
Sincerly
This will be the most important decision you will make as Mayor of
Robert Weare
Central Elgin. It will affect not only Port Stanley ratepayers, but
529 George St. Union, Sparta,Belmont and Lynhurst. Please do the right and
honourable thing for all concerned. Don't be hoodwinked by
Port Stanley ,On.
Transport Canada (Government).
N5L 1H3
Sincerely
Helen Garton
From: helengarton
To: Sylvia Hofhuis
Sent: Thu Jul 16 19:56:45 2009 From: Mary Dunn <[email protected]>
Subject: Port Stanley Harbour To: [email protected]; David Marr <[email protected]>
Sent: Wednesday, July 29, 2009 1:13:46 PM
Honourable Mayor
Subject: Port Stanely Harbour Consultations
As our Mayor, we look to you for leadership. Unless the following
Dear Ms. Hofhuyis and Mr. Marr
challenges are met you should walk away from divestiture of the Port
Stanley Harbour. The Port Stanley Festival Theatre Board would like to express our
interests in the future development of the Harbour project going
First Nations claim should be settled.
forward.

September 2009
We are currently working through a strategy plan, which 4. The only bathroom facilities on the plan are at the Stock Club.
encompasses future consideration for expansion of the Theatre, if Parents will be hard pressed to drag children the half mile from the
indeed this made sense. We also would like to consider alternatives splash pad and/or Little Beach to use a washroom.
to this, if a feasibility study confirms the current premises are not cost
5. There needs to be public washrooms at the beginning of the part
effective to invest for future expansion. Our current plans fall into our
or attached to an existing building in the core area of Port Stanley.
“short term” window over the next 3-5 years and are driven based
This is the number one complaint of family, friends and visitors. The
on theatre income over the next two-year period.
only bathroom open every day is at the main beach area.
Therefore, we wish to be included in future consideration if indeed a
Thank you for considering our comments.
mutual opportunity presented itself to us.
Jim and Judy MacDonald
Several Board members attended the July 22nd meeting and were
very impressed with the process so far.
Please advise if we need to provide further information. From: [email protected]
Regards [mailto:[email protected]]
Sent: July-24-09 11:00 AM
Mary Dunn To: [email protected]
President, Port Stanley Festival Theatre Board Subject: Central Elgin plans
Hi Andrew. I spoke to you briefly (with little Jean) just at the end
of Wednesday evening. We are both on the Board of Directors for
From: [email protected] [mailto:[email protected]] the Stork Club Big Band Museum & Hall of Fame in Port Stanley.
Sent: July-27-09 1:20 PM
We are very pleased to see recognition of the important part the
To: [email protected]
legacy of the Stork Club has played in your revitalization plans for
Subject: Port Stanley harbour plan
the Federal land divestiture in Port. We, as well as an overwhelming
The meeting was most informative. We've been reviewing the plan majority of Central Elgin residents believe that a new Stork Club/
and would like you to consider the following suggestions: multi purpose community building is welcomed & needed, as you
pictrue it in your plans. In fact, we have yet to meet anyone who is
1. Parking for the Stork Club and boat launch may be a problem.
not thrilled at the prospect!
There are only 200 slips and each boat and trailer takes up at least
two spaces depending on size. If there is a function at the Stork Club You may not be aware of our past & beginnings. We quickly
there will be a problem. Parking is already a problem in the Village. mobilized our Board in 2006 & received charitable status early in
2007. In July, 2008, we received a $25,000 Trillium grant
2. How many transient boat slips are on the plan? Have you
(completed June/09) and immediately applied for a second one. We
considered special requirements, such as customs for US boaters?
have operated a modest Interpretive Centre since 2007 (present
3. Bathrooms with showers will be necessary for the transient slips. location 302 Bridge Street), now undergoing renovation.
As well, pump out facilities, electricity and fuel will be necessary.
We believe that we will be in an excellent position to establish a
fully enhanced Interpretive Centre in the new Stork Club facility you
envision in your plan, as such time is appropriate in the future.

September 2009
(so.... please make room for us !!) We have a wealth of history to share & celebrate, and a future
heritage/marine/shipwreck
On a personal note, I have long campaigned for the establishment of
a cultural& entertainment complex in Port Stanley. I propose the museum is a logical next step for this organization.
following suggestion, given the strength of the community groups that
3. The Port Stanley Artists Guild
have existed & thrived here for many years:
This collective had its beginnings in the 1980's and has seen
The green space directly south of the Stork Club, along the wharf
tremendous growth...their
be set aside & dedicated to the development of cultural &
entertainment facilities. (presently, you have it as open market membership has had to be capped at 40 - 45 local artists, with an
area/parking etc.) ongoing waiting list!
This new concept would still maintain the 'public' use of the lands This active group holds sales & exhibitions, studio tours
but in a highly beneficial way, not only for our community, but & workshops. This fall, artist
also for tourism in Central Elgin as a whole! (more about this later)
retreats are being run for the first time.
Here are some considerations....
The next logical step is to create a dedicated public area for
1. The market concept is an attractive idea. However, why not programming, exhibitions and year-round artist retreats.
consider models such as the Gravenhurst waterfront...there, tents are
As you can guess, I am very excited about the possibility of the 4
set up once/week in Sagamo Park, then dismantled?
local Port Stanley "cultural/heritage & entertainment" groups joining
You have a perfect green area already in your plan (amphitheatre forces in one location...what a tremendous gem this would be!
green space) to do this! This would free up the space earmarked
A recent SWOTA survey pinpointed 2 types of tourists who
above for the use I am suggesting.
frequent locations like Port Stanley. They were:
2. You might ask " Who would ultimately occupy buildings along this
1. families & 2. the older demographic looking for relaxation &
'cultural strip'"? Besides ourselves, the Stork Club Big Band Museum &
education
Hall of Fame, there are 3 other strong community groups worthy of
consideration: Logically, the berm development needs to address the needs &
desires of these 2 groups in order to enhance tourism here, and by
1. The Port Stanley Festival Theatre
extension Central Elgin.
With over 30 years under their belt, they are ready for expansion.
As for families, there is a great need in Port for playground
They operate a
equipment & picnic area... you have designated both a picnic and
large budget and infuse thousands into the local economy yearly. play area. The splash pad is great & hopefully you will include
playground equipment as well.
2. Heritage Port
When considering the older demographic, the concept of a cultural
Formed more than 15 years ago, their numbers are steadily
complex (as above) would be an absolute magnet! Enough said.
growing. Over 30
One final observation Re: the "residential" component of your
devotees, and many local supporters attend meetings on a regular
preferred plan:
basis...

September 2009
I strongly support a barrier of foliage all along the southerly grassy Foundation, and strong input from the Elgin County Museum we are
areas where the buildings sit. This would create a buffer from the undertaking a major renovation of this Centre. The goal of this
public walkway. I have heard many complaints from waterfront interpretive centre is to inform, educate and entertain the general
residents over the years, who suffer from the wanderings of the public regarding Big Band music, the dance hall phenomenon in
careless public. Ontario, and in particular the role of Port Stanley's fondly
remembered Stork Club. There will be a strong emphasis on
By the way, how & who will administer the 'rentals' on townhouses??
interactive audio visual displays in our presentation.
Why not 'fractional ownership'?? This makes more sense to me!
When you start to develop more specific plans for your proposed
All the best,
"Stork Club" pavilion on the berm I hope that you will keep in mind
Liz Jackson the possibility that the Stork Club Big Band Museum and Hall of Fame
Board of Directors might well be interested in relocating the
Port resident since 1980
Interpretive Centre to this facility. This would in no way rule out the
future possibility of a more ambitious combined Museum/Concert
Hall/Dance instruction facility being built further north on the berm.
From: Craig Cole [mailto:[email protected]]
If you have any questions concerning Heritage Port or the Stork Club
Sent: July-23-09 11:22 AM Interpretive Centre do not hesitate to contact me.
To: [email protected] Craig Cole M.D.
Cc: JOHN ROBINSON; Brian Welsh 519-782-4532
Subject: Port Stanley Harbour Divestiture
Hi Andrew,
Hello John and Matthew (and Mark, whose address I do not have),
Could I ask you to forward this to the appropriate people?
Re: Port Stanley Harbour Plans
Port Stanley Harbour Divestiture Committee Municipality of Central
Thank you for your thorough presentation and comments at the
Elgin
community meeting on Wed. July 22 at the Port Stanley Arena. It
Dear Sirs, was very well done and I appreciate your personal style in
preparation, presentation and informal discussion. The changes that
In my dual roles as chair of Heritage Port, the Port Stanley historical
will be implemented in Port Stanley will have a major impact on the
society, and chair of the Stork Club Big Band Museum and Hall of
community. I am familiar with the considerable and impressive impact
Fame Interpretive Centre planning committee, I would like to
the changes made in Oakville at Bronte Harbour.
congratulate you on your presentation last night. Your plans for the
berm are exciting and seem to be gathering widespread community I agreed to send an e-mail with the ideas that John and I discussed,
support. understanding that these are just more thoughts for discussion and
consideration. You mentioned some of the costs attached to these
I am sure you are aware of what is being done in our Stork Club
ideas and I recognize that costs are always important to consider.
Interpretive Centre which is presently located in the Festival Theatre
building on Bridge Street. With financial support from the Trillium So ...

September 2009
1. Adding a bridge and walkway to the eastern 'breakwall'. These Club building? I am trying to find ways of making that building even
types of walkways do seem to be popular as exemplified in the more useable for the community in all seasons.
Bronte harbour area of Oakville and the breakwall walks in several
6. We would request that the lighting in the new harbour area be as
other communities. You mentioned that the costs would be in the
non-intrusive to the neibourhood and night sky, and as
millions and I understand the limitations of this. Is it possible to
'environmentally friendly' as possible.
consider this as part of a longer term 'phase in' plan? That longer
term consideration might have some impact on the initial planning and 7. Again, recognizing the limitations and potential challenge of this,
construction of the eastern breakwall. are you intending to survey the community in a general way to collect
information on interests?
2. Extending the proposed new 'walkway' on the eastern side of the
harbour along the existing pier right to the bridge (eg. 'behind' the Thank you for the opportunity for some further input, With best
Wharf and Theatre), thus providing a more attractive and integrated regards, Allen Slater and Nancy Moore,
circular route along the pier to the bridge and back along Main
212 Oak Street,
street. That would add a bicycle or running route that would be more
attractive and possibly safer. It seems that the cost of this might be Port Stanley.
manageable in the initial stage, and it would tie the existing part of
519 782-7978
the village to the new area.
3. Can the splash pad also be converted to a winter skating area?
You mentioned a possible cost of $1 million for this. Again is it From: M A WOOD [mailto:[email protected]]
something to consider for a future phase? Consequently that might Sent: July-23-09 7:29 AM
impact initial development and construction. To: [email protected]
4. Is this a time to begin establishing interest on the part of private Subject: Port Stanley Harbour Presentation
businesses in this development? Two examples: 1. With the available Mark, thanks for your time last night at the meeting.
new parking, would a Tim Horton's as part of the Stork Club building
or beside it be feasible, and would they contribute in some way to It seems that you have the process well in hand.
costs? 2. Would it be helpful at this point to have the perspectives of But the "proof will be in the pudding"!
Hayhoe Homes or Don West Homes in the feasibility of the residential
areas? I do appreciate the perspective that people across Little Looking forward to the real numbers in the Business Plan.
Beach from this new residential development would be concerned, One issue that leaves most worried is PARKING.
however the idea you put forward about a residential area adding
security and interest is important. At this point it really is just Parking is at a premium presently at the main Beach area. On busy
collecting information on the feasibility and interest of such a days across from GT's the area is bedlam and unsafe, emergency
residential area. vehicles can't efficiently get in or out.
5. A little more 'out there' idea. Recognizing the challenge of capital The Prespa development planned across from GT's will take more
costs and on-going operational costs, what would be the level of parking away from the Main Beach area.
interest and costs to include a fitness area, possibly with a small One thought was that the berm could resolve this in the future.
swimming pool (the narrow swim against the current type) to the Stork
The 200 spots planned in one of your options will not be enough.

September 2009
Just look at the recent American Wind Symphony event. A poor turn
out yet the parking pier was overloaded.
The Harbour development is an opportunity to plan for potential
future problems in Port e.g. when the Prespa development is
activated.
Terry Campbell
Jean L Macdougall – Resident [email protected]

Additional comments from Jean – by phone.
Jean would like to mention that she is greatly involved with Liz
Jackson (the President) in the Stork Club and this is a very important
part of Port Stanley. The dance floor was the largest in the continent
in the 1920’s until the 1960’s. “People don’t know how to play
anymore”, as she says so well. The committee is working on having
the Stork Club back to Port Stanley with the Railway as part of the
whole entertainment. They are trying to put the Railways back in
fonction (from London to Port Stanley) with a great connection to the
south to bring people back to the beach.
The Railway built the Casino around 1920. The Stork Club was built
soon after.
The people still call Port Stanley “The Railway Capital of Canada”.
The access right in the middle of the lake to connect to American lands
is a very important reference.

September 2009

Port Stanley Harbour Feasibility Study Business Plan - FINAL - October 27, 2009

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Port Stanley Harbour Feasibility Study Business Plan - FINAL - October 27, 2009

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Port Stanley Harbour Feasibility Study and

The Municipality of Central Elgin

Du Toit Allsopp Hillier

Executive Summary .......................................................................................... i

1.0 Introduction ......................................................................................... 1

2.0 Objectives-Mission Statement ......................................................... 2

3.0 Port Stanley as a Commercial Port ................................................ 3

4.0 Moving Forward – Key Principles .................................................. 5

5.0 Development Options ....................................................................... 6

6.0 The Preferred Plan ......................................................................... 10

7.0 Operating Plan ............................................................................... 17

8.0 Summary........................................................................................... 23

Appendix A: Analysis of Current Conditions........................................... 24

Appendix B: Information Gathering & Community Input...................... 27

Appendix C: Municipal Marina Analysis ................................................. 42

Appendix D: The Case for Residential Development............................ 44

Appendix E: Correspondence .................................................................... 45

Port Stanley Harbour Feasibility Study and Business Plan

• A total capital requirement of about $24.3M is required. This

In 1995, the Canada Marine Act established a program designed to

N. Barry Lyon Consultants Limited, along with du Toit Allsopp Hillier

Figure 1- Limits of Federal Land and Waterlots

Port Stanley Harbour Feasibility Study and Business Plan 1|Page

• Creates an opportunity for increased tourism and economic

Port Stanley Harbour Feasibility Study and Business Plan 2|Page

Port Stanley Harbour Feasibility Study and Business Plan 3|Page

Dredging $413,675 $419,987 $711,029 $22,986 $253,597 $765,976 $1,982,240 $456,949

Port Stanley Harbour Feasibility Study and Business Plan 4|Page

• Any plan should create a destination at the waterfront that will

• Continued dredging of the Harbour is necessary to provide

• To the extent possible protect existing sources of revenue and

• Public access to the waterfront is viewed as important in terms of

• The commercial fishery is viewed as an integral part of the future

Port Stanley Harbour Feasibility Study and Business Plan 5|Page

5.0 DEVELOPMENT OPTIONS

In testing the potential development options available to Port Stanley

5.1 Option One

Port Stanley Harbour Feasibility Study and Business Plan 6|Page

5.2 Option Two

Port Stanley Harbour Feasibility Study and Business Plan 7|Page

5.3 Option Three

Figure 4- Option Three

Port Stanley Harbour Feasibility Study and Business Plan 8|Page

5.4 Outcomes from the Consultation Process

Port Stanley Harbour Feasibility Study and Business Plan 9|Page

6.0 THE PREFERRED PLAN

6.1 Main Street Extension and Stork Club

Port Stanley Harbour Feasibility Study and Business Plan 10 | P a g e

NBLC’s financial analysis is based on revenue derived from a modest

6.1.1 Transient Docks and Public Boat Launch

Port Stanley Harbour Feasibility Study and Business Plan 11 | P a g e

Port Stanley Harbour Feasibility Study and Business Plan 12 | P a g e

Port Stanley Harbour Feasibility Study and Business Plan 13 | P a g e

6.4.1 The West Breakwall

Figure 7- Port Dalhousie Pier

Port Stanley Harbour Feasibility Study and Business Plan 14 | P a g e

6.5 Remaining Industrial and Port Uses

6.6 Dredging Strategy

Port Stanley Harbour Feasibility Study and Business Plan 15 | P a g e