Archives - The four site approaches in 2004
The following four approaches describe possible concepts for future directions for the development of Hastings Park and the PNE. They are general in nature. The details were worked out over time. Once the direction was established on the key issues, the creative work to make a vibrant urban park was begun.
Points to consider
When reviewing the approaches, keep these questions in mind:
- To what extent can the Hastings Park Restoration Plan be achieved?
- To what extent can PNE operations remain operationally and financially viable?
- What are the employment opportunities on the site?
- What are the tourism and economic impacts?
- How do the elements on the site work together?
- Is it environmentally, socially and economically sustainable?
As a point of reference, you can also review the status quo for Hastings Park and the PNE as they are today.
The Approaches
Status quo
It is important to review some elements of the Hastings Park Restoration Plan as well as the current operations of the PNE in order to assess the proposed approaches. The status quo is NOT considered a viable future option -- it is presented only for background and comparative purposes.
The Park
The 1997 Hastings Park Restoration Plan calls for 111 acres of park incorporating both passive uses (streams, forest, gardens, and lawns) and active uses (sports fields, playgrounds and skateboarding). The Restoration Plan also calls for the retention of the Racetrack as well as the heritage and sports facilities in the park. The total cost for the Restoration Plan was $45 million (1997). $13.1 million has been spent to date. The cost to complete the balance of the plan in today’s dollars is $42 million.
The PNE
The PNE is a non-profit organization governed by a Board of Directors and Advisory Committee appointed by City Council. The PNE currently operates three streams of activities: the 17-day annual summer fair; Playland, a seasonal amusement park which operates approximately 100 days per year; and the year-round management of the buildings and site. The buildings are subleased to both commercial users (e.g. filming, concert promoters) and community users (e.g. Vancouver Giants, Cirkids, family skating).
The three activity streams generate a combined gross revenue of $36 million per year. Playland and the commercial building rentals make money, which offsets the PNE annual summer fair, which loses money, as well as the site and building maintenance costs. The PNE (all three streams) has operated with an annual surplus three out of the past five years.
Attendance at the summer fair in 2003 was 901,474. Playland attracted a further 320,000 visitors per year.
The PNE currently employs 3,495 people every year: 2,152 are youth jobs and 178 are full time year-round jobs. Including concessionaire employment, there is a total of 4,554 jobs or 413 full-time equivalent jobs.
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Approach 1
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Approach 2
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Approach 3
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Approach 4
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Summary of Approaches
Status Quo |
Approach 1 |
Approach 2 |
Approach 3 |
Approach 4 |
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|---|---|---|---|---|---|
| PNE Fair: Duration Visitors |
17 days 901,474 |
10 days |
10 days 337,500 |
17 days 992,000 |
17 days 1,126,000 |
| Playland: Duration Visitors |
121 days 322,725 |
None |
None |
115 days 225,000 |
115 days 350,000 |
Employment * |
4,554 413 |
1,092 153 |
1,380 178 |
4,328 392 |
5,345 458 |
| Annual operating profit/(loss) * | $2.5 million |
($3.5 million) |
($3 million) |
$0.6 million |
$3.75 million |
| Capital costs * | n/a |
$75 million |
$65 million |
$113 million |
$127 million |
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