Weyburn Leisure Centre: Project Updates

February 1 – April 1, 2026 (≈ 2 months)
Set the foundation and governance for project success

Key Activities:

• Establish formal Project Governance Structure
  • Define roles, decision authority, escalation paths, and Council reporting
  • Confirm Steering Committee and working group membership
• Develop and approve the Project Charter
  • Confirm project objectives, success criteria, constraints, assumptions, and risks
  • Align expectations across Council, Administration, and key stakeholders
• Prepare the Project Management Plan
  • Define scope control, cost control, schedule management, risk and change management processes
• Facilitate a Project Planning Workshop
  • Bring City departments, stakeholders, and advisors together to align on priorities
• Confirm delivery methodology
  • Evaluate Design‑Bid‑Build, Design‑Build, Construction Management options
  • Recommend approach best aligned with cost, schedule, risk, and City capacity
• Develop a high‑level procurement and engagement strategy
  • Design team procurement approach
  • Stakeholder and user engagement framework

Key Outcomes:

• Clear governance and accountability
• Approved project roadmap
• Agreed‑upon budget framework, schedule targets, and risk strategy

April 1, 2026 – August 1, 2027 (≈ 16 months)
Design the facility, control costs, and select construction partners

Key Activities:

• Procure and manage the design consultant team
  • Architectural, engineering, cost, and specialty consultants
• Manage design progression through defined milestones
  • Concept and schematic design
  • Design development
  • Construction‑ready documents
• Lead structured design review workshops
  • Confirm alignment with program needs, accessibility, operations, and maintenance
  • Identify cost drivers and value‑engineering opportunities
• Maintain budget alignment
  • Continuous cost estimating and reconciliation with the project budget
  • Adjust scope or design early to avoid later overruns
• Coordinate stakeholder and user input
  • City operations staff, aquatics staff, accessibility stakeholders
• Prepare and manage contractor pre‑qualification
  • Ensure only capable, experienced builders are invited to bid
• Administer tendering and evaluation process
  • Review submissions for compliance, pricing, and value
  • Recommend preferred contractor for award
  • Finalize contract terms, schedules, and risk allocation

Key Outcomes:

• Fully coordinated, buildable design
• Construction partner selected through a fair and transparent process
• Confirmed construction budget and baseline schedule

August 1, 2027 – July 31, 2029 (≈ 24 months)
Deliver the facility safely, on time, and within budget

Key Activities:

• Mobilization and site setup oversight
  • Review contractor logistics, safety, and staging plans
• Chair regular construction and project team meetings
  • Track progress, issues, and decisions
• Monitor schedule, cost, and quality performance
  • Site inspections and progress verification
  • Ongoing cost tracking and forecasting
• Administer change management
  • Evaluate scope changes, pricing, and schedule impacts
  • Support City decision‑making on changes
• Oversee quality assurance and control
  • Confirm work complies with drawings, specifications, and codes
• Coordinate inspections and approvals
  • Liaise with authorities having jurisdiction
• Certify contractor progress payments
  • Ensure payments align with verified progress
• Provide regular reporting to City Administration and Council
  • Budget status, schedule status, risks, and key issues

Key Outcomes:

• Construction completed to required quality standards
• Costs and schedule actively controlled
• Issues resolved early to avoid delays or cost escalation

August 1 – September 1, 2029 (≈ 1 month, plus warranty period)
Transition from construction to operations

Key Activities:

• Manage deficiency identification and correction
  • Track and close deficiencies before opening
• Oversee system commissioning
  • Pool systems, mechanical, electrical, and life‑safety systems
• Coordinate staff training and operational readiness
  • Facility systems, maintenance protocols, and safety procedures
• Support facility turnover
  • Manuals, warranties, as‑built drawings, and documentation
• Finalize financial close‑out
  • Release holdbacks, close contracts, finalize funding claims
• Monitor warranty issues post‑opening

Key Outcomes:

• Fully operational, tested, and commissioned facility
• Smooth transition to City operations staff
• Reduced post‑opening disruptions

Council reviewed the recommendation from Colliers Project Leaders, with P3Architecture Partnership emerging as the top-ranked firm based on experience, approach and value alignment.(P3A).

Community engagement was a key foundation.  RC Strategies conducted a public survey (see findings above under Project Documents) that reached approximately 10% of Weyburn’s polulation – well above the typiccal 3-5% response rate.  This feedback directly informed the development of the request for proposals (RFP).

Yes. Initial engagement included 8 meetings with representatives from 10 user groups such as Weyburn Silver Seals Swim Club, Weyburn Artistic Swim Club, Weyburn Hurricane’s Water Polo Club, Inclusion Weyburn, Swim Saskatchewan and Water Polo Saskatchewan  Further consultation will continue during the pre-design phase to ensure the facility meets the community needs.

No.  The RFP included a baseline concept (such as a 6-lane, 25m pool) to allow for fair comparisons between proposals.  The final design remains flexible and will evolve based on budget, priorities and community input.

Not yet.  The upcoming design phase will determin what goes into the building, how it functions and how it is laid our before final decisions are made.  The address will still be 532 5th Street, at Jubilee Park, but the EXACT location has yet to be determined.

Council was presented with 4 different options in November 2025 and after reviewing all options, made the decision to choose Option #2.   See options below or see November 2025 Council Report for more information (above under Council Reports & updates).

Option #1: Renovation within existing facility envelope
• Estimated Cost: $24,671,875.00
     o Maintain the current building envelope
     o Leisure pool with zero beach entry (no competitive 25m tank)

Option #2: New facility construction, 1 tank
• Estimated Cost: $30,093,750.00
     o Demolition of existing building and construction of new facility.
     o Sunroom remains but converted to pavilion
     o Competitive 25m pool with zero beach entry

Option #3: Renovation and expansion of existing facility envelope
• Estimated Cost: $32,375,000.00
     o Maintain portion of current building envelope with new addition
     o 2 separate pool basins:
           – leisure pool with zero beach entry
           – competitive 25m pool with diving board

Option #4: New facility construction, 2 tanks
• Estimated Cost: $45,843,750.00
     o Demolition of existing building and construction of new facility.
     o Sunroom remains but converted to pavilion
     o 2 separate pool basins:
          – Leisure pool with zero beach entry
          – Competitive 25m pool with diving board

All four options have increased changing room sizes with gender neutral and universal options. Amenities such as hot tub, sauna, steam room, cold plunge, and waterslide have been included in each option. Increased viewing areas with temporary seating are also included in each option.

Where facility demolition is proposed there is potential for renovating the interior of the facility to utilize the space for a different purpose. However, costs associated with renovating to repurpose the facility have not yet been determined and would require further study. Demolition costs of $1,125,000 are included in options 2 & 4.

Operational Cost Forecasts
In addition to the capital construction costs, the City will also incur ongoing operational investment requirements associated with the annual operations of the facility. As the City operated the indoor pool in the past, some of these ongoing impacts are already accounted for in City budgets however there will be an operational cost impact of a new or renovated facility. It is important to note that these estimates should be considered 2025 values and have been derived from 2023 actual observed revenues and expenses at the Weyburn Leisure Centre.

2023 Actual

• Revenues: $ 324,445.00 
• Exepenses: $1,243,034.00 
• Net Operations: ($918,588.00) 
• Cost Recovery: 26.10% 

Estimate Option #1

• Revenues: $445,939 
• Exepenses: $1,355,106
• Net Operations:($909,167)
• Cost Recovery: 32.91% 

Estimate Option #2

• Revenues: $474,429 
• Exepenses: $1,438,997 
• Net Operations:($964,568) 
• Cost Recovery:  32.97% 

Estimate Option #3

• Revenues: $645,167 
• Exepenses:  $1,953,440
• Net Operations:($1,308,273) 
• Cost Recovery: 33.03% 

Estimate Option #4

• Revenues: $645,167 
• Exepenses: $2,251,301
• Net Operations:($1,606,134)
• Cost Recovery: 28.66%

According to Swim Sask, there are approximately 42 aquatic events for swim clubs held across the province each year (37 of them unique events).  Currently, Weyburn hosts one event annually with the potential for one more.  While a new facility could position Weyburn to host additional events, larger centre like Regina and Saskatoon remain strong competitors due to the size and larger club memberships. 

These are the Water Polo Events held each year (taken from the Water Polo Saskatchewan website):

• Community League: 6 x 1 day events in Winter (Weyburn annually hosted one event in January)
• Provincial: 1 in the Winter, 1 in the Spring, 1 in the Summer – each are 2-day events
• Provincial Evolution League: 2 events, 3 days each
• Nationals: 16 events across Canada, 2 of which are held in Saskatchewan (currently in Regina and Saskatoon)

Artistic Swim Events & Camps (taken from Saskatchewan Artistic Swimming website)

• 7-8 events/year (held in Regina, Saskatoon and Prince Albert)

Weyburn has an active aquatic community, including about 82 athletes in the Silver Seals Swim Club and previously around 40 participants each in water polo and artistic swimming.  While this is a strong base, event hosting oppotunities are also influenced by overall club size compared to larger cities.

Hosting events can provide some additional revenue, but it is not a major driver of cost recovery.  It typically cost about $2,500 per day to book the pool for an event, meaning revenue gains are modest when compared to overall operating cost.

Functionality is the priority.  Council emphasized a practical,efficient facility that meets long-term community needs rather than an overly elaborate design.

The Project Team is actively exploring grant opportunities, sponsorships and fundraising options to help reduce the impact on tax payers.

Building an aquatic facility is a large and complex project. A project management firm provides specialized expertise, independent oversight, and full‑time focus to help ensure the facility is delivered on time, on budget, and to the right quality standards.

Yes. City staff are highly skilled in delivering daily services and managing City operations. However, major facilities like an aquatic centre are built only once every few decades and require highly specialized construction and technical experience that most municipalities do not need year‑round.

The firm acts as the City’s representative and advocate by:

Managing the overall schedule, budget, and risks
Coordinating designers, contractors, and consultants
Reviewing costs and change requests
Ensuring work meets safety and quality standards
Reporting clearly to City Administration and Council.

No. All key decisions remain with City Council and Administration.  The project management firm provides expert advice and recommendations so City leaders can make informed, transparent decisions.

Project managers work only for the City—not for builders or designers. Their role is to:

• Identify risks early
• Prevent cost overruns where possible
• Ensure fair procurement and pricing
• Make sure the City gets full value for its investment

Managing a project of this size and complexity requires constant oversight, technical knowledge, and contract management. A dedicated project manager helps avoid mistakes, delays, and disputes that can increase costs and disrupt timelines.

Firms like Colliers manage aquatic and recreation facilities across Canada. This allows Weyburn to benefit from lessons learned in other communities, helping avoid common issues and make better long‑term decisions.

Yes. Municipalities across Saskatchewan and Canada routinely hire project management firms for major infrastructure projects to reduce risk, improve accountability, and deliver better outcomes for residents.

The firm will support the project from early planning through design, construction, commissioning, and the facility’s opening—ensuring continuity and accountability throughout the entire process.