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TABLE OF CONTENTS EXECUTIVE SUMMARY............................................................................................................. 1 1.0 INTRODUCTION..................................................................................................... 2 2.0 Industry and Market Analysis 2 3.0 Population & Socio-Demographic Characteristics.............. 5 4.0 Trends.......................................................................................................... 8 5.0 Facility and Program Supply........................................................ 14 6.0 CONSULTATION ACTIVITIES ............................................................ 15 7.0 Facility Concept and Site Plan................................................. 17 8.0 Business Plan Business Plan and Operational Model………………………. 19 9.0 Standard Operating Procedures…………………………………. 24 10.0 Swot Analysis ……………………………………………………………. 25 11.0 Task Man/Responsibility…………………………………………… 26 12.0 IMPLEMENTATION STRATEGY ....................................... 30 Summary.................................................. 43 Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

EXECUTIVE SUMMARY Overview AFENMAI RECREATIONAL CENTRE (ARC) is a project of AFENMAI WONDER CITY Incorporated in Nigeria under the Company and Allied Matters Act of 1990. ARC has identified the family entertainment/recreation, tourism and hospitality industry as its primary interest and to that end the company is focusing its effort on the development of a recreational center that’s in four phases, comprising of: 1. Recreational center 2. Cinemas 3. Event center and Shopping complex 4. 3-star hotel The study addressed the need for indoor games facilities, multi-purpose programming space, outdoor playing fields, rides and Cinemas. The site is a large tract of privately owned property that is currently under construction with several structures and facilities; this will be the new call point of Auchi and environment and is well situated to serve the anticipated population growth in the northern sections of Edo state. This location is also consistent with the recommendations of the Edo state government Master Plan that envisioned a facility due to several industrial and educational institution located in Auchi with two major nodes in the north. The need for the recreation facilities is largely driven by significant anticipated population growth Projections call for the Edo north population to reach 1,713,733.263 by 2028 (from 955,791 in 2006) with the possibility of further development in the area after 2028. With the absence of any major recreation facilities in the area, there is no question that population growth alone will support the Afemai wonder city multi-purpose hub. This will be a growing but dynamic market in the next 10-15 years and the timing of future developments must reflect changes in how the recreational needs of the immediate community, fun seekers, visitors and tourist will be met in Auchi, Edo north. The proposed multi-purpose recreation hub is likely the anchor of a much larger recreation facility in the future. There are significant advantages to this recreation and other facilities together. The facilities recommended in this study are not all that will be required in Afemai wonder city future. The possibility that other major recreation facilities or other complementary facilities such as a library, museum’s and hotel would be added in the future must be considered. The proposed Afemai wonder city multi-purpose recreation hub is a twenty-four thousand square meters of land and expanding with several facilities under construction, in a very good and strategic location in Sabo-Iyakpi about fifty meters from the prestigious Auchi Polytechnic of Etsako local government area, Auchi, Edo state, Nigeria. The project will ultimately offer employment opportunities to the residents of the communities around Auchi and Edo state as a whole; it will also encourage the influx of business into the community; it will further provide infrastructural development to the state; earn more Foreign Direct Investments (FDI) partnership that will improve the GDP of the state and place Sabo-Iyakpi in the map of the world. Afemai wonder city ongoing project has a 2017 estimated minimum force sale value to the tune of N220,312,000.00 ($610,264.24); The evaluation was carried out by a reputable Nigerian and internationally recognized “ESTATE SURVEYORS & VALUERS of Diya, Fatimilehin & Co”; and an estimated net profit audit done by a Nigerian base recognized accounting firm of “TAYO AKINTAN AND CO. CHARTTERD ACCOUNTANT” to the tune of N30,000,000.00 to N50,000,000.00 ($83,100.00- $138,500.00) annually at resumption of operation. - 1 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

1.0 INTRODUCTION This report presents the results of the Feasibility Study for the recommended Afemai wonder city Multipurpose Recreation hub. The report profiles relevant socio-demographic characteristics, and highlights current and emerging activity participation trends in the development and programming of Afemai recreation hub. An expected inventory of the Afemai wonder city indoor recreation facilities and outdoor playing fields, and related programs is included. This information is applied in a needs assessment for facilities in the recreation hub. The report is structured as follows:  Industry and Market Analysis • Population and Socio-Demographic Analysis • Trends • Facility and Program Supply • Consultation Activities • Facility Concept and Site Plan • Business Plan and Implementation 2.0 Industry and Market Analysis 2.1 Introduction This section presents an overview of the tourism industry highlighting the key growth drivers, current trends, regulatory overview, recent developments and outlook. 2.2 Global Tourism Industry Mass tourism in and from the industrialized countries is a product of the late 1960s and early 1970s. Since then a number of interrelated developments in the world economy, such as overall economic growth and various other socio-economic changes, government policies, technological revolution, changes in production processes and new management practices, have converted part of the industry from mass tourism to so-called “new tourism”. The latter connotes the idea of responsible, green, soft, alternative and sustainable tourism, and basically refers to the diversification of the tourism industry and its development in targeted, niche markets. Competition in the new tourism is increasingly based on diversification, market segmentation and diagonal integration. The identification and exploitation of niche markets has also proven to be a great source of revenue within new tourism, suggesting that further diversification and customization can be expected in the years to come. Market segmentation – as exemplified by ecotourism, cultural tourism, cruise and adventure tourism – is clearly in evidence and is experiencing great success. New niche markets are constantly being identified in an attempt to diversify the industry further. Customization has also begun to play an important role in the industry. Tourism players are attempting to gain a competitive edge by catering for the individual needs of clients. The tourism product has thus been transformed over time from being completely dominated by mass tourism to an industry that is quite diversified and caters more to the specific needs of individual client. 2.3 Success Factors The following factors have been identified as critical to the success of the global economic environment:  International regulation and legislation  Eliminate possible conflicts of interest  Transparency and a higher level of corporate governance  Orderly succession and contingency planning  Globalization  Ease of international trading - 2 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

 Growing population  Skilled Labour  Quality of rides and other materials used  Knowledge and know-how of the industry 2.4 The Nigeria Tourism Sector 2.4.1 Overview The history of tourism in Nigeria is traceable to 1472 when the first Portuguese merchant landed in Lagos on a mercantile mission – Trade Tourism. However, tourism as is presently structured began to grow in 1962 when a group of Nigerians with interest in and commitment to the promotion of tourism set up a body then known as Nigerian Tourism Association (NTA). The NTA received some grant-in-aid from the government and earned membership of the International Union of Official Travel Organization (IUOTO) in 1964. Today the IUOTO has metamorphosed into the World Tourism Organization (WTO). In any case, the entrance into the IUOTO was not synonymous with the take-off of tourism, even as an effective national past time. As a result, the euphoria soon died down. In 1971, government appointed the African Development Bank (ADB) to conduct a feasibility study on the potentials and the viability of Tourism in Nigeria. The report of that study showed that Nigeria possessed great potentials for the development of tourism as a viable economic sector. This led to the replacement of the NTA – a private voluntary association of interested Nigerians, with a Government public board established by Decree No. 54 of 1876 and which is known as the NIGERIAN TOURISM BOARD. The decree of No. 54 however did not come into effect until 1978. This Decree of 1976 empowered the NTB to:  Encourage people living in Nigeria to take their holidays therein and people from abroad to visit Nigeria.  Encourage the provision and improvement of tourist amenities and facilities in Nigeria, including ancillary facilities.  Provide advisory and information services.  Promote and undertake research in the field of tourism.  Grade or classify hotels in such a manner as may be prescribed. THE NTB has a cheered history, and consequently failed to create any meaningful impact on the country’s tourism industry. This trend was reversed from 1989 when the Federal Government to Nigeria began to regard tourism as an industry to be developed given the administration of its cultural, social, recreational, relaxation, economic, holistic, domestic and international relevance. In furtherance of this goal, several conferences were organized. At the seventh National Conference on Tourism which took place on March 15, 1989 in Maiduguri, Bornu State various factors militating against the development of tourism in the country were discussed. It was agreed at the Conference that for tourism to be given a boost in the country, the operational capability of the Nigerian Tourist Board needed to be enhance through the reconstitution of the Governing Council of the NTB, and through the commercializing of the operation of the Board. Following the government’s approval in the year 1989, the Ministry of Trade was reconstituted as the Ministry of Trade and Tourism, and as a result, the department of Tourism was created in the Ministry. - 3 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

2.4.2 EDO STATE IN FOCUS The ancient state, Edo state Nigeria has a long history of civilization, an offshoot of the powerful and famous imperial Benin Kingdom, one of the most powerful Africa empires during the 15th and 16th century. The Edo people pride themselves in their wealth of history and civilization. They are endowed with art works that are global brands and they rank among the most exquisite and sort after in world’s history, which represents the earliest civilization among the blacks. Edo state stands out for its splendor, excellence and creative art works in addition to its fame of being the tourists’ delight and investor’s destination, coupled with their sense of hospitality. The state has a wealth of both natural and cultural heritage, taking a trip through the historical villages or enjoying an excellent meal with traditional dishes are reason enough for people to spend time in this great state. The state sprawling with tourism assets has become a year round tourist attraction for families seeking to spend time with nature through sightseeing and relaxation. Consequently, our love for this great state and our desire to help show case the historical and cultural heritage, hospitality and fun opportunities that is in excess in this city. With an unequalled passion to help maintain and promote the reputation of Edo state as the heartbeat of the nation, especially in the tourism sector of the economy. - 4 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

3.0 POPULATION & SOCIO-DEMOGRAPHIC CHARACTERISTICS Population and socio-demographic characteristics relevant to the feasibility study have been identified using 2016 Statistics Nigerian census data(web), and information provided by the state and private study. Key characteristics are discussed below. 3.1 Community Profile Auchi, Etsako local government area is the second-largest city in Edo State, Nigeria, after Benin City, the capital. Township of Auchi comprises both urban and rural communities with a combined 2016 Census population of 1,251,400. Etsako local government comprises of the; Etsako west, Etsako East, Owan East, Owan West, Akoko Edo and Etsako Central, with Agenebode, Auchi, and Fugar as their administrative headquarters. Between 1991 and 2006, Auchi, Etsako population increased and the number of private dwellings grew from 411,099 to 955,791, a +2.74% growth per year. 3.2 Age Structure The 2006 age structures for Auchi show a slightly younger population. Table 3.1 Population Age Structure 3.3 Population Forecast Table 2.2 is an estimated population growth over the next 20 years in Auchi Etsako local government. As with all population projections, there is considerable uncertainty associated with anticipated future growth, particularly in the timeframe beyond 20 years. This estimate is based on projected residential construction activity over the next 20 years. Projections are based on 3 persons per household. - 5 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Table 3.2: Etsako Auchi 20-Year Growth projection from 2006 to 2015 Table 2.2: Township of Auchi Etsako 20-Year Growth Projection from 2006 Timeframe Auchi Etsako Etsako Central Other Community Total Years 1-5 700 596 568 1,864 Years 6-10 800 590 634 2,024 Years 11-15 1,200 300 738 2,238 Years 16-20 1,500 394 186 2,080 Total households 2,500 1,778 2,126 6,404 Total Potential 6,700 3,658 6,378 14,610 Population Growth % of Township Total 34.7 19.3 46.1 100.0 1. Population projections are subject to change due to unplanned family life style and growth. Projections used here are likely to be conservative. 2. The 2006 Census reports an average of 2.9 persons per household These projections show a total population increase of about 206,735.1 over the next 20 years in Auchi. Projected growth represents a 79.3% increase over existing population or about 674,170.2 added populations by 2028. New population anticipated in the next 20 years represents the bulk of all future population. In Auchi, as many as 1,200 additional units may be developed after year 20. The potential build-out population in Auchi could represent as many as 5,000 units or 15,000 people, at 3 persons per household. In relation to the 20 year-projection, if this additional growth is realized, much of Auchi’s population will not be in place until after 2028. 3.4 Population, Family and Household Characteristics Table 3.3 compares a number of indicators on population, family and household characteristics for Auchi Etsako and the Etsako Central. These are summarized below: • There are considerably larger proportions of single detached, and owned, homes in Auchi than the local government area. • The population is considerably highly culturally-diverse than others, as indicated by relatively high levels of immigrant residents and a high percentage of population with English as their mode of communication. • Auchi is attracting a high proportion of new residents from outside the municipality. • Family and household composition is more open in Auchi, as indicated by higher proportions of couples and couples with children. • Median incomes (2006) for both couple families and lone-parent families are noticeably higher in Auchi than in Etsako Central. - 6 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Table 3.3: Population, Household and Family Characteristics Auchi Etsako Auchi Etsako West Etsako Central Characteristic West (2001) (2006) (2006) Private Dwellings % single detached - 92 56 % owned 87 90 71 Population - 8 6 % growth since 2001 % of immigrants 9 10 28 % speaking English most often at home - 97 80 % with English as mode communication 92 91 48 % that moved between 2001 and 2006 35 34 41 % of movers from other Etsako Central municipalities 88** 62 30 Families and Households % married or common-law families 91 90 84 % lone parent families 9 10 16 median family income – couple families* N300,000.00 N200,000.00 (2001) median family income – lone parent families* N200,000.00 N180,000.00 (2001) % of couple households with children 45 42 31 % of couple households without children 33 34 28 % of one-person households 13 13 24 Source: Statistics Nigeria, 2006 and 2001. (web) * All income data are from 2001 Census; release date for 2006 Income and Earnings data is May 1, 2008 ** movers from within the same province/territory, including the same municipality 3.5 Summary Auchi Etsako local government area is experiencing growth at a faster, with considerable movement into Auchi from other municipalities. It displays a fairly homogeneous considerate English-speaking population, and this profile has remained relatively constant since 2001. Higher than provincial median incomes and high proportions of single-detached residences and home ownership point to a relatively affluent community. Given its mixed urban- rural character, an associated lack of public transit, and low density development, residents are likely highly dependent on private vehicular transportation. Auchi also has a slightly younger, although aging population but noticeably more households with children. Population forecasts anticipate significant growth over the next 20 years in Auchi, and considerable growth in the area beyond the 20-year timeframe. Growth in the Auchi area will likely comprise relatively young, affluent households that will be interested in high quality leisure facilities and services. - 7 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

4.0 TRENDS 4.1 Introduction This section of the report identifies broad trends that will affect the demand for recreation facilities and services at multi-use recreation complex. The information documented in this section is consolidated from primary and secondary source research. The first section discusses socio-demographic, lifestyle and health trends. The second part briefly describes current key policy initiatives in the area of entertainment and recreation services. Activity participation trends are also presented. The final section describes a number of trends in the development of facilities. 4.2 Socio-demographic, Lifestyle and Health Trends 4.2.1 Physical Inactivity It is a common misconcept3dion among the general populace, doctors inclusive, that physical activity and exercise are synonymous. A brief informal survey in work place also alluded to the fact that clinicians are culpable of not being able to distinguish between the two. Physical inactivity worldwide is estimated to cause about 10-16% of cases each of diabetes, breast and colon cancers as well as 22% of ischemic heart disease. It is also estimated to cause 2 million deaths annually. Also, overwhelming evidence demonstrates that physical inactivity increases an individual’s risk for non-communicable diseases (NCDs), as well as being responsible for about 60% of global deaths. The following indicators describe the continuing trend towards inactivity, overweight and drugs, which negatively impact population health.  Statistical data shows that between 25-57% of all Nigerians are physically inactive. The national demographic and health survey 2003 data further said 21% of women in Nigeria were overweight (having a body mass index of > 25). Additionally, two separate studies among young adults (15-49 years) showed 38% and 41% prevalence of physically inactivity. The Nigeria demographic and health survey data of 2008 (A publication of the National Population Commission and Measure DHS, 2009) shows the country has a population of 150 million people, of which 48 million are young adults.  Research provides a profile of participation in physical activity in Nigeria. About half (49%) of Nigerian adults (aged 20 and older) are at least moderately active during their leisure time, accumulating at least 1.5 KKD of physical activity on average every day – the equivalent of walking a total of half an hour or more a day. According to this study, 51% of Nigerian adults are inactive, and only 24% are active. Among youth aged 12-19 years, 28% are inactive (<1.5 KKD), 23% are moderately active (1.5-2.9 KKD), and 27% are active (3.0-5.9 KKD).  For Nigerian children aged 5 to 17 years, almost two-thirds are not sufficiently physically active for optimal growth and development. Boys are more likely than girls to meet the optimal guideline for physical activity, and the difference is more pronounced among teens, where almost twice as many boys as girls meet the physical activity guidelines.  Drugs is a problem of epidemic proportions in the developing world, The UN also reports that abuse of stimulants and prescription drugs is up worldwide. Overall, it says, the use of synthetic drugs exceeds opiates and cocaine combined, according to A UN report. NAFDAC and other agencies 2016 study indicate 20% of Nigerian boys mostly from the Northern part (aged 7-13) and 17% of Nigerian girls were into drugs in 2015, and a further 9% of boys and 10% of girls were addicted. Addressing the problems of drug involves a multi-dimensional response, and prevention is one aspect of this response. Studies have shown that increasing physical activity can reduce the incidence of drugs, emphasizing the relationship between the recreation and health sectors. 4.2.2 Population Aging As our focus shifts to a prevalently older population, there is an increasing emphasis on physical activity as it relates to aging. Older adults are being encouraged by health care professionals to get active based on research - 8 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

that suggests individuals who sustain higher levels of physical activity are more likely to maintain health, independence and a high quality of life over the long-term. Regular physical activity maintains systemic strength and flexibility, balance and coordination, and can help reduce the risk of falls among the elderly. Increasing age is also associated with increased limitation in the ability to carry out basic activities of daily living.i Physical activity helps prolong good health and independence. On the whole, the next generation of seniors will have more disposable income, better health, and less interest in long-term work commitments and obligations that the current generation of seniors. The Boomer Project notes that those born between 1946 and 1964 will focus on: how they look and feel, income and independence, enhancing their home, life and leisure and travel and exploration. These trends will directly impact their preferences for recreation, leisure and social programming and services at the community level. There will also be a growing segment of older, frailer, and less mobile seniors who will require different kinds of services from their younger, more active counterparts. 4.2.3 Obstacles to Healthy Living The most commonly reported disabilities are mobility or agility related. The largest age group with disabilities is that of 65 years of age and over, and more Nigerians with disabilities have incomes below the Low Income Cut-Off than the total population. For persons with disabilities, reducing the barriers to participation and ensuring that facilities and services are accessible and responsive to their needs will help to improve participation levels in recreation and leisure activities. 4.2.4 Leisure-time Deficit Work ethics has also been identified as one of the factors influencing the development of recreational/tourism culture. Work ethic according to Elmer (1973) has its central theme that the individual’s moral duty is to be industrious continuously “to earn his salt”, and the harder one works, the more moral he is supposed to be, in other words, hard work is the means of demonstrating worthiness in terms of self-discipline, rejection of worldly pleasures and righteous success. For some individuals who are strict adherent to work ethics, work is the only way to use their time. Such people lack the psychological capacity to constructively utilize their leisure time. These individuals experience difficulties in detaching themselves from work ethics and are unable to distinguish work from leisure. Individuals, who find it difficult to break away from work ethics are described by Elmer (1973) as homogenizing toilers. Homogenizing toilers (workaholics) are persons who take the office home with them and continue to focus on their specialized work career without regard to recreation and even family roles. For the homogenizing toiler, leisure time is practically nonexistent. Saturday and Sunday find him engaged in the same activities as the rest of the week. He spends his total energy, both emotionally and physically in the very act of survival for himself and his family, as commitment to work ethic deprives him the contentment in activities other than work. To the homogenizing toiler says Elmer (1973), the enjoyment of “unearned” leisure for its own sake is inhibited by guilt feelings that the pleasure is “sinful” or wasteful unless earned through work. Many Nigerians are caught in the web of value conflict, hence, they claim that they do not have time for engaging in leisure time activities. Igbojekwe (2009) reports that 70% of those interviewed responded that they do not have time for recreation. This orientation tends to affect the cultural, economic and political stability. Omorogbe-Osagie (1995) quotes Dr. B.U. Nzeribe as saying “A society where everyone is working hard to make a living will never have stability”. “But society needs a leisure class that is tired of material things, that can devote its time to think, plan and organize the society. 4.2.5 Health and Wellness Wellness is a comprehensive approach to health, which relates overall quality of life to health. This view promotes a broad definition of the term “leisure activities” that encompasses both traditional sports and less strenuous (but nevertheless, beneficial) pursuits. Wellness facilities are often a blend of traditional recreation components and health related components. - 9 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

4.2.6 Youth Market Youth have always been an important and influential consideration for public recreation services. Increasing social pressures, changes in family structure, inequities in the distribution of wealth, and the impact of popular culture and the media will influence leisure activity choices among youth. Feelings of social isolation and income disparity can lead to participation in more “unhealthy” forms of leisure such as gang participation or, in the worst case, criminal activity. The growing incidence of obesity and drugs among Nigerian youth is a rising concern among health and leisure practitioners, requiring a multi-dimensional response. 4.3 Policy Trends 4.3.1 Government Policies and Attitudes towards Recreation Some government policies and attitudes are favorable towards recreation and tourism. The provision and use of land for recreational purposes involves for the most part outdoor activities on sites consciously developed and equipped with facilities that permit both active and passive recreational involvements. Unavailability of recreational space (land) and facilities is confronting both urban centers and rural communities particularly where every piece of land is owned by someone. In such cases, government policies such as the Land Use Act of 1978, the 3rd and 4th National Development Plans are favorable towards recreation. The Land Use Act placed all unused and undeveloped land in the hands of various state governments, while the 3rd and 4th development plans recognized that the rapid increase in the urban population of Nigeria demands adequate provision for the development of various urban and rural infrastructures and amenities including parks. The 4th National Development Plan prescribed that each state of the federation should establish a modest tourist village and also a medium holiday camp to provide rest and relaxation for citizens (Ifedi, 2009). Unfortunately, above government policies did not receive priority attention from the governments, hence, they were not satisfactorily implemented. Most unfortunately, a good number of recreational spaces provided during urban planning programs have been converted to commercial, industrial and residential plots by unpatriotic government officials. Recently, the most popular urban recreation park in Imo State, Nigeria, has been converted to a commercial plot. The failure of the government to provide recreational spaces for use by the citizens is hindering the development of recreation culture. Well-equipped government parks would offer the citizenry opportunity to have access to inexpensive recreation facilities. 4.3.2 Accessibility The World Health Organization defines disability as “…any restriction or lack (resulting from an impairment) of ability to perform an activity in the manner or within the range considered normal for a human being.” In recent years, provincial governments have been developing legislation to support improved opportunities for people with disabilities and providing mechanisms for involvement in the identification, removal and prevention of barriers. This type of legislation supports the right of persons of all ages and abilities to enjoy equal opportunity and to participate fully in the life of the Province. Many municipalities are also engaged in developing their own accessibility technical standards as a tool to prevent the creation of new barriers and to reduce and remove existing barriers for people with disabilities. These standards respond to the design, development and construction of new facilities and the retrofit and renovation of existing facilities that are owned, operated and leased by the municipality. For persons with disabilities, reducing the barriers to participation and ensuring that facilities and services are accessible and responsive to their needs will help to support participation in recreation and leisure activities. - 10 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

4.4 Activity Participation Trends 4.4.1 National Research on Participation Trends Participation and interest trends in sports and recreation influence the demand for facilities and services. The overall decline in sport participation is likely due to a number of inter-related socio-demographic and lifestyle trends including: population aging; time pressures/competing interests; family and child-rearing responsibilities, particularly among two-income households; career priorities; and participation in other non-sport, leisure activities. Of these, it is likely that population aging - the movement of the “baby boom” generation into the traditionally less “sport-active” stages of the life-cycle - will contribute most significantly to a continuing overall decline in sport participation. “Baby boomers” comprise a very large proportion of Nigeria’s population. It can be anticipated, therefore, that the movement of this group through the country’s population structure will have a profound impact on many trends at each stage of its life-cycle progression - including participation in traditional, intensely active sports. These trends, however, are not necessarily indicative of a long-term decline in sport participation. Socio-demographically, the overwhelming impact of the baby boomers might be contributing to an anomaly in sport participation that will resolve itself in the future. Further, and in response to growing concern about the relationship between physical inactivity and population health, recent years have seen increasing awareness and advocacy around the importance of life-long involvement in sport and fitness. Although the long- term outcomes of these initiatives cannot be foreseen, the intent is to reverse the tendency to inactivity in all age groups in Nigeria. Consequently, declines in sport participation should not be viewed in isolation of other relevant trends and initiatives. The 2008 report indicated that the three primary reasons for non-participation in sport are “not enough time”, “not interested”, and “no particular reason”. Between 25% and 30% of the population noted the former two reasons for not participating in sport, and just over 15% indicated the latter. Women were more likely to report lack of interest, while men more often indicated lack of time, for not participating. The presence of children in a household increases the likelihood of family involvement, as do higher levels of education and income. Only between about 1% and 3% reported “facilities not available”, “programs not available”, and/or “too expensive” as reasons for not participating. These findings combined with the top reasons cited above suggests that non- participation in sport among Nigerians is at least partially due to personal preferences and interests that are unrelated to either demographics or available facilities. 4.4.2 Participation Trends Recreational habit/tourism culture is not acquired from birth, but learned through recreation education, exposure and participation. Being a learned behavior it does not appear suddenly one day. Therefore, it requires a long term participation in recreational activities for one to inculcate such habit. Recreation education campaign can be launched and emphasis should be on teaching Nigerians the essence of recreation and how they can constructively utilize their leisure hours. Achievement of the above objective requires an integrated approach whereby the tourism stakeholders and the three tiers of government work together. 4.4.3 Trend Implications for Afemai wonder city Afemai wonder city will be providing recreation center and swimming pool/children play ground which is further subdivided into five parts consisting of 26 playing and gaming equipment’s comprising of indoor games, outdoor games, horse racing, swimming pool, etc. The area will host school children on excursions, provide swimming classes for clubs and interested children’s, form profitable alliance with both public and private schools within and beyond the state to ensure learning and fun go hand in hand. 4.4.4 Trends in Leisure Service Delivery There are a number of areas in which the delivery of municipal leisure services has evolved in response to social and lifestyle trends, and to improve service and program delivery, increase community involvement, improve planning and management functions, and provide effective and efficient facilities. The following table presents a number of themes that are relevant to the provision of a multi-use recreation complex in Afemai wonder city. These were identified through an on-going research, and experience in municipalities across Nigeria. - 11 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Table 4.1: Current Trends in Leisure Facility and Service Provision Facility/Service Trends Increasingly, recreation and cultural facilities are being designed to accommodate multiple activities and to encompass a host of different components. The benefits of designing multi-use spaces include the opportunity to create operational efficiencies, attract a wide spectrum of users, and procure multiple sources of revenue. Providing the opportunity for all family members to take part in different opportunities simultaneously at the same location additionally increases convenience and satisfaction for residences. Creating spaces within a facility that are easily adaptable and re-configured is another growing Multi-Use Spaces trend observed in many newer and retrofitted facilities. Many performing arts venues are being designed in such a manner that staging, seating, and wall configurations can be easily changed and configured as required. Similarly, visual arts spaces such as museums, studios and galleries are being designed in a manner that allows them to be used for a multitude of different art creation and display purposes. Similarly, gymnasium spaces and field house facilities are being designed with temporary barriers, walls, bleachers and other amenities that can be easily adjusted or removed depending on the type of activity or event. Today’s recreation facilities are designed to be aesthetically pleasing and welcoming, (rather than utilitarian) to meet the need for quality, relaxing experiences. Larger, brighter, open-concept lobby areas including visitor amenities such as coffee corners, comfortable chairs and tables are Community “Hubs” increasingly common. Recreation facilities are sometimes providing display spaces for local arts and heritage exhibits, and community information. Facilities are planned and designed to be accessible by alternative transportation means, including cycling, walking, public transport, and trails, and connect inside and outside spaces both in terms of built form and programming. The importance of physical activity to health and well-being and the alignment of Provincial policy to dedicate resources to this area has resulted in recent examples of joint facility development and/or shared facility use by recreation and health practitioners. In these examples, recreation components were designed not only to serve the community but also to serve medical practitioners’ patients and staff and to be programmed by the medical practitioners. A wellness center can be defined as a facility that through its design, programs and personnel involves participants along the entire illness/health and ability/disability continuum, for the purpose of moving (or maintaining) those Wellness Centers participants toward the point of optimum physical, mental, emotional, and social well-being. These facilities reflect this concept in design, programming and operation. The trend toward including health services as a partner with other community services is consistent with general public interest in maximizing health and preventing illness. Recreation facilities and services play an integral role in “the population health model”, in which programs and services focus on personal and collective factors that influence health. The colocation of these types of facilities/services increases opportunities for service integration and coordination. A new concept in recreation and culture infrastructure planning is to ensure that the indoor environment interacts seamlessly with the outdoor recreation environment. This can include such ideas as indoor/outdoor walking trails, indoor/outdoor child play areas and indoor/ outdoor Integrating aquatics facilities. Although there are a number of operational issues that need to be considered Indoor/Outdoor when planning indoor/outdoor environments (e.g. cleaning, controlled access, etc.) the concept of Environments planning an indoor facility to compliment the site it is located on (and associated outdoor amenities included) as well as the broader parks and trail system is prudent and will ensure the optimization of public spending on both indoor and outdoor recreation infrastructures. Integrating indoor and outdoor environments can be as “simple” as ensuring interiors have good opportunities to view the outdoors. Ensuring Many current recreation and cultural facilities are putting a significant focus on ensuring that user Accessibility experiences are comfortable; including meeting accessibility requirements and incorporating designs that can accommodate various body types. Programming is made as accessible as possible via “layering” to provide the broadest appeal possible to intellectual preferences. - 12 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Meeting the needs of various user groups is also an important aspect of accessibility. Incorporating mobile technologies, rest spaces, child-friendly spaces, crafts areas, and educational multi-purpose rooms for classes and performances is an emerging trend. Accessibility guidelines set by governments, as well as an increased understanding of the needs of different types of visitors is fueling this trend. Technology is also being embraced as a modern communication tool useful for effectively sharing messages with younger, more technologically savvy audiences. Revenue Increasingly, facility operators of community facilities are being required to find creative and Generating Spaces innovative ways to generate the revenues needed to both sustain current operations and fund future expansion or renovation projects. By generating sustainable revenues programs, facilities are able to demonstrate increased financial sustainability and expand service levels. Lease spaces provide one such opportunity. Many facilities are creating new spaces or redeveloping existing areas of their facility that can be leased to food and beverage providers and other retail businesses. Short term rental spaces are another major source of revenue for many facilities. Lobby areas, programs rooms, and event hosting spaces have the potential to be rented to the corporate sector for meetings, team building activities, Christmas parties and a host of other functions. Social Amenities The inclusion of social amenities provides the opportunity for multi-purpose community recreation and cultural facilities to maximize the overall experience for users as well as to potentially attract non-traditional patrons to their facility. Examples of social amenities include attractive lobby areas, common spaces, restaurants and cafeterias, spectator viewing areas, meeting facilities and adjacent outdoor parks or green space. It is also becoming increasingly uncommon for new public facilities, especially in urban areas, to not be equipped with public wireless Internet. Another significant benefit of equipping facilities with social amenities is the opportunity to increase usage and visitation to the facility during non-peak hours. Including spaces such as public cafeterias and open lobby spaces can result in local residents visiting the facility during nonevent or non- program hours to meet friends or simply as part of their daily routine. Many municipalities and not for profit organizations have encouraged this non-peak hours use in order to ensure that the populace perceives that the facility is accessible and available to all members of the community. Multi-Use Contemporary recreation facilities incorporate a variety of components under one roof. Complexes The shift away from sole-purpose facilities to spaces that blend a multitude of components, such as Facility/Service Aquatic facilities, arenas, libraries, gyms, meeting/program rooms, and active living components, has resulted in “one stop shopping” for leisure patrons. Recently, there has been more emphasis on the inclusion of accessible arts and cultural spaces (such as studio spaces, display spaces) in these complexes, resulting in more cross programming for patrons and space sharing opportunities for providers. Recreation facilities are now typically being provided as multi-purpose centers for several reasons, including trends in lifestyle and activity participation, consumer expectations, programming advantages, and environmental and economic factors. Indoor multi-purpose facilities are conducive to increasing physical activity for population health, and to accommodating growth in individual, unstructured activities. Multi-purpose facilities accommodate the types of activities that are gaining popularity, and fit current demand for a range of programs that are centralized. They also optimize opportunities to cross-program individual facility components, and to offer one-stop recreation programming for families and other groups, with varying individual interests. From an operational standpoint, centralizing facilities under one roof reduces the level of energy consumption associated with a number of decentralized indoor locations. Energy costs are thereby reduced, as are other costs including staffing, office equipment, etc. They also frequently incorporate revenue-generating space for ancillary uses such as ATM’s, licensed food services, and sports/wellness-related retail shops. Partnerships, Partnerships in the provision of recreation, leisure and cultural opportunities are becoming more Volunteerism, and prevalent. These partnerships can take a number of forms, and include government, not for profit Community organizations, schools and the private sector. While the provision of recreation and cultural services Building has historically relied on municipal levels of the government, many municipalities are increasingly looking to form partnerships that can enhance service levels and more efficiently lever public funds. Partnerships can be as simple as facility naming and sponsorship arrangements and as complex as lease and contract agreements to operate spaces, entire facilities or deliver programs. - 13 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

4.5 Summary The overall decline in participation in physically intense sports is at least partly due to the changing activity patterns of an aging population. Typically, children and youth are the age groups that are most often involved in sports. Auchi has a stronger representation of young families than the Province, and considerable anticipated population growth. Both of these factors, along with increasing participation in sports by women and girls, and policy initiatives aimed at increasing physical activity in the population at large suggest that Auchi will experience growth in sport participation, and particularly those that are now, or are becoming, popular. More families also mean more young and middle-aged adults with an interest in physical fitness and wellness activities. As a relatively affluent community, there will more disposal income spent on leisure services, in both the recreation and arts/culture areas. An aging population also generates greater interest and involvement in the arts, culture and heritage. Future facility development in Afemai wonder city hub will incorporate many of the current trends in facility design and operations through the potential provision of an indoor-outdoor multi-purpose recreation complex. 5.0 FACILITY AND PROGRAM SUPPLY 5.1 Introduction The following sections describe facility and equipment to be at Afemai wonder city project site relevant for a multi- purpose recreation hub. The first section examines the supply and use of indoor recreation facilities and outdoor playing fields at the hub. The supply of programs to be offered by Afemai wonder city is reviewed with Key facilities and services. Afemai wonder city Facilities 5.2.1 Swimming pool With an undulating hills rising to a peak of about 672 meters above sea level in Edo north, the Afemai wonder city hub has a 25meters by 10 meters standard swimming pool. The swimming pool includes: one children swimming pool (8meters by 4meters), for up to 20 children, 6+1 dressing rooms, pro-shop, a general and private bar; swimming time is fully utilized. 5.2.2 Halls and Multi-Purpose Program Space Afemai wonder city halls and other multi-purpose program spaces, can be used for programs and activities. Master Plan’s recommendation is to hire a Recreation Coordinator; to greatly expand the programs and activity supply in Auchi and its surrounding municipality. The Master Plan’s recommendation on sustaining and supporting municipal use of halls in the areas will be strengthened by a significant increase in use and a continuing role in offering a range of programs and activity throughout the municipality. 5.3.3 Outdoor Playing Fields Outdoor playing fields in Afemai wonder city one 5 aside football turf field, 1 horse track race, and several amusement park rides, Inflatable Water Slide, etc. 5.3 Afemai wonder city hub Programs There is a limited direct municipal program function in Auchi. Available services comprised those that could be provided by community-based, volunteer organizations. Although these groups had provided recreation and leisure programs to community residents for many years, their capacity to continue in this role was being strained particularly in face of population growth, rising costs and increased liability requirements. Afemai wonder city will be bringing range of program needs and interests in the community that will support an expanded municipal programming function. Consequently, we will be considering a full-time Recreation Coordinator with sole responsibility for program development and administration. A Recreation Coordinator will be hired, to bring considerable growth in program supply. - 14 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

The process for program development comprised several elements including knowledge of area needs, awareness of successful program initiatives and willingness to pilot programs of interest to the community. Key partnerships will be established with the public and private school board for access to school in the municipality, and with independent area artists and commercial operators for instruction in arts and leisure activities at private facilities. 5.4 Cinemas 5.5 Other Programs In addition to using facilities and programs in the Afemai wonder city hub, local residents travel to surrounding communities for recreation. As a result, many Auchi residents use recreation facilities and programs in Benin the capital city. While data on actual rates of participation are not available, residents in the northern Edo of the Township likely travel to Benin to use recreation centers. 6.0 CONSULTATION ACTIVITIES 6.1 Introduction The feasibility study included a number of consultations with various sectors of the community: a public meeting, key informant interviews with municipal officials and community representative, an on-line survey of Township residents, separate surveys of groups interested in, Amusement pack, outdoor playing fields, and hall/multipurpose space, and Cinema. This section documents the results of these activities. 6.2 Resident Survey A survey was conducted to gather resident input for the Feasibility Study. A total of 90 respondents, each of whom represented the members of their household, completed the survey. The opportunity to participate in the survey was provided to all residents of Auchi Township and was not a random survey. While survey responses, therefore, are not statistically reliable they do reflect the opinions of those members of the community who have an interest in, or concern about, the proposed Afemai multipurpose recreation hub. The following summarizes the results of the survey. 6.2.1 Participation and Interest in Programs and Activities A large majority (93%) of households have members that currently participate in sports and recreation activities, either individually or as part of organized programs, largely in Auchi (63%) and Ekpoma (61%), but also in Uromi (18%), Fugar (12%) and Afuze (11%). About two-thirds (64%) of households have members who would like to participate in sports and/or recreation programs or activities, in which they do not now participate. Less than a quarter (23%) of households are not interested in additional participation and 14% are uncertain regarding all household members’ interest. Activities of greatest interest are group fitness classes (74% of respondents), Amusement park activities (60%), individual fitness/training (58%), education/interest programs (47%), Cinemas/visual arts (37%), non- Amusement park activities (33%), crafts (33%) viewing live football match (33%). Other activity interests include social clubs (e.g., youth drop-in) at 28%, ball (26%), field sports such as football (25%), pre-school programs (25%) and performing arts (21%). The primary factors that limit participation in sports and recreation programs/activities are facilities are too far from home (68%), programs of interested are not provided (58%), facilities we would like to use are not available (56%), program times are inconvenient (46%), and lack of awareness regarding available programs and services (33%). 6.2.2 Need for, and Use of, a Multi-Purpose Recreation Complex If a municipal multi-purpose recreation complex offering facilities and programs of interest to their household members was developed in the Auchi Township 67% of respondents reported members of their household would use it, 15% indicated they would not use it, and 18% were uncertain. - 15 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Facilities needed in a new Afemai wonder city multi-purpose recreation complex are an Amusement park (reported by 80% of the respondents), a Cinema (78%), a gymnasium, weight/fitness room (78%), multi-purpose program rooms (72%), an indoor track (62%), outdoor playing fields (58%) and meeting/class rooms (50%). Those respondents who indicated their households would not use Afemai wonder city multi-purpose recreation complex Park most often noted that this location is not optimal for serving the entire Township (8 respondents), it will take services away from the local community (4), and that there are already enough facilities and programs in the area (4). Fifty-five percent of respondents indicating their households would not or were uncertain about their use of a new complex, still felt the facility is needed to serve Township residents. 6.3 Sport and Recreation User Group Surveys The municipality identified major organized users of Cinemas, halls and multi-purpose spaces, Amusement park, and outdoor sports fields that might be candidates for use of facilities at a Afemai wonder city multi-purpose recreation complex. In consultation with the project Steering Committee, detailed questionnaires were prepared for each of the three types of user groups. The questionnaires compiled information on the types of programs and services the organizations will provide, membership trends, use of and satisfaction with available facilities, and anticipated demand for additional or new facilities at the multi-purpose complex and/or playing fields at Afemai wonder city Park in the Township of Auchi. A new multi-purpose recreation complex in Afemai wonder city would will bring new facilities to the Auchi Community Centre. Table 6.1 Summary of User Group Survey Results Indicator Hall Users Playing Field Users Amusement Ride/Cinema Response 4 of 6 groups (67%) 8 of 17 groups (31%) 12 of 22 groups (55%) Programs Offered dance, fund raising, church Hand ball, football, horse ride. Fun Rides (including indoor services, parties, meetings. and outdoor), block buster movies, (home and foreign movies). Educational screening Group Profile Stable membership Emphasis Recent growing membership Expecting stable membership, on children & youth; adult’s in football and fun seekers with males and females Serve all age groups, with Very large emphasis on emphasis on children and Schools, children and youth. youth. 7 groups anticipate future ¾ even split male and female; growth remainder almost exclusively male 3 groups comprise 95% Auchi residents; 5 groups consist of 50%+ Other residents 6 groups anticipate future growth Use of Multi- Certain use by 1 group of 6 groups require prime-time 7 groups would rent prime Purpose Complex at meeting. Certain use by 1 on outdoor playing fields, the time at a cinema and Afemai wonder city group of Afemai wonder city bulk of which would be amusement park ride, 4 hall/kitchen/bar. transferred from other fields 6 groups would use groups would host cinemas/halls, 3 would use a tournaments weight/fitness room, and 3 6 groups would use Afemai would use multipurpose wonder city hall/kitchen/bar program fun rooms (the 3 groups would use highest level of certainty weight/fitness room (the emerging for indoor facility highest level of certainty use). emerging for indoor facility use) - 16 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

7.0 FACILITY CONCEPT AND SITE PLAN 7.1 Preliminary Space Program Figure 6.1 describes a preliminary space program for the proposed Afemai wonder city Multi-Purpose Recreation Complex. The space allocated to various functions is consistent with the needs assessment and other comparable facilities. Further refinement of the space program will occur during detailed design but the following provides a working description of the proposed facility. Table 7.1 – Preliminary Space Program for Afemai wonder city Multi-purpose Recreation Complex Ref Components Net Area - sq. ft. Notes 1. AMUSEMENT PARK RIDE 1.1 5,000 85' X 200' 1.2 450 1.3 3,270 2 are accessible 1.4 500 1.5 150 1.6 1,500 12,870 2. SWIMMING POOL FACILITIES 2.1 Change toilet Rooms 2 @ 200 s.f. 400 Shower, wc and sink. 2.2 First Aid Room 250 Shower, wc and sink. Accessible 2.3 Club storage 400 2 groups @ 200 s.f. 1,050 3. SERVICE AND MAINTENANCE 3.1 500 3.2 Refrigeration/Workshop/Maintenance 1,000 3.4 Store room 1,000 3.5 Staff room/lunch room 250 2,750 4. LOBBY AND PUBLIC AREAS 4.1 Main Floor Lobby 2,500 Combined lobby, warm viewing and concession 4.2 Concession counter and storage 500 4.3 80 3,080 5. PROGRAM FACILITIES 5.1 Gymnasium 5,500 Single gym include seating area on side line - 17 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

5.2 Change rooms/washrooms 1,500 [email protected] No shower. 5.3 Storage 700 5.4 Multi-purpose program room 3,000 Divisible into 2 rooms 5.5 Meeting/Small program rooms 500 Divisible into 2 rooms 5.6 Kitchen/Bar (including storage) 1,000 12,200 6. CINEMA 6.1 General Cinema 800 Divisible into 4 screen 7. MANAGEMENT OFFICES 7.1 Reception/control/tickets 120 7.2 Recreation Coordinator Office 120 7.3 Facility Manager’s Office 120 7.4 General office/administration 400 7.5 Staff room 300 1,060 Net Assigned Area 80% 43,010 Gross Floor Area 100% 53,763 7.2 Concept and Site Plan A preliminary concept plan and site plan are included on the following pages. 7.2.1 The Site The site of the proposed Afemai wonder city Multi-Purpose Recreation Complex is part of a 20-acre parcel of land owned by AFENMAI RECREATIONAL CENTRE (ARC). It is located in Edo north of Auchi on the Sabo-Iyakpi area about fifty meters from the prestigious Auchi Polytechnic. The land parcel consists of one 5 aside football field with ancillary parking and amusement park rides. Cinema, mini shopping mall and administration building is being developed, with construction on going. 7.2.2 Planning for Expansion The Recreation Complex is planned for phased development. The current phase comprises an Amusement park, Swimming pool, gymnasium, 5 aside football pitch, live performance musical stage, Cinema, multi-purpose program rooms, change rooms, lobby and administration offices. Future phases may include a museum, a mini zoo, a community e-library and a complementary 3-star hotel of about 7-10,000 sq. ft. The complementary 3-star hotel and Library is a distinct and separate operation from the Recreation Complex. It should have street presence. As well, the operation of the library is distinctly different from the park activity. The separation of the park and hotel/e-library patron traffic must be properly planned in conjunction with the entrance orientations in order to minimize the parking and circulation conflicts. - 18 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Figure 7.2 Overall Site Plan - 19 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Figure 7.3 Detailed Site Plan - 20 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Figure 7.4 Floor Plan - 21 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

8.0 BUSINESS PLAN AND OPERATIONAL MODEL This section presents the business plan and operating model for the project. It articulates the overall project concept, the business objectives, the operating structures and strategies. This section of the report presents an operating cost projection based on number of assumptions concerning facility use, management approach, staffing and policies, rates and fees, program and material costs. These are general estimates based on the needs assessment and other comparable facilities. However, the operating costs and revenues should be confirmed when the building is finalized, and management procedures confirmed. In addition, costs and revenues associated with programming the multipurpose components of the Complex can only be accurately projected after the initial years of operation when actual programs are in place. 8.1 Vision and Mission Vision “This is to provide quality family entertainment for communities and visiting tourist” Mission “We aim to establish a profitable and well managed project wh8ile at the same time creating an atmosphere of fun, recreation and relaxation for the entire family with activities designed to please the local resident as well as substantial tourist that troops into the state year round” 8.2 Core Values After a thorough research, our primary target with children (1 – 18years), so we intend to design our facility to address this target market, while also keeping in mind the secondary market such as the young adults. We believe that our main key to success includes: - Providing popular and wide range recreation/entertainment -Ample and secured parking -The use of a state of the art technology and one of its kind facility -Seasoned management team 8.3 Value Proposition ARC’s value proposition is constructed on a blend of key business principles, attributes and competencies capable of delivering an ongoing stream of value for the stakeholders and customers. The below presents the value propositions to all relevant stakeholders. 8.3.1 ARC’s Value: Propositions Alliances • Form partnership with reputable firms in the areas of technical expertise. • Be perceived as a fair and equitable partner. Market intelligence • Establish intelligent gathering mechanisms that will enable t ascertain the demands of its clients execute any business initiative and address markets of focus whilst remaining at the cutting edge of competition. Regulators • Put in place mechanism that ensures full compliance with all regulatory requirements at all times. • Comply with all applicable local and international laws and regulations. Customers • Be perceived as proactive and innovative, providing unsurpassed service and the best quality for money. The community • Be fully aware of the external environment and community and ensure that business activities do not have adverse impact on these. - 22 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Shareholders • Operate in a manner that will offer above- average returns to owners and other providers of capital. • Deliver the best possible value on a sustainable basis for all shareholders. 8.4 Products and Services ARC will provide customers with a wholesome environment that offers fun, recreation, relaxation, competition, amusement, entertainment, year round activities, souvenir, and great foods all while forming lasting memories at affordable prices. The proposed services to be offered by ARC include: - Recreational/Entertainment facilities – both outdoor and indoor. - Children playground - Cinema and Shopping complex - A lounge and event centre - Guest house with swimming pools - Year round with variety of activities. 8.5 Business Strategies The success of the business, which is determined by its ability to achieve significant market penetration to exploit existing and emerging market opportunities, is dependent on the type of business strategies it deploys. This section provides on how ARC will effectively position itself as a key player in Nigeria’s Tourism Industry to take advantages of the market opportunities. 8.5.1 Pricing ARC will continue to adopt a pricing structure that will be in line with current practice in the industry. In this regard, the Company will seek to adopt a pricing strategy that is both competitive and appropriate returns on investment. 8.5.2 Quality ARC aims at being one of the best amusement park and recreational centers in Nigeria 8.5.3 Advertising and Marketing Given the sensitive nature of the Company’s product offerings, the following medium will be used to reach ARC target market:  Radio jingles and magazines  Use of company’s website to display services  Business referrals from existing clients  Billboards  Branded T –Shirts  Branded Vehicles  Car Stickers 8.5.4 Customer Relationship Management (“CRM”) The success of a business is dependent on a strong and enduring relationship with customers. CRM will impact on client acquisition, retention and growth effective relationship management to be underpinned by positive customers’ experience. Accordingly, ARC will set up a dedicated help desk that will respond promptly to any issues or queries regarding its facilities/services and also serve as a form of feedback to the Company on the quality of its facilities/services and how they can be improved. 8.5.5 Human Resources ARC ability to hire, train and retain personnel with essential skills for each aspect of its operations is crucial to the success of its business. Consequently, the Company will seek to be considered an employer of choice in the market by adopting a pay structure that is not only commensurate to the level of skills and expertise required but also competitive in the market as well as implement policies that promote motivation and job satisfaction among staff. - 23 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

ARC will also put in place a human capital management strategy, which will enable it achieve excellence in attracting, developing and retaining high quality management and staff. This strategy incorporates the following key components: • The recruitment policies • The capacity building policies of the company • Performance evaluation mechanism of the company 8.5.6 Partnership and Alliances ARC will seek to form strategic partnership with relevant third parties to enable optimal service delivery. Specifically, the Company intends to seek the following alliances to enhance its business operations: • Technical Expertise: To provide the required for construction of the centre; and • Funding: To provide funding support 8.6 Governance Framework 8.6.1 Operating Procedures The importance of putting a standard operating procedure in place in running ARC cannot be over emphasized. Standard operating procedure is the fundamental written instructions which dictates multilateral action between all role players. It serves as a uniform tool, to co-ordinate all aspects of running this organization, to guide the respective role-players in terms of theirs specific key performance areas. It will help install discipline that will aid all functional centers of the organization to function independently to achieve one goal, in an ordinary systematic manner. Thurs creating a road map with predetermined goals and deliverables. 8.7.2 Legal Structure ARC is a limited liability company incorporated in Nigeria. 9.0 STANDARD OPERATING PROCEDURES The importance of putting a standard operating procedure in place in running AFEMAI RECREATIONAL CENTRE a project of AFEMAI WONDER CITY cannot be over emphasized. A Standard Operating procedure is the fundamental written instruction, which dictate multilateral action between all role players. It serves as a uniform tool, to co- ordinate all aspects of running this organization, to guide the respective Role-players in terms of their specific keys Performance areas. It will help to install discipline that will aid all functional centres of the organization to function independently to the organisation to function independently to achieve one Goal, in an orderly and systematic manner. Creating a road map, with predetermined goals and deliverables. This will go a long way to help achieve the corporate objectives of AFEMAI RECREATIONAL CENTRE. 9.1 SERVICES/OPERATING PROCEDURES In the facility, there will be a big billboard displaying entry cost, the various Playground sections with the facilities they have plus cost and a road map showing the layout and the directions to various sections of the facility. The event centre is designed to accommodate between 300 and 500 people. The Children play ground is divided into about five sections with different categories of playing and gaming equipments. At the entrance of each section there will be a cash Centre where visitor will pay the customized money know as “token” to get entry into the playgrounds. The Outdoor Bar will be on concession and other food and drink vendors, photographers and other that will be coming to display their wears are expected to register and pay on weekly basis according to the terms and conditions of the facility. - 24 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

10.0 SWOT ANALYSIS Strengths:  High patronage – there is always a high level of patronage due to the need for fun, relaxation, recreation and entertainment.  Skilled labour – more than enough well trained and experienced skilled labour.  Facilities and Activities- provision of recreation/entertainment activities and state of the art facilities that visitors will always come back for.  Multiple source of income- Through children playground, event center, lounge, cinema etc. Weakness:  Parking problem- due to influx of visitors, there is always an issue of parking space  Capital funding- funds to start up and maintain  Ageing facilities have to spend more money to keep the facility intact Opportunities  Job opportunities- more job opportunity for the immediate community and the country as a whole.  Family value development- it encourages family to spend more and much time together  Tourism- it helps to showcase both the natural and cultural heritage of the community it is cited  Infrastructural- development- more development infrastructures are built. Threats:  Security- inadequate provision of security for visitors.  Future government policies that might not be favorable to the industry.  Competition- competition from other recreational centers springing up.  Assessable loans/grants- assessing funds for future expansion are difficult.  Power- rising cost of power/energy consumption to run the facility. 10.1 Challenges in the Tourism Industry The following are serious challenges faced in the tourism industry:  Epileptic power supply in the country  Expensive materials;  Lack of awareness;  Insecurity;  Lack of industry training programs.  Lack of policies that will protect the indigenous companies against harmful foreign competition. - 25 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

11.0 TASK MAN/RESPONSIBILITY Figure 11.1 11.1 TASK MAN/RESPONSIBILITY  CHAIRMAN/CEO  REPORTING RELATIONSHIP: Reports To The Board  SUPERVISES: MD-G/M JOB RESPONSIBILITIES: -  Ensures effective operation of the Board and its committees in conformity with the highest standard of corporate governance.  Ensure communication with all stakeholders including host government and other relevant constituencies  Set agenda, style and tone of board discussions to promote constructive debate and effective decision making  Develop strategy proposals for recommendation to the Board and ensure that agreed strategies are reflected in the business  Develop an organizational structure and establish processes and systems to ensure the efficient organization of resources  Ensure business performance is consistent with the Business Principles  Ensure that robust management succession and management development plan are in place and presented to the Board from time to time. - 26 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

11.2 TASK MAN/ RESPONSIBILITY  MANAGING DIRECTOR (MD)  REPORTING RELATIONSHIP: Reports To Chairman/CEO  SUPERVISES: AFM, OM, PM, MPR, EM JOB RESPONSIBILITIES: -  Manages and responsible for the daily business of the Company  Supervises and direct subordinate bodies and employees for the good of the company.  Allocates tasks to subordinates and employees.  Manage overall revenue and cost element of the organization.  Ensure that all social / financial responsibilities payable by the company are paid punctually and in full to the respective collecting agency.  Makes decisions on behalf of the company and acts in its best interest.  Custodian of confidential information regarding the company and has a duty to prevent misuse of this information.  Provides a link between the employees and the Board, and keep both parties updated on each other’s interests.  Ensures that the company avoids activities that may lead to insolvency. 11.3 TASK MAN / RESPONSIBILITY  AUDITOR  REPORTING RELATIONSHIP: Reports To CHAIRMAN/CEO, MD JOB RESPONSIBILITIES: -  Make reports to members of the company on the account examined by him on every balance sheet, profit and loss account and on every other document relating to accounts  Give a true and fair view of the state of the company’s affairs as at the end of its financial year  Examine and verify book of accounts with skill, care and caution  Evaluate and provide reasonable assurance that risk management control and governance systems are functioning as intended and will enable organization’s objectives and goals to be met  Report risk management issues and internal control deficiencies identified  Provide recommendations for improving the organization’s operations, in terms of both efficient and effective performance  Evaluate regulatory compliance program with consultation from legal counsel  Evaluate the organization’s readiness in case of business interruption  Engage in continuous education and staff development 11.4 TASK MAN/RESPONSIBILITY  ACCOUNT/FINANCE MANAGER (AFM)  REPORTING RELATIONSHIP: Reports To MD  SUPERVISES: CASHIERS JOB RESPONSIBILITIES: -  Oversees the accounts/finance department.  Ensure that proper records and books of account are kept.  Ensure book of accounts and daily journal are called over to ascertain accuracy.  Ensure effective administration and management of cash and cash safe/vault.  Ensure proper document of all transactions and authorize transactions within applicable approval limit.  Contribute to decisions regarding financial strategy. - 27 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

11.5 TASK MAN/RESPONSIBILITY  OPERATION AND EVENT MANAGER  REPORTING RELATIONSHIP: REPORTS TO MD  SUPERVISES: TMM, OSM, ISM JOB RESPONSIBILITIES: -  Manages service platforms and ensure all customers’ complaint are treated promptly.  Enhance team performance in various units to achieve quality customer service delivery.  Run daily operation to ensure it meets its vision and financial goals based on the organization's objective.  Supervision of all staff attached to daily operations of various work stations.  Coordination of the running, repair and maintenance of any machine/equipment.  Decide what operation resources will be doing and make sure it gets the work done. 11.6 TASK MAN/RESPONSIBILITY  PERSONAL MANAGER (PM)  REPORTING RELATIONSHIP: Reports To MD  SUPERVISES: PT JOB RESPONSIBILITIES: -  Maintain and enhances or organization's human resources.  Maintains the work structure by updating job requirement and job description for all positions.  Prepares employees for assignment by establishing and conducting orientation and training programs.  Ensures planning, monitoring, and appraisal of employee work results.  Maintains employees benefit programs and informs employees of benefits.  Recruitment of required level/quality of management staff and other level of staffs, in order to meet business needs. 11.7 TASK MAN/ RESPONSIBILITY  MARKETING/EVENTS MANAGER (MEM)  Reporting Relationship: REPORTS To MD  SUPERVISES: PRO, MT JOB RESPONSIBILITIES: -  Monitoring and identifying market trends  Developing strategies and supervising the process that will get services to the targeted audience.  Studying competitors products and services  Exploring ways of improving existing products and services, and increasing profitability  Manages, plans and execute all indoor and outdoor events or promotions organized by the company. 11.8 TASK MAN/ RESPONSIBILITY  TECHNICAL/MAINTENANCE OPERATION (TO)  REPORTING RELATIONSHIP: REPORTS To OM JOB RESPONSIBILITIES: -  Identifying and report on faulty work tools/infrastructures to the operations manager  Ensure monitoring, repair and maintenance of the fixed assets including plants and machinery.  Recommends purchases of parts for repair and installation.  Supervises/Monitors stock count of equipments/spare parts regularly and ensure optimal re-order level.  Make requisition for equipments/spare parts that are out stock  Makes sure Operations of all machines to ensure that operational guidelines are adhere to strictly. - 28 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

 Responsible for in-house training of old and new staff as regards to operating procedure of various machines within the system.  Liaise with manufacturer of machines/equipments for major faults and ensure repairs are done within 24 hours 11.9 TASK MAN/ RESPONSIBILITY  OUT DOOR MANAGER (OSM)  REPORTING RELATIONSHIP: Reports To MARKETING MANAGER JOB RESPONSIBILITIES: -  Coordination and planning logistics of every services rendered outside the company premises.  Ensure that outdoor services are delivered promptly.  Assist in promoting and marketing the business of the company through effective service delivery. 11.10 TASK MAN/ RESPONSIBILITY  PUBLIC RELATION OFFICER (PRO)  REPORTING RELATIONSHIP; Reports To MEM JOB RESPONSIBILITIES: -  Creating and maintaining a good corporate image of the company.  Identifying and communicating updates of the company to clients and to the public and feedback to the company.  Sustaining good relationship between the company and clients and other stake holders.  Attend to all customers enquiries promptly and efficiently  Receive, evaluate and process all feedbacks from customers. 11.11 TASK MAN/ RESPONSIBILITY  CASHIERS  REPORTING RELATIONSHIP; Reports To: AFM JOB RESPONSIBILITIES: -  Collection of payments from customers at various centers  Counting and sorting cash  Register all cash received in account register.  Providing customer service and handling returns.  Balancing all cash differences to the Managing Director to avoid cash suppression.  Balancing of Afemai currencies with customers’ cash to ensure smooth and faster services without delay.  Reports all cash transactions on a daily basis, carrying over to the next day would not be encouraged  Perform other duties as assigned by the Accounts/Finance Manager 11.12 TASK MAN/ RESPONSIBILITY  PERSONNEL TEAM (MP)  REPORTING RELATIONSHIP; Reports To PERSONNEL MANAGER JOB RESPONSIBILITIES: -  Assist the Personnel Manager in caring out all personnel department functions/duties  Assist in recruiting, interview and job description processes  Help in filling documents and issuing correspondences in relation to personnel activities. SPECIFIC DUTIES 1. Reporting directly to the finance Manager/Accountant. Responsible for collecting money in exchange for Afemai token coin to be used in all rides & games. To also collect money/cash where necessary directly & remit same to source. 2. Mechanic/Maintenance officer report to the technical and maintenance manager Responsible for the maintenance service and repair of all faulty machine rides and vehicle. - 29 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

3. Indoor manager report to the operation manager and responsible for the:  Swimming pools  Bars both indoor/outdoor  To make sure the pool and bars are well managed, maintained very well and to make sure that they are very well promoted. 4. Outdoor manager oversees all the rides and to make sure they are working well including the children playing ground and to make sure everything function and report default to the operation manager. 11.13 TASK MAN/ RESPONSIBILITY  QUALITY CONTROL MENBERS: -  TO REPORT DIRECT TO THE GM/CEO Functions and Duties includes: -  Quality control and quality assurance of the park.  Strategic analysis and input on the betterment and continuous growth and uplitfment of the park 12.0 IMPLEMENTATION STRATEGY This section of the study provides a general overview of the tasks that would typically be part of the implementation process. This provides considerable lead time and based on the typical timeframes associated with the implementation phases noted below, there is immediate urgency to complete the project. 12.1 Phase One Detailed Project Planning Detailed Project Planning will follow government acceptance and approval of the recommendations of the Feasibility Study and a decision to proceed with the project. These steps involve more detailed project planning including confirmation of loan facility and funding opportunities, development of a communication strategy, and confirmation of facility components. 12.2 Confirmation of Facility Components There are other possible facility components that could be included with the Multi-Use Complex but which were not investigated as part of this study. 12.3 Loan facility Assessment It is not clear to what extent the project may look to loan as a means to finance the facility. If this is the expectation, an initial loan assessment and preliminary loan strategy should be developed at this time (the actual loan facility will occur in a subsequent phase of the implementation, closer to the actual construction). 12.4 Staffing During this period job description for new staff will be prepared. Management staff responsible for the facility would generally be in place 6 to 8 months prior to the opening preparing for the official opening, hiring other staff, overseeing initial program preparation, preparing policies and operating procedures, etc. Following the opening of the facility the Facility Manager will be responsible for overall operation including day- to-day financial management, customer service, marketing, program development, communications, and of course management of staff. 12.5 Project Management Project management in this case is not synonymous with management of the building and construction. Rather it entails a wide range of activities including preparation of loan applications, communication with the community, ensuring that appropriate site plan approvals are in place, preparation of RFQ’s/RFP’s for architects and development of operating and management policies. At the end of Phase One the following will be achieved: 1. An architect hired 2. Facility components and priorities confirmed 3. Operational model confirmed 4. Job description for management staff prepared and advertising/search for this individual initiated 5. Loan/investment capacity confirmed - 30 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

12.6 Phase Two Development and Operations In Phase Two the architect assumes responsibility for the project under the direction of the management. Detailed drawings are prepared and vetted with the client and the management, the loan/partnership is underway and legal agreements prepared as appropriate. 12.6.1 Design Considerations The Multi-Use Complex will be a major new community facility in Auchi Township and therefore a landmark building for the municipality. The facility should be master planned to take full advantage of its relationship to municipal building, the parking areas, outdoor facilities, etc. Since this facility will be a landmark building within the community, special attention should be paid to the materials selected and to design features that will create and identify this special place. 12.6.2 Construction and Project Delivery Methods There are a number of approaches including construction management, design/build, and the traditional approach (involving consultant design, tender process, general contract award). These options will need to be assessed and a design and construction approach approved prior to construction. 12.7 Phase Three Construction and Opening Phase Three involves construction, implementation of staffing and operating plan and official opening and operation. Site development and building construction are estimated to take approximately 18 months. This will allow adequate time for the preparation of the site in advance of facility construction. A fully detailed site and building development would be formulated during the preparation of the construction drawings. The schedule will outline the specific tasks required in each step of the development process from ground breaking to door opening. 12.8 Summary – Implementation The implementation activities discussed above are summarized in the following table. A possible timeline is indicated that would suggest a 12-month work program from access to loan/investor to opening the facility. This is a very generous timeframe and the work could be completed more quickly. 13.0 Financial Appraisal 13.1 Introduction This section sets out the inputs and general parameters that form the basis of the financial appraisal of the company. 13.2 Macroeconomic Assumptions The assumptions adopted in the financial model reflect the prevailing macroeconomic condition in Nigeria. 13.2.1 Taxation The financial forecast takes into the consideration the current corporate and tourism tax rates on the taxable and assessable profit respectively of companies operating in Nigeria. Based on Nigeria tax regulations, the applicable tax for the Company will be 30% of taxable profits as corporate income tax and % of assessable profit as tourism tax. The company will also comply with the tax provisions with respect to capital gains and withholding tax. It is assumed that all set-up costs and other expenses are inclusive of Value Tax (“VAT”) at 5% 13.2.2 Reporting Currency The Company’s functional currency shall be the Naira (N) and the financial forecasts have been prepared in the same currency. US Dollar (US$) based transactions have been converted into Naira using forecast exchange rates for the respective periods as provided by the BMI. - 31 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

14.0 Implementation Task Summary Possible Timeframe/Milestones 1. Approve Feasibility Study directions in principle Completed 100% 2. Confirm facility components Completed 100% 3. Initiate loan applications for capital funding and discussions with Ongoing 80% other private investors for capital funding 4. Confirm loan/investors capacity Ongoing 80% 5. Establish clear responsibility for project elements including loan/investors, design and development, staffing, and financial Ongoing 80% management of the development process. 6. Prepare Request For Qualifications for Architects Completed 100% 7. Initiate loan/investors Ongoing 80% 8. Evaluate Architect Expression of Interest and short list up to 5 Done 100% firms 9. Prepare Request For Proposal for short listed architects Completed 100% 10. Call for architect process Completed 100% 11. Hire architect Done 100% 12. Site approvals and site development Completed 100% 13. Detailed Design Completed 100% 14. Construction of facility Ongoing 62% 15. Hire or redeploy staff, put management structure in place - (facility management six to nine months in advance of opening, Ongoing 40% other staff within 2 to 3 months of opening) 16. Develop/revise operating policies Ongoing 30% 17. Prepare for official opening 50% 18. Facility completion, official opening 50% - 32 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Afemai wondercity in Pictures: Area View: - 33 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Gate House Outside View Gate House inside View - 34 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Swimming Pool - 35 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

- 36 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

- 37 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

The cinema hall and multipurpose hall under construction - 38 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Multipurpose building Basement - 39 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

- 40 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Completed Office Space - 41 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Completed Eatery Hall - 42 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

Summary If the proverb “All works and no play makes Jack a dull boy” Randle, (1611) is anything to go by then it is highly expedient for men to take enough time to relax, refresh and recreate most especially during their leisure hours. Recreation and leisure are very synonymous with multiple meaning depending on the author. Leisure is defined as free or unobligated time that does not involve work or performing other life sustaining functions. Recreation from an individual perspective involves as example watching Television, attending an Opera, base jumping, moving the lawn, taking your children to zoo, playing snookers/checkers, downloading music, writing book, an evening in the town. Leisure and recreation have become important concerns in modern day societies and they became recognized as cause for concern during the Great Depression of 1930s. Both anxiety and extensive stress are as a result of overwork and they have been identified as indications of depression. Depression disrupts relationship and interferes with work and daily activities and must therefore be afforded. Recalled that the result of increased leisure that is not properly utilized can manifest in various societal problems ranging from idleness, depression, violence, alcoholism, drug abuse and other related vices. Study revealed that more than 6 million people in the U.S have depression each year with an estimated 19 million adults living with major depression. This is presently the government is trying to solve from happening in Nigeria, considered that there are lots of avenues or facilities that can be develop for releasing tension in time of stress, anxiety or overwork during leisure to become well-adjusted. Nigeria is a rich tourists and recreational destination. - 43 - Family... Fun... Recreation... Relaxation... Hospitality >>> Afemai wondercity

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